Project Management, project planning and management, ppm, pm

2. Project
Lifecycle
Project Management CM-313
Department of Civil Technology
Course In charge: Engr. Ameer Murad Khan.
Mir Chakar Khan Rind University of Technology, DGK.

3. The Project Life Cycle
• The project life cycle serves to define the
beginning and the end of a project.
• The life cycle is a collection of sequential and
at times overlapping phases
• Each project phase is marked by completion of one
or more deliverables
• A deliverable is a unique and verifiable work
product often referred to as an external
deliverable which is subject to an approval by the
sponsor or customer such as a feasibility study, a
preliminary design etc.

4. Project Life Cycle
Total Project Life Cycle
PLAN ACCOMPLISH
Phase 1
CONCEPT
Conceive
( C )
Phase 2
Development
Develop
( D )
Phase 4
TERMINA
TION
Finish
( F )
GO/NO-GO
Decision
Phase 3
IMPLEMENTATION
Execute
( E )
TIME
⦁ The basic process is plan, then produce.
⦁ The plan is subjected to critical view before approval for implementation
(Go/No-Go).
⦁ The mnemonic for the four phases is C-D-E-F-Conceive, Develop, Execute, Finish.

5. Project Life Cycle
Time
Increasing
Risk
Value
Conceptual
Stage
Detail Design
Stage
Implementation
Stage
Termination
Stage
Uncertainty and Risk
Budget (Efforts)
Plan Accomplish

6. Processes of Project
Management
A
C
TI
VT
T
Y
T
im
e
Planning
Executing
Closing
Initiating
Monitoring and Control

7. •Identify need
•Establish feasibility
•Identify alternatives
•Prepare proposal
•Develop basic budget
and schedule
•Identify project team
•Implement
schedule
•Conduct studies
and analyses
•Design system
•Build and test
prototypes
•Analyze results
•Obtain approval
•Procure materials
•Build and test tooling
•Develop support
requirements
•Produce system
•Verify performance
•Modify as required
•T
rain functional
personnel
•Transfer materials
•Transfer
responsibility
•Release resources
•Reassign project
team members
Phase I
conceptual
Phase II
planning
Phase III
execution
Phase IV
termination
Tasks Accomplished by Project
Phase

8. The Four Facilitating Functions of
Project Management
Risk Management
Take steps to identify and mitigate the possibility that scope, schedule or budget will not be met.
Human Resources Management
Give attention to the assembly of people, their interaction and motivation.
Contract/Procurement Management
Manage commitment of goods and services delivered by subcontractors.
Information/Communications Management
Respond to the external environment of the project via public relations.

9. Networks of Relations for
Planning
People Knowledge Resource Tasks/Projects
People
Social Network
Who talks to
works with and
reports to whom
Knowledge
Network
Who know what,
has what
expertise or skill
Resource
Network
Who has access
to or can use
which resource
Assignment
Network
Who is assigned to
which task or
project who has
what
Information Resource Usage Knowledge
Network Requirements Requirements
Knowledge
Connections
among types of
What type of
knowledge is
What type of
knowledge is
knowledge, metal needed to use needed for that
model that resource task or project
Inter-operability Resource
and Co-usage Requirements
Resources
Requirements
Connections
What type of
resources are need
among resources, for that task or
Substitutions project
Tasks/
Precedence and
dependencies
Project Which tasks are
related to which

10. Relationship with other
management disciplines
Portfolio Management
A portfolio refers to a collection of projects or programs and other work
grouped together to facilitate effective management of that work to meet
strategic business objectives.
It can be generally described as a group of programs to achieve a
specific strategic business goal

11. Relationship with other
management disciplines
Program Management
A program is defined as a group of related projects managed in a
coordinated way to obtain benefits and control which cannot be achieved
by managing them individually
It can be described as a group of projects whose management is
coordinated because of the fact that the projects are related

12. ProjectA ProjectB
Deliverable A1
Deliverable A2
Deliverable A3
Program
“Program consist of multiple
projects working together
toward a common goal”
ProjectC
Deliverable B1
Deliverable B2
Deliverable B3
Deliverable C1
Deliverable C2
Deliverable C3
Deliverable B4 Deliverable C4

13. Work Break Down Structure
Project
Level 1: System
Level 2: Subsystem
Level 3: Task
WBS
Cost Estimating
Cost Budgeting
Resource Planning
RiskManagement
Planning
Activity Definition

14. Project Management Office
(PMO)
A Project Management Office (PMO) is an organizational body which has
been assigned various responsibilities related to centralized and
coordinated management of the projects which comes under its domain.
It may provide support functions as well as taking responsibility for the
direct management of the project.

15. The Role of a Project Manager
The Project Manager is the person assigned by the organization
to achieve the required project objectives
The Project Manager should possess the following
characteristics
⦁ Knowledge
⦁ Performance
⦁ Interpersonal
Interpersonal Skills
 Problem solving
 Motivating
 Communication
 Influencing the
organization
 Leadership
 Negotiation

16. Importance of Project Selection
⦁ Kaplan and Norton (2001) stated that a critical component for
linking strategy to short-term actions is selecting new
initiatives.
⦁ Therefore, one of the most important factors for success of
organizations is how to use limited organization’s resources
worthily for established strategy.

17. Problems
⦁ Organizations create a lot of initiatives without any thoughtful
consideration.
⦁ Many initiatives don’t help the organization accomplish
its goals.
⦁ Organizations don’t define their strategies well.
⦁ Many organizations fail in integrating and coordinating all
project plans to create a synergy.

18. Strategic Development Linking with
Project Selection
Organization
Strategy
Output/
Outcome
Organization
Objectives
Project
Selection
Budget
Allocation
Implementation
Intrinsic
Factors
Extrinsic
Factors
Evaluation
KPIs

19. Employees
Shareholders
Organization
Process
Non-profit
organization
Profit
organization
 Money  Mission
Effectiveness
• Functional based structure
• Project based structure
• Matrix structure
Ultimate purpose
Structure
• Product
• Service
• Product and Service
Output
Mechanism

20. Project Stakeholders
⦁ Project stakeholders are individuals or organizations (e.g.,
customers, sponsors, performing organization or public) who are
actively involved in the project, or whose interests maybe positively
or negatively affected as a result of project execution or successful
project completion.
⦁ The project management team must identify the project
stakeholders, determine what their needs and expectations are,
and then manage and influence those expectations to ensure a
successful project.

21. Examples of Project
Stakeholders
⦁ Project Manager
⦁ The person who is responsible for the project assigned by
• the performing organization to achieve project objectives
⦁ Customers/users
⦁ The persons or organizations that will use the projects
• product, service or result
⦁ Sponsor
⦁ Sponsor is the person or group that provides the financial
• resources, in cash or in kind, for the project

22. Examples of Project
Stakeholders
⦁ Project Team
⦁ The people who are involved on the project to realize a
• service, product or result
⦁ Sellers
⦁ Sellers, also referred to as vendors, suppliers, or contractors enter in to
a contractual agreement to provide services to the project

23. Stakeholders
Employees Customers
Shareholders
Competitors
Environment
Society
Stakeholders
Who are the influential stakeholders?
What do they need?
• Suppliers
• Consultants
• Others

24. Project Planning & Control
Phases
1. Project
Initiation
Phase
2.Project
Planning
Phase
3. Ordering
the
Execution of
Activities
Phase
5. Information
Gathering Phase,
for Project
Control
4. Execution
Phase for the
Activities of the
Project Plan
8. Project
termination
Phase
6. Evaluation
Phase, for
Project
Control
Information
9. Initiation
Phase for
Consequent
Project(s)
7. Project
Plan
Alteration
Phase
10.Processing
Phase for
Feedback
Information to
be Used for
Future
Projects
Initiation Planning Execution Follow-up Feed-back

25. Drive the business
“Value Recreation or Strategic Project Initiation”
How?
In today’s dynamic competitive environment, only the companies which
are
the first on the scene will reap the true benefits of competitive
advantage.
Andre A. de Waal, 2001
If u don’t drive your business,
you will be driven from the business.

26. Factors Influencing Strategic
Project Selection
Intrinsic Factors Extrinsic Factors
Organizational
Level
 Project-identification ability
Resource requirements and
availability
Past experience of the
organization in managing the
project
 Management attitudes
 Priority of strategic Initiatives
 Market environment
 Policies and regulations
 Socioeconomic climate
 Environmental concerns
Functional
Level
 Time horizon of the project
 Initiative cost
 Degree of risk to implement
 Interdependency of the project
Legal and technological
implications
 Rate or return

27. Factors Influencing Strategic
Project Selection in different
stages
Factors Influencing
Conceptual Stage (
I )
Factors Influencing
Details Design Stage
( II )
Factors Influencing
FinalApproval Stage
( III )
 Market environment
Government policies and
regulations
 Socioeconomic climate
 Resource requirements
and availability
Past experience of the
organization in managing
the project
 Management attitudes
 Environmental concerns
 Time horizon of the
project
 Rate of return
 Initiative cost
 Degree of risk to
implement
Interdependency of the
project
Legal and technological
implications
 Resource requirements
and availability
Priority of strategic
Initiatives
Current environment
related to project

28. Project Success
Traditional Measurement
Outcome
Impact
Efficiency
Input
Output
Process
Strategic
Effectiveness
Mission
Accomplishment
Operational Effectiveness

29. 1. Initiating the Project
Conduct Project Selection Methods
Define Scope
Document Project Risks, Assumptions, and Constraints
Identify and Perform Stakeholder Analysis
Develop Project Charter Approval
2. Planning the Project
Define and Record Requirements, Constraints, and Assumptions
Identify the Project Team and Define Roles and Responsibilities
Create the WBS
Develop a Change Management Plan
Identify Risks and Define Risk Strategies
Obtain Plan Approval
Conduct Kick-off Meeting
6 Domains of Project Management

30. 6 Domains of Project Management
3. Executing the Project
Execute Tasks Defined in Project Plan
Ensure Common Understanding and Set Expectations
Implement the Procurement of Project Resources
Manage Resource Allocation
Implement a Quality Management Plan
Implement Approved Changes
Implement Approved Actions and Workaround
Improve Team Performance
4. Monitoring and Controlling the Project
Measure Project Performance
Verify and Manage Changes to the Project
Ensure Project Deliverables Conform to Quality Standards
Monitor All Risks

31. 5. Closing the Project
Obtain Final Acceptance for The Project
Obtain Financial, Legal, and Administrative Closure
Release Project Resources
Identify, Document, and Communicate Lessons Learned
Create and Distribute Final Project Report
Achieve and Retain Project Records
Measure Customer Satisfaction
6. Professional and Social Responsibility
Ensure Individual Integrity
Contribute to The Project Management Knowledge Base
Enhance Personal Professional Competence
Promote Interaction among Stakeholders
6 Domains of Project Management

32. Lets Learn
Together….
Any Question?