1. Switch off your Mobiles Phones or Change Profile to Silent Mode

2. Topics Introduction Project Life Cycle Conceptualisation Stage Planning Stage Planning Tools and Techniques Implementation Stage Team Dynamics and Management

3. Introduction to Project Management What is a Project? Project versus Operation Type of Projects Triple and Quadruple Constraints What is Project Management? Project Management Framework Project Success and Failure The role of the Project Manager Standards and Methodologies

4. What is a Project? One definition might be: ‘ … a project is a managed collection of activities to bring about a desired change.’ (CCTA, 1997) Another definition might be: ‘ … a temporary endeavour undertaken to create a unique product or service’ (PMBoK, 1996)

5. What is a Project? Dictionary Definition: A task or scheme that requires a large amount of time, effort, and planning to complete (Encarta) A planned undertaking (Merriam- Webster) A specific plan or design (Merriam- Webster)

6. What is a Project? Project Attributes A project has a unique purpose A Project is temporary A Project is developed using progressive elaboration A Project requires resources A Project should have a primary customer or sponsor A project involves uncertainty

7. Unique Purpose Every project should have a well defined objectives since a project exist to achieve some specific outcomes. For example: To improve a business process, create a specific product or achieve a specific skill. The purpose of a project is defined by the project requirements Progressive elaboration

8. Temporary A project should have limited time spans: That is, a project has a start date and a deadline date (End date) for completion.

9. Progressive Elaboration Progressive Proceeding in steps Continuing steadily in increments Elaboration Worked out with care and detail Developed thoroughly Projects are often defined broadly when they begin, and as time passes, details of project become clearer. A project team should develop initial plans & then update with more detail based on new information

10. Requires Resources Resources include people, machinery, budget and other assets. Resources however, are limited and must be used effectively to meet project and other corporate goals.

11. Primary Customer or Sponsor. A sponsor usually provides the direction and funding for the project. Project Sponsor role is different from the Project Stakeholders

12. Uncertainty Because every project is unique, it is sometimes difficult to define its objectives clearly, estimate how long it will take to complete, or determine how much it will cost. External factors also cause project uncertainty. The uncertainty is one of the main reason Project Management is so challenging especially on projects involving new technologies.

13. Projects versus Operations Projects Performed by people Constrained by limited resources Planned, executed and controlled Temporary Unique Operations Performed by people Constrained by limited resources Planned, executed and controlled Ongoing Repetitive

14. Some Types of Projects Developing or acquiring a new or modified information system (Software) Constructing a Building Running a campaign for political office Implementing a new business

15. IT Project (Software Project) Invisibility, A bridge or road can actually be seen. With software, progress is not immediately visible. Complexity, Per Rupees, dollar, pound or euro spent, software products contain more complexity than other engineered artefacts. Conformity, Software developers have to conform to the requirements of human clients (non-consistent, and vague).

16. IT Project (Software Project) Flexibility, The ease with which software can be changed is usually seen as one of its strengths. However, this means that where the software system interfaces with a physical or organizational system, it is expected that, where necessary, the software will change to accommodate the other components rather than vice versa. This means the software systems are likely to be subject to a high degree of change.

17. IT Projects are Different Traditionally high turnover rates of IT workers Level of uniqueness and complexity of each project due to the rapid changes in technology Software is hard to visualize by the developer let alone the customer Difficulty in getting accurate customer requirements

18. IT Projects are Different Rate of change in requirements Difficulty in testing all the possible states of software Constant training needed to keep team members current with the technology

19. Why Do We Have Projects? Solve a particular problem Exploit a new opportunity Respond to competition Regulatory and/or legal changes Work more efficiently management by project Result of strategic planning achieve organisation’s overall objectives

20. Some Status A 1995 Standish Group study (CHAOS) found that only 16.2 % of Information Technology (IT) Application Development Projects were successful in meeting scope, time, and cost goals. Over 31 % of the projects were canceled before completion, costing over billion $. A 2004 PricewaterhouseCoopers study of 200 companies from 30 different countries found that over half of all projects fail.

21. Triple Constraints Every project is constrained in different ways by its Scope goals: What work will be done as part of the project? Time goals: How long should it take to complete? Cost goals: What should it cost to complete the project ? These limitations are sometimes referred to as the Triple Constraints.

22. Triple Constraints

23. Managing the triple constraints involves making trade-offs between scope, time, and cost goals for a project. For example, you might need to increase the Budget for a project to meet Scope and Time goals You might have to reduce the Scope of a project to meet Time and Cost (Budget) goal.

24. Triple Constraints Experienced project managers know that you must decide which aspect of triple constraint is most important. If Time is most important : Most often the initial project scope / Cost goals need to be changed to meet project schedule. If Scope goals are most important, then the time and /or Cost goals need to be adjusted It is Project Manager’s duty to balance these three often competing goals.

25. Triple Constraints Triple Constraint describes how the basic elements of a project i.e. Scope, Time and cost interrelate. However there are other elements such a: Quality, Customer satisfaction and Sponsor satisfaction that can also play significant roles. The Quadruple Constrains of Project Management which includes `Quality` as well as Scope, Time, and Cost gaining acceptance in Project Management.

26. Quadruple Constrains

27. There is a common belief that the Quality considerations, including Customer and/or Sponsor satisfaction, must be inherent in the setting the Project Scope, Time, and Cost goals of a project. A project team may meet Scope, Time and Cost Goals but fail to meet quality standards or satisfy their sponsor, if they have not adequately addressed these constraints.

28. Quadruple Constrains e.g. A Project team may have completed the work on time and within the cost constraint, but the quality may have been unacceptable. Project Manager should communicate with the Project Sponsor throughout the project to make sure that the project meets the sponsor’s expectation.

29. What is Project Management? Ensuring the defined project is delivered to the customer: on time within budget to the specification and quality required and expected by the major stakeholders Making the project happen

30. What is Project Management? Application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project The purpose of Project Management is prediction and prevention, NOT recognition and reaction

31. What is Project Management? Projects often have impact across traditional organisational boundaries May involve considerable organisational upheaval Stakeholders are varied and not always easily identified Implies the need of project manager outside traditional line management structure

32. PM Tools and Techniques PM Tools and Techniques assist Project Managers and their teams in various aspects of Project Management Specific tools and techniques include: Project charters, Scope statements, and WBS (Scope Management) Gantt charts, Network diagrams, Critical Path Analyses, Critical Chain Scheduling (Time Management) Cost estimates and earned value management (Cost Management)

33. Why do Projects Fail? Scope creep 90% of Projects run over budget or schedule Poor requirements gathering 70% of projects fail No Functional input in planning Lack of sponsorship Unrealistic planning and scheduling / Impossible schedule commitments Lack of resources

34. Project Success Project Management has a number of advantages. However it is not a silver bullet that guarantees success on all projects. Project Management is a very broad and often very complex discipline. What works on one project may not work on another. It is essential for Project Managers to: Continue to develop their knowledge and skills in managing projects Learn from mistakes & success of others

35. Project Success A project is considered to be successful if it accomplishes one of the following criteria: Met its scope, time and cost goals: Several critics raised for this simple definition of project success and the methods used for collecting data

36. Project Success Satisfied Customer / Sponsor: Customer / Sponsor might not be satisfied with important aspect of the project despite fact that project met its scope, time and cost goals In this event, project would be deemed failure. Conversely. A project might not meet initial scope, time and cost goals, but the customer could still be very satisfied.

37. Project Success Many organizations implemented Customer Satisfaction Rating System to measure project success instead of only tracking scope, time and cost performance

38. Project Success A project may be considered successful by the Sponsor should result of the project met its main objectives, such as saving money, resulting in a good Return On Investment (ROI) or simply making sponsor happy regardless of other factors involved (i.e. scope, time and cost factors)

39. Project Success Project Managers play an important role in making projects and therefore organizations, successful. Project Managers work with the project sponsors, project team, and other stakeholders involved in a project to meet project goals.

40. Project Success Good project managers do not assume that their definition of success is the same as the sponsors’. They take the time to understand their sponsors` expectations and then track project performance based on important success criteria.

41. Project Success Factors Executive support User involvement Experienced Project Manager Clear business objectives Minimized scope Standard software infrastructure Firm basic requirements Formal methodology Reliable estimates Other criteria Milestones, Proper Planning, Competent Staff, Ownership.

42. The Role of the Project Manager Communicating and reporting Reporting up and down Expectation Management Planning, Monitoring and Controlling Estimating Scheduling Tracking progress

43. The Role of the Project Manager Configuration Management Change Control Configuration Control Version and Variant Control Quality Management Quality Assurance Quality Control

44. The Role of the Project Manager Cost Management Keeping an eye on the budget Risk Management Risk Analysis Risk Management Facilitating

45. The Role of the Project Manager Human Resource Management Lead Motivate Delegate Integrating Organising Co-ordinating

46. The Role of the Project Manager Evaluating on-going process Single point of contact

47. General Skills for Project Manager General Skills (Skills that are needed regardless of organization and project environments) Understanding change and be comfortable leading and handling change, since projects naturally introduce changes Understand the organization in which they work and how that organization develops products & provides services

48. Soft Skills For Project Managers Soft skills (Human Relations Skills) Effective Communication Influencing organization (To get thing done) Leadership Motivation Negotiation Conflict Management Problem solving Coping Skills

49. Hard Skills For Project Managers Hard Skills (Technical Skills) Project Management Software Level of understanding of the technology being used in the project Basic knowledge of the business Cost Estimating and Budgeting

50. ...are we producing what the user really needs?...

51. How Customer Explained it?

52. How Project Leader Understood it?

53. How Analyst Designed it?

54. How Programmer Wrote it?

55. How Business Consultant Described it?

56. How Project was Documented?

57. What Operations Installed?

58. How Customer was Billed?

59. How it was supported?

60. What Customer really needed?

61. Any Questions?