1 Introduction to Project Management

WELCOME TO eMDP ON PROJECT MANAGEMENT.

Projects Portfolio potential

Client Base

Are th

ey de

mand

ing

some t

imes

irritat

ing

Projects examples..

Commercial International Projects

Green Construction and Sustainable Practices

Residential Projects

Infrastructure Projects

Time to Have Formal Training In

Project Management

Do All these as soon as possible with no errors ???

Stakeholder management

Date Session 1 Session II

1 14 NovIntroduction to Project Management Challeges of Mordern uncertain world of Projects (Prof. Rupesh Pati) Project Life Cycle management and Project Selection (Prof. Rupesh Pati)

2 21 NovProject Financial Appraisal: NPV, BCR, IRR, ARR, ERR Approach etc., estimation of cash flows, real options (Prof. Abhilash)

Project Financial Appraisal: NPV, BCR, IRR, ARR, ERR Approach etc., estimation of cash flows, real options (Prof. Abhilash)

3 28 NovMarket Appraisal: Aligning Projects with Business Strategy (Prof. JoffiThomas) Project Communication Management (Prof. Anupam Das)

4 05 Dec Social cost benefit analysis in Projects (Prof. K. Balooni) Social cost benefit analysis in Projects (Prof. K. Balooni)

5 12 DecMarket Appraisal: Projects and Delivery of Customer Value; Case: (Prof. Joffi Thomas) Case, Defining the project (Prof. Rupesh Pati)

6 19 Dec Project Team building & Change Management (Prof.S Jayavelu) Project Team building & Change Management (Prof.S Jayavelu)-

7 26 Dec Project organizations & Leadership (Prof.Surya Prakash Pati) Developing Project Plans

8 02 JanDeveloping Project Plans - Case: Develop WBS for any of your Project (Prof. Rupesh Pati) Developing Project Plans-II (Prof. Rupesh Pati)

9 09 Jan Project Costing (Prof. KK Ramesh) Project Costing (Prof. KK Ramesh)

10 16 JanProject Time & Cost estimation, Working with MS project (Prof. Rupesh Pati)

Project Time & Cost estimation, Working with MS project (Prof. RupeshPati)

11 23 Jan Negotiations and Conflict Management (Prof. Manoranjan Dhal) Negotiations and Conflict Management (Prof. Manoranjan Dhal)

12 30 JanCase: A& D High Tech, Project Resource Management (Prof. RupeshPati) Case: A& D High Tech, Project Resource Management (Prof. Rupesh Pati)

13 06 FebReducing Project Duration, Critical chain project management (Prof. Rupesh Pati)

Reducing Project Duration, Critical chain project management (Prof. RupeshPati)

14 13 FebProject Risk Management Case: Schmidt Co. &Jet Propulsion Case(Prof. Saji Gopinath)

Project Risk Management Case: Schmidt Co. &Jet Propulsion Case (Prof. Saji Gopinath)

15 20 FebProject Stake Holder Management (Prof. Joffi Thomas) International Project Management, Case: Dhabol Power Project (Prof. Rupesh Pati)

16 27 FebProject Evaluation/ monitoring , (Prof. Rupesh Pati) Project Control Systems, Case: Turner Construction Company, (Prof. Rupesh Pati)

17 06 Mar Project Quality Management (Prof. Saji Gopinath) Project Procurement management (Prof. Saji Gopinath)

18 13 Mar Project Contract Management (prof. Lionel) Project Contract Management (prof. Lionel)

19 20 Mar Software Project Management (Models and Framework) (TBD) Software Project Management (Models and Framework) (TBD)

Case: Teradyne Corporation: The Jaguar Project Case, Adaptive Project Audit and Closure (Prof Saji Gopinath)

eMDP on Project Management

60 Hrs eMDP

Focus on General Project Management

Focus on Software Project Management

3 Hrs per week : 6.45-9.45pm on Friday

Period: Nov. 14 to May first week

(tentatively)

Important Program Details

Participation Certificate (mentioning 60 hrs program) and also the hours attended (necessary for PMP exam)

Faculty Contact: Dr. Rupesh Kumar Pati Email: [email protected]

Contact Person Mr. Mishrija (hughes representative)

e-mail : [email protected]

IIMK MDP office: Mr. Shaji ([email protected])- 04952809208

Rules: Chat & Participation

Methodology

Combination of Lectures, case Studies, Presentations &

Exercises

Course material Book & cases in hard copy. Other study

material as well as presentations will be shared through your

eduspire Learning Management system (LMS).

Case Assignments over LMS or e-mail as specified by

individual faculty

Text BooksText Books

Project Management: The Managerial Process

4th Edition

INTRODUCTION TOPROJECT MANAGEMENT

IMPACT ON PROJECT MANAGER

Did he understand Project & Project Management Process

????

Do you have projects are they driving you crazy?

Synergy of Strategic & Project Management

With Changes in the Organizations Mission & Strategy

Project managers must respond to changes with appropriate

decisions about future projects and adjustments to current

projects.

Project managers who understand their organizations strategy

can become effective advocates of projects aligned with the firms

mission.

Why Project management today??? Project managers offer proven methodologies to tackle new initiatives and solve

problems so companies can reach their goals and thrive in the face of todays tough business challenges.

The Anderson Economic Groups 2008 employment study stated that project manager jobs are projected to increase at a brisk pace in coming years. In fact, the study indicated an average of 1.2 million project management positions would be filled each year through 2016.

According to a 2011 salary survey conducted by the Project Management Institute, the median base annual salary for project managers in the United States was $105,000.

project managers rely on critical thinking and problem-solving skills, outstanding planning and organizational skills, and top-notch communication skills. They must also be good at managing people, flexible enough to deal with change on-the-fly, and able to forecast and mitigate risks.

(http://www.sixsigmadaily.com/jobs/project-manager-job-description)

Why Project Management has become ***

Compression of the product life cycle Global competition Knowledge explosion Corporate downsizing Increased customer focus Small projects that represent big problems

Project Management Professional - PMP

Changing Role of customer..

Increasing Relevance of Projects? Project Management and Management by Projects

Change in Customer Requirements

Project as a process Structure

But.

Variety

Projects

What is a Project?A project is a:

Complex,

non-routine and

one time effort

limited by time, budget, resources & performance spec.

PURPOSE To accomplish some objective or goal

STRUCTURE A set of interrelated jobs whose accomplishment leads to the completion

of the project

Jobs or activities consume time and resources and are governed by precedence relations

What is a project?

A Project is an agreed upon set of resources and activities that have been designed to produce predetermined outputs within a given budget and time limit

A Temporary endeavor undertaken to create a unique product or seA Temporary endeavor undertaken to create a unique product or servicervice(Project Management Institute, 2000)

A Project is an agreed upon set of resources and activities that have been designed to produce predetermined outputs within a given budget and time limit

Term Means that a Projecttemporary Has a beginning and endendeavor Involves effort, workto create Has an intention to produce something (project

"deliverables"unique One of a kind, rather than a collection of identical items

product Tangible objects, but could include things like computer software, film or stage works

service Might include the establishment of a day-care center, for instance, but not its daily operations.

Features of Projects

Part of programs Multi-disciplinary Well defined collection of jobs Generally non-repetitive, one time effort Jobs interrelated through precedence Jobs consume time and resources Constant pressure of conformance to

time/cost /performance goals Conflicts Coordination needed between individuals,

groups & organizations

What is true with most projects?

Around ____% of projects face Mgmt. problems Time over run Scope creep Premature closure Poor quality (post project evaluation) Cost escalation Challenges of resource mismatch & utilisationOf the IT projects in $0.5-$3mn range

92% went over schedule. Among projects planned to take morethan 1 year 86% went over schedule

(KPMG-2001)

Projects funded by the World Bank On average, operations evaluated in 2004 took 37 percent longer

to implement than originally scheduled, down from 48 percent in 2003, and 54 percent in the 1989-99."

"Evaluation Results for 2004," Operations Evaluation Department, World Bank, 2005

JNNURM (Projects in IndoreJNNURM (Projects in Indore Most of the projects (10) undertaken by MoUD & MoUEPA

Under JNNURM had exceeded the estimated costOf Rs 476.3 crores. Likely to cross scheduled

Date of completionHindustan Times, Apr 26,2008Hindustan Times, Apr 26,2008

Standish Group Report

Why?Why?

Adapted from: Project Management in India: Insights from Six Key Sectors

Economic Tim

es, March-2009

Tim

es of India,New

Delhi, A

pril 8, 2010

Major Reasons for Failure

.. What has become clear people and process have greater effect on project outcome than technology !

(Standish Group 2004)

Critical success factors for softw

are projects: A com

parative studyM

ohdH

airulNizam

Nasir

and ShamsulSahibuddin

Scientific Research and E

ssays Vol. 6(10), pp. 2174-2186, 18 M

ay, 2011

Reasons For Project Delays in India (PMI)

Challenges and Constraints in Projects(Indian Scenario)

Adapted from: Project Management in India: Insights from Six Key Sectors

Major reasons for schedule and cost overruns across Indias major sectors infrastructure projects.

(The KPMG in India - PMI study 2012 )

some projects are impacted due to external factors which are

beyond the control of the implementing agencies such as land

acquisition, regulatory approvals, etc.,

majority of projects are delayed by factors which can be

controlled at the project level through proper planning and

project management.

Dearth of skilled project managers

Frequent changes in design and weak procurement planning,

Reason for Project Delays in India (FICCI & PMI, May 2011)

KPMG Point of View (2010)

Why these Challenges

Multiple Projects Complexity Conflicting objectives

Due Date (time) Budget (cost) Content (quality/scope)

ProjectProjectOverloadOverload

What is Managed in Project Management?

Performance Targets,

Cost Targets,

Time Project Targets

STRUCTUREDSTRUCTUREDPROJECTPROJECT

MANAGEMENTMANAGEMENTMETHODOLOGYMETHODOLOGY

What is Project Management?

By providing tools to aid in :

task sequencing,

dependency analysis,

resource allocation, scheduling, etc.

Finally, track progress relative to plan

Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.

Project Management Institute, 2000

Project Management is a process and this process saves you from the nightmare of project failure.

Project management is a science or art? BOTH

Why Need Project Management?

Complex project needs coordination of: Multiple people

Multiple resources (labs, equipment, etc.)

Multiple tasks some must precede others

Multiple decision points approvals

Phased expenditure of funds

Matching of people/resources to tasks

Motivation Complexity of Projects

Implementation vs Planning

Conceptualising Project : Involvement of implementers

Developments in Project Management Computerised Systems

New concepts in Proj. Mgmt like TOC

Time & Cost Overruns

Increasing Risk

RETHINKING WAYS WE EXECUTE PROJECTS..

Adapted from: Project Management in India: Insights from Six Key Sectors

Adoption Level of Best Project Management Practices

Why an MDP in Project Management

Project Management is a Complex Function Technical skills

Soft skills communication, negotiation, team work etc..

Effective use of sophisticated methodologies

Risk in Projects Uncertainty about the results

Time, Cost Overrun

Commitment of resources

Project Management and Knowledge Management could everything be done twice, everything would be done better

Effective ways of managing the change

Project Management Framework

Role of Project Managers in Project Mgmt.

Marshals resources for the project

Provides direction, coordination, and integration to the project team

Manages a diverse set of project stakeholders

Dependent upon others for technical answers

Is responsible for performance and success of the project

Must induce the right people at the right time to address the right

issues and make the right decisions.

The Project Manager Manages temporary, non-

repetitive activities and frequently acts independently

of the formal organization.

Skill Sets for a Project Manager

ChangeMgmt

TeamWork

InvestmentMgmtProjects

ProvidingFlexibility

Focus&Commitment

HandlingUncertainty

Thankyou

A project is complete when it starts working for you, rather than you working for it.

WELCOME TO eMDP ON PROJECT MANAGEMENT.eMDP on Project ManagementImportant Program DetailsMethodologySynergy of Strategic & Project ManagementWhy Project management today???Why Project Management has become *** Changing Role of customer..What is a Project?What is a project?Features of ProjectsWhat is true with most projects?Standish Group ReportEconomic Times, March- 2009Major Reasons for FailureCritical success factors for software projects: A comparative studyMohd Hairul Nizam Nasir and Shamsul SahibuddinScientific Reasons For Project Delays in India (PMI)Major reasons for schedule and cost overruns across Indias major sectors infrastructure projects. (The KPMG in India - PMI Why these Challenges What is Managed in Project Management?What is Project Management?Why Need Project Management?MotivationAdoption Level of Best Project Management PracticesWhy an MDP in Project ManagementProject Management FrameworkRole of Project Managers in Project Mgmt.Skill Sets for a Project ManagerThankyou