Understanding Project Management

In order to understand project management, one must begin with the

definition of a project. A project can be considered to be any series of
activities and tasks that:

Have a specific objective to be completed within certain specifications

Have defined start and end dates

Have funding limits (if applicable)

Limited or finite human and nonhuman resources (i.e.,

money, people, equipment)

Are multifunctional (i.e., cut across several functional lines)

 ❑ Definition of Project
❑ It is one shot, time limited, goal
directed, major undertaking,
requiring the commitment of varied skills and
resources.

❑ A Project is defined to be a
task which has a definite
beginning- definite end time and which
consists of several activities or jobs.

A Project generally exhibits most of the following

conditions:
- It is unique.
- A Project is finite.
- Usually Complex
- A Project is Heterogeneous.
❑ Definition of Project SMART PROJECT
S: Specific: Project should be targeting a specific aim or goal.
M: Measurable: It should be quantifiable.

A: Attainable: It should be attainable with available resources.

R: Realistic: It should be realistic in nature, dreaming is fine, but we
certainly cannot manage the dreams. We need some real things to be
managed.

T: Time limited: As mention earlier there is a fixed time limit for any
project.
Characteristics of Project: Fixed set of objectives, Team work, Life
cycle, Made to order, Multi skill staff requirement, Subcontracting,
Risk and Uncertainty
❑ Examples of projects include, but are not limited to:

Developing a new product or service.

Effecting a change in structure, staffing, or style of an organization.
Designing a ne transportation vehicle.
Developing or acquiring a new or modified information system
Constructing a building or facility

Building a water system for a community.

Running a campaign for political office Implementing a new
business procedure or process.
 ❑ Difference between process and project
Process Project
Repeat process or product New process or product
Several objectives One objective
On-going One shot-limited life
People are homogeneous More Heterogeneous
Systems in place Systems must be created
Performance, cost and time is Performance, cost and time less
known certain
Part of the line organization Outside of line organizations
Bastions (support) of established Violates (disturb) established
practices practices
 ❑ Difference between process and project
Project Process
Repetition Non Repetitive Repetitive
Work force required Multi-skilled or very highly specialized for Limited skills a huge learning
short durations effect
Revenues No Revenues Revenues and profit / loss
Objectives Scope, performance, time, cost Profits generated, cost reduced,
quality of products or services
Equipment needed Special purpose equipment’s for a short Some equipment’s are
duration. continuously used
Subcontracting Essential, involves many subcontracting Generally avoids use of
agencies. subcontracting agencies.
Risk Very high risk as generally no chances of Risk is less as chances of
recursion improvement always there.
❑ The Project Life Cycle

What is the project life cycle?

The project life cycle includes the steps required for project
managers to successfully manage a project from start to finish.
There are 5 phases to the project life cycle (also called the 5
process groups)
—initiating, planning, executing, monitoring/controlling, and
closing.

• Project managers or the organization can divide projects into phases to

provide better management control with appropriate links to the
ongoing operations of the performing organization.

• Collectively, these phases are known as the project life cycle. Many
organizations identify a specific set of specific set of life cycles for
use on all of their projects.
❑ Definition of Project Management:
Project management, on the other hand, involves project
planning and
project monitoring and includes such items as: Project planning
Definition of work requirements Definition of quantity and quality
of work Definition of resources needed
Project monitoring Tracking progress
Comparing actual outcome to predicted outcome Analyzing
impact

Making adjustments
 ❑ Definition of Project Management:

Project Management: Project management is

the management activities of planning,
directing, and controlling resources to
meet the technical, cost and time
constraints of a project.

Text book 01: Overview of Project Management

Main Objective of Project management:

• To understand the importance of management in

today’s world.
• To establish the importance of projects in,
implementing organization strategy.
• To understand the rules for creating a work
Breakdown structure for the project.
• To demonstrate the importance of WBS to the
management of projects and how it serves as
a database for planning and control.
• To develop a network diagram for a project.
❑ Need of Project management,

Why Project Management is Important?

➢ Fast Technological changes : Electronic goods

➢ Narrow product launch windows
➢ High entropy of system: Expansion
➢ Short life cycle of products: s/w, mobile
➢ Globalization impacts: BRICS
➢ Large organizations

BRICS is an acronym for Brazil, Russia, India, China, and South Africa. Goldman
Sachs economist Jim O'Neill coined the term BRIC (without South Africa) in
2001, claiming that by 2050 the four BRIC economies would come to
dominate the global economy by 2050.
 Project Management Processes.
10 Knowledge Area
1. Project Integration Management
2. Project Scope
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
 Project Management Processes.

PMBOK stands for Project Management BodDyr. [Link].K Tando

ew
_PlC
ed
Cg e_, Paun
oE d it is the entire collection of processes, best
ne
practices, terminologies, and guidelines that are accepted as standard within the project management industry.
The Importance of Project Management for an Organization:
 ❑ The Project Manager (PM)
A Project Manager (PM)

Project managers play the lead role in planning, executing,

monitoring, controlling, and closing out projects. They are
accountable for the entire project scope, the project team and
resources, the project budget, and the success or failure of the
project.
❑ The Project Manager (PM)
The importance of effective project managers
As more and more of our everyday work becomes project-based, it follows
that more and more people are finding themselves in the
business of managing projects — even if they’re not traditional project
managers.

Project managers are the people who get buy-in for the project, who
communicate the changes, who understand how to get the best work
out of everyone, and who steer the project from beginning to end, even
when it’s being pushed off track. They’re the ones who not only plan
and organize the work itself, but who can explain the importance of
planning for projects, so that everyone on the team knows why what
they’re doing is important.

The right person takes your project management strategy from good to
great. They turn your project’s plan into action. And maybe most
importantly, they bring everyone along on the journey — together
❑ The Project Manager (PM)
Project manager responsibilities

The project management phases intersect with 10

knowledge areas, which include integration, scope, time,
cost, quality, human resources, communication, risk
procurement, and stakeholder management.

A project manager, with the help of their team, is charged

with multiple responsibilities that span the five project
phases of a project life cycle (initiating, planning,
executing, monitoring, and closing) below.
 ❑ The Project Manager (PM)

Highly effective project managers must have the following skills:

1. become a strategic business partner

2. encourage and recognize the valuable contributions of others
3. respect and motivate stakeholders
4. stress integrity and accountability
5. are fully entrusted in the success of the project
6. are able to “work in the leaden”
 Phases of Project Management Life Cycle.
According to the PMBOK Guide (Project Management Body of Knowledge) by the Project
Management Institute (PMI), a project management life cycle consists of 5 distinct phases
including initiation, planning, execution, monitoring, and closure that combine to turn a
project idea into a working product and 10 knowledge area’s

10 Knowledge Area
Project Integration Project Scope Project Schedule Management
Project Cost Management Project Quality Management Project Resource Management

Project Risk Management Project Procurement Management Project Stakeholder Management

Project Communications Management
 Mapping of Project Management Processes and 10 knowledge area’s.
Project Management Process Groups
Knowledge Areas Initiation Planning Execution Monitoring and Controlling Closing Total Processes

Project Integration Management 1 2 3,4 5,6 7 7

Project Scope Management 1,2,3,4 5,6 6

Project Schedule Management 1,2,3,4,5 6 6

Project Cost Management 1,2,3 4 4

Project Quality Management 1 2 3 3

Project Resource Management 1,2 3,4,5 6 6

Project Communications Management 1 2 3 3

Project Risk Management 1,2,3,4,5 6 7 7

Project Procurement Management 1 2 3 3

Project Stakeholder Management 1_ 2 3 4 4
Dr. S

Total 2 24 10 12 1 49
 Mapping of Project Management Processes
Project Integration Processes
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Work
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase

Scope Management Processes

• Plan Scope Management
• Collect Requirements
• Define Scope
• Create WBS
• Validate Scope
• Control Scope
 Mapping of Project Management Processes
Project Time/ schedule Management Processes
• Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule
•
• Project Cost Management Processes
• Plan Cost Management
• Estimate Costs
• Determine Budget
• Control Risks
• Project Quality Management
 Mapping of Project Management Processes
• Project Quality Management Processes
• Plan Quality Management
• Perform Quality Assurance
• Control Quality

• Project HR Management Processes

• Plan Human Resource Management
• Acquire Project Team
• Develop Project Team
• Manage Project Team

• Communications Management Processes

• Plan Communications Management
• Manage Communications
• Control Communications
Mapping of Project Management Processes
• Risk Management Processes
• Plan Risk Management
• Identify Risks
• Perform Qualitative Risk Analysis
• Perform Quantitative Risk Analysis
• Plan Risk Responses
• Control Risks
Procurement Management Processes
• Plan Procurement Management
• Conduct Procurements
• Control Procurements
• Close Procurements
• Stakeholder Management Processes
• Identify Stakeholders
• Plan Stakeholder Management
• Manage Stakeholder Engagement
• Control Stakeholder Engagement
 05
IMPACT OF DELAYS IN PROJECT COMPLETIONS.
ESSENTIALS OF PROJECT MANAGEMENT
PHILOSOPHY.
 Impact of Delays in Project Completions

Why do projects get delayed?

However, delays can happen for various reasons

such weather, equipment failures, labor shortages,
missing or incorrect data, project mistakes and conflicts.
There are some reasons, like weather that are beyond
your control.
 Impact of Delays in Project Completions
COMPLETION OF A PROJECT IN TIME AND WITHIN BUDGET IS A
COMMON GOAL OF A CONTRACTOR AND A CLIENT
DELAYS → FAILURE OF BUDGET → DISPUTES (TIME = MONEY)
A DELAYED COMPLETION OF WORK COMPARED TO THE PLANNED/
CONTRACT SCHEDULE (=LOSS OF TIME)
IT’S POSSIBLE TO MAKE UP TIME BY WORKING FASTER OR
REARRANGING THE WORK SEQUENCE
CONTRACTORS RELATED DELAYS ARE THE MOST SIGNIFICANT
ONES.
 Impact of Delays in Project Completions
DELAYS CAN BE CAUSED BY ONE OR MORE OF THE FOLLOWING
AGENCIES :
CLIENT AND HIS TEAM-MATES CONTRACTOR AND HIS TEAM-
MATES NATURE (I.E. EARTHQUAKES)
DUE TO A THIRD PARTY (I.E. STRIKE)
FAULTS IN DOCUMENTS, DESIGNS OR DECISIONS INSUFFICIENT
NUMBER OF EQUIPMENT INACCURATE COST OR TIME
ESTIMATION
POOR SITE MANAGEMENT AND SUPERVISION SHORTAGE OF
CONSTRUCTION MATERIALS INCOMPETENT PROJECT TEAM
CONTRACTOR’S/ CLIENT’S FINANCIAL DIFFICULTIES
ETC.
Impact of Delays in Project Completions
THE FOLLOWING TYPES OF DELAY HELP TO
DETERMINE THE IMPACT OF THE DELAY ON
THE PROJECT :

CRITICAL OR NON-CRITICAL
EXCUSABLE OR NON-EXCUSABLE
CONCURRENT OR NON-CONCURRENT
COMPENSABLE OR NON-COMPENSABLE
Impact of Delays in Project Completions
CRITICAL OR NON-CRITICAL
❑Critical delays: The delay interferes with the total time frame
❑ Non-critical Delays: The delay does not interfere with the total time
frame

EXCUSABLE OR NON-EXCUSABLE
❑ Excusable delays: Delay caused by the client, e.g. the owner denies
access to the site or Delay caused by strike, fire, unusual weather etc.
❑Non-excusable delays: Delays caused by the sub-
/contractor, e.g. not enough manpower on site to complete the job in time.
Impact of Delays in Project Completions
CONCURRENT DELAYS:
❑ Two or more delay events occur at the same time or overlap to some
degree.
❑ At least one of the delays has to be caused by the contractor and one by
client.
NON-CONCURRENT DELAYS:
❑Delays do not overlap.
❑ The client’s failure to provide to coordinate several prime contractors
❑The client’s failure to provide adequate access to the project
❑Change orders placed by the client
❑Any interference by the client
❑Delays caused by a third party under the control of the client
 Impact of Delays in Project Completions
The claim depends on the cause of the delay, which must be identified. Therefore the
responsibility is being clarified.
Possible Claims:
❑Time extensions (for the contactor)
❑Financial compensations (for client and contractor)
For the client:
❑ Delay in use of project
❑ Capital is blocked
❑ Escalation (Increase) in subsequent investment For the
contractor:
❑ Delay in getting profit
❑ Idle of resources (machines, workers, etc.)
❑ Productivity loss due to uncontracted work period
How to avoids Delays in Project Completions
IDENTIFYING THE CAUSE THAT LED TO THE DELAY PROVIDING
ENOUGH FINANCIAL RESOURCES
COMPETENT PROJECT MANAGEMENT

RESOURCE AVAILABILITY FREQUENT PROGRESS MEETINGS

CHOOSING THE RIGHT (EXPERIENCED) CONSULTANTS, SUPPLIERS AND
CONTRACTORS

ACCURATE COST ESTIMATION, ETC.

How to avoids Delays in Project Completions
IDENTIFYING THE CAUSE THAT LED TO
THE DELAY PROVIDING ENOUGH
FINANCIAL RESOURCES
COMPETENT
RESOURCE PROJECT MANAGEMENT
AVAILABILITY FREQUENT
PROGRESS MEETINGS
CHOOSING THE RIGHT (EXPERIENCED)
CONSULTANTS, SUPPLIERS AND
CONTRACTORS
ESSENTIALS OF P R O J E C T M A N A G E M E N T P HILOSOPHY .

What is project management philosophy?

A personal Project Leadership Philosophy is a

summary of the guiding principles, beliefs, and
practices that shape the way you lead projects
and teams. ... The key is to get this philosophy on
paper so that you can consciously and purposefully
consider how you might improve or adapt your style
to be more successful.
ESSENTIALS OF P R O J E C T M A N A G E M E N T P HILOSOPHY .
ESSENTIALS OF P R O J E C T M A N A G E M E N T P HILOSOPHY .
A personal Project Leadership Philosophy is a summary of
the guiding principles, beliefs, and practices that shape the
way you lead projects and teams.

This philosophy should not be static—our industry, our company,

our mentors, and our experience should always be influencers of
our approach. The key is to get this philosophy on paper so that
you can consciously and purposefully consider how you might
improve or adapt your style to be more successful.
Project philosophies can look any way you would like them
to, so long as they capture meaningful information about the
experiences, assets, and liabilities you bring to the role—and
how you intend to leverage or mitigate those for greater
success.
ESSENTIALS OF P R O J E C T M A N A G E M E N T P HILOSOPHY .
PMI Quality Management principles are based on few popular philosophies.
Quality philosophies
Total Quality Management (Deming):- Proactive approach with Stastical
analysis.
Zero Defects (Crosby):-Do it right the first time. Fitness for use (Juran):-
Satisfy customer needs
Continuous Improvement (Kaizen):- Proactive approach to process
improvement
Gold plating:- Unacceptable practice of providing more than requested
Cost of Quality: - cost of confirming is less than cost of non-confirming
Design of experiments:- Isolate factors that influence results
6 sigma- strive for 99.9997%
ISO 9000:- documents what you do; what you document
ESSENTIALS OF PROJECT MANAGEMENT
PHILOSOPHY.
Quality principles
Define and satisfy customer’s needs. Prevent rather
than inspect
Be active rather reactive Validate project processes
Measure against approved standards
Continually improve Take accountability
 Learning Resources

Text Books:

[Link], “Project Management: A Systems Approach to

Planning, Scheduling, and Controlling”, John Wiley & Sons,
Inc., 10th Edition, 2009.

[Link], P., “Projects”, Tata McGraw-Hill Education, 8th

Edition, 2009.
 Learning Resources
Reference Books:
[Link], P. W. G. and Pinto, J. K., “The Wiley Guide to Managing Projects”, JohnWiley &
Sons, 2004.
[Link] Ulrich, Steven Eppinger, “Product Design and Development”, McGraw Hill / Irvin, 3rd
Edition 2009.
3.R. Majumdar, “Product Management in India”, PHI, 2nd Edition, 2010.
4.G.S. Batra, “Development of Entrepreneurship”, Deep and Deep publications, New Delhi.
[Link] Petersen, “The Practical Guide to Project Management”, PMP,1st Edition, 2013.
[Link] W. Darnall, John M. Preston, “Project Management from Simple to Complex”, The
Saylor Foundation.
[Link], F. K. and Wiest, J. D., “A Management Guide to PERT/CPM”, Prentice Hall, 2nd Edition, 1969.
[Link], R., “Project Management: Strategic Design and Implementation”, McGraw-Hill, 5th Edition.
2006.
[Link]. R., J.K. Pinto, “Cost and Value Management in Projects”, John Wiley & sons.
 Learning Resources
NPTEL Courses:
[Link] Course “Project Management for Managers”
Link of the Course: [Link]

[Link] Course on “Intellectual Property Rights and Competition

Law”
Link of the Course: [Link]
 List of Tutorials to be carried out:
1. Understanding Impact of Delays in Project Completions with a
company’s case study.
2. Designing a Work Breakdown Structure (WBS) for any sample
project.
3. Case study on Conflict Resolution and understanding its
challenges.
4. Solve examples on Project scheduling using CPM and PERT
Model.
5. Assignment on Risk Identification and Risk Analysis with a
company’s example and/ or exploration of various project
management tools.
6. Prepare a Business plan for an sample Product/ Service to be
launched.
Thank you
 Tutorial 01- Understanding Impact of Delays in
Project Completions with a company’s case study.
For example: Causes and Impact of Construction company’s Project
Delays
❑Construction project delays have always been a source of concern in
the construction industry. These are when construction projects
exceed the contract schedule.
❑Construction delays occur in many construction projects and the magnitude
of these delays vary considerably. While some projects end up only a few
weeks behind schedule, some are delayed for longer periods.
❑Construction delays are a major issue, specifically in the Nigerian
construction industry. Thus, it is necessary to bring to light the causes of
construction delays as well highlight the extent to which delays can
adversely affect construction project delivery.
 Tutorial 01- Understanding Impact of Delays in
Project Completions with a company’s case study.
C AUSES
❑Increase in Materials Prices
❑Frequent Equipment Breakdown
❑Changing of Order:
❑Inaccurate Cost Estimates
❑Late Delivery of Construction Materials:
❑Poor Design
❑Poor Construction Site Management and Supervision:
❑Environmental Catastrophes:
❑Economic Change:
❑Poor Coordination between Time Schedule and Execution:
 Tutorial 01- Understanding Impact of Delays in
Project Completions with a company’s case study.

SOLUTION
❑ More Accurate Cost Estimates:
❑ More Accurate Schedules.
❑ More cleared communications
❑ Detailed Planning and Monitoring:
❑ Better Procurement Processes:
 Tutorial 01- Understanding Impact of Delays in
Project Completions with a company’s case study.

ELECTRONICS
MANUFACTURING
COMPANY , SOFTWARE
COMPANY ETC…