MGT 30725 PROJECT MANAGEMENT
LESSON 1: INTRODUCTION TO
PROJECT MANAGEMENT
Conducted By:
Dr. Madhu Fernando, PMP
Chairman, GIPM Project Management Campus
Director/CEO Innova Strategies
Doctor of Business Administration - DBA, (Swinburne University, Australia)
Master of Engineering - MEng. (RMIT University Australia)
Initiator / Founder CEO PMI Colombo Sri Lanka Chapter
1
Why learn “Project Management”?
Project Management is result oriented. It takes a problem
avoiding and proactive approach with detailed planning,
monitoring and controlling until the set goals are achieved.
It helps organizations implement its strategies with low cost,
at a reduced time, at a high quality, with a high success rate.
Project Management has become increasingly popular
during last 3 decades, and used by many organizations in
turning their vision in to reality.
Project Management helps to break down large portfolios in
to manageable projects and help portfolio monitoring and
ensure it creates expected value.
History of Project Management
Until 1900 civil engineering projects were generally
managed by creative architects, engineers, and other
project owners themselves. It was in the 1950s that
organizations started to systematically apply project
management tools and techniques to complex engineering
projects
In 1967, International Project Management Association
(IPMA) was founded in Europe, as a federation of several
national project management associations.
In 1969. the Project Management Institute (PMI) was
formed in the USA. PMI publishes A Guide to Project
Management Body of Knowledge (PMBOK Guide),
Global standards in Project Management that can be
tailored in to any project across any industry.
DEFINING WHAT IS A PROJECT…?
PMI defines, A Project is a temporary endeavor undertaken to
create a unique product, service or a result.
Projects are:
Unique
Temporary
They differ from day to day operation, which is on-going and
repetitive.
What is ‘Project Management?
 Project Management is about applying our knowledge, skills,
tools and techniques to project activities to meet project
requirements. This is done through the application and integration of
the project management processes of initiating, planning, executing,
monitoring and controlling, and closing.
 The project manager is the person responsible for accomplishing
the project objectives.
 Project management work generally include,
 Identifying requirements, Establishing clear and achievable
objectives
 Balancing the competing demands for quality, scope, time, and cost.
 Adapting the specifications, plans, and approach to the different
concerns and expectations of the various stakeholders.
How Project Management differs from
Operations Management
Operations involves executing on-going operational activities,
such as accounting, manufacturing process.
Projects and operations interact with each other at many
stages of the project. Example: Acquiring resources at the start
of the project from operations and releasing at the end.
Projects are temporary endeavors while operations are
repetitive.
Project Manager’s Role
Project Manager initiates the project, plans it, and implements it, monitors and
report the progress until all the deliverables are made according to the agreed
plans.
Responsible for managing stakeholders, and meeting various stakeholder
expectation.
Responsible for the communication of project issues, and to keep an open and
honest communication with all the parties involved.
PMI suggests Project Managers should possess following characteristics for
effective Project Management
Knowledge – Project Managers knowledge about Project Management
Performance – How Project Manager use his/her knowledge to accomplish
project tasks
Personal - How Project Manager behaves while accomplishing his tasks
PMI STANDARDS THE MOST ACCEPTED PROJECT MANAGEMENT
STANDARDS
ALL OVER THE WORLD.
-PMI defines best practices across 47 areas, under 5 process groups from
Initiation to Closing, and Ten knowledge areas.
-These are universal, not industry specific
-Project Manager and the team have the flexibility to tailor it to their own
requirements
8
GLOBAL STANDARDS IN PROJECT MANAGEMENT –
PMI USA PROJECT MANAGEMENT PROCESSES
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PROJECT MANAGEMENT KNOWLEDGE AREAS
Knowledge Areas from PMI Project Management Body of Knowledge PMBoK ®
1.
Project Integration Management
2.
Project Scope Management
3.
Project Time Management
4.
Project Cost Management
5.
Project Quality Management
6.
Project Human Resource Management
7.
Project Communications Management
8.
Project Risk Management
9.
Project Procurement Management
10. Project Stakeholder Management
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MGT 30725 PROJECT MANAGEMENT
LESSON 2: INITIATING A PROJECT
Conducted By:
Dr. Madhu Fernando, PMP
Chairman, GIPM Project Management Campus
Director/CEO Innova Strategies
Doctor of Business Administration - DBA, (Swinburne University, Australia)
Master of Engineering - MEng. (RMIT University Australia)
Initiator / Founder CEO PMI Colombo Sri Lanka Chapter
11
PROJECT INITIATION
Project is authorized to go ahead and project manager and the
team appointed.
Processes involved here;
 Identify Stakeholders
 Issue Project Charter
Project Charter give the project go-ahead authority, and appoint
the Project Manager and the Key members of the team. (Project
Charter will be based on the business case / contract/ Feasibility
study reports or the concept papers).
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PROJECT CHARTER
Project Charter document will include, but not limited
to:
Project purpose and the objectives
High-level Project and Product description
High-level Project requirements
High-level milestones and the Budget
Assumptions and Constraints
Name of the project manager appointed, sponsor
and other key people
Approval
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IDENTIFY STAKEHOLDERS
 Identify all project stakeholders at the
initiation stage of the project. And, Analyze
stakeholders interests and involvement and the
level of influence they have on the project
 Stakeholders are individuals and
organizations who has a positive or negative
influence in our projects.
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ANALYZE STAKEHOLDER INTEREST AND IMPACT
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STAKEHOLDER ANALYSIS MATRIX
Identify stakeholders in your projects and
develop strategies to manage them. Use the
Stakeholder Analysis Matrix provided.
STAKEHOLDER REGISTER AND STAKEHOLDER
ANALYSIS MATRIX (PMI® PMBOK ®)
Stakeholders
Stakeholder
interest in the
project
PMI ® PMBoK ® are trademarks of PMI USA
Assessment of
impact
Potential
strategies for
gaining their
support