Project
Management
Jayesh
Khatri
1
2
Definition

A project is a unique set of coordinated activities, with definite starting and
finishing points, undertaken by an individual or team to meet specific
objectives within defined time, cost and performance parameters as
specified in the business case.

Project Management is much more than the task carried out by a project
manager. Project Management is combination of the Roles and
Responsibilities of the individuals assigned to the project, the
organisational structure that sets out clear reporting arrangements and the
set of processes to deliver the required outcome. Project management
ensures that everyone involved knows what is expected of them and helps
to keep cost, time & risks under control.
3
Three constraints
Scope
- Quality
- Team
Cost
Schedule
4
Why do we need Project Management
Optimum utilization
of Resources
Improve the cost
consumption
Reduce the time to
Market
5
History of Project Management
1950s
US DoD
Invented
CPM &
PERT
1960s
US DoD
created
Earned
Value and
WBS
1970s
PMI
proposed
triple
constraints
1980s
PMI
Published
PMBOK
1990s
2000s
PMI
Initiated PP
certification
Project
Managers
seeks best
practices
2008~
The rise of
Agile project
management
practices
CPM - Critical Path Management
PERT- Program Evaluation and Review technique
6
Basics of Project Management
Initiation
WHY
WHAT
Planning
WHEN HOW
Tracking, Monitoring
& Controlling
Closure
WHO
7
Standards
Project Kick-off/Initiation
- Project Initiation form
- WBS
- Identifying the team
- Licensing activities- to be initiated
- Finalization of Strategies- R&D, Sourcing, IP, Regulatory
- Identification of Risks and mitigation plan
- Macro schedule
- Project Charter
Project Planning:
- Micro schedule :Finalization of milestones timelines with key
stakeholders
- Highlight the Key milestones to focus on overall program
-
Resource Mapping
8
Continued……
Project Monitoring & Tracking
- Execution
- Reviews
- Escalation
- Conflict Management
- Resource utilization
- Prioritization and de-prioritization
Project Controlling:
- Phase gate meetings
- Budget control
Project Closure:
- Variance- Base schedule Vs Actual timelines
- Major Reasons for the delay
- Base Cost Vs Actual Cost incurred (Project Margin difference)
- Learning
9
Enterprise Project Mgmt
Executive
team
End user
Manager
Enterprise
deployment
Power user
Developers
10
Gantt Chart
11
New product development–Simple project plan (API)
Sr.
No
Milestones
1
Project Kick-Off
2
Availability of Test License
3
RM Availability for Lab
4
Lab Development
Base Plan
Current Plan
Variance/Reason
Feasibility
Analytical Method
development
Lab Optimization
Lab Assurance batches
Mfg License
5
Tech Transfer
6
RM procurement for Plant
7
Trial batches
8
Validation batches
9
Stability data
10
DMF filing
12
New product development–Simple project plan(Dosage)
Sr.
No
Milestones
1
Project Kick-Off
2
Availability of Test License
3
Availability of Import
License
4
RM procurement for Lab
6
Analytical Method
development
5
Lab Development/Mfg
License application
6
Pilot bio Initiation (BE NOC)
7
Pilot bio completion
8
RM procurement for Plant
9
Exhibit batches
10
Pivotal Study initiation
11
Pivotal Study completion
12
Stability data
13
ANDA/EU Filing
Base Plan
Current Plan
Variance/Reason
13
Change Request form
The change request form is used to submit a request for change in a
project.
This document can be used to avoid scope creep in a project. Scope
creep is adding work without corresponding updates to cost, schedule
and quality.
Scope creep can render original project plans unachievable.
The change request form summarizes the reasons and costs
associated with a particular change.
Making any change request a formal part of the project management
process will allow for discussion of the change with all project team
members and for everyone to be aware of any changes
14
Project collaboration ……
Project
Mgmt
R&D
SCM
ARD
Financ
e
IP
QC/
QA
RA
MFG
15
project management tools
Here are examples and explanations of four commonly used tools in project planning and
project management, namely: Brainstorming, Fishbone Diagrams, Critical Path Analysis
Flow Diagrams, and Gantt Charts. Additionally and separately see business process
modelling and quality management, which contain related tools and methods aside from
the main project management models shown below.
The tools here each have their strengths and particular purposes, summarised as a basic
guide in the matrix below.
Matrix key:
B = Brainstorming
F = Fishbone/Ishikawa Diagrams
C = Critical Path Analysis Flow Diagrams
G = Gantt Charts
*** - main tool
** - optional/secondary tool
* - sometimes useful
Project brainstorming and initial concepts, ideas, structures, aims, etc
Gathering and identifying all elements, especially causal and hidden
factors
B
F
***
**
*
***
Scheduling and timescales
Identifying and sequencing parallel and interdependent activities and
stages
*
Financial - costings, budgets, revenues, profits, variances, etc
*
Monitoring, forecasting, reporting
G
**
**
***
***
*
*
**
***
*
**
***
**
*
*
***
Troubleshooting, problem identification, diagnosis and solutions
**
***
'Snapshot' or 'map' overview - non-sequential, non-scheduled
**
***
Format for communications, presentations, updates, progress reports,
C
*
16
The Plan-Driven “Manifesto”
It is better to know than not How much is this project going to cost ?
 How long will it take ?
 Who will need to be involved and when ?
 What can I expect and when can I expect it ?
17
Project prioritization and de-prioritization
MoSCoW is a prioritisation technique used in business analysis and Product development to reach a
common understanding with stakeholders on the importance they place on the delivery of each
requirement - also known as MoSCoW prioritisation or MoSCoW analysis.
According to A Guide to the Business Analysis Body of Knowledge, version 2.0[1], section 6.1.5.2, the
MoSCoW categories are as follows:
M - MUST: Describes a requirement that must be satisfied in the final solution for the solution to be
considered a success.
S - SHOULD: Represents a high-priority item that should be included in the solution if it is possible.
This is often a critical requirement but one which can be satisfied in other ways if strictly necessary.
C - COULD: Describes a requirement which is considered desirable but not necessary. This will be
included if time and resources permit.
W - WON'T: Represents a requirement that stakeholders have agreed will not be implemented in a
given release, but may be considered for the future.
The o's in MoSCoW are added simply to make the word pronounceable, and are often left lower
case to indicate that they don't stand for anything. MOSCOW is an acceptable variant, with the 'o's
in upper case.
18
Benefits centered Project
Management
Project management beyond its role
19
What is Benefits Centered Project Management
The efficient management of the execution of a project
within a controlled environment to:
achieve the required benefits for the operation of the business.
achieve a set of defined business outcomes.
co-ordinate the planning, monitoring and control of the project with
benefit efficiency as the key.
20
Why Do We Need
Benefits Centered Project Management
 The need for real success
 Need to include the management of the benefits in the project
A business benefit driven approach to delivering the project
 The holistic approach
 Effective/efficient use of scarce resources (M’s)
21
The changes in
Benefits Centered Project Management
Revised contents of the Project Control Documents
Revised Project Management organization structure
New planning techniques
Revised Contents of the Project Control Documents
The use of a wider (benefits centered) definition of what the project is to
deliver.
• Re-structured User Requirements – lateral and vertical MOSCO.
22
Project Delivery Defined In
• Business Vision
– The business benefits or changes (Quantitative or Qualitative - to be
obtained)
• Operational Vision
– What the organization or function will be like once we have completed
the Project
• Change Vision
– The attitude and or culture changes needed
23
Managing a Successful Project Needs
Empowered decision making
Leadership at a senior level
Active management of the project
Well defined procedures for change control, conflict resolution, issue and risk
management
Open, flexible and well informed regime
Flexible and responsive top down decision making
Common vocabulary and understood roles & responsibilities
Collaboration and integrity amongst those involved in the Project
Effective financial accountability
24
Key Elements of Project Work
People
Project
Tools
Processes
25
New Terminologies
CCPM- Critical Chain Project Management
CPM – Critical path Management
PERT- Program Evaluation and Review technique
P2P- Project 2 Project
26
Key points- Internal strategies
 Timelines should be committed by respective Dept Head
 Special focus on key milestones dates
 Monthly planning sheet for key milestones
 Strong Internal Project Reviews – Fortnightly / Monthly (All dept head should be
available)
 Internal meetings with R&D, PRC, Planning & Production team –Fortnightly
(driven by Project Manager)
 Internal meetings with R&D/IPM/Sourcing team- Fortnightly/Monthly
 Active participation of all team members in Project kick-off meetings
27
28
Thank You
29