Topic-1 Introduction to Project Management

Introduction to Project Management

1. Topic-1
Introduction to Project Management
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2. Learning Objectives
•Understand why project management (PM) is
crucial in today’s world
•Distinguish a project from routine operations
•Identify the different stages of a project life cycle
•Describe how Agile PM is different from traditional
PM
•Understand that managing projects involves
balancing the technical and sociocultural
dimensions of the project

3. Outline
•Project vs. Operations.
•Project Management Office.
•Project Manager Role.
•Iron Triangle
•Project Life Cycle
•Project vs. Programme.
•Case: A day In a life
•Videos: History of project management & Titanic
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4. Prepared by Dr. Paras Garg, assistant professor LBSIM DELHI 4

5. What is a Project?
A project is a temporary endeavour undertaken to create a unique
product, service or result
~Project Management Institute
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6. Major Characteristics of a Project
•An established objective
•A defined lifespan with a beginning and an end
•Usually involve several departments and professionals
•Typically, doing something that ha never been done before
•Specific time, cost, and performance requirements.
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7. Projects vs Operations
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8. “
Imagine you're building a house —that’s a project. Once it’s built, living in it and
cleaning it every day —that’s operations
”
“Getting your degree is a project. Attending daily classes is part of the
operation of the university”
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9. Activity: Is this a Projector an Operation?
•Developing a new mobile app for a client
•Processing monthly payroll
•Upgrading an organization's computer network
•Designing a marketing campaign for a product launch
•Manufacturing cars on an assembly line
•Providing daily customer support for a software product
•Building a new hospital wing
•Routine data backup every night
Project
Operation
Project
Project
Operation
Operation
Project
Operation
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10. Project Management Office
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11. Program
A program is a group of related projects designed to
accomplish a common goal over an extended period of
time
Key Features:
•Broader scope
•Longer duration
•Multiple related projects
•Focus on strategic outcomes
•Managed by a program manager
•Emphasizes coordination and synergy
•Example:
A Digital Transformation Program may include:
•A project for developing a mobile app
•A project for cloud migration
•A project for staff training
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12. Iron Triangle
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13. Project Life Cycle
The Project Life Cyclerefers to the series of phasesthat a project goes through from start to finish. It helps structure
and manage the project efficiently
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14. Assignment:Design Your Own Project Life Cycle
Description of Phase Activities for Your ProjectPhase
What is the purpose of your project? Who are the
stakeholders? What problem are you solving?
Initiation
What tasks need to be done? What is the timeline?
Who will do what? What risks might arise?
Planning
How will you complete the tasks? How will you
monitor progress and ensure quality?
Execution
How will you finish the project? What deliverables will
you submit? How will you gather feedback or reflect
on success?
Closure
Think of a project you would like to carry out. It can be: A college event An app or website A research project A social
initiative (like a blood donation camp).
Use the table below to describe your project across the 4 life cycle phases.
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15. The
Challenge of
Project
Management
•The Project Manager
•Manages temporary, non-repetitive activities
and frequently acts independently of the formal
organization.
•Marshals resources for the project.
•Is the direct link to the customer.
•Works with a diverse troupe of characters.
•Provides direction, coordination, and integration
to the project team.
•Is responsible for performance and success of
the project.
•Must induce the right people at the right time to
address the right issues and make the right
decisions.
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16. Current
Drivers of
Project
Management
•Factors leading to the increased use of
project management:
•Compression of the product life cycle
•Knowledge explosion
•Triple bottom line (planet, people, profit)
•Increased customer focus
•Small projects represent big problems
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17. Agile Project
Management
•Agile Project Management (Agile PM)
•Is a methodology emerged out of frustration with using
traditional project management processes to develop
software.
•Is now being used across industries to manage projects with
high levels of uncertainty.
•Employs an incremental, iterative process sometimes
referred to as a ‘rolling wave’ approach to complete projects.
•Focuses on active collaboration between the project and
customer representatives, breaking projects into small
functional pieces, and adapting to changing requirements.
•Is often used up front in the defining phase to establish
specifications and requirements, and then traditional
methods are used to plan, execute, and close the project.
•Works best in small teams of four to eight members.
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18. Rolling Wave Development
Iterations typically last from one to four weeks.
The goal of each iteration is to make tangible progress such as define a key requirement,
solve a technical problem, or create desired features to demonstrate to the customer.
At the end of each iteration, progress is reviewed, adjustments are made, and a different
iterative cycle begins.
Each new iteration subsumes the work of the previous iterations until the project is
completed and the customer is satisfied.
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19. Project
Management
Today: A
Socio-
Technical
Approach
•The Technical Dimension (The “Science”)
•Consists of the formal, disciplined, purely logical
parts of the process.
•Includes planning, scheduling, and controlling
projects.
•The Sociocultural Dimension (The “Art”)
•Involves the contradictory and paradoxical world
of implementation.
•Centers on creating a temporary social system
within a larger organizational environment that
combines the talents of a divergent set of
professionals working to complete the project.
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20. A Socio-Technical
Approach to
Project
Management
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21. Video: History
of Project
Management

22. •Project management is not a new concept. It has existed for centuries, and historical projects like the Giza
Pyramids and the Roman Pantheon demonstrate its long history.
•Ancient projects had key components of modern project management. The Giza Pyramid project, for
example, had a clear charter, deadline, scope, and was driven by cost, time, and quality management.
•Historical projects used similar methods to modern projects. They were executed in phases, had
requirements, designs, and constraints, and relied on communication, problem-solving, and decision-
making.
•All historical projects had commonalities. They all had a sponsor, a leader, a schedule, and a budget, and
involved a team working toward a single goal.
•Studying historical projects can provide new insights. Examining past projects through a modern project
management lens can offer new perspectives and lessons.
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23. Video: Titanic
-Project
Management
Blunders

24. CASE 1.1 A Day in the
Life—2019
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25. References
•Project Management: The Managerial Processby Clifford F. Gray, Erik W. Larson
and Gautam V. Desai;McGraw Hill., Chapter 1
•https://www.youtube.com/watch?v=C1uxCBx2-UQ
•https://www.youtube.com/watch?v=wbvfir2x344
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