Introduction of Project Management BY GYAN PRAKASH Ground Rules & Agenda of Training Switch off / Silent Cell phone No talking Understand Project Management Principle (PMI) Implementation of Project Management Principle 2 Introduction Key Definition (Project, Program, Portfolio and PMO) Role of Project Manager Project Life Cycle Project Management Process Groups Introduction of Project Management Knowledge Area Project Integration Management Project Scope Management Back-up PPT 3 What is a Project? Unique endeavor To achieve a specific goal/objective Having definite beginning and End date 4 5 6 PROJECT MANAGEMENT OFFICE (PMO) A project management office (PMO) is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. 7 8 9 Role of Project Manager 10 11 12 Feasibility study of Project Commercial and economic feasibility Technical feasibility Financial feasibility Managerial feasibility Social feasibility or acceptability 13 14 Project Management Constraints 15 Types of Organization Structure : Functional Project –Oriented Matrix Weak Strong Balanced 16 17 Project Management Process Groups: Initiating Processes Planning Processes Executing Processes Controlling Processes Closing Processes 18 19 Initiating Process Group : Those processes 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: Those processes 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: Those processes performed to complete the work defined in the project management plan to satisfy the project requirements. Monitoring and Controlling Process Group : Those processes 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: Those processes performed to formally complete or close the project, phase, or contract. 20 21 Project Integration Management Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.. 22 23 24 Enterprise environmental factors (EEFs)& Organizational process assets (OPAs). ; 25 DATA GATHERING 26 Data-gathering techniques that can be used for this process include but are not limited to: Brainstorming. This technique is used to identify a list of ideas in a short period of time. It is conducted in a group environment and is led by a facilitator. Brainstorming comprises two parts: idea generation and analysis. Brainstorming can be used to gather data and solutions or ideas from stakeholders, subject matter experts, and team members when developing the project charter. Focus groups Focus groups bring together stakeholders and subject matter experts to learn about the perceived project risk, success criteria, and other topics in a more conversational way than a one-on-one interview. Interviews Interviews are used to obtain information on high-level requirements, assumptions or constraints, approval criteria, and other information from stakeholders by talking directly to them. INTERPERSONAL AND TEAM SKILLS Interpersonal and team skills that can be used for this process include but are not limited to: Conflict management. Conflict management can be used to help bring stakeholders into alignment on the objectives, success criteria, high-level requirements, project description, summary milestones, and other elements of the charter. Facilitation. Facilitation is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator ensures that there is effective participation, that participants achieve a mutual understanding, that all contributions are considered, that conclusions or results have full buyin according to the decision process established for the project, and that the actions and agreements achieved are appropriately dealt with afterward. Meeting management. Meeting management includes preparing the agenda, ensuring that a representative for each key stakeholder group is invited, and preparing and sending the follow-up minutes and actions. 27 28 29 30 31 32 33 34 35 36 DECISION MAKING Decision-making techniques that can be used in the Collect Requirements process include but are not limited to: 37 Voting. Voting is a collective decision-making technique and an assessment process having multiple alternatives with an expected outcome in the form of future actions. These techniques can be used to generate, classify, and prioritize product requirements. Examples of voting techniques include: Unanimity. A decision that is reached whereby everyone agrees on a single course of action. Majority A decision that is reached with support obtained from more than 50% of the members of the group. Having a group size with an uneven number of participants can ensure that a decision will be reached, rather than resulting in a tie. Plurality A decision that is reached whereby the largest block in a group decides, even if a majority is not achieved. This method is generally used when the number of options nominated is more than two. Autocratic decision making. In this method, one individual takes responsibility for making the decision for the group. Multicriteria decision analysis. A technique that uses a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas. 38 39 40 41 42 43 DATA ANALYSIS Data analysis techniques that can be used in project closeout include but are not limited to: Document analysis. Assessing available documentation will allow identifying Lessons learned and knowledge sharing for future projects and organizational assets improvement. Regression analysis. This technique analyzes the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects. Trend analysis. Trend analysis can be used to validate the models used in the organization and to implement adjustments for future projects. Variance analysis. Variance analysis can be used to improve the metrics of the organization by comparing what was initially planned and the end result. 44 Project Scope Management : Includes the processes required to ensure the project includes all the work required, and only the work required, to complete the project successfully. 45 46 47 48 49 50 51 52 53 DATA REPRESENTATION Data representation techniques that can be used for this process include but are not limited to: Affinity diagrams. Affinity diagrams allow large numbers of ideas to be classified into groups for review and analysis. Mind mapping. Mind mapping consolidates ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas. CONTEXT DIAGRAM The context diagram is an example of a scope model. Context diagrams visually depict the product scope by showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it (Context diagrams show inputs to the business system, the actor(s) providing the input, the outputs from the business system, and the actor(s) receiving the output. 54 55 56 57 58 59 60 61 62 63 64 66 67 Thank You 68 Back-up PPT Q&A (Project Management Framework) Q&A (Project Management Framework) 70 Q&A for Project Integration Management 71 Q&A for Project Integration Management 72 73 Q&A for Project Scope Management 74 Q&A for Project Scope Management 75 Q&A for Project Scope Management 76
