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Fundamentals of Project Management - Basics
- 1. FUNDAMENTALS OF PROJECT MANAGEMENT LECTURE1: INTRODUCTION COURSE INSTRUCTOR Sulaiman Jehangir
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- 3. Education • Masters inProject Management, SZBAIST • M.Phil , Bahria • MBA ( Supply Chain ), Bahria Professional Experience • IT Infrastructure Deployment • Procurement, and • Project Management 3
- 4. Contact Information 4 Name MohammadSulaiman Jehangir Email: [email protected] Communication Rules: • Communication should be limited to clarifications related to course work. • No requests for attendance, or marks adjustment, extending of deadlines, or other requests of similar nature
- 5. Ground Rules • Punctuality •Attendance • Discipline • Cell Phone Policy • Communication • Active Listening • Mutual Respect • Adherence to University Policies ▫ Attendance ▫ Dress Code ▫ No Smoking ▫ Any future policies 5
- 6. Project and ProjectManagement • Project • Temporary: definite start and end • Produces unique product, service or result • Project Management • Application of scarce resources efficiently and effectively to achieve objectives
- 7. Portfolio, Program andProject • Portfolio: collection of programs, projects etc compiled together for strategic reasons. It is a high level strategic collection of those work which together help a company move forward in their strategic direction • Program: grouped in a portfolio and can include projects or any other work in support of a portfolio • Project: under a portfolio, may be independent of a program
- 8. Operations and Project •Operations are the day to day affairs of an organization. It is routine work and continues indefinitely since an organization is started with the intent that it will continue to survive • Project: temporary and unique • Operations and projects cross each other’s paths during the lifecycle of a project, example when a phase is finished or handed over, when a new product or service is brought into operation. Usually, operations hand over to projects which hands back over to operations
- 9. Project Management Office •A physical and organizational division which is responsible for projects and their management • It can be tasked to do any of the following things • Direct, plan, execute, manage a project • Centralized location for information gathering and storage • Provide back up support and guidance • Provide trainings • Be a check on the process (audits)
- 10. PMBOK PMBOK stands forProject Management Body of Knowledge and it is the entire collection of processes, best practices, terminologies, and guidelines that are accepted as standards within the project management industry. Because the body of knowledge is constantly growing as practitioners discover new methods or best practices, it must be updated and disseminated. This is an effort that is overseen by the Project Management Institute (PMI), the global not-for-profit member association of PM professionals which captures and publishes the PMBOK within the book, A Guide to the Project Management Body of Knowledge (PMBOK Guide)
- 11. What is PMBOKKnowledge Areas? The overarching piece of our matrix are the Knowledge Areas. Each Knowledge Area is made up of a set of processes, each with inputs, tools and techniques, and outputs. These processes, together, accomplish proven project management functions and drive project success
- 12. The 10 KnowledgeAreas • Integration Management - is the processes required to ensure that the various elements of the project are properly coordinated. • Scope Management - the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. • Time Management - the processes required to ensure the timely completion of the project. • Cost Management - the processes required to ensure the project is completed within the approved budget.
- 13. • Quality Management- the processes required to ensure the project will satisfy the needs for which it was undertaken. • Human Resource Management - the processes required to make the most effective use of people involved with the project. • Communications Management - the processes required to ensure the timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project knowledge.
- 14. • Risk Management- the processes concerned with identifying, analyzing, and responding to project risk. • Procurement Management - the processes required to acquire the goods and services from outside the performing organization. • Stakeholder Management - the processes that identifies and develops relationships with those people and organizations which are impacted by the project and which influence or determine how the team works.
- 15. Cont… • The following4 new sub sections appear across all knowledge areas Key concepts • Trends and Emerging Practices In Project Management • Tailoring Considerations • Agile / Adaptive Environment Considerations
- 16. Major Changes ToThe PMBOK 6th Edition • The PMBOK guide is now almost a thousand page manual. • The new standard also includes Agile Practice Guide. • Number of Project Management Processes have increased from 47 to 49. • 3 new processes introduced. • 1 process removed. • The Role of The Project Manager is a new section in PMBOK guide sixth edition. • PMBOK guide 6th edition has improved readability due to good number of tables and charts.
- 17. What is PMBOKProcess Group? • Every project needs the 5 Process Groups - Initiating, Planning, Executing, Monitoring & Controlling and Closing. Process Groups bundle together processes that often operate around the same time on a project or with similar input and outputs. Once you've got comfortable with them they are actually a very logical way of grouping together the things you have to do.
- 18. Project Management ProcessGroups 18 Initiating Process Group. The process(es) performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Planning Process Group. The process(es) required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. Executing Process Group. The process(es) performed to complete the work defined in the project management plan to satisfy the project requirements. Monitoring and Controlling Process Group. The process(es) required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Closing Process Group. The process(es) performed to formally complete or close a project, phase, or contract.
- 20. Organizational Process Assets? OrganizationalProcess Assets would include anything the organization has acquired that you can use in the management of the project. They include formal and informal plans, policies, procedures, and guidelines. These are very important for the planning stage, irrespective of the nature of the project. Whether your project is long-term or short-term, OPAs are a must.
- 21. Common OPAs: • Standardizedguidelines • Work breakdown structure templates • Risk templates • Project closure guidelines • Change control procedures • Financial control procedures
- 22. Cont… • Assets ofthe organization • Lessons learnt database • Data of previous projects • Any standards, guidelines, good practices developed
- 23. Enterprise Environment Factors(EEFs) • Enterprise Environment Factors (EEFs) include all policies, practices, procedures, and legislation that exist both inside and outside of the organization that will impact the way you manage a project.
- 24. Enterprise Environmental Factors •Political • Economic • Social • Technological • Legal • Environmental • Etc etc
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