Definition:

Project

• A temporary endeavor that produces a unique product, service, or result

• Temporary in nature and has a definite beginning and ending

• Can be part of large Program or Portfolio

Project Management

• Project management is the application of knowledge, skills, tools, and

techniques to satisfy project requirements

• Preparing a business case to justify the investment

• Estimating resources and times

• Developing and implementing a management plan for the project

• Leading and motivating the project delivery team

• Managing the risks, issues, and changes on the project

• Monitoring progress against plan

• Closing the project in a controlled fashion when appropriate

Program Management

Group of related projects managed in a coordinated way to obtain benefits

and control not available from managing them individually

• Must be some value add in managing them together as a program

• A project may or may not be part of a program, but a program

will always have projects

• Focuses on the project interdependencies and helps to determine the

optimal approach for managing them

PMO – basically ek alag se insaan hai jo process standardization ka dhyaan

rakhta hai

Org structure that standardizes the process and facilitates the sharing of
resources, methodologies, tools, and techniques

Types:

Supportive: Supports the project manager, such as providing templates,

training, or lessons learned from other project
Controlling: Determines the framework or methodology and use of specific
forms

Directive: Controls the project, PM will be assigned and report to PMO

PORTFOLIO MANAGEMENT – Take care that portfolio can be the

collection of programs and operations as well

 A portfolio is a collection of projects, programs, subsidiary

portfolios, and operations managed as a group to achieve
strategic objectives.
 Collections of Projects, Programs, subsidiarity Portfolios
 Achieve strategic (long term) objectives

OPERATIONS MANAGEMENT

• Deals with the ongoing production of goods and/or Services – Can be

sales, IT, finance etc

• Considers the acquisition, development, and utilization of resources that

firms need to deliver the goods and services – so we have to look at how
to acquire things, how we develop things, utilization of resources, in there
in order to make sure we deliver whatever goods and services the
company offers

VALUE OF PROJECT

What value will this project bring to the company upon completion?

• Why should we undertake this project?

• VALUE THE PROJECT PROVIDES- Money, Brand Reputation, Customer

Service, New or Change product or Service

Projects enable changes – Organizations should use project management

in order to change their product and services

• Project can be a vehicle for change in an organization

• Takes a company from a current state to desired state

Phases and Deliverables

• A phase is a collection of logically related project activities that

culminates in the completion of one or more deliverables.

• The number of the phases depends on the industry type and size and
the complexity of the project

• A deliverable is any unique and verifiable product, service or result.

• May be tangible or intangible

• Must be accepted by the customer or sponsor for the phase

Basically each of the phases will have its own deliverables – one thing to
note is that delieverable se you think overall project delieverable – but
aisa nhi hai-each of the phase has its project delieverable and vo phir
milke overall project output banate hai

How do you know if the phase is done?

It is generally done when the delieverable is accepted by the customer or

a sponsor

Project Life Cycle

• A representation of the phases that a project typically goes through from

start to finish

• Can be either predictive or adaptive

Project Governance – in order for the organization to function, they must

have set of quote/unquote rules that must be followed by all members of
that company,this is called governance, very unique to the organization

• Project Governance

• Framework within which project decisions are made

• Three pillars (basically based on these three things): • Structure •

People • Information

Stakeholders

• Individuals, group, or organization that may affect, be affected, or

perceive to be affected by the project.

Key Stakeholders

• Project Manager - manages the project

• Customer - uses the project deliverable

• Project team - the collection of individuals completing the project work

• Project Sponsor – Provides resources and support

• Functional Manager - Departmental Manager, i.e Manager of

Engineering, Vice President of Marketing, Director of IT. Generally controls
resources

Project Manager Role

1. Initiator: An initiator is someone who takes the first step or proposes an
idea or action. They are proactive in bringing forth new concepts, projects,
or solutions to problems. Initiators are often innovative, creative, and
forward-thinking individuals who drive the initiation and development of
ideas within a group or organization.

2. Negotiator: A negotiator is an individual who engages in discussions or

formal negotiations to reach mutually agreeable solutions or outcomes.
Negotiators focus on finding common ground, resolving conflicts, and
reaching compromises that satisfy the interests of all parties involved.
They possess strong communication, problem-solving, and interpersonal
skills to facilitate effective negotiation processes.

3. Listener: A listener is someone who pays attention to others' ideas,

thoughts, or concerns during conversations or discussions. They give
importance to active listening, empathizing with speakers, and
comprehending the messages being conveyed. Listeners create a
supportive and respectful environment, encouraging open communication
and fostering understanding among team members.

4. Coach: A coach is a person who guides and supports individuals or

teams in achieving their goals, improving performance, and enhancing
their skills. Coaches provide constructive feedback, offer guidance, and
assist in developing action plans. They help individuals unlock their
potential, overcome challenges, and maximize their personal and
professional growth.

5. Working member: A working member refers to an individual who

actively participates as a member of a team or group. They contribute
their knowledge, skills, and efforts towards achieving collective objectives.
Working members collaborate with others, fulfill assigned tasks, and take
responsibility for their contributions within the team dynamics.

6. Facilitator: A facilitator is someone who manages group processes,

discussions, or meetings to ensure effective communication, collaboration,
and decision-making. They create a structured environment, encourage
equal participation, and help the group achieve its intended outcomes.
Facilitators remain neutral, unbiased, and focus on maintaining a
productive and inclusive atmosphere.

Project Manger Role

• Initiator: An initiator is someone who takes the first step or proposes an

idea or action. • Negotiator: A negotiator is an individual who engages in
discussions or formal negotiations to reach mutually agreeable solutions
or outcomes.
• Listener: A listener is someone who pays attention to others' ideas,
thoughts, or concerns during conversations or discussions.

Coach: A coach is a person who guides and supports individuals or teams

in achieving their goals, improving performance, and enhancing their
skills.

• Working member: A working member refers to an individual who actively

participates as a member of a team or group.

• Facilitator: A facilitator is someone who manages group processes,

discussions, or meetings to ensure effective communication, collaboration,
and decision-making.

Milestone vs task duration

• Milestone: A milestone is a significant event or achievement in a project

that marks a key point or completion of a major deliverable.

• Task Duration: Task duration refers to the amount of time it takes to

complete a specific task or activity within a project.

Project Management Office

• Organizational Structure that standardizes the processes and facilitates

the sharing of resources, methodologies, tools, and techniques

• Types:

• Supportive: Supports the project manager, such as providing templates,

training, or lessons learned form other projects.
• Controlling: Determines the framework or methodology and use of
specific forms

• Directive: Controls the project. PM will be assigned and report to the

PMO.

Sponsor • Internal or External • Project Champion • Funding the project •

Maybe used to resolve conflicts in the project

• Program Manager • Senior to Project Manager • Maybe responsible for

several projects executing at the same time• Maybe used to resolve
conflicts in the project

Organizational Structures

• Functional Organizations • Structure that groups staff members

according to their area of expertise (sales, marketing, construction, etc.).
Functional structures require the project team members to report directly
to the functional manager

• Matrix Organizations • There are three matrix structures: weak,

balanced, and strong. The different structures are reflective of the project
manager's authority in relation to the functional manager's authority.

• Project Oriented Organizations, (Projectized)• Structure where the PM

has the greatest amount of authority. The project team is assigned to the
project on a full-time basis. When the project is complete, the project
team members moves on to other assignments within the organization.

• Hybrid • Blended type

Project Constraints

 Scope  Schedule  Cost  Risk  Quality  Resources

Areas of a Project
• Scope • Work to be done

• Schedule • Time to get the work done

• Cost • Budget of the work

• Quality • Customer satisfaction of work

Areas of a Project

• Resources • Managing the people and material resources

• Communications • All stakeholders get the correct information at the

right time

• Risk • Identifying and responding to risk over the lifecycle of the project

• Procurements • Acquiring resources from outside the project team

• Stakeholders' engagement • Keeping all stakeholders active and alert on

the project

Project Management approaches

• Two primary approaches: predictive (also known as traditional or

waterfall) and adaptive (also known as agile or iterative).

• Predictive Approach: The predictive approach follows a linear and

sequential process. • It involves detailed planning and documentation
upfront, with a focus on predicting and defining the project scope,
objectives, timeline, and deliverables.

• Extensive upfront planning

• Sequential execution

• Emphasis on control and documentation:

• Limited flexibility, limited changes with a well define change control

process

The adaptive approach focuses on flexibility, collaboration, and iterative

development.

• It embraces change throughout the project and emphasizes continuous

feedback and improvement.

• Iterative and incremental development

• Customer collaboration

• Emphasis on adaptability
• Self-organizing teams

• The adaptive approach, commonly used in agile methodologies like

Scrum or Kanban

Product vs. Project Management

• Product Management:

• Product management encompasses the strategic planning,

development, and lifecycle management of a product or service.

• It involves understanding market needs, defining product strategy,

gathering requirements, and overseeing the product's development,
launch, and ongoing optimization.

• Product managers are responsible for the overall success of the product,
aligning it with business objectives and customer demands.

Project Management:

• Focuses on the successful execution and delivery of specific projects

within a defined scope, timeline, and budget.

• Project managers are responsible for planning, coordinating, and

managing the activities required to achieve project goals.

• They ensure the project is completed on time, within budget, and

according to the specified quality standards.

Product vs. Project Management

• Product managers work closely with project managers to translate the

product strategy and roadmap into actionable project plans.

• Project managers oversee the execution of those plans, ensuring that

the product is developed, tested, and delivered according to the defined
specifications.

• While project management is a part of product development, it is just

one component.

Issues, risks, assumptions, and constraints

• Risks are potential events or situations that may occur in the future and
have an impact on the project's success.

• Issues refer to problems or challenges that arise during the course of a

project. They are typically negative events or circumstances that can
hinder progress or impact project objectives.
• Assumptions are statements or beliefs that are considered to be true or
valid for the purpose of planning and decision-making.

• Constraints are limitations or restrictions that affect project planning and

execution.

Leadership vs. Management

• Management

• Management focuses on tasks, processes, and operations to ensure

efficient execution

• It involves planning, organizing, coordinating, and controlling resources

• Managers have formal authority and responsibility within the

organization

• They maintain stability, control, and order, ensuring established

processes and procedures are followed.

• Focus on coordinating and directing tasks, resources, and processes to

achieve predetermined objectives.

Ensure that work is completed efficiently

• Management often focuses on immediate goals and operational

efficiency

• Management aims to maintain stability, implementing processes and

procedures that minimize risks

• Managers focus on achieving efficiency and optimizing resources

Leadership:

• Focuses on inspiring and influencing others

• Involves setting direction, motivating and empowering individuals

• They inspire and influence others

• They encourage collaboration, trust, and empowerment

Emotional Intelligence

• Emotional Intelligence (EQ) refers to the ability to recognize,

understand, and manage emotions, both in oneself and in others.

• It involves being aware of one's own emotions, effectively handling

them, empathizing with others, and using emotions to guide thinking and
behavior.

• In project management, EQ plays a significant role

Emotional Intelligence

• Relationship Building

• Communication and Conflict Management

• Motivation and Influence

• Leadership and Decision Making

• Stakeholders Management