Presentation 1 as Guest Speaker-final-4

8/8/2019 Presentation 1 as Guest Speaker-final-4

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WHAT IS A PROJECTWHAT IS A PROJECT

A Project can be considered to be any series of

activities and tasks that:

• Have a specific objective to be completed

within certain specifications

• Have defined start and end dates

• Have funding limits (if applicable)

• Consume resources (i.e., money, people,equipment)

(Component, Services, Research, Construction)



WHATWHAT IS PROJECT MANAGEMENTIS PROJECT MANAGEMENT

The application of knowledge , skills, tools and

techniques to project activities in order to meet or

exceed stakeholders needs and expectations



InitiationProcesses

Initiation

Processes

Project Management Processes

» PM processes are divided into five phases or process groups

Closing

Processes

Closing

Processes

Controlling

Processes

Controlling

Processes ExecutingProcessesExecutingProcesses

Planning Processes

Planning

Processes



Initiation Process Group

Those processes performed

to define a new project or a

new phase of an existingproject by obtaining

authorization to start the

project or phase

Planning Process Group. Those processes required to

establish the scope of the

project, refine the objectives,

and define the course of

action required to attain the

objectives that the project

was undertaken to achieve

Executing Process

Group.

Those processes

performed to completethe work defined in the

project management

plan to satisfy the project

specifications.

Monitoring and Controlling

Process Group.

Those processes required to

track, review, and regulate the

progress and performance of theproject; identify and areas in

which changes to the plan are

required; and initiate the

corresponding changes.

Closing Process Group. Those processes performed

to finalize all activities

across all Process Groups

to formally close the project

or phase.



Project Management Processes

» PM processes are divided into five phases or process groups



WHAT IS AWHAT IS A SUCCESSFUL PROJECT MANAGEMENTPROJECT MANAGEMENT

A Successful Project ManagementA Successful Proj

ect Management Can Be DefinedCan Be Defined

Having Achieved The Project ObjectivesHaving

Achieved The Project Objectives

• Within time

• Within cost

• At the desired performance/technology level

• While utilizing the assigned resources effectively and

efficiently

• Accepted by the customer



7 Habits

of Highly Effective People

by

Stephen Covey



React

Blame all your

problems on your

friends, teachers,

parents; take noresponsibility for

things that happen

to you.

# 1 (Be Proactive)

• Take initiative• Manage change• Respond proactively• Keep commitments• Take responsibility and

have accountability• Have a positive influence

on results



# 2 (Begin with the End in mind)

• Define vision and values• Create a mission statement• Set measurable team and

personal goals• Start projects successfully• Align goals to priorities• Focus on desired outcomes

Begin with No End

in Mind-

Have no goal or planand never think about

tomorrow.

"Vision without action is a daydream. Action

without vision is a nightmare."

– Japanese proverb



# 3 (Put First Things First)

• Execute strategy

• Apply effective delegationskills

• Focus on important

activities

• Apply effective planningand prioritization skills• Balance key priorities• Eliminate low priorities and

time wasters• Use planning tools

effectively• Use effective time-

management skills

Put First Things Last

Always put off doing

what’s important by

talking on your mobile

and surfing the net.

Always put off your

homework untiltomorrow.



# 4 (Think Win-Win)

• Build high=trust relationships• Build effective teams• Apply successful negotiation

skills

• Use effective collaboration• Build productive business

relationships

Think Win-Lose

Don’t let anyoneelse succeed atanything because if they win, you lose.



# 5 (Seek First to Understand,

Then to be Understood)

• Apply effective interpersonalcommunication

• Overcome communication

pitfalls

• Apply effective listening skills• Understand others• Reach mutual understanding• Communicate viewpoints

effectively• Apply productive input and

feedback• Apply effective persuasion

techniques

Seek First to Talk,

Then Pretend to

Listen-

If you want their

opinion, give it to

them.



# 6 (Synergizer)

• Leveraging diversity• Apply effective problem

solving• Apply collaborative

decision making• Value differences• Build on divergent

strengths• Leverage creative

collaboration• Embrace and leverage

innovation

Don’t Cooperate

Teamwork is for losers;be your own island.



# 7 (Sharpen the Saw)

• Achieve life balance• Apply continuous

improvement• Seek continuous learning

Wear Yourself Out

Make being busythe only thing that

matters; never exercise or improve yourself.



PROJECT MANAGEMENT KNOWLEDGE AREAS

Project Integration Management (Covers All The Five

Phases Of Project)

Project Scope Management

Project Time Management

Project Cost ManagementProject Quality Management

Project Human Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management



Risk Management is the name given to a logical and

systematic method of identifying, analysing, treatingand monitoring the risks involved in any activity or

process.

Risk Management



Project Risk Management Processes

• Risk management planning: Deciding how to approach andplan the risk management activities for the project.

• Risk identification: Determining which risks are likely to

affect a project and documenting the characteristics of

each.

• Qualitative risk analysis: Prioritizing risks based on their

probability and impact of occurrence.



Project Risk Management Processes (cont’d)

• Quantitative risk analysis: Numerically estimating the

effects of risks on project objectives.

• Risk response planning: Taking steps to enhance

opportunities and reduce threats to meeting projectobjectives.

• Risk monitoring and control: Monitoring identified and

residual risks, identifying new risks, carrying out riskresponse plans, and evaluating the effectiveness of risk

strategies throughout the life of the project.



What intended beneficiaries needed?

concept



What intended beneficiaries asked for?



What planners promised …in PC1



What intended beneficiaries felt…



What was delivered…



What intended beneficiaries received



SWOT Analysis

• SWOT Analysis is a strategic planning method used to

evaluate the Strengths, Weaknesses, Opportunities, and

Threats involved in a project or in a business venture.

1/19/2010

SWOT stands for:Strengths - the positive internal attributes of the

organisation

Weaknesses - the negative internal attributes of the

organisation

Opportunities - external factors which could improve

the organisation’s prospects

Threats - external factors which could undermine the

organisation’s prospects



Risk Response Planning

After identifying and quantifying risks, you must decide

how to respond to them.

Four main response strategies for negative risks:

– Risk avoidance – Risk acceptance

– Risk transference

– Risk mitigation

Match Fixing, Parking of car



Risk indicators

Risk type Potential indicators

Technology Late delivery of hardware or support software, many reported

technology problems

People Poor staff morale, poor relationships amongst team member,

job availability

Organisational Organisational gossip, lack of action by senior management

Tools Reluctance by team members to use tools, complaints about

CASE tools, demands for higher-powered workstations

Requirements Many requirements change requests, customer complaintsEstimation Failure to meet agreed schedule, failure to clear reported

defects



HOW TO MANAGE TECHNICAL PROJECT



STEPS INVOLVED

BASIC DESIGN OF BOILER AND ITS SUPPORTS

DETAIL DESIGN OF BOILER AND ITS SUPPORTS

VALIDATION OF DESIGN BY STRESS ANALYSIS

PROCUTEMENT OF MATERIAL

MANUFACTURING OF BOILER AND SUPPORTS

TESTING OF BOILER

COMMISSIONING OF BOILER



RISK INVOLVED IN MANUFACTURING OF

BOILER _UNDERSTANDING THE SCOPE FOR WHICH PURPOSE BOILER IS

BEING MANUFACTURED

_EVALUATION OF DESIGN BY THIRD PARTY

_DESIGN SHOULD EVALUATE ACCORDING TO INTERNATIONALSTANDARDS AND CODES

_AVAILABILITY OF MATERIAL

_ COST CONSTRAINTS

_ TIME CONSTRAINTS

_QUALITY OF THE PRODUCT



Activity Budgeted Cost (M) Actual Cost (M)

Scope 0.5 0.6

Planning 0.5 0.7

Basic Design 2 3

Detail Design 4 4.7

Purchase of Material 7 9

Manufacturing 7 10

Testing 2 2.5

Commissioning 3 3.5

Total 26 34

CPI = EV/AC = 26/34 = 0.764 <1 Over Budgeted

**If Design of Boiler will not analysed then it may cost 100M after completion**



C o m p a r is o n o f b u d g e te d c o s t v e rs u s a c tu a

0246

81 01 2

S c o p e

P l a n n i n g

B a s i c D e

s i g n

D e t a i l D e s i g n

P u r c h a

s e o f

M a t e r i a l

M a n u f a c t

u r i n g

T

e s t i n g

C o m m i s s i o

n i n g

B ud ge t

C o s t

A c t u a l

C o s t

C o s t i n

Mi l l i on s



Tacomas Narrow Bridge



The world's tallest tower, 'Burj Khalifa' is 828 metres (2,716.5 ft) high

Burj Khalifa employed the latestadvances in wind engineering,

structural engineering, structural

systems, construction materials

and methods. All designconsiderations took into account

the 12,000 people who will live

and work in the tower.



P t ti l N ti Ri k C diti



Potential Negative Risk Conditions

Associated With Each Knowledge AreaKnowledge Area Risk Conditions

Integration Inadequate planning; poor resource allocation; poor integration

management; lack of post-project review

Scope Poor definition of scope or work packages; incomplete definition

of quality requirements; inadequate scope control

Time Errors in estimating time or resource availability; poor allocation

and management of float; early release of competitive products

Cost Estimating errors; inadequate productivity, cost, change, or contingency control; poor maintenance, security, purchasing, etc.

Quality Poor attitude toward quality; substandarddesign/materials/workmanship; inadequate quality assurance

program

Human Resources Poor conflict management; poor project organization and

definition of responsibilities; absence of leadershipCommunications Carelessness in planning or communicating; lack of consultation

with key stakeholders

Risk Ignoring risk; unclear assignment of risk; poor insurance

management

Procurement Unenforceable conditions or contract clauses; adversarial relations



Plato

• Ignorance, the root and the stem of every evil.

– Plato

I’m glad the hole is not in my end!

http://en.wikipedia.org/wiki/File:Platon-2b.jpg

http://www.quotationspage.com/quote/29103.html



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