PROJECT MANAGEMENT FOR STARTERS

PRAVEEN NAIR PMP MVP

Head of Technology & Architecture

ORION India Systems pvt. Ltd., Kochi

Personal web: http://www.ninethsense.com/

GAME TIME

• http://thatpmgame.com/

“EVERY PROJECT PLAN IS A TRIANGLE”

TIME COST

SCOPE

QUALITY

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?

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.

MANAGERS

Project Program Portfolio

PROJECT MANAGERLink between strategy and team

Change agentWork under pressure

People skillsBroad and flexible toolkit of techniques

Always improvingOrganized, passionate, goal-oriented

PROJECT MANAGERCompetencies:

Knowledge

Performance

Personal

Knowledge of Project Management

Capability to apply knowledge

1. Attitude2. Personality3. Leadership

PROJECT MANAGER

Interpersonal Skills

1. Leadership2. Team building3. Motivation4. Communication5. Influencing6. Decision making7. Political and cultural awareness8. Negotiation9. Trust building10.Conflict management11.Coaching.

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.

STAKEHOLDERS

TYPICAL LIFE CYCLE OF A PROJECT

TYPICAL LIFE CYCLE OF A PROJECT

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

THANK YOU