TYPICAL EXAMPLES OF PROJECTS

Developing a new product or service Effecting a change in structure, staffing, or style of an organization Designing a new 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 Responding to a contract solicitation.

PROJECT GOAL

Schedule

Project objectives

Quality

Budget

Scope

EFFORTS AND RESOURCES REQUIRED DURING THE PROJECT LIFE

Efforts & Resources required

Define project goal

Plan project

Execute Project plan

Close Project

Evaluate Project

Start

Project Time Line

Finish

SYSTEMS DEVELOPMENT OVER THE LIFE CYCLE

Planning

Analysis

Design

Implemen tation

Maintena nce & Support

WATERFALL MODEL OF IT PROJECT DEVELOPMENT

Define requirements Design

Build
Test Implement

Maintain

WHY IS WATERFALL MODEL IS USEFUL?

One phase is completed before the next is started. Sequential and logical flow of software development activities Model approach is good as it is more expensive to fix a bug or missing requirement later on. Suitable when developing large, more complex systems.

PLC & SDLC

Project Life Cycle (PLC) Plan proje ct Execute Project plan Define project goal Close Project

Evaluate Project

Planning

Analysis

Design

Implemen tation

Maintena nce & Support

Systems Development Life Cycle (SDLC)

DEFINITION PHASE
Determine goals, scope and project constraints Identify members and their roles Define communication channels, methods, frequency and content Risk management planning

PLANNING PHASE - 1
Resource Planning Work Breakdown Structure (WBS) Project Schedule Development Quality Assurance Plan

PLANNING PHASE - 2
Development of: Detailed specifications Schematics Schedules Other plans Breaking down of work packages Individual assignments are made Process of completion
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WORK BREAKDOWN STRUCTURE

For defining and organizing the total scope of a project First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope. Subsequent levels - represent 100% of the scope of their parent node
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DEPLOYMENT PHASE
User training Production review Start using

EXECUTION PHASE - 1
Execute project plan and accomplish project goals Training Plan System Build Quality Assurance

EXECUTION PHASE -2
Actual work is performed System developed Product created and fabricated During this phase, bulk of the team work is performed on various elements of the project. Testing or checking of the work performed Project cost is spent mostly in this phase
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TERMINATION PHASE - 1
Termination occurs when the completed project is transferred to the customer. Resources are reassigned. Project is formally closed out. As specific sub-activities are completed, the project shrinks in scope and costs decline rapidly.
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TERMINATION PHASE - 2
Contractual Closeout Post Production Transition Lessons Learned

PROJECT PHASES AND DELIVERABLES

PLC PHASES Conceptualization & initialize project Develop project plan & charter Execute & Control project Close project Evaluate project

Business case

Project charter & plan Deliverable

Implement ation SDLC Design

Planning

Final project report & presentation Deliverable

Project evaluation & lesson learned Deliverable

Analysis

Deliverable

Information system

SDLC: Systems Development Life Cycle Deliverable

SCOPE, SCHEDULE AND BUDGET RELATIONSHIP THE TRIPLE CONSTRAINT

Scope

Schedule

Project goal & expectations

Budget

IMPACT OF TRIPLE CONSTRAINTS

Increased Scope = increased time + increased cost Tight Time = increased costs + reduced scope Tight Budget = increased time + reduced scope.

KEY AREAS OF MANAGEMENT IN EXECUTION OF PROJECTS

Scope Management Issue Management Cost Management Quality Management Communications Management Risk Management Change Control Management

WHY PROJECT MANAGEMENT? - 1

Projects are one of the principal means to bring change. For example: Construction of roads, bridges, laying down rail lines, building airport, sea ports etc. for better transportation. Developing dams, rivers, canals & making deep wells for bring water in the areas with shortage of water like Kutch in Gujarat and Banglore.

WHY PROJECT MANAGEMENT? - 2

Hospitals for providing better heath services. Metro-rail for rapid, energy saving, faster and convenient. Power plants for industrial development. Steel plants, refineries, cement plants for improving the economy. Development of human resources by establishing IITs, IIMs, Regional engineering and medical colleges. Malls for convenience

WHY PROJECT MANAGEMENT? - 3

Project management has become one of the most popular tools for organizations to: Improve internal operations. Respond rapidly to external opportunities. Achieve technological breakthroughs, Streamlining new product development. Meet the challenges arising from their business environment.

WHY PROJECT MANAGEMENT? - 4

Companies such as General Electric, Noika, Erickssons, Boeing, and Oracle became increasingly good at realizing all the goals of international competition and responding to customer as fast as possible, and maintaining competitive cost and operating level. These companies were successful by using project management as a competitive tool. Companies in the fields of construction, heavy manufacturing, insurance, healthcare, and software are all becoming project savvy .

WHY PROJECT MANAGEMENT? - 5

Organize your approach Generate a credible schedule Track progress and control your project Identify where to focus your efforts Identify problems early before there are crises Saves you TIME.MONEY If you fail to plan, PLAN TO FAIL
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PROJECT MANAGEMENT OFFICE (PMO)

PMO is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project.

 A PMO oversees the management of projects, programs, or a combination of both. The projects may not be related to each other, other than being managed together. Some PMOs, do coordinate and manage related projects. The PMO focuses on the coordinated planning, prioritization and execution of projects of the parent organizations or clients overall business objectives.

FUNCTIONS OF PROJECT MANAGEMENT OFFICE (PMO)

WHO IS A STAKEHOLDER?
Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may also exert influence over the projects objectives and outcomes. Stakeholders have varying levels of responsibility and authority when participating on a project and these can change over the course of the projects life cycle. Their responsibility and authority range from occasional contributions in surveys and focus groups to full project sponsorship, which includes providing financial and political support.

STAKEHOLDERS OF PROJECT
INTERNAL Top management Accountant Other functional managers Project team members EXTERNALS Clients Competitors Suppliers Environmental Groups Political groups

Consumers

KEY STAKEHOLDERS ON A PROJECT - 1

Project manager. Customer/user: There may be multiple layers of customers. For example, the customers for a new pharmaceutical product can include:
The doctors who prescribe it, The patients who take it ,and The insurers who pay for it.

Performing organization: The enterprise whose employees are most directly involved in doing the work of the project.

KEY STAKEHOLDERS ON EVERY PROJECT - 2

Project team members. Project management team. Sponsor. The person or group that provides the financial resources, in cash or in kind, for the project. Influencers. People or groups that are not directly related to the acquisition or use of the projects product, but due to an individuals position in the customer organization or performing organization, can influence, positively or negatively, the course of the project. PMO: PMO can be a stakeholder if it has direct or indirect responsibility for the outcome of the project.

OTHER STAKEHOLDERS
Owners Investors, Sellers and contractors, Team members and their families, Government agencies Media outlets, Individual citizens, Temporary or permanent lobbying organizations, Society-at-large.

CONFLICTING INTERESTS OF STAKEHOLDERS OF A NEW PRODUCT

The vice president of research at an electronics firm may define new product success as state-of-the-art technology, The vice president of manufacturing may define it as world-class practices, and The vice president of marketing may be primarily concerned with the number of new features.

CONFLICTING INTERESTS OF STAKEHOLDERS OF REAL ESTATE PROJECT

The owner of a real estate development project may be focused on timely performance, The local governing body may desire to maximize tax revenue, An environmental group may wish to minimize adverse environmental impacts, and Nearby residents may hope to relocate the project.

RELATIONSHIP BETWEEN STAKEHOLDERS AND THE PROJECT

Project Sponsor
Project Manager
Pr Pr

Project Management Team Project team

Project

INTERACTION OF PROJECT MANAGER WITH OTHER STAKEHOLDERS

Parent Organization Other Functional Managers Project Manager External Environment Top Management

Clients

Accountant

Project Team

PROJECT STAKEHOLDER MANAGEMENT CYCLE

Project Management Team

Identify Stakeholders

Gather information on stakeholders

Identify stakeholders Mission

Determine stakeholders strengths & weaknesses

Identify stakeholders strategy

Predict stakeholders behavior

Implement stakeholders strategy

PROJECT LIFE CYCLE STAGES

MANHOURS

CONCEPTUALIZATION

PLANNING

EXECUTION

TERMINATION

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WHAT IS DETAILED PROJECT REPORT (DPR)?

DPR is a blue print of a project with complete details. The Detailed Project Report (DPR) is prepared carefully and with sufficient details about the project to ensure:
Appraisal, Approval, and Subsequent project implementation in a timely and efficient manner.

MAJOR SECTIONS COVERED IN DPR

Sector background context broad project rationale Project definition, concept and scope Project cost Project institution framework Project financial structuring Project phasing Project O&M framework and planning Project execution Project evaluation and closing

VARIOUS FACTORS DURING PROJECT LIFE CYCLE

Client interest

Creativity
INTENSITY LEVEL

Project stake Resources

Project Life Cycle Man hours

Uncertainty

CONCEPTUALIZATION

PLANNING

EXECUTION

TERMINATION

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Time

PROJECT CHARTER
It serves as an agreement between the project sponsor and project team. It documents the projects Measurable Organizational Values (MOV). Defines its infrastructure Summarizes the project plan details. Defines the roles and responsibilities Shows the project commitments Explains the project control mechanisms.

DOCUMENTING THE PROJECTS MOV

MOV must be clearly defined and agreed upon before developing or executing the project plan. Once agreed upon, MOV for a project should not change. MOV drives the project planning process and is fundamental for all project-related decisions.

DEFINING THE PROJECT INFRASTRUCTURE

Project charter defines:
All the people. Resources. Technology. Method. Project management processes Knowledge areas required to support the project.

Project infrastructure is the base for developing the project plan.

SUMMARIZING THE DETAILS OF THE PROJECT PLAN

Project charter should summarize:
The scope. Schedule. Budget. Quality objectives. Deliverables Milestones of the project.

DEFINING THE ROLES & RESPOSIBILITIES

Project charter should identify the project sponsor, project manager, and the project team. Should specify when and how they will be involved throughout the project life cycle. Should specify the line of reporting. should specify the person/group/department responsible for specific decisions.

SHOWING EXPLICIT COMMITMENT TO THE PROJECT

Project charter should detail the resources to be provided by the sponsor. Should specify who will take the ownership of the projects product once the project is completed. Approval of project charter gives the project team the formal authority to begin work on the project.

SETTING OUT PROJECT CONTROL MECHANISMS

Project charter should outline a process for requesting and responding to proposed changes in:
Changes to projects scope. Changes to schedule. Changes to budget.

PROJECT CHARTER TEMPLATE - 1 (PROJECT NAME OR IDENTIFICATION)

Project Stakeholders
Names Titles or roles Phone numbers E-mail addresses

Project Description
Background Description of the challenge or opportunity Overview of the desired impact

PROJECT CHARTER TEMPLATE - 2 (PROJECT NAME OR IDENTIFICATION)

Measurable Organizational Value (MOV)
Statement or table format

Project Scope
What will be included in the scope of this project? What will be considered outside the scope of this project?

Project Schedule Summary

Project start date Project end date Timeline of project phases and milestones Project reviews and review dates

PROJECT CHARTER TEMPLATE - 3 (PROJECT NAME OR IDENTIFICATION)

Project Budgetary Summary
Total project budget Budget broken down by phase

Quality Issues
Specific quality requirements

Resources Required
People Technology Facilities

PROJECT CHARTER TEMPLATE - 4 (PROJECT NAME OR IDENTIFICATION)

Resources Required (continued)
Other Resources to be provided
Resources Name of resource provider Date to be provided

PROJECT CHARTER TEMPLATE - 5 (PROJECT NAME OR IDENTIFICATION)

Assumptions and Risks
Assumptions used to develop estimates Key risks, probability of occurrence, and impact. Constraints. Dependencies on other projects or areas within or outside the organization. Assessment projects impact on the organization. Outstanding issues.

PROJECT CHARTER TEMPLATE - 6 (PROJECT NAME OR IDENTIFICATION)

Project Administration
Communication plan Scope management plan Quality management plan Change management plan Human resources plan Implementation and project closure plan