Project Management

Lecture No 1
BITS Pilani Sunil Soni
Visiting faculty
Pilani|Dubai|Goa|Hyderabad

1
Ground Rules

• Participative presentation. Feel free to ask questions,

and make comments during my presentation.
• Please keep Cell phones/pagers off or in silent ring
mode•
• Please keep your microphone in mute mode and unmute
only for Q&A.

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Course Objective and Content
Objective: This course aims at providing overall knowledge regarding the concepts of
Project Managements and imparts necessary skills for Project execution leadership in a
business enterprise.
Course Contents:
– To understand the need of project management and deciding the right organization
structure.
– To understand the market and demand , technical and financial analyses for the
selection and prioritization of projects
– To define the project scope, work breakdown structure and development of project
network. Loading, Scheduling and Allocation of Resources. Optimization of cost-time
schedule and monitoring the performance of the projects using earned value analysis.
– To identify the project risks, contingency plans and change management system. To
understand the risk analysis methods and decision making.
– To understand the process of outsourcing of project work, types of contracts and
enterprise contact management
– To understand the project audit methods, project closure procedure and
retrospectives. To understand the project quality dimensions and methods of
improving quality.
– Program Management
– Global Project Management

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Text & Reference Book

Text Books:
– Clifford F Grey. Erik W Larson, Gautam V Desai, “ Project
Management: The Managerial Process” Mc Graw Hill Education
(India) Private Limited, New Delhi, Sixth Edition, 2014.
– Jerome D Wiest, Ferdinand K Levy, “ A Management Guide to
PERT/CPM with GERT/PDM/DCPM, PHI Learning Private
Limited, Second Edition, 2009.
Reference Books:
– Kerzner Harold, “ Project Management: A Systems Approach to
Planning, Scheduling and Controlling”, Wiley Student Edition,
Tenth Edition, 2013.
– Kamaraju Ramakrishna, Essentials of Project Management”, PHI
Learning Private Limited, First Edition, 2012.
– Garold D Obriender, “ Project Management for Engineering and
Construction”, Mc Graw Hill Education, Second Edition, 2014.

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Evaluation Scheme

No Name Type Duration Weight Date

EC-1 Assignment-I Case Study - 7.5% 16 Sep 18
Assignment-II Term Paper - 7.5% 11 Nov 18
EC-2 Mid-Semester Closed Book 2 hours 35% 29/ 0 Sep 18
Test
EC-3 Comprehensive Open Book 3 hours 50% 24/25 Nov 18
Exam
Legend: EC = Evaluation Component

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Was it built without Design & Plan ?

Is building Taj Mahal a successful Project?

6
Exercise

• Scenario I:
– You are building your house and have entrusted the
work to a building contractor

• Scenario II:
– You are getting software developed by a software
house ( development company).

Compare the two scenarios.

What are the similarities?
7

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Discussion - Impact
• Time overruns?
• Cost overruns?
• Owners’ feeling of satisfaction?
• Towards the end, somehow get done?

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Discussion – Process

Building
• Designs - Yes
• Project Management?
• Architectural challenges
• Conflict resolution
SW Project
• Designs - Yes
• Project Management?
• Technical challenges
• Conflict resolution

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

 Major Symptoms of Poorly
Managed Projects
Stakeholders Feedback Common Cause Project Discipline
You are Late • Lack of a Project Plan • Project Planning
• Changing Requirements increased Scope • Change Management
and Duration to complete • Resource Management
• Failure to identify dependencies between
tasks
• Resources were not available

That is what I did not • No agreement on the Project’s Scope • Project Planning
ask • Limited Requirement, Design and Project • Change Management
documentation
• Failure to incorporate Changes

You spent too much • Changing Requirements increased Scope • Cost Management
and Cost to complete • Change Management
money
• No project budget
• Costs were not tracked

This does not work • No agreement on the Project’s Scope • Project Planning
• Limited Design and Project Documentation • Change Management
• Failure to incorporate Changes • Quality Management
• No Quality Management Plan

Projects Fail Because the Whole Process is Unmanaged

Project Management –
Common Problems / Issues
• Project delays
• Budget overruns Cost Time

• Scope Creep / Changing Requirements

Scope Quality
• Not enough resources Inte-
gration
• Inconsistent PM practices across Procure-
Risk
organization ment
Human
• Lack of planning – flying by the seat of the Commun-
Resources
pants ications

• Unclear priorities
• Poor communication
• Issue resolution takes too long
• Inconsistent project reporting
• Always reinventing the wheel
• No clear objectives & lack of Executive
support
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
 Learning Objectives
• Understand the growing need for better project
management.
• Explain what a project is and provide examples of projects
• Describe what project management is and discuss key
elements of the project management framework
• Discuss how project management relates to other
disciplines
• Understand the history of project management
• Describe the project management profession

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Lecture Outline

• Why do Projects Fail?

• Project: Definition and Types
• History of Project Management
• Project Life Cycle
– Project Life Cycle for various industries
• Role and Responsibilities of Project Manager
• Skills & Competencies of Project Managers
• Case Study: Day in the Life of a Project Manager

Reference: TB1 Chapter 1

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

 Why Do We Need the Formal Project
Management Methodology?
Standish Group 2017
Chaos Study 31.1% Failed
(Never completed or
cancelled) 52.7%
Challenged
(Completed, but
over budget, not on
time, or with less
functionality)
16.2%
Successful
(Completed on time,
within budget)

* The Standish Group’s survey report published in 2017.

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Reasons for failure of Projects

• Lack of User Input 12.8%

• Incomplete Requirements & Specifications 12.3%
• Changing Requirements & Specifications 11.8%
• Lack of Executive Support 7.5%
• Technology Incompetence 7.0%
• Lack of Resources 6.4%
• Unrealistic Expectations 5.9%
• Unclear Objectives 5.3% 9.
• Unrealistic Time Frames 4.3%
• New Technology 3.7%
• Other 23.0%

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Advantages of Using Formal
Project Management
• Better control of financial, physical, and human resources
• Improved customer relations
• Shorter project execution times
• Lower costs
• Higher quality and increased reliability
• Higher profit margins
• Improved productivity
• Better internal coordination
• Higher worker morale

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

What is a Project?
• “A discrete undertaking with defined objectives often including time,
cost and quality ( Performance goals)” : The UK Association for
Project Management
• “ A unique set of coordinated activities with definite starting and
finishing points, undertaken by an individual or organization to meet
specific objectives with defined schedule, cost and performance
parameters”: The British Standard Institute
Projects do not include
Examples include: business operations:
– New Mobile Technology
Product – Ongoing Customer Support
– Highway Expansion/ for Services
Construction – Collecting Tolls to pay for
– Systems Implementation Expansion
– Systems Administration

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

What Is a Project?
PMI Definition
• A project is “a temporary endeavor undertaken to accomplish a
unique product or service” (PMBOK® Guide 2000)
• Attributes of projects Outcome of Project
• A Product
– Unique Purpose
• A capability to
– Temporary perform service
– Require Resources, often from various areas • A Result such as
– Should have a Primary Sponsor and/or Customer an outcome or a
– Involve Uncertainty documents

Project Sponsor Type Start Date Expected End

Date
ABC Corp Internal Business Continuity 18 Jul 2018 22 Aug 2018
COO Planning
Tata Sons External Data Analytics to launch 11 Jan 2018 19 Oct 2018
MD loyalty program

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Features of Projects

• Well defined Collection of Jobs

• Generally Non-Repetitive, One Time Effort

• Jobs Interrelated through Precedence

• Jobs otherwise Independent

• Jobs consume Time and Resources
• Coordination needed between Individuals, Groups &
Organizations
• Constant Pressure of conformance to Time/Cost
/Performance Goals
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Examples of Projects

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

 Nature of Projects

Projects in Local Neighborhood Organizational Projects

Personal Projects
• Preparing for an examination
• Writing a book
• Getting dressed
• Wedding in the house
• A birthday function
• A family vacation
• A school function
• highway
Cleanliness drive
• Construction of clubs
• Tree plantation exercise
• Establishment of a park
• Welcoming a dignitary to the
colony
• Construction of building,
• Planning & launching a new
product
• A turnaround in a refinery
• A training for managers in
the organization
• Conducting a marketing
survey

National Projects Global projects

• Launching a new satellite • Organizing peace
• Literacy campaign missions (UN)
• Poverty removal drive • Space exploration
• Conducting World Trade
• Organizing general
elections • Environment protection
• Preparation of annual
budget

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

 Projects Classifications

Complex II I
Very
Complex
Technically
Challenging
Technical Easy Client
Environment Environment

Routine Technical
Environment
Simple or
Difficult Client
Routine
Environment
Simple IV III

Business Environment Complex

Project Vs Operations

Projects Operations
Projects are temporary and unique Operations are ongoing and repetitive
The Purpose of a project is only to The main objectives of operations is to
attain its objectives; the project is sustain the business
terminated once objectives have been
achieved Implementation of
projects intersects with
Common Characteristics Projects and Operations operations at various
• Both are Performed by People points in a product ‘s
• Both are Planned, Executed, and Controlled. life cycle.
• Both have Limited Resources

People
Projects Executed Operations
Controlled

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Projects vs. Operations….
Projects
• Create own charter,
organization, and goals
• Catalyst for change
• Unique product or
service
• Heterogeneous teams
• Start and end date
Done Once
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Operations
• Semi-permanent charter,
organization, and goals
• Maintains status quo
• Standard product or service
• Homogeneous teams
• Ongoing
Done Repeatedly
 A Balancing Act
Schedule Requirements Cost
The Project

Risk Risk

Customer Business
Expectation Objective

Source: William Gendron, presentation at 1998 PMI Global Forum

Copyright © 1999 Project Management Institute, Inc. All Rights

Reserved.
 Understand the “Triple Constraint”
• Every project is constrained Scope • It is the project manager’s
in different ways by its (Better) duty to balance these
– Scope Goals: What is three often competing
the project trying to goals
accomplish?
– Time Goals: How long
should it take to
complete?
– Cost Goals: What
Quality
should it cost?
Schedule Resources
(Faster) (Cheaper)
Risk

The Project team must understand the ‘triple constraint’ relationship between
Scope, Schedule and Resources how it affects Quality and Risks .
What is Project Management?

• “The art and science of coordinating people, equipment,

materials, money. and schedules to complete a specified
project on time and within approved cost”.
• “The planning, organization,, monitoring and control of all
aspects of a project and motivation of all involved to
achieve project objectives safely and within agreed time,
cost and performance criterion.” :UK Association of
Project Management
• “ The planning, monitoring and control of all aspects of a
project and the motivation of all those involved to achieve
the project objectives on time and to cost, quality and
performance”: British Standard Institute ( BS7079)

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

 PMI Project Management Definition
Project management is “the
application of knowledge,
skills, tools, and techniques to
project activities in order to
meet project requirements”
(PMI*, Project Management
Body of Knowledge (PMBOK®
Guide)

*The Project Management Institute (PMI) is

an international professional society. Their
. site is www.pmi.org
web

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Program & Portfolio Management
• Program is a group of related projects managed in a coordinated
way to obtain incremental benefits and control not available from
managing them as individual projects”
– Program Management: The centralized and coordinated management
of a program to achieve the program’s strategic benefits and objectives”
• A Portfolio is a collection of projects, programs, and other work
(business processes, or operations) that are grouped together to
achieve strategic objectives.
– Programs typically exist as part of
a portfolio
– No set requirement on where
programs must exist in the
hierarchy
– Can include non-project work
 On going operations
 Regulatory compliance
Project Management Methodology

• Repeatable process applicable to any

engagement or service offering
• Methods and Tools How Much?
• Answers the questions…..

When and
How Long
What Who

How
Why
When Projects are delivered
correctly they can…..
• Expand Product Portfolios
– Faster product to market cycle
• Improve Customer Satisfaction
– Build to customer requirements
• Reduce Production and Operating
Costs
– Modernize and automate processes
• Increase Revenue
– Reduce invoicing periods
• Accurately Report Progress
– Delivery dates
– Costs

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

When Projects are delivered
correctly they can…..
Poorly Managed Projects can have greater impacts
on the project team and overall organization

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Distinguishing between Project
and Discipline Management
Project Management
• What must be done
• When it must be done
• How much it will cost
• Coordinating overall
needs
• Multi-discipline focus
• Reliance on others
• Project quality
• Administrative viewpoint
• A generalist's approach
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
General Management
• How it will be done
• Who will do it
• How well it will be done
• Coordinating specific
needs
• Single-discipline focus
• Providing technical
expertise
• Technical quality
• Technical viewpoint
• A specialist's approach
34
The Importance of Project
Management
• Compression of the Product Life
• Knowledge Explosion
• Triple Bottom Line (planet, people, profit)
• Corporate Downsizing
• Increased Customer Focus
• Small Projects Represent Big Problems
• Global teams
• Changing demographic

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

 BITS Pilani
Pilani|Dubai|Goa|Hyderabad

History of Project Management

36
History of Project Management
• Some people argue that building the Egyptian Pyramids was a
project, as was building the Great Wall of China.
• In the United States, the forefather of project management is
Henry Gantt who is famously known for his use of the "Gantt"
chart as a project management tool in 19th century beginning
• Most people consider the Manhattan Project to be the first
project to use “modern” project management
– This three-year, $2 billion (in 1946 dollars) project had a separate
project manager and a technical manager
– Most successful project
• In 1969, the Project Management Institute (PMI) was formed
to serve the interest of the project management industry
• Taj Mahal, Indian Railways, India atom bomb are example of
Project Management
• Development of Agile Project Management
Projects Cannot Be Run in Isolation

• Projects must operate in a broad organizational

environment
• Project managers need to take a holistic or systems view
of a project and understand how it is situated within the
larger organization

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

A Systems View of Project
Management
• A systems approach emerged in the 1950s to
describe a more analytical approach to management
and problem solving
• Three parts include:
– Systems Philosophy: View things as systems,
interacting components working within an environment
to fulfill some purpose
– Systems Analysis: problem-solving approach
– Systems Management: Address business,
technological, and organizational issues before making
changes to systems

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Three Sphere Model for
Systems Management
Project Management Bodies of
Knowledge
Organization Project Management Body of Worldwide
Knowledge and Performance Standards Popularity

PMI - Project Management PMBOK - Project North America,

Institute Management Body of China, NZ
Knowledge
AIPM - Australian Institute of Project management Australia
Project Management
Project Management P2M – Project and Japan
Certification Center & Programme Management
PMAJ – Project Management for Enterprise Innovation
Association of Japan
PRINCE - PRojects IN PRINCE2 Europe
Controlled Environments
APM - Association for Project APM BoK
Management &
CRMP - Center for Research in
the Management of Projects
IPMA - International Project ICB - IPMA Competence
Management Association Baseline
PMI Project Management Framework
PRINCE2 Process Model

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Typical Project Management
Framework
Trends of New Economy

• Growth of worldwide economy & marketplace

• Increased globalization by individual business
• Growing dependence on team & decentralized
operations
• Multinational projects using decentralized knowledge &
resources
• Desire for faster results & greater cost effectiveness
• Contract and Outsourcing
• Emphasis of interpersonal skills & cultural differences
• Dependence on technology

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Potential Benefits of PM for the
Organization

• Balances competing demand

• Increases communication among stakeholders
• Improves monitoring & control
• Improves project support and resource utilization
• Increases stakeholders trust, confidence & satisfaction
• Improves performance measurement
• Improves project success

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Potential Benefits of PM for the
Individual

• Gets recognition of PM as a profession

• Provides future source of company leaders
• Creates high visibility of project results
• Enhances professional & personal growth opportunities
• Builds ones reputation and network
• Develops portable skills and experience

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Two Dimensions in Project
Management

• Technical Dimension
– The science of project management
– This technical dimension includes
planning, scheduling, and
controlling projects.
• Socio-Cultural Dimension
– The art of managing project
– the manager must build a
cooperative social network among a
divergent set of allies with different
standards, commitments, and
perspectives.

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Where to Apply Project Management ?

• Project management applies to work as well as personal

projects
• Project management applies to many different
disciplines (IT, construction, finance, sports, event
planning, etc.)
• Project management skills can help in everyday life

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

 BITS Pilani
Pilani|Dubai|Goa|Hyderabad

The Project Management Life Cycle

50
Project Phases and the Project Life Cycle
• Project Life Cycle defines the beginning and end of projects and the
various milestones associated with in it.
• A Project Life Cycle is a collection of project phases that defines:
– What work will be performed in each phase.
– What deliverables will be produced and when.
– Who is involved in each phase.
– How management will control and approve work produced in each phase.
• Project phases vary by project or industry, but some general phases
include
– Concept
– Development
– Implementation
– Support
• A deliverable is a product or service produced or provided as part of a
project.

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Phases of the Project Life Cycle
Simple Three-Phase Project Life Cycle

Project

Initiation Execution Close-Out

Project Lifecycle in Various Industries

Construction Industry

Pharmaceuticals Projects
Project Lifecycle in Various Industries….

Software Development Life Cycle

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Typical Project Life Cycles & its Phases

Project

Feasibility Initiation Planning Execution Shut Down

Definition Phase
Relationship between Project
Phases
• Sequential Relationship
• Waterfall Model top to bottom Design Construction
• e.g Coding leads to Testing
• Overlapping
• Subsequent phase starts even Requirement Gathering
before implementation of its
immediately preceding phase
• e.g Requirement Gathering
and Design can overlap Designing
• Iterative
• Phase implementation is Listen to Gather Needs
planned once, but if required Customer
the phase is executed again.
• e.g. Requirement Gathering SRS
Documentation

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Project Life Cycle

5. Requirements
Project Life Cycle

Testers
PMs
Programmers
Graphic Designer

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Typical Project Life Cycle
Characteristics

59

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

More on Project Phases
• In the early phases of a project life cycle:
– Resource needs are usually lowest.
– The level of uncertainty (risk) is highest.
– Project stakeholders have the greatest opportunity to influence
the project.
– The ability to impact the final outcome characteristics of a
project without impact cost is high at start of project.
– The likelihood of a project not being completed at all is highest
in its initial stages.
• In the middle phases of a project life cycle:
– The certainty of completing a project increases.
– More resources are needed.
– Risks and uncertainties start decreasing
• In the final phase of a project life cycle:
– The focus is on ensuring that project requirements were met.
– The sponsor approves completion of the project.

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Purpose

Establish the customer relationship to generate sufficient interest to justify

investment.

Objectives
 Gather sufficient information to assess
opportunity
 Clarify and define the sponsor’s
business need
 Understand the problem to be solved
 Identify desired approach to solve
the problem
Outputs
 Feasibility Study
 Approved Project Charter
 Define Project Categorization
 Perform Compliance check as per
org policies
Purpose
Further define the business requirements and objectives. The resulting work in this phase
feeds the proposal development process and a high-level project plan.

Objectives
 Identify project objective
 Begin to define the business
requirements and major deliverables
 Develop high-level estimates of
project scope, schedule and
resources
 Provide input to the proposal and
deal review processes
Outputs
 Project Initiation Session
 Resource & duration estimates
 Schedule for planning phase
 High-level Work Breakdown
Structure (WBS)
 1st draft Project Plan Document
 Establish Status Reporting Procedure
 Validated Quality Requirement
 Perform PM Compliance check
 Purpose
Project planning is of major importance to a project. Detailed project planning
establishes the plan, , processes, controls and tools which will be utilized to monitor
& control project work, quality & performance during Execution Phase.

Objectives Outputs

 Validate and refine business  Signed Customer Requirements

requirements
 Drill down scope to produce detailed
Work Breakdown Structure
 Finalize project schedule, resources
and budget
 Organize and finalize project team
 Establish project control procedures
& associated project management plans
 Obtain customer agreement & signoff
 Project Planning Workshop (PPW)
 Project Schedule, Resource Plan & Budget
 Risks, Assumptions, Issues,
Definitions, Out-of-Scope (RAIDO) Plans
 Quality and Communications Plans
 Change Control Process
 Status & Performance Reporting
 Approved Project Plan Document
[Baselined]
Overview of Planning Process

Core Processes

Scope Sequencing
Planning Activity
Activity Schedule
Definition Development

Activity
Duration Cost
Scope Estimating
Definition Budgeting
Resource
Planning
Cost
Estimating Project Plan
From the Development
Initiating To the
Processes Executing
Processes

Facilitating Processes
From the
Controlling
Processes
Quality Communications Risk Risk Risk Response
Planning Planning Identification Quantification Development

Organizational Staff Solicitation

Procurement
Planning Acquisition Planning Planning
Purpose
Kick off delivery aspects of the project. Progress, quality, scope, risk, costs,
schedule, resources and changes are monitored, measured and controlled against
the Baseline Project Plan using the mechanisms established in the Planning Phase.

Objectives
 Fulfill contract deliverables
successfully
 Monitor and control change
 Monitor and control contract / project
delivery, meeting project objectives
agreed upon by customer –
requirements met on-time, on-budget
 Communicate progress and issues
to project stakeholders
Outputs
 Updated project schedule
 Updated cost tracking worksheet
 Approved Change Requests and
Updated Change Log
 Status/Performance Reporting, Metrics &
Variance Reporting, Meeting Minutes
 Updated RAID Plans
 Project Quality Reviews
 Project communications calendar
 Shutdown Schedule
 Customer Acceptance Sign-off on
Completed Project Deliverables
Overview of Executing Process
Executing Processes

Project Plan
Execution

Facilitating Processes
Quality
Assurance
From the To the
Planning Informatio Team Controlling
Processes Distribution Development Processes
Scope
n
Verification

Source
Solicitation
Selection
Contract
From the Administration
Controlling
Processes
Overview of Controlling Processes
Controlling Processes

Performance Overall
Reporting Change Control

Facilitating Processes
To the
Planning
From the Processes
Executing Scope Change Control Cost
Control
Processes Control Schedule

Quality Risk Response

Control Control

To the
Closing
Processes
 Purpose
Review and evaluate the project results and report the final outcome of the project.
Shutdown of all project work and processes as well as efforts to ensure future projects
benefit from the accomplishments of this project

Objectives Outputs

 Review, evaluate and report project
accomplishments, deliverables, best
practices and lessons learned
 Transition project staff
 Transition to on-going operations’
staff / production support
 Share project knowledge gained with
customer and Perot Systems
 Post Project Report, includes final
project metrics and Lessons Learned
 Post-Project Scorecard
 Perform PM Compliance check
 Corporate Knowledge Base Updated
with Historical Project Data to leverage
on future projects as part of continuous
improvement
Communication Flow
Authorization

Start
Initiating Planning
Plans and
Processes Processes Updates
Changes

Status Executing
Controlling
Processes
Processes Guidance

Direction
Closing Operations
Processes
Overlap of Process Groups in a Phase

Initiation Planning Execution & Control Closure

Phase Phase Phase Phase

Cost & Planning

Processes Executing
Staffing
Processes
Level Initiating Closing
Processes Controlling Processes
Processes

Time Finish

Source: PMBOK® Guide)

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Detailed Project Life Cycle

Feasibility

Initiating Planning Executing Controlling Shut-down

Project Request Develop Project Manage Technical Manage and Deliverables

Plan Performance Control Project Review

Manage Cost, Lessons

Project Charter Build Control Changes Schedule,
Project Team Resource Variance Learned

Review Project Manage Project Post

Project Start Up Control
Requirements Team Implementation
Changes

Phase Conduct Project Manage Quality/ Manage Project

Performing to
Assessment Kickoff Meeting Requirements
Performance to Completion
Requirements

Baseline Project Manage Risk Manage

Plan Risk

Phase Phase Phase

Assessment Assessment Assessment

Adapted from The Strategic Project Office, J. K. Crawford

 BITS Pilani
Pilani|Dubai|Goa|Hyderabad

Roles and Responsibilities of Project Manager

72
 Typical PM’s day
Forecasting Managing
Expectations

Tracking, adjusting
Interpersonal

Problem
Solving
Team Work
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Fifteen Project Management
Job Functions
• Define Scope of Project • Identify and Evaluate Risks
• Identify Stakeholders, • Prepare Contingency Plan
Decision-makers, and • Identify Interdependencies
Escalation Procedures
• Identify and Track Critical
• Develop detailed task list Milestones
(Work Breakdown Structures)
• Participate in Project Phase
• Estimate time requirements Review
• Develop initial Project • Secure Needed Resources
Management Flow Chart
• Manage the Change Control
• Identify required Resources Process
and Budget
• Report Project Status
• Evaluate Project
Requirements
Suggested Skills for Project Managers

• Project managers need a wide variety of skills

• They should be comfortable with change, understand the
organizations they work in and with, and be able to lead
teams to accomplish project goals
• Project managers need both “hard” and “soft” skills. Hard
skills include product knowledge and knowing how to use
various project management tools and techniques, and
soft skills include being able to work with various types of
people

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Suggested Skills for a Project Manager

 Communication Skills: Listening, Persuading

 Organizational Skills: Planning, Goal-setting, Analyzing
 Team Building Skills: Empathy, Motivation, Esprit De
Corps
 Leadership Skills: Set Examples, Be Energetic, have
Vision (big picture), Delegate, Be Positive
 Coping Skills: Flexibility, Creativity, Patience,
Persistence
 Technological Skills: Experience, Project Knowledge

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Most Significant Characteristics of
Effective and Ineffective PMs
Effective Project Managers Ineffective Project Managers
• Lead by example • Set bad examples
• Are visionaries • Are not self-assured
• Are technically competent • Lack technical expertise
• Are decisive • Are poor communicators
• Are good communicators • Are poor motivators
• Are good motivators
• Stand up to upper
management when
necessary
• Support team members
• Encourage new ideas
 Project Manager Roles

 Decision-maker n Manager
 Coach n Sales person
 Communication channel n PM expert
 Encourager n Facilitator
 Power broker n Behavior model
 Disciplinarian n Other?

Copyright © 1999 Project Management Institute, Inc.

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
 Project Manager Responsibilities

• Project plan implementation

• Achievement of objectives
• Project integration
• Communications
• Stakeholder relations
• Change management system
• Priority establishment and maintenance

Copyright © 1999 Project Management Institute, Inc.

79
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
 More Responsibilities

• Staff acquisition, retention, and motivation

• Selection and use of PM tools and techniques
• Compliance with regulations, state and federal laws, and
organization policies and procedures
• Resolving team conflicts
• Negotiating win/win solutions
• Deliver the project on time and within budget
• Other?

Copyright © 1999 Project Management Institute, Inc.

80
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
 Project Management:
Relationship to Others Disciplines

The PMBOK™
Project
Management
Knowledge and
Practice

General Application
Management Area
Knowledge and Knowledge
Practice and Practice

Figure is conceptual and overlaps are NOT proportional

Copyright © 1999 Project Management Institute, Inc.

Success as PM depends on your …

• Knowledge
• Behaviors
• Attitude
• Organizational environment
• Project environment
• Fit
• Self-knowledge and ability to adjust

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Project Manager Competency
Project Management Institute (PMI)
• Competence – “Demonstrated ability to perform
activities within a project environment that leads to
expected outcomes based on defined and accepted
standards”.
• Project Manager Competencies
• PM Knowledge (Process) Competencies –What the PM knows
about applying project management techniques to project
activities
• PM Performance (Technical/Scientific) Competencies - How the
PM applies knowledge to meet project requirements
• PM Personal (Leadership) Competencies – How a PM
behaves/performs in the project environment

83

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

APM PM Competency Framework

• Association of Project Management ( APM) –

“…competency framework designed Project Manager
Competency Frameworks) to support the project management
community by defining the competence elements needed for
effective project management across three domains – T
Technical, Behavioural and Contextual
• Technical Competencies
– 30 Elements
• Behavioural Competencies
– 9 Elements
• Contextual Competencies
– 8 Elements

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

APM – Technical Competencies
• Concept
• Project Success and Benefits
Management
• Stakeholder Management
• Requirements Management
• Estimating
• Business Case
• Marketing and Sales
• Project Reviews
• Definition
• Scope Management
• Modeling and Testing
• Methods and Procedures
• Project Quality Management
• Scheduling
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
• Information Management and
Reporting
• Project Management Plan
• Configuration Management
• Change Control
• Implementation
• Technology Management
• Issue Management
• Resource Management
• Risk and Quality Management
• Procurement
• Cost Management
• Development
• Earned Value Management
• Value Engineering
• Handover and Closeout
85
APM – Behavioural Competencies
• Communication
• Teamwork
• Leadership
• Conflict Management
• Negotiation
• Human Resource Management
• Behavioural Characteristics
• Learning and Development
• Professionalism and Ethics

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

APM – Contextual Competencies

• Project Sponsorship
• Health, Safety and Environmental
• Project Life Cycles
• Project Finance and Funding
• Legal Awareness
• Organizational Structure
• Governance of Project Management

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Ex A Pharma Company PM
Competency List
Leadership and Personal Skills
• Develops People
• Focuses on Results
• Manages Complexity
• Makes Tough Decisions
• Builds Strategic Support
• Networking
• Collaborative
• Communication
• Manage Stakeholder
Expectations
• Resolves Conflict
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Project Management and
Process Skills
• Pays attention to Details
• Structures the Process
• Adaptive Planning
• Monitoring and Control
• Procurement
• Tracking and Reporting
• Effective Metrics
• Issue Resolution
• Meeting Management
• Performance Management
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Ex A Pharma Company PM
Competency List ….
Scientific Biopharma Relevant Other Possible Competencies
Technical Skills • Building Trust
• Initiates Action • Integrity
• Thinks Critically • Adaptive Planning
• Manages Risks • Negotiation
• Therapeutic Expertise • Benchmarking
• Financial Budgeting • Knowledge Management
• Manages Quality Standard
• Evolving Regulator • etc.
• Managing Scientific
• Uncertainty

89

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Help ?

Contact : sunilsoni@wilp.bits-pilani.ac.in
sonisunil@yahoo.com
+919810301926
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956