This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.

1. Introduction to Project Management
December 2015
Javid Hamdard

2. How Clear Can You See?
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3. How Clear Can You See?
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4. Let’s See the Whole Elephant !
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5. • Between 2010 and 2020, 15.7 million new project management roles will be
created globally, and the project management industry is slated to grow by
$6.6 trillion.
• 70% of high-performance/successful projects are led by a Qualified Project
Manager.
• Up to 75% of Business and IT Executives Anticipate Their Software Projects
Will Fail due to the lack of a qualified PM team.
• On average IT project runs 45% over budget, 17% over time, and
delivers 56% less value than expected.
• One in six IT projects has an average cost overrun of 200% and a schedule
overrun of 70%.
• Only 39% of all projects succeed (delivered on time, on budget, and with
required features and functions).
• 60% of companies don’t measure ROI on projects.
Why Does it Matter?
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Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG, PM
Solutions, the Access Group.

6. • The Global Average (Annual) Salaries of Qualified Project Managers:
• Entry-level:
$54,953
• Managing small, low-risk projects:
$65,818
• Managing medium-size, moderate-risk projects:
$81,520
• Managing large, highly integrated projects:
$103,047
• The Average ROI of Qualified/Certified Project Managers is 375% (Including salary
& Training costs).
• Firms say they get 26% or more ROI from implementing Project Portfolio
Management (PPM) Processes.
• 83% of PM organizations reported that they were understaffed at some
level. 44% of the reported shortages were for senior-level project managers.
89.4% report that it is either very difficult or somewhat difficult to find senior-level
talent.
Why Does it Matter? (Cont.)
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Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG,
PM Solutions, the Access Group.

7. • Our customers really Love us, so they Don't care if our products and services
are late and don't work.
• Organizing to manage projects isn't compatible with our culture, and the last
thing we need around this place is change.
• We aren't smart enough to implement project management without stifling
creativity and offending our technical geniuses.
• Project management requires integrity and courage, so they would have to
pay me extra.
• Our bosses won't provide the support needed for project management; they
want us to get better results through Magic.
• We'd have to apply project management blindly to all projects regardless of
size and complexity, and that would be Stupid.
• We know there is a well-developed Project Management Body of knowledge,
but We can't find it under this mess on our desks.
• We figure it's more profitable to have 50% overruns than to spend 10% on
Project Management to prevent and fix them.
Why DON’T You Need PM !
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Sources: Project Management Institute (PMI), PM-BOK Guide (4th Ed); PM Fundamentals, Chris Miller (PMP) 2010.

8. • A Project is a Temporary Endeavor Undertaken to Create a Unique
Product, Service, or Result.
• The Temporary nature of projects indicates that a project has a
definite beginning and end. The end is reached when the
project’s objectives have been achieved or when the project is
terminated because its objectives will not or cannot be met, or
when the need for the project no longer exists.
• Every project creates a Unique product, service, or result. The
outcome of the project may be tangible or intangible. Although
repetitive elements may be present in some project deliverables
and activities, this repetition does not change the fundamental,
unique characteristics of the project work.
What is a Project?
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Sources: PM-BOK Guide (5th Ed), A Guide To the Project Management Body of Knowledge. 2013. PMI Inc.

9. • Management is the process of attaining organizational goals
by Effectively and Efficiently Planning, Organizing, Leading and
Controlling the organization's Human, Physical, Financial and
Informational Resources.
• The practice of management, defined for many centuries as planning,
organizing, directing, and controlling, has existed since early times. Building
the Great Wall of China, running the Roman Empire, and preparing armies for
battle all required management skills; until the late nineteenth century,
however, management was usually viewed as an art that was passed on from
generation to generation by oral tradition. In the last hundred years, the
science of management has developed. While management was once defined
as "the ability work through others", today most definitions are similar to the
one offered by Courtland Bouee above.
What is Management?
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Sources: Timothy J. Kloppenborg, Arthur et-al. “Project Leadership”. Management Concepts. 2003. Vienna, VA 22182.

10. • Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements. Project
management is accomplished through the appropriate application and
integration of the 47 logically grouped project management processes, which
are categorized into Five Process Groups. These Five Process Groups are:
• Initiating,
• Planning,
• Executing,
• Monitoring and Controlling, and
• Closing.
What is Project Management?
10
Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute,
KPMG, PM Solutions, the Access Group.

11. • While the history of project management goes back to the building of
Pyramids of Egypt and the construction of the Wall of China, the Manhattan
Project is considered as one of the first to use the contemporary concepts and
frameworks of Project Management (The Manhattan Project was a research
and development project that produced the first nuclear weapons during
World War II. It was led by the United States with the support of the United
Kingdom and Canada).
• While the US military was the key industry behind the development of several
project management Processes and Techniques. In 1917, Henry Gantt
developed the famous Gantt chart as a tool for scheduling work in factories:
• A Gantt chart is a standard format for displaying project schedule
information by listing projects activities and their corresponding start and
finish dates in a calendar format.
History of Project Management?
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Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute,
KPMG, PM Solutions, the Access Group.

12. Project Management Process Groups
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Initiating Planning Executing
Monitoring
&
Controlling
Closing
A process group is a logical grouping of activities, inputs, tools, techniques, and outputs required for
any type of project.
Define a new project or
new phase, identify
stakeholders, and obtain
authorization
“Authorize the Work”
Develop an integrated
project management
plan to attain project
objectives
“Plan the Work”
Complete the work and
satisfy project objectives
“Work the Plan”
Track and review project
progress and
performance; manage
variance and change
“Control the Plan”
Finalize all activities and
formally close the project
or phase
“End the Work”
• Project Charter/MoU
• Stakeholder Register
• Project Mgt. Plans &
Related Documents
- Scope
- Requirements
- Schedule
- Cost
- Quality
- Human Resources
- Communication
- Risk
- Procurement
- Change
- Stakeholders
• Project Deliverables
• Work Performance
Data
• Team Performance
Assessments
• Project
Communications (e.g.
status reports)
• Selected Suppliers &
Agreements
• Change Requests
• Issue Log
• Change Logs
• Approved Change
Requests
• Work Performance
Information
• Schedule Forecasts
• Cost Forecasts
• Updates to Project Plan
• Quality Control
Measurements
• Verified Deliverable
• Accepted Deliverables
• Final Product, Service,
or Result (i.e. purpose
of project)
• Closed Procurement
(e.g. formal signature
of acceptance)
Activities
Key
Outputs
Process
Groups
Sources: Tom Tiede. “PMI Project Management Principles” – A point of reference. Based on the PMBOK (5th Ed). PP. 2014.

13. Applying PM Process Groups
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Sources: HBR Reviews (MISC); PMBOK Guide, Body of Knowledge (5th Ed). PMI. 2013; Tom Tiede. “PMI Project Management
Principles” – A point of reference. Based on the PMBOK (5th Ed). PP. 2014.
Process Group Overlap
Time
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Initiating
Planning Executing
Monitoring &
Controlling
Change
?
Complet
e?
Closing
Yes Yes
No
No
“Plan, Do, Check, Act”

14. Key Elements of Project Management
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Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute, KPMG,
PM Solutions, the Access Group.
Schedule
Scope
Cost
Quality

15. Sample Project
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Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute,
KPMG, PM Solutions, the Access Group.
Birthday Party
• Send RSVP Invites & Get Headcount,
• Hire Music Band,
• Arrange Space (Table & Chairs, Toshaks),
• Cook or Order Food,
• Buy Cake and Snacks,
• Buy BBQ Food,
• Decorate Space,
• Food Setup,
• Buy Ice,
• PARTY!

16. Project Management Life Cycle
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Sources: Project Management Institute, KPMG, PM Solutions, the Access Group; Project Management.COM

17. Project Management Methodologies
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• Waterfall: This is the legacy model for software development projects. This
methodology has been in practice for decades before the new methodologies were
introduced. In this model, development lifecycle has fixed phases and linear timelines.
This model is not capable of addressing the challenges in the modern software
development domain.
• Adaptive: In this methodology, the project scope is a variable. Additionally, the time
and the cost are constants for the project. Therefore, during the project execution, the
project scope is adjusted in order to get the maximum business value from the project.
• Crystal-Methods: In crystal method, the project processes are given a low priority.
Instead of the processes, this method focuses more on team communication, team
member skills, people and interaction. Crystal methods come under agile category.
• Agile: Agile software development methodology is for a project that needs extreme
agility in requirements. The key features of agile are its short-termed delivery cycles
(sprints), agile requirements, dynamic team culture, less restrictive project control and
emphasis on real-time communication.
Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute,
KPMG, PM Solutions, the Access Group.

18. Project Management Methodologies (Cont.)
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Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute,
KPMG, PM Solutions, the Access Group.
Waterfall
Adaptive
Agile

19. Agile vs. Waterfall
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Sources: Harvard Business Reviews, McKinsey & Company, Pricewaterhouse Coopers, Project Management Institute,
KPMG, PM Solutions, the Access Group.

20. Agile Companies
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21. • Functional/Classical Organization – marked and managed by a
predefined hieratical structure through pre-identified
superiors. Departments and Staff are usual grouped by
technical and special skills. Perceived scope of work is usually
limited by particular functions (e.g. Engineering, HR).
Typically have part-time and/or occasional Project Manager/s.
The center piece of the organization is the predefined
organizational structure and hierarchy.
• Projectized Organizations – blend both functional and
Projectized characteristics and traits. Mix cross-departmental
personnel and skills with full-time Project Manger/s with the
main aim to achieve utmost productivity, efficiency and
effectiveness.
Organizational Structures
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Sources: PMI – Official PMP Certification Study Guide, 2014. PMI

22. • Project Management – the application of knowledge, skills, tools, and techniques
to project management activities to meet project requirements.
• Project Manager – the person authorized by the performing organization to direct
the team accountable for realizing project objectives.
• Project Stakeholder – Individuals and Organizations who are actively involved in
and impacted by the project.
• Triple Constraint – the foundation of project management is balancing scope, time,
and cost. Quality is at the center of the triple constraint.
• Programs are groups of projects managed in a coordinated way to obtain benefits
not available from managing the projects individually.
• Portfolio – Projects, programs, and operations managed as a group to achieve
strategic objectives.
• PMBOK ® the Project Management Book of Knowledge from which PMI defines
terms, standards, and good practices.
Key Definitions !
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Sources: Tom Tiede. “PMI Project Management Principles” – A point of reference. Based on the PMBOK (5th Ed). PP.

23. • Commercial
• MS Project (PM):
• http://office.microsoft.com/en-us/project/default.aspx
• FastTrack (PM):
• http://www.aecsoftware.com/products/fasttrack/
• @Task (PM & PFM):
• http://www.attask.com/overview/
• ZOHO (COL PM):
• http://projects.zoho.com/home.na
• Open-Source:
• Gantt Project:
• http://www.ganttproject.biz/
• OpenProject:
• http://openproj.org/
• Open Workbench:
• http://www.openworkbench.org/
• IXProject:
• http://www.jxproject.com/
• Gantthead: Good resource
• http://www.gantthead.com/
Project Management Applications
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24. • CAPM® (Certified Associate in Project Management): demonstrates your understanding of
the fundamental knowledge, terminology and processes of effective project management.
• PMP®(Project Management Professional): is a well recognized standard of project
management certification offered by PMI. Recognized and demanded by
organizations worldwide, the PMP validates your competence to perform in the
role of a project manager, leading and directing projects and teams.
• PgMP® (Program Management Professional): Is designed for those who manage
multiple, complex projects to achieve strategic and organizational results.
• PfMP® (Portfolio Management Professional): Is designed for advanced experience and
skill of portfolio managers. The PfMP is to demonstrate one’s proven ability in the
coordinated management of one or more portfolios to achieve organizational
objectives.
• RMP® (Risk Management Professional): certification recognizes demonstrated
knowledge and expertise in the specialized area of assessing and identifying
project risks along with plans to mitigate threats and capitalize on opportunities.
Project Management Certification
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Sources: PMI – Official PMP Certification Study Guide, 2014. PMI

25. • The average IT project runs 45% over budget, 7% over time, and
delivers 56% less value than expected; while 45% admit they’re
unclear on the business objectives of their IT projects.
• One in Six IT projects has an average cost overrun of 200% and a
schedule overrun of 70%.
• While 75% of IT project leaders believe their projects are “Doomed
from the Start”, 78% respondents said their project requirements
are usually or always out of sync with the business.
• 17% of large IT projects go so badly they threaten the existence of
the company.
• Only 47% say their teams achieve 70-89% of their goals.
Nearly 20% say they only achieve 50-69% of their goals.
• 80% of teams say they spend at least half their time reworking
completed tasks. .
Top Challenges of IT Projects !
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Sources: Wrike.Com. PM Statistics 2015; Harvard Business Reviews, Project Management Institute, KPMG, PM Solutions,
the Access Group.

26. • Lack of Qualified Project Management Team/s,
• Unclear objectives/lack of business focus,
• Unrealistic Schedule/Reactive planning,
• Shifting Requirements/Technical complexity,
• Unaligned Team/Missing skills,
• Lack of Project Ownership and Coordination,
• Unexplained Causes.
Top Contributors to IT Projects Failure !
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Sources: Wrike.Com. PM Statistics 2015; Harvard Business Reviews, Project Management Institute, KPMG, PM Solutions,
the Access Group.

27. • Project Management Certification
• Project Management Institute
• http://www.pmi.org/
• Project management
• Harvard Business Review, Harvard University,
• https://hbr.org/topic/project-management
• Project Management Tools,
• University of Berkeley, UC
• http://oe.berkeley.edu/resources/project-management-tools
• Project Management Framework,
• University of Adelaide
• http://www.adelaide.edu.au/technology/pmo/framework/
• Project Management Statistics 2015
• Wrike News, Wrike.COM
• https://www.wrike.com/blog/complete-collection-project-management-statistics-2015/
• Scum Methodology
• Scum Methodology
• http://scrummethodology.com/
Useful Resources
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28. Thank You
Questions / Comments
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