WorkshopWorkshop ononProject Project ManagementManagement What is a Project? Ram, Paul, Ahmed and Sheela of Final year in a college Planning for an ExcursionRam, Shall we arrange for an Excursion next month?What is the Need NOW?No, Ram is right. There should be an educational Excursion in the final Year. Our ollege ircular sa!s so.Then we need to "lan They Start Planning# $a%e few #nteresting "laces to %isit# am tr!ing to get some more details. They Start PlanningThe &estination should be educati%e' "leasant sta!( The )anagement *uidelines sa!s the Excursion should be Educati%e and should not Exceed + &a!sThen we can ,lan for)!sore and the surroundings'nd also the Total Ex,enditure should not exceed -.,///0et Ram and Sheela arrange for the Tra%el, 'hmed and )!self arrange for 1ood and Sta! Can we call the EXCURS!" as a Pro#ect$f yes %ow$ &hat all you o'ser(ed in these cli)s$ ' "ro2ect Planning Collection of Resources *uilding a +acro Plan *uilding a Pro#ect Team The Pro#ect !'#ecti(es The Pro#ect Constraints &hat are the Pro#ect Constraints we !'ser(ed$ &hat are ,ey issues to 'e +anaged$ PROJECT MANAGEMENTPROJECT MANAGEMENTIs the discipline of organizing and managingresourcesinsucha waythattheseresourcesdeliver alltheworkrequiredtocomplete aprojectwithindefinedscope, time, and cost constraints Hence a Project is..Pro#ect is a +ulti-tas,!ne-time in(estmenthas .efinite Starting and Ending )oint&ell .efined Sco)e of wor, / Predefined *udget0 WHY PROJECT MANAEMENT ? A Pro#ect is a tem)orary and one-time A Pro#ect is a tem)orary and one-time endea(orunderta,entocreatea endea(orunderta,entocreatea uni1ue)roductorser(ice0This uni1ue)roductorser(ice0This )ro)ertyof'eingatem)oraryanda )ro)ertyof'eingatem)oraryanda one-timeunderta,ingcontrastswith one-timeunderta,ingcontrastswith )rocess,oro)erations,whichare )rocess,oro)erations,whichare )ermanentorsemi-)ermanent )ermanentorsemi-)ermanent ongoing functional wor, to create the ongoing functional wor, to create the same)roductorser(iceo(er-and-same)roductorser(iceo(er-and-o(er againo(er again The management of these two The management of these two systems is often very different and systems is often very different and requires varying technical skills requires varying technical skills and philosophy, hence requiring and philosophy, hence requiring the development of the development of PR!"#T $%&%'"$"&T(PR!"#T $%&%'"$"&T( )hat is a Project*)hat is a Project*"ro2ect is a )ulti3tas4 One3time in%estment$as &efinite Starting and Ending ,oint Well &efined Sco,e of wor4 5 "redefined 6udget. E!amp"es.e(elo)ing a new )roduct or ser(ice.e(elo)ing a new )roduct or ser(ice.e(elo)ing a new mar,eting )lan.e(elo)ing a new mar,eting )lannstalling a new manufacturing )rocess, cell, nstalling a new manufacturing )rocess, cell, or assem'ly line0or assem'ly line0&riting a 'oo,&riting a 'oo,&riting software&riting software Co#nter E!amp"esProcessing insurance claimsProcessing insurance claims+anufacturing something+anufacturing something.ri(ing a deli(ery truc, o(er the same route .ri(ing a deli(ery truc, o(er the same route e(erydaye(erydayn short, anything of )urely re)etiti(e nature n short, anything of )urely re)etiti(e nature PR!"#T $%&%'"$"&TPR!"#T $%&%'"$"&T

It is facilitation of the Planning, It is facilitation of the Planning, +cheduling, and #ontrolling of all +cheduling, and #ontrolling of all work that must ,e done to meet work that must ,e done to meet project o,jectivesproject o,jectives PROJECT MANAGEMENT"ro2ect )anagement is Pro'lem-sol(ing on a 0arge Scale.' ,roblem is a ga, between where !ou are and where !ou want to be, that is confronted b! one or more obstacles that ,re%ent7s8 eas! mo%ement to close the ga,. The Tra$itiona" The Tra$itiona" Trip"e ConstraintsTrip"e Constraints TimeTimeThe Amo#nt o%time a&ai"a'"e to comp"ete a Project.(roken$o)n%orana"*tica"p#rposesintothetime re+#ire$tocomp"etethecomponentso%theproject,)hich isthen%#rther'roken$o)nintothetimere+#ire$to comp"eteeachtaskcontri'#tingtothecomp"etiono%each component CostCostThe (#$gete$ Amo#nt a&ai"a'"e %or the Project The (#$gete$ Amo#nt a&ai"a'"e %or the ProjectCost to $e&e"op a project $epen$s on se&era" &aria'"esCost to $e&e"op a project $epen$s on se&era" &aria'"es inc"#$ing... inc"#$ing...-a'o#rRatesMateria" RatesRisk ManagementP"ant .(#i"$ing, Machines, etc/E+#ipment Re+#ire$Pro%it 0cope0copeWhatM#st'e$onetopro$#cetheProject1s en$ res#"tWhattheprojectiss#ppose$toaccomp"ish, an$aspeci%ic$escriptiono%)hattheen$ res#"t sho#"$ 'e or accomp"ish.The +#a"it* o% the %ina" pro$#ct. The Fourth Constraint isThe Per%ormanceThe Per%ormance7 The technical and ,erformance re9uirements of the ,ro2ect8 The RelationThe RelationC 2 f 3P,T,S4#n words..ost is a function of "erformance, Time and Sco,e. O(JECT23E O4 THE PROJECT MANAEMENTPCTS Target5 P - Performance07This is the technical 5 ,erformance re9uirements of the 2ob8 C - Cost07This is the labor cost for the ,ro2ect.a,ital and material costs are accounted for se,aratel! form labor cost8 T - Time07The ,ro2ect must usuall! be com,leted within a s,ecified time frame8 S - Sco)e07The magnitude or si:e of the 2ob8 rashing "ro2ect#ncreasing because of inefficienc!C!STT+EO,timum ost "oint0owest ,ossible Time 0imitPerformance , Cost and Time Relationshi) Challenge of Reducing Both time & Cost#n toda!;s com,etiti%e mar4et, it is not ,ossible as ,er ,re%ious gra,h.#m,ro%ements in the ,rocess and effecti%e management tools, this can be achie%ed.#f !ou alwa!s do what !ou;%e alwa!s done, !ou;ll alwa!s get what !ou alwa!s got. Effort Exended in Planning PR!"#T $%&%'"$"&T +-+T"$PR!"#T $%&%'"$"&T +-+T"$ The Project Management Acti&ities5.P"anning the )ork or O'jecti&es6.Ana"*sis 7 8esign o% O'jecti&es9. Assessing an$ Mitigating the Risk:.Estimating Reso#rces The Project Management Acti&ities;.A""ocation o% Reso#rces. Ac+#iring H#man an$ Materia" Reso#rces?.Assigning Tasks The Project Management Acti&ities@. 8irecting Acti&ities5A. Contro""ing Project Progress55. Tracking 7 Reporting Progresses56. Ana"*=ing the Res#"ts 'ase$ on %acts achie&e$ The Project Management Acti&ities59.8e%ining the Pro$#cts o% the Project5:.4orecasting %#t#re Tren$s in the Project5;. B#a"it* Management5