Project

Management
Final Year Sem’ 1

Lecture 2.1,

Ir. Victor Nageshwar. A

Lecturer, TARUC
Project Management & Finance
Lecture 2 (Week 2)

– Definition Of Project Stakeholders

– Important of Stakeholders
– Organizational Influences on Project Management
– Project Team
– Enterprise Environmental Factor
– Organizational process Assets
– Links among Process groups
– Project Management Knowledge Areas
– Project integration Management (New topic)
– Project Constrain
– Project life Cycle
Definition of Stakeholder
– An individual, group or organization who may:
• Affect
• Be affected by
• Perceive itself to be affected by a decision activity or outcome of a project

– Actively involved in the project or who interests may be

positively or negatively affected by the project
– Any persons or organizations
a) Who are actively involved in the project
b) Whose interest may be either positively or negatively impacted by the project
c) Who are in a position to exert “influence” over the project, its results and project
team members
Important Stakeholders
Stakeholders Definition

Project Manager Person assigned by the performing organization to manage the

project
Project Team Individuals who support the project manager in performing the
work of the project
Project Management Staff Members of the project team who perform the project
management activities
Project Management Team Members of the project team who are directly involved in
project management activities
Customer Acquires the project’s product / service /result

User Directly uses the project’s product / service / result

Performing Organization Organization which actually does the work of the project

Sponsor Provides resources and support for the project, program or

portfolio and is accountable for enabling success
Enterprise Environmental Factors
People
The skills and organizational culture
where you work RISK Tolerance
Some companies are highly
People tolerant of risk and some are
really risk averse
Market
The way your company is
performing in the market can RISK Standards
affect the way you manage your Market
Tolerance Some companies depend on
project government standards to run
their business and when they
change, it can have a big
impact

Database
Where your company Database Standards
stores its data can
make a big difference
in the decisions you
make on your project
Enterprise Environmental Factors
Strategy
Political

System Structure
Technology Legal
Shared
Values

Style Skills

Social Economic
Staffs

Environmental Enterprise
Organizational Process Assets
Organizational Process Assets
• Project Files
• Project Documents
• Project Closure Documents
• Templates
• Methodologies
• Lesson learnt from previous
projects
• Historical information
Links among Process Groups in a Phase

Project Management Process Groups

Project Management Knowledge Areas
Project Constraints

Project
Constraints
limit options
available to
complete
project
Risk
Project Life Cycle
Types of life cycles
– Project Life Cycles
• Includes all phases required for a project to create a product.
• Phases are generally sequential and non overlapping
• Project Life Cycles

Product Life Cycles

• Undertaken to launch a product and may have several projects
Product life cycles
– Undertaken to launch a product
– It may have several projects and hence contain multiple
project life cycles and operations.
– Product life cycles are generally sequential and non
overlapping e.g. Project undertaken to design a new
desktop computer is only one phase in the product life
cycle.
Product life cycles
– Includes starting the project, organizing and preparing ,
caring out the project work and closing the project
– Includes transitional activities at the beginning and end
of the project
– May be one phase of the product life cycle
– Subprojects have distinct life cycles.
“Project Phases”
– The conclusion of a project phase is generally marked by
a review of both key deliverables and project
performance to date
• Determine id the project should continue into its next phase
• Detect and correct errors cost effectively.
– These phase-end reviews are often called phase exist,
stage gates, or kill points
Single Phase Project
Three phase project life-cycle
Overlapping Phases
Project phases
Rolling Wave Planning
Rolling Wave Planning
– Rolling Wave planning is used when you just don’t have
enough clarity to plan in detail the entire project.
– This lack of clarity could come from various factors, such
as emerging requirements.
– Rolling Wave Planning is particularly useful in projects
with high uncertainty.
Rolling Wave Planning
– Suppose you expect to complete the project in eight
months , but only have clarity for the first three months;
you would plan only for those three months.
– As the project progresses and you gain more clarity, you
would then plan for the remaining months
– The ROLLING WAVE PLANNING techniques uses
progressive elaboration, which is the act of elaborating
the work package in greater detail as the project unfolds.
Iterative phase to Phase
Relationship
Project
Management
Final Year Sem’ 1

Lecture 2.2,

Ir. Victor Nageshwar. A

Lecturer, TARUC
The four phases of Project
Management
Phase Key Issues Fundamental Questions
Define the project Project and organizational What is to be done?
strategy, goal definition Why is it to be done?
Design the project process Modelling and planning, How will it be done?
estimating, resource analysis, Who will be involved in each
conflict resolution and part?
justification When it can be start and finish?
Deliver the project (do it) Organization, control, leadership, How should the project be
decision-making and problem managed on a day-to-day basis?
solving
Develop the process Assessment of process and How can the process be
outcomes of the project, continually improved?
evaluation, changes for the
future
Development of the project life-
cycle
Stage in project life cycle Activity Description
Define the project Conceptualization Generate explicit statement of needs
Analysis Identify what has to be provided to meet those needs – is it
likely to be feasible?
Design the project process Proposal Show how those needs will be met through the project
activities
Justifications Prepare and evaluate financial cost and benefits from the
project.
Agreement Point at which go-ahead is agreed by project sponsor
Deliver the project (do it) Start –up Gather resources, assemble project teams
Execution Carry out defined activities
Completion Time/money constrain reached or activity series completed
Output of the project passed to client/user
Handover
Develop the process Review Identify the outcomes for all stakeholders
Feedback Put in place improvements to procedures, fill gaps in
knowledge, document lesson learned for future references
Supply of Management Information
System to a Hospital Project (1/3)
Sub-phase of project Activities

D1- Conceptualization Software house receives an outline from MIS department of the hospital; various pieces of
information and points of clarification are requested.
D1- Analysis The concept is converted into the terminology of the software house (every organization has
its own set of jargon). An initial feasibility check is carried out to see what could be achieved
ay what cost. Objectives are set for the system to be developed and interfaces with other
system studied. The analysis phase was completed by an appraisal of the capability of the
company to provide what was being asked for by the client.
D2- Proposal The proposal documents is submitted for approval by the client’s MIS department in terms of
weather or not it would meet the requirements set out in the initial request. The client
organization is offered the opportunity to visit the software house’s premises and existing
clients to view their system
D2- Justification There are two parts in this process. First. The software house carried out an financial analysis
to show weather or not it is feasible for them to undertake this project. Second, The MIS
people at the hospital need to provide the evidence that the new system will provide a
return. These has to be agreed by the financial Managers.
Supply of Management Information
System to a Hospital Project (2/3)
Sub-phase of project Activities

D2- Agreement After the justification has been prepared by both sides, the formal act of preparation and
signing of contracts can take place. This is the basis of the agreement between supplier and
customer. The terms and conditions will have to go through each of the party’s legal advisers
(chapter 12)
D3- Start-Up The software house starts to gather resources as soon as the contract looks likely to go
ahead. Formal commitments are not made until the deal is formally signed. A project
manager within the company is allocated to provide a single point of contact for the
customer. The project team gathered, external programmers hired and resources
(development computers, pre-written software) procured. The project elements are allocated
to individuals and specifications written for what each of the elements must achieve.
D3- Execution The project team starts work on the system – this is a mixture of importing existing code,
modifying other parts and writing totally new elements. At the completion of each section of
the work the modules are tested to ensure integration. Gradually the system is pieced
together, and debugged. The client is involved in the process, with modules being
demonstrated as they are completed, so that amendments are made at the time rather than
at the end of the entire process.
D3- Completion Towards the end of the development the units being tested are getting larger and more
complex. The in-house specialist staff are kept on and the programmers who were hired in
continue to other jos. The major task to be completed at this stage is the documentation of
the system.
Supply of Management Information
System to a Hospital Project (3/3)
Sub-phase of project Activities

D3- Handover The software is transported to the user’s site and installed on the machines. The software
specialists are on hand to see that any problems can be resolved quickly. Staff are trained in
the usage of the system and the MIS staff on its maintenance and support. Ongoing support
is to be provided by software house.
D4- Review The concept is converted into the terminology of the software house (every organization has
its own set of jargon). An initial feasibility check is carried out to see what could be achieved
ay what cost. Objectives are set for the system to be developed and interfaces with other
system studied. The analysis phase was completed by an appraisal of the capability of the
company to provide what was being asked for by the client.
D2- Proposal The proposal documents is submitted for approval by the client’s MIS department in terms of
weather or not it would meet the requirements set out in the initial request. The client
organization is offered the opportunity to visit the software house’s premises and existing
clients to view their system
D2- Justification There are two parts in this process. First. The software house carried out an financial analysis
to show weather or not it is feasible for them to undertake this project. Second, The MIS
people at the hospital need to provide the evidence that the new system will provide a
return. These has to be agreed by the financial Managers.
The 7-S of the Project Management
Elements Description
Strategy The high-level requirements of the project and the means to achieve them
Structure The organizational arrangement that will be used to carry out the project
System The methods for work to be designed, monitored, and controlled
Staff The selection, recruitment, management and leadership of those working on the
project.
Skills The managerial and technical tools available to the project manager and the staff.
Style/culture The underlying way of working and inter-relating within the work team of organization
Stakeholders Individuals and groups who have interest in the project process or outcome
Project Life Cycle Changes
Project Life Cycle
– The project life cycle serves to define the beginning
and the end of a project
– Project life cycle generally define:
 What technical work should be done in each phase (e.g. is
the work of the architect part of the definition phase or
part of the execution phase?)
 Who should be involved in each phase (e.g. implementers
who need to be involved with requirements and design)
Project Life Cycle
– Includes all the phases required for a project to create a product ,
service or results.
– The project life cycle is industry specific and can be different for
each project
– Includes starting the project, organizing and preparing, carrying
out the project work and closing the project
– It includes the transitional activities at the beginning and end of
the project and this provides the link with ongoing operations in
the organizations
Project life Cycle - Characteristics
Factors that increase with the project progress and
then decrease sharply when project near completion:
Project Life Cycle –
Characteristics (Continued)
Project Life Cycle –
Characteristics (Continued)
Variation of RISK and COST of
changes

Impact of Variable Based on Project Time

Predictive Life Cycle
– Also known as Fully Plan Driven
– The project scope, time and cost to deliver that scope
are determined as early in the project life cycle as
possible
– Project proceeds through a series of sequential or
overlapping phases, with each phase focusing on a
subset of activities and project management processes,
and is usually different in nature to the preceding and
subsequent phases