1. Systems approach
to
Project Management
By
Institute of Public Enterprise
Hyderabad
2. Characteristics of Project
Has Objectives
Has a Schedule
Has Complexity
Has a Size and Nature of Tasks
Needs Resources
Needs Organization Structure
Has Information and Control Systems
Has Progressive Elaboration
Frequently influenced by the Environment
Mostly some of the stakeholders have vested interests
4. When do we declare a project Successful
1. -
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5. Benefits of following Project Management
Principles
A clear focus on TASK/Project.
Buy in by all the stakeholders.
Tight achievable targets by way of Time and Cost.
Optimum Resource utilization.
Roles and responsibilities of all associated with the task/project, well
defined.
Good Communication practices used to accelerate the task/project
and to keep all stakeholders happy.
Well established world practices/processes enable formal initiation
and proper closure of the task/project.
Close monitoring to avoid deviation from set targets.
A good risk management exploits every opportunity and minimizes
the effect of adverse events to get best task/project results.
7. Project Definition
A Project is a temporary endeavor
undertaken to create
a unique product or service
And
is Progressively elaborate.
( Discuss Difference between Project and Operation)
8. Project Management- Definitions
• Project Management is the application of knowledge and skills of the Project
team and using required tools and techniques to meet Project Objectives.
• Process of Converting a Concept into a Reality-Efficiently within given
Resources and Time.
• Project management is a highly demanding and complex task. It requires
organizational skills, the foresight to anticipate the unexpected, and the ability
to monitor progress and change course as needed.
• Project management is about managing people so they achieve valued end
result.
• If change is becoming routine and is being encountered on a regular
basis, project management principles can certainly be employed to meet the
challenges of change.
(The better we know the project, the better we can manage it)
9. What are Project Phases
• The stages in which a Product gets developed from concept are
called phases like:- Idea, Conceptualization, Develop Prototype,
Project Report, Design, Execution, Commissioning, Operation
etc.
• Each phase is associated with one or more deliverables which
are Tangible, Verifiable work products.
• Conclusion of a phase is marked by review of key deliverables
and project performance to determine if project should
continue to next phase.
• The idea is the defects have to be identified and corrected at
the end of each Phase, so that the cost of rectification is lower
when detected and corrected as early as possible.
10. Progressive Elaboration
• What is Progressive elaboration?
– continuously improving and detailing the plan as more
detailed & specific information and more accurate
estimates become available
• Why Progressive elaboration?
– Potential for change
– Iterative nature of the project management plan
– Progressive elaboration is throughout the project lifecycle
• Progressive elaboration allows…
– The project management team to manage the project to a
greater level of detail as the project evolves.
11. Product Lifecycle
vs
Project Management Lifecycle
• Discuss and Evolve
12. Common Lifecycle Characteristics
• Cost - month( period ) wise & Cumulative
• Level of Uncertainty
• Risk in achieving the Project Objectives
• Impact if a Risk occurs
• Stakeholders ability to influence the final
outcome of the project
• Cost of changes
13. Areas of Expertise needed by the
Project Team
Project Management
Body of Knowledge
PMBOK Guide
Application Area
Inter Personal Skills Knowledge,
Standards and
Regulations
GM Knowledge Understanding
and skills the project
environment
14. Processes
• Process Definition- a series of activities when
performed in a predetermined sequence, brings
about the desired results, repetitively.
• Product Oriented Processes
– Specify and create the project’s product( Application
based processes-
Fabrication, Welding, Erection, Commissioning, Techn
ology based Etc) )
• Project Management Processes
– Interact with Product Oriented Processes, organize
and overview them in a manner to achieve the set
project objectives.
15. Interaction of-
Product Oriented Process
. and
Project Management Processes
Project Management Processes
IDEA Product Oriented Processes PRODUCT
16. Project Management Processes and
their communication channels
Sponsor
Authorization of
Business Case OR Project Charter
Project SOW Initiating Planning Project
OR Processes-2 Processes-20 Plans and
Updates
Contract
Changes
Monitoring Status Executing
& Controlling Processes-8
Guidance
Processes-10
Accepted Deliverables Lessens Learned
Closing
Processes-2 Deliverables+
Knowledge
17. Project Management Boundaries
Project Boundaries
Monitoring & Deliverables
End
Controlling Processes Users
Planning Processes
Initiator/ Project Initiating Closing
Sponsor Input Process Process
Executing Processes
Process
Records & LL
Assets
P A
D C
18. Overlap of process groups
Executing Processes
Planning
Processes
Initiating Closing
Processes Controlling Processes
Processes
Project/ Time Project/
Phase start Phase end
19. PMO
• Shared resources
• Common Processes and Methodologies
• Clearinghouse and management of
policies, processes, templates etc
• Centralized configuration management, Risk repository
• Centralized management of tools and dashboard
• Mentoring and coaching for Project Managers
• Centralized monitoring of projects, programs and
communication
• Coordination of overall project quality standards
20. Enterprise Environmental Factors
Organizational Culture and Structures and processes
Governmental / Industry standards
Infrastructure
Existing human resources and personnel administration
Company Work Authorization systems
Commercial data bases
Marketplace conditions
Project management information system
Political climate
Organization’s established communication channels
21. Organizational Process Assets
Processes and Procedures Corporate Knowledge Base
• Organizational Standard Processes • Process measurement database
• Standardized Guidelines, Work • Project files
instructions
• Historical information
• Criteria for performance
measurement, proposal evaluation • Issue / defect management
• Templates database
• Tailoring guidelines • Configuration management
• Project Closure guidelines knowledge base
• Procedures on financial • Financial database
control, change control, issue and
defect management
• Risk categorization and control
22. Project Management Process Groups …
Project •PSOW Initiating Process
Sponsor •Business case Group
•Contract
•Project Charter
•Stakeholder Register
•Stakeholder management strategy
Enterprise/
• OPA Planning Process
Organization
Group
• PMP
Monitoring
• OPA
• EEF and
Project • PMP Control
• Make or buy
Customer •Requirement Documents Process
Group
• Approved CR
Executing Process • QC Measurement
• Proposal Group • Per Reports
• Deliverables
•CRs, WPI
Sellers •Contract • Selected sellers
• Final Product
Closing Process
Group
•Accepted Deliverable
•Procurement documents
23. Project Initiation
• Project Initiation is the process of understanding the inputs given
by the sponsor in the form of a Business Case, OR Project
Statement of work, OR Contract received from a customer.
• Collecting all the data relating to this input from the stakeholders
involved in identifying that project to arrive at High level
budget, schedule and arrive at Project Objectives through
Stakeholder Management.
• The Charter which is the output of the Initiation Process should
contain all the inputs necessary for creating a good project
management plan.
24. Project Charter
• The Project Charter Documents business needs, current
understanding of customer’s needs, and the new
product, service, or result that is intended to satisfy, such as:
– Project purpose or Justification
– Measurable Objectives and related success criteria
– High level requirements
– High level project description
– High level risks
– Summary milestone schedule
– Summary budget
– Project approval requirements
– Assigned Project manager-responsibility and authority
level.
– Name and authority of sponsor or other persons
authorizing charter.
25. Project Objectives
• The quantifiable criteria that must be met, for the
project to be considered successful
• Each objective should have a measurable attribute
• Each attribute shall have a yardstick (units)
– E.g. in Rs for cost, defects in % etc.
• An absolute or relative value to be attached to each
attribute.
• Key Project Objectives are:- Scope, Quality, Time and
Cost.
26. Project Stakeholders
Project stakeholders are individuals and/or organizations who are
actively involved in the project, and/or whose interests may be positively
or negatively affected as a result of project execution/ successful project
completion and who can influence the project Positively/Negatively.
Key stakeholders on every Other stakeholders
project include the following Owners and investors
Project manager Suppliers and Contractors.
Customer/User family members. of team
Performing organization, Govt./statutory agencies
Project Team members Temporary and permanent
Project Management Team lobbying organizations.
Sponsor Media, general public and
Influencers society at large .
PMO ( if it exists )
27. Develop Stakeholder Management Strategy
• Categorize the stakeholders
• Identify as many stakeholders as possible
• Discuss their interest in the project
• Prioritize
• Evolve Stakeholder Management strategy
• Recommend to the management if the project can
be successfully managed
28. Stakeholder Management Strategy
High
Keep satisfied Manage Closely
Power /
Influence
Monitor
(minimum Keep informed
effort)
Low High
Low Interest / Impact
29. Managing a project typically includes…
• Identify Stakeholders
• Gather through appropriate method Their-
Needs, wants, concerns, and expectations related to Project’s
Product and Project Execution and any related issue.
• Convert these into REQUIREMENTS through Discussion.(
Requirements define the Features, Functions, Characteristics
of the Product and related issues)
• Balancing the competing project constraints that includes but
not limited to :
Scope , Quality, Schedule, Budget,
Resources, and Risk
30. Requirements documentation and
Traceability Matrix
Req. Documentation describe how Req. Traceability Matrix links the
individual requirements meet requirements to their origin and
the business need for the project. traces throughout the project life
• Business Need or Opportunity to be cycle. It also provides a structure
seized for managing changes to the
• Project Objectives product scope. Reqts are traced
• Functional Requirements to;
• Non- functional Requirements Business
• Quality Requirements needs, opportunities, goals, and
objectives.
• Acceptance Criteria
Project scope/WBS
• Impact to Organizational Sub systems
Product design.
• Support & Training requirements
Product development
• Requirements Assumptions
Test strategy and scenarios
• Requirements Constraints
High-level requirements.
31. Plan Project Scope
Includes processes required to ensure that the project includes-
“All the work” and “ Only the work” required, to complete the
project successfully.
• Product scope: • Project scope:
– The features and functions that – The work that needs to be
characterize a product service accomplished to deliver a
or result product, service or result with
the specified features and
functions.
– Completion of product scope is – Completion of a project is
measured against the product measured against the project
requirements management plan, scope
statement and WBS
32. Project Scope Statement – Key elements
Product scope Product acceptance
Project deliverables
description criteria
Description of the Project constraints
Project Exclusions
work and Assumptions
33. Assumptions and Constraints
• Assumptions are factors that, for planning purpose, are
considered to be true, real, or certain without proof or
demonstration. Assumptions affect all aspects of project
planning, and are part of the progressive elaboration of the
project. Project teams need frequently identify, document, and
validate the assumptions. Assumptions generally involve a
degree of risk.
• Constraints are defined as the state, quality, or sense of
being, that will effect the performance of the project or a
process. Mostly constraints are imposed by the
Customers, Sponsor or Senior management OR by the nature
of Project itself. Constraints can also be understood as the
boundaries imposed upon the project within which it has to be
planned.
34. Create WBS
Scope definition involves subdividing the major project
deliverables in to smaller, more manageable components (Work
Packages ) which provide common framework from which:-
• Planning can be performed.
• Cost and Budgets can be established.
• Time, cost and performance can be tracked.
• Objectives can be linked to company resources in a logical
manner.
• Schedules and status reporting procedures can be established.
• Network construction and control planning can be initiated.
• The responsibility assignment for each element can be
established. Organisation Structure will be defined to suit the
specific Project.
35. WBS -Decomposition
Involves subdividing the deliverables and sub-
deliverables into smaller and more manageable
components until these are defined in sufficient
detail in following steps:--
• Identify the major deliverable incl. Project Management.The phases of the project
can be used as first level decomposition.
• Decide if adequate (cost and duration estimate can be developed)
• Identify constituent components which will produce tangible and verifiable
results.
• Verify the correctness of the decomposition-if lower level items necessary or
sufficient ; is it clearly and completely defined; if each item can be appropriately-
Scheduled? Budgeted ? Responsibility assigned?
( The decomposition can be done on the basis of Phases, Skill set, Deliverables, Raw Materials etc )
36. WBS Decomposition
Level Description
1 Project
2 Phases
3 Sub division
4 Work Package
5 Level of effort
These work packages have to be properly numbered for better project monitoring
and control.
37. Work Package/ WBS Dictionary
• Represents units of work at the level where the work is managed by the
Project Team.
• A good work breakdown structure ensures minimum scope creep and better
clarity and understanding of work among the team members.
• WBS Dictionary details all features of a Work Package:-
Code of account identifier,
Statement of work,
Responsible organization,
Schedule milestones,
Contract information,
Quality requirements,
Technical references.
( Depending on the clarity on the project scope, the immediate phases can be drilled down to
lower WBS and the future phases can be left at high level till the clarity is achieved.)
38. Work Breakdown Structure
Project summary
990 H SAI-700
Level 2
Proj. Mngment
Level 2 Design Development Implement
80 H 700.01 310 H 700.02 350 H 700.03 250 H 700.04
Prototype. Components Drawings
10 H 700.02.01 50 H 700.02.02 250 H 700.02.03
Civil/Structural Mechanical Electrical/Control
180 H 700.02.03.01 30 H 700.02.03.02 40 H 700.02.03..03
41. Activity Definition
Identifying and Documenting specific activities that must be
performed to produce deliverables and sub-deliverables
identified in WBS.
USING as INPUTS:-
Work Breakdown Structure, Scope statement, Historical
Information, Constraints, Assumptions and Expert
judgments where-ever necessary.
Activity Attributes— Include activity identifier, activity codes, activity
description, predecessor activity, successor activity, logical relationship, leads
and lags, resource requirements, imposed dates, constraints and assumptions.
42. Activity Sequencing
•Identifying and documenting interactive logical relationship
including dependencies like:-.
•Mandatory dependencies (Hard logics)
•Discretionary dependencies (Soft logics)
•External dependencies
•Sequenced accurately to support development of realistic and
achievable schedule.
•Modify/update the Activity List where-ever necessary during
sequencing process.
There are 2 methods for sequensing :-
•Precedence diagramming method PDM
•Arrow diagramming method ADM
43. Dependencies- Mandatory
A B C D
The successor activity is totally dependant on the completion of
predecessor activity therefore activity B is dependant on
completion of activity A
Examples
• Foundation work can be started only after the excavation is
completed and the pit is inspected and approved.
44. Dependencies- Discretionary
C
A B D
E
Examples
• The living room can be painted before painting the dining room, although
it could be done other way round, too – with out constrain
• It is logically possible to paint four walls in a room simultaneously but
there is only one painter – with constrain
45. Dependencies - External
Pipe Welding Hydro Test Commission
A B D
Obtain Approval Inspection / Certification
C
When there is an external inspection mandatory before starting the next
activity.
46. Arrow Diagramming Method
( Activity-On-Arrow AOA, Critical Path Method CPM)
Dummy
E
C F
F
A H
Start B Finish
Nodes D G
Activity
Uses only Finish to Start dependencies
47. Network – Precedence Diagramming Method
A C E
Start Finish
B D F
dependencies
activities
Types of Dependencies.
• Finish to Start
• Finish to Finish
• Start to Start
• Start to Finish
48. Dependencies
Finish-to-Start (FS)
Task (B) cannot be started until task (A) finishes.
Task A “Reaction” and Task B “Analysis”
• “ Concreting” can't be started until
“Shuttering” finishes.
A
B
49. Dependencies
Finish-to-Finish (FF)
Task (B) cannot finish until task (A) finishes.
Task A “Wiring” and Task B “Inspection”
• “Inspection” can't finish until “Wiring” finishes.
A
B
50. Dependencies
Start-to-start (SS)
Task (B) cannot start until task (A) starts.
• Task A "Pour foundation" and Task B "Level
concrete," "Level concrete" can't begin until
"Pour foundation" begins.
A
B
52. Critical path
6
7 3 8
5 4 3 4
1 2 5 6 7 8
4 4 4
9
Critical path – Longest path, float less than or equal to
specified value – mostly Zero.
Path 1-2-3-6-7-8 = 5+7+6+3+4 = 25 units
Path 1-2-4-5-6-7-8 = 5+4+4+4+3+4 = 24 units
Path 1-2-3-5-6-7-8 = 5+7+8+4+3+4 = 31 units.
Path 1-2-4-7-8 = 5+4+9+4 = 22 units
53. Diagrammatic representation of
PERT
Earliest Start
Activity identification
Earliest Finish
A (8,10)
A B
2 (15,17)
Activity Time Latest Finish
Latest Start
57. Slack or Float time
Earliest Start- (TE )--- The earliest possible time the said activity can
begin, which means that all the predecessor jobs on which this
activity is dependant, have been completed.
( When the Tortoise reaches the node)
( Highest of the times at a node when analyzing in the Forward pass )
Latest Start – ( T L )-- How late a particular activity can be started
without effecting the overall project schedule.
( Till when the Heir can wait )
( Lowest of the times at a node when analyzing in the Backward pass )
Slack or Float time----
Latest Start TL – Earliest Start TE
58. Critical path – Longest path, float less than or equal to
specified value – mostly Zero.
TL= 12 TL= 21
TE= 12 TE= 18
C,6
B,7 D,3
I, 8
A,5 E,4
TL= 0 TL= 5 F,4 TL= 24 TL= 28
TE= 0 TE= 5 TE= 24
G,3 H,4 TE= 28
TL= 17
TL= 20
TE= 9
TE= 20
Float / Slack time = Longest time – Earliest time
59. Critical path – Longest path, float less than or
equal to specified value – mostly Zero.
TL= 12 TL= 21
TE= 12 TE= 18
C,6
B,7 D,3
I, 8
A,5 E,4
TL= 0 TL= 5 F,4 TL= 24 TL= 28
TE= 0 TE= 5 TE= 24
G,3 H,4 TE= 28
TL= 17
TL= 20
TE= 9
TE= 20
60. Activity Resource Estimation
• What resources (
Persons, equipments, tools, tackles or material )
and what quantities of each resource will be
used, and when each resource will be available to
perform project activities.
• Expert judgment, Alternatives Analysis, Published
data, Bottom-up estimate are some of the methods
used to estimate the resources requirement.
• These resources can then be structured into
categories and types for easy management and
control.
• A resource calendar is then prepared showing the
quantity of each resource available during each
available period.
61. Activity Duration Estimation
• The process of estimating schedule activity duration using
information on scope of work, resource types, resource quantities
and resource calendars.
•The estimates are generated by the person or group in the project
team who is most familiar with the nature of work.
•The estimate is progressively elaborated to get precise data of
better quality.
•All data and assumptions that support duration estimating are
documented ( Support documents ).
•The effect of identified Risks on the schedule development are
also considered.
•Methods- Analogous, Parametric, 3-Point, Bottom-Up.
62. Develop Schedule
• Incorporate the Duration estimates on The
Network Developed.
• Superimpose calendars on the Network.
• Impose any constraints.
• Introduce start date to get the project end
date.
63. Network re-planning
1. Resource Leveling
2. Resource allocation
3. Elimination of some parts of project
4. Addition of more resources
5. Substitute with less time consuming components or
activities.
6. Parallelization of activity
7. Shortening longest activities
8. Shortening activities that are least costly to speed up.
9. Shortening activities for which you have more resources.
10. Increasing the working hours.
65. Latest Techniques in Scheduling
• Critical Chain Methods
• Theory of Constraints
66. Project Cost Estimation
• Estimate Costs is the process of estimating the monetary resources
needed to complete project activities. Cost estimates are a prediction that
is based on the information known at a given point in time:-
Analogous, Parametric, 3-Point Estimate, Bottom-Up.
• Cost estimating is iterative from phase to phase. ROM during initiation
phase could be ±50%. Later on the estimates could narrow to a range of
±10%at the end of Planning process.
• Scope Statement as part of the Scope BL is also an input to the Estimate
Costs process wherein one basic assumption that needs to be made is
whether the estimates will be limited to direct project costs only or
whether the estimates will also include indirect costs.
• Indirect costs are those costs that cannot be directly traced to a specific
project and therefore will be accumulated and allocated equitably over
multiple projects by some approved and documented accounting
procedure.
67. Budgeting
Aggregating the individual cost of all project activities over the project life
cycle gives the “S” Curve. The budgets are derived from this through
negotiations with the Sponsor/Finance Department .
Funding
Final
Cost
Funding
2nd
Funding
Initial
Time
69. Project Opportunity/Risk Management
Risk is any potential Threat or occurrence which
may prevent the project to achieve its desired
objective by affecting--Schedules, cost, quality
or benefits.
Risk is a measure of the extent to which a given
outcome might deviate from what is expected
or desired.
Risk is an uncertain event or condition that, if it
occurs, has a positive or a negative effect on a
project objective.---PMBOK.
The positive variation can be termed as
OPPORTUNITY and the negative as RISK
70. What is Risk?
Cause- Requirement, Causes
Assumption, Constraint, Condition
If occurs results
Risk- Uncertain Event
OR Condition incl.
Project’s/Organization’s environment
Impact- Cost,
Schedule OR Performance.
71. Risk Management
Risk Management is a systematic process of
identifying, analyzing, and responding to project
risks- maximizing the probability and consequence
of positive events( Opportunity) and minimizing
the probability and consequence of adverse
events( Risk) to Project Objectives.
If you don’t actively attach the risks, they will
actively attack you.---Tom Gilb.
72. Risk Identification
Determining which risks might affect the project
and documenting their characteristics by all
concerned including subject matter experts.
The risk identification process involves reviewing
---Project Charter, WBS, Product
description, Schedule and cost estimates, Resource
plan, Procurement plan, Assumptions and
constraints
Both Project Risks and Opportunities have to be
separately identified and analyzed.
73. Technical, Quality and Performance
risks---Examples
• Reliance on outdated, unproven or Complex
Technology.
• Unrealistic Performance Goals/ Gold plated.
• Changes to the Technology used.
• Changes in the Industry Standards of
Technology.
• Is the Technology new to the organisation.
74. Project Management Risks---Examples
• Poor allocation of Time and Resources.
• Technical team under-qualified for the job.
• Third party supplied resources.
• Inadequate quality of Project Plan-like Bad
Product specification, unclear/undefined
milestones, communication systems, etc.
• Crash Projects.
• Poor use of Project Management discipline.
75. Organizational risks---Examples
• Inconsistent objectives of cost, time and scope.
• Lack of prioritization of Project.
• Inadequate or interruptions in funding.
• Unspecified payment/budget.
• Resources conflict with other projects.
• Improper working environment.
• Distributed Project Management.
• Over-ambitious Management.
• User is unable to and has no authority to clarify
doubts.
76. External risks---Examples
• Shifting Legal and Regulatory Environment.
• Labor issues.
• Changing owner priority.
• Country Risk.
• Force Majeure Risks--requires disaster
recovery actions.
78. Qualitative Risk Analysis
• Prioritization of Risks for subsequent further analysis and
action.
• Risk Probability is the likelihood that a risk will occur.
• Risk Impact is the effect on project objectives , if the risk event
occurs.
• The product of the Impact and the Probability gives a Value for each risk
which can be used for prioritizing the risks.
80. Qualitative Risk Analysis
Probability - Impact Matrix
Impact ( relative scale ) on an objective ( e.g. cost, time. Scope or quality.)
81. Risk Categorization – Example
Risk
Categories
PM
Human
Schedule Cost Quality Procurement
Resources
Expectations Unrealistic Availability Stringent Performance
Mismatch Target Standards Support
82. Strategies for Negative Risks (Threats)
• Avoid
– Eliminate a specific threat, usually by eliminating the cause.
– Examples: reduce the scope; or extend the schedule in a way such that
the risk is no longer a risk
• Transfer
– Shifts the impact of threat along with ownership of the response to 3rd
party.
– Does not eliminate it.
– Involves payment of premium
• Mitigate
– Reduce the expected monetary value of a risk event by reducing the
probability of occurrence or reducing the risk event value (impact of the
risk)
– Taking early actions to reduce probability an/or impact
– Example: designing redundancy into subsystem may reduce the impact
from a failure of the original component
83. Strategies for Opportunities
• Exploit
– An opportunity can be realized
– Making an opportunity definitely happen
• Share
– Involves allocating ownership to a third party who can best able to
capture the opportunity for the benefit of the project.
• Enhance
– Modifies “size” of the opportunity by increasing probability
and/or positive impacts by identifying and maximizing key drivers
of these +ve risks.
– Strengthening the cause of opportunity, proactively targeting and
reinforcing trigger conditions might increase probability.
84. Reserve
………. Is a provision in the project plan to mitigate cost and/or schedule risk. Often
used with modifiers
Contingency Reserve
A separately planned quantity used to allow for future
situations which may be planned only in part(Known
unknowns). Contingency reserves are normally
included in project’s cost and schedule baselines
Management Reserve
A separately planned quantity used to allow for future
situations which are impossible to predict( unknown
unknowns). Use of management reserve requires a
change to the project’s cost/schedule baseline
85. Project Quality Management
• The processes which ensure that the project will
satisfy the needs for which the project was
undertaken. This includes all activities of the
overall management function that determine the
quality policy, objectives and responsibilities and
implements them. This consists of:-
• Quality Planning processes
• Perform Quality Assurance processes
• Perform Quality Control processes
( Discuss Quality Policy, Quality Metrics, Cost Of Quality)
86. Human Resource Planning
Human resource Planning involves identifying,
documenting project roles and responsibilities, and
reporting relationships as well as creating the staffing
management plan..
which contain
Roles, responsibilities, authority, competency of the human
resources.
Project organization chart.
Staff acquisition time table.
Training needs etc.
88. Project Communication Plan
The information needs and the methods of distribution vary
widely from project to project.
This determines the information and communication needs of
the stake holders
– Who needs
– What information
– When will they need it
– How will it be given to them
– By whom
(A Communication Matrix will help)
89. Communication Channels
Upward Communication
Management
Lateral Communication Lateral communication
Peers, Friends, Social groups,
PM
Other functional groups
Formal and informal org
And customers
Downward Communication
Subordinates,
Project Office Personnel
90. Performance reporting
Collecting the information from project plan, work
results and other project records and disseminating
the project performance information to provide
stakeholders with information about how resources
are being used to achieve project objectives.
• Status reporting
• Progress reporting
• Forecasting
Performance reporting should primarily cover information on scope,
schedule, cost, quality, risk and procurement.
92. Spec Order
Visual Communication Aids Inspect Delivery
Erect Trail
M101 P203 C104 H301
M201 P305 C204 H401
93. Continuous Process Improvement
Process Improvement Plan – Details the steps for
analyzing processes that will facilitate the
identification of waste and non-value added
activity, thus increasing customer value, such as:
Process boundaries: Describes the purpose, start and
end of processes, their inputs and outputs, data required
and the owner and stakeholders of processes.
Process configuration: A flowchart of processes to
facilitate analysis with interfaces identified.
Process metrics: Maintain control over status of
processes.
Targets for improved performance: Guides the process
improvement activities.
94. Lessons Leaned Process
WENT WRONG Information Gathering WENT RIGHT
From Stakeholders/Team
Brainstorming
Lessons
Learned
Knowledge
Base
95. PM’s Professional Responsibility
1. Ensure individual Integrity and • by adhering to legal requirements and
ethical standards in order to protect
Professionalism
the community and all stakeholders.
• by sharing lessons learned, best
practices, research etc within
2. Contribute to the PM Knowledge appropriate communities in order to
base improve the quality of project
management services, build the
capabilities of the colleagues and
advance the profession.
• by increasing and applying professional
3. Enhance Individual Competence knowledge to improve services.
96. PM’s Professional Responsibility
4. Balance Stakeholder Interests
by recommending approaches
that strive for fair resolution in
order to satisfy competing
5. Interact with team and needs and objectives.
stakeholders in a Professional and
by respecting personal, ethic
co-operative manner
and cultural differences in order
to ensure a collaborative project
management environment.
Total number of Questions
: 18
97. The direction finder for PM
Looking Backward
Looking upwards
Monitoring progress with appropriate
Managing your sponsor in order
control systems, to ensure that the
to achieve organization
project meets its targets and the team
commitments
learn from its mistakes
Looking outwards
Looking inwards Managing the client, end user
Managing yourself, by reviewing and external stake
your performance to ensure that The role of holders(including suppliers and
your team leadership is a PM subcontractors) to ensure that the
positive contribution to the project meets their expectations.
project.
Looking downwards Looking Forwards
Managing the team in order to Planning in order to ensure that
maximize their performance the team sets realistic
both as individuals and targets, and obtains appropriate
collectively.Managing the visible, resources to achieve those
across disciplines, departments, targets.
countries and cultures
