1. PROJECT MANAGEMENT
FOR STARTERS
PRAVEEN NAIR PMP MVP
Head of Technology & Architecture
ORION India Systems pvt. Ltd., Kochi
Personal web: http://www.ninethsense.com/

2. GAME TIME
• http://thatpmgame.com/

3. “EVERY PROJECT PLAN IS A TRIANGLE”
TIME COST
SCOPE
QUALITY

4. THINK…
A man is replacing a wheel on his car, when he
accidentally drops the four nuts used to hold the
wheel on the car, and they fall into a deep drain,
irretrievably lost.
Can you help him?

5. A PROJECT
Is a temporary endeavour undertaken to
create a unique product, service, or result.
The temporary nature of projects indicates
that a project has a definite beginning
and end.

6. MANAGERS
Project Program Portfolio

7. PROJECT MANAGER
Link between strategy and team
Change agent
Work under pressure
People skills
Broad and flexible toolkit of techniques
Always improvingOrganized, passionate, goal-oriented

8. PROJECT MANAGER
Competencies:
Knowledge
Performance
Personal
Knowledge of Project Management
Capability to apply knowledge
1. Attitude
2. Personality
3. Leadership

9. PROJECT MANAGER
Interpersonal Skills
1. Leadership
2. Team building
3. Motivation
4. Communication
5. Influencing
6. Decision making
7. Political and cultural awareness
8. Negotiation
9. Trust building
10.Conflict management
11.Coaching.

10. THINK…
During execution in a project to build a major road bridge, your team found a major flaw in
the technical drawings. On an ad-hoc base, they had to find and implement a workaround
to avoid delays and mitigate technical problems. What should you do next?
A. Meticulously document the problem and the workaround to create a requested change to
the project management plan, which will then be passed to the body responsible for the
change control decision.
B. The workaround was performed on a technical level only. As long as it does not influence the
function of the bridge or the organizational configuration of the project, a change request will
not be necessary.
C. A retroactive formal change request side is not reasonable. Create some additional
documents describing the workaround and sign them by yourself, you can present them
during the next regular CCB meeting.
D. It is normal in projects that during project execution inconsistencies arise between planning
documents and actual implementation. This is no problem as long as the functional status of
the product is maintained.

11. STAKEHOLDERS

12. TYPICAL LIFE CYCLE OF A PROJECT

13. TYPICAL LIFE CYCLE OF A PROJECT

14. PROCESS GROUP & KNOWLEDGE AREA MAPPING
Initiating Planning Executing Monitoring &
Controlling
Closing
Integration Charter PM Plan Direct & Manage Monitor & Control,
Perform Change
control
Close Project/Phase
Scope Scope, Req., WBS etc. Validate & control
Time Schedule, Activities,
Tasks, Estimates
Control
Cost Plan Cost, Estimate,
Budget
Control
Quality Plan Quality Perform Control
HR Plan HR Acquire, Develop,
Manage
Communication Plan Manage Control
Risk Plan Risk, Identify,
Analysis, Response
Control
Procurement Plan Conduct Control Close
Stakeholder Identify Plan Manage Control

15. THANK YOU