1. 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

2. 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.

3. 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 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.

4. 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.

5. 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.

6. 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.

7. 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

8. 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

9. Global Standards in Project Management – PMI USA Project Management Processes

10. Project Management Knowledge Areas
Knowledge Areas from PMI Project Management Body of Knowledge PMBoK ®
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
Project Procurement Management
Project Stakeholder Management

11. 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

12. 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).

13. 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

14. 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.

15. Analyze Stakeholder Interest and Impact

16. Stakeholder Analysis matrix
Identify stakeholders in your projects and develop strategies to manage them. Use the Stakeholder Analysis Matrix provided.

17. Stakeholder Register and Stakeholder Analysis matrix (PMI® PMBoK ®)
Stakeholders
Stakeholder interest in the project
Assessment of impact
Potential strategies for gaining their support
PMI ® PMBoK ® are trademarks of PMI USA