Introduction to Project Management. The purpose of presentation is to. Provide leaders and team members of projects, committees or task forces with advanced techniques and practical skills for initiating, planning, tracking, controlling and evaluating any kind or size of project.
- Pmi Project Management Basics Pdf
- Project Management Pdf Download
- Construction Project Management Tutorial Pdf
The article provides an introduction to Project Management basics.
It can be useful for both – newbies in PM areas in order to learn something new and for experienced PMs for refreshing their knowledge.
- NOTE: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) defines a project as a temporary endeavor undertaken to create a unique product, service or result. NOTE: If you are an active CAPM certification holder, you do NOT need to document the 35 contact hours. Your project management education requirement is waived.
- Project Management Institute, Inc. (PMI) defines project management as 'the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project.' The process of directing and controlling a project from start to.
The page contains:
- Main project fundamentals
- Keywords and basic terms (glossary)
- PM lifecycle and phases (a step by step approach)
- Infographic in PDF for free download
So let's start.
What is a project?
Each project is something temporary and provides unique product/s or service/s.
What does it mean temporary? It means that this is not an everlasting ongoing activity but it has a START point and END point.
What is 'unique' product/s or service/s? It is simple – you are doing something NEW and this will lead you somewhere no one has been before.
It can be scary, especially for your team members, so you need stay calm, have the courage and to embrace the CHANGE.
Because each project changes something for someone.
What is Project Management?
Project Management includes the activities needed for fulfilling successful project. It combines the processes, knowledge, skills, and methods to achieve the project goals.
Let me get my short and simple answer first. You have AS-IS situation. You need to move to other partially defined TO-BE situation.
First, you need to define TO-BE. It is your goal. It might be satisfying customer need, or a product improvement, or legal requirements. Anyway, you need to know it, to communicate it, to repeat in day after day. By the way, business analysis techniques come quite handy when you defining your goal.
Second, you need to define AS-IS. People forget about it. But this is important. For example, if you have software project is quite handy to know the level of your developers per area. Or the maturity of your company's products.Or your business environment and competitions. In short – you need a domain knowledge and it requires some time to be built.
Third, obviously, the steps required from AS-IS to TO-BE. Those activities are the basic of project management. All that balancing of scope, time, cost, budget, resources, risks is here.
What is the role of a Project Manager?
Project Manager is the person responsible for achieving the project goals.
For that reason, the organization provides him/her with human resources, authority to change whatever is within the project boundaries, budget, defined goal, acceptance criteria, etc.
In order to be successful one Project Manager needs knowledge in PM best practices, leadership, domain knowledge and soft skills.
In short a PM has authority provided by the company and responsibility for achieving project goals.
Project Manager vs Operational Manager
This is a very important difference when it comes to project management basics and introduction. Operational Managers are usually responsible for ongoing activities as manufacturing, accounting, logistics, etc.
Their actions are not defined as 'temporal' or 'unique'.
Nevertheless, many of the project requirements and projectdeliveries are related to Operational Managers day-to-day activities.
Episodes currently released are listed below. Season 1 has been compiled into a total of nine DVD releases, which include bonuses such as additional drawings of the characters by Yana Toboso and extra episodes. All 24 episodes feature the theme song 'Monochrome Kiss' for the opening, though two. Kuroshitsuji episode list. 51 rows Another 10-episode season of Black Butler aired between July and September 2014. Entitled 'Black Butler: Book of Circus' (黒執事・サーカスの書, Kuroshitsuji: Sākasu no Sho), it disconsiders the original content of the previous seasons and follows the source material more faithfully, covering the 'Noah Ark Circus' arc from the manga. In late-nineteenth century England, one year and three months after the dramatic conclusion of the original series, Kuroshitsuji II introduces a new butler and young master. The sadistic yet cheerful Alois Trancy has faced some harsh times. He was kidnapped as. Welcome; Welcome to Kuroshitsuji Wiki, an organized database devoted to Kuroshitsuji (黒執事, Black Butler), a devilishly popular series by Yana Toboso.We have made 106,969 edits to 629 articles since February 2009. You can help us by contributing! (You have to attribute the wiki in any way when parts of text are taken/translated from the wiki articles in verbatim and used elsewhere.). Mar 23, 2009 The episodes of the 2008 Japanese animated television series Kuroshitsuji ( lit. Black Butler) are based on the Kuroshitsuji manga series drawn and illustrated by Toboso Yana. The episodes.
So smart PMs usually pay attention to Operational Managers goals and needs.
Stakeholders
A stakeholder is any person who is impacted by the project and can impact on the project (both in a positive or negative way).
Project Lifecycle and Phases
This is a crucial part of the basics of project management. Each project has a life cycle which is separated on phases.
- Initiation
This is a pre-project phase. Usually, managers, business developers, marketing experts discuss and decide which project to start.
Project Manager is not deeply involved here but he/she can support those initiation processes with domain knowledge, known risks, AS-IS situation expertise, etc.
This Initiation phase ends with Project Charter which is the first step of a project. Also, a list of the major stakeholders is created.
- Planning
The most important and the most time-consuming phase for the Project Management. There are plenty of tasks here and the most important are:
- Define Project Plan
- Scope Management (Requirements, Scope Statement, Work Break Down Structure)
- Time Management (Tasks estimations and sequence)
- Cost Estimation
- Plan Quality, Risk Management, Communication, Human Recourses plans.
Frankly speaking, in an environment full of pressure, it is quite difficult to prepare everything on time before the project start. But there are 2 things mandatory for the good project managers:
First,you will definitely need Scope Statement and Work Break Down structure. This is TO-BE situation.
Second, you will need at least basic Project Plan with information who is who, who is responsible for what, how the change will be managed, what are the main processes, what are the main acceptance criteria. These are basic project management steps. They define how to reach TO-BE state.
- Execution
PM tasks are less here than in planning but they are even more difficult. The 2 main tasks:
- Manage the team – this is where your team starts to do the work. So, you need to manage it. And here you will need not only the authority of your position but all of the soft-skills in order to motivate the team.
- Manage stakeholders expectations – 2 reasons for that:
- We ain't living in a perfect world. There is no 100% correct planning. If your team stuck in somewhere you need to communicate the issue with the stakeholders. Just remember – bad news early is half bad.
- In 99% of your projects, stakeholders will require changes. Many reasons for that – new business demands, markets needs, forgotten features. Nevertheless, it is PM task to manage those changes from stakeholders to the team and back.
- Monitoring / Controlling
Ongoing activities due to all of the project phases. In any moment a PM needs to know where is now, where should be the plan and what is the deviation.
- Closing
The most important things here are:
- Lesson-learned session – a nice way to improve your future performance. You can discuss what went bad, what went well, and what can be improved in the future.
- Archiving the project documents – very useful for future projects. Both business and technical experts can benefit from the collected knowledge.
Pmi Project Management Basics Pdf
Let me get my short and simple answer first. You have AS-IS situation. You need to move to other partially defined TO-BE situation.
First, you need to define TO-BE. It is your goal. It might be satisfying customer need, or a product improvement, or legal requirements. Anyway, you need to know it, to communicate it, to repeat in day after day. By the way, business analysis techniques come quite handy when you defining your goal.
Second, you need to define AS-IS. People forget about it. But this is important. For example, if you have software project is quite handy to know the level of your developers per area. Or the maturity of your company's products.Or your business environment and competitions. In short – you need a domain knowledge and it requires some time to be built.
Third, obviously, the steps required from AS-IS to TO-BE. Those activities are the basic of project management. All that balancing of scope, time, cost, budget, resources, risks is here.
What is the role of a Project Manager?
Project Manager is the person responsible for achieving the project goals.
For that reason, the organization provides him/her with human resources, authority to change whatever is within the project boundaries, budget, defined goal, acceptance criteria, etc.
In order to be successful one Project Manager needs knowledge in PM best practices, leadership, domain knowledge and soft skills.
In short a PM has authority provided by the company and responsibility for achieving project goals.
Project Manager vs Operational Manager
This is a very important difference when it comes to project management basics and introduction. Operational Managers are usually responsible for ongoing activities as manufacturing, accounting, logistics, etc.
Their actions are not defined as 'temporal' or 'unique'.
Nevertheless, many of the project requirements and projectdeliveries are related to Operational Managers day-to-day activities.
Episodes currently released are listed below. Season 1 has been compiled into a total of nine DVD releases, which include bonuses such as additional drawings of the characters by Yana Toboso and extra episodes. All 24 episodes feature the theme song 'Monochrome Kiss' for the opening, though two. Kuroshitsuji episode list. 51 rows Another 10-episode season of Black Butler aired between July and September 2014. Entitled 'Black Butler: Book of Circus' (黒執事・サーカスの書, Kuroshitsuji: Sākasu no Sho), it disconsiders the original content of the previous seasons and follows the source material more faithfully, covering the 'Noah Ark Circus' arc from the manga. In late-nineteenth century England, one year and three months after the dramatic conclusion of the original series, Kuroshitsuji II introduces a new butler and young master. The sadistic yet cheerful Alois Trancy has faced some harsh times. He was kidnapped as. Welcome; Welcome to Kuroshitsuji Wiki, an organized database devoted to Kuroshitsuji (黒執事, Black Butler), a devilishly popular series by Yana Toboso.We have made 106,969 edits to 629 articles since February 2009. You can help us by contributing! (You have to attribute the wiki in any way when parts of text are taken/translated from the wiki articles in verbatim and used elsewhere.). Mar 23, 2009 The episodes of the 2008 Japanese animated television series Kuroshitsuji ( lit. Black Butler) are based on the Kuroshitsuji manga series drawn and illustrated by Toboso Yana. The episodes.
So smart PMs usually pay attention to Operational Managers goals and needs.
Stakeholders
A stakeholder is any person who is impacted by the project and can impact on the project (both in a positive or negative way).
Project Lifecycle and Phases
This is a crucial part of the basics of project management. Each project has a life cycle which is separated on phases.
- Initiation
This is a pre-project phase. Usually, managers, business developers, marketing experts discuss and decide which project to start.
Project Manager is not deeply involved here but he/she can support those initiation processes with domain knowledge, known risks, AS-IS situation expertise, etc.
This Initiation phase ends with Project Charter which is the first step of a project. Also, a list of the major stakeholders is created.
- Planning
The most important and the most time-consuming phase for the Project Management. There are plenty of tasks here and the most important are:
- Define Project Plan
- Scope Management (Requirements, Scope Statement, Work Break Down Structure)
- Time Management (Tasks estimations and sequence)
- Cost Estimation
- Plan Quality, Risk Management, Communication, Human Recourses plans.
Frankly speaking, in an environment full of pressure, it is quite difficult to prepare everything on time before the project start. But there are 2 things mandatory for the good project managers:
First,you will definitely need Scope Statement and Work Break Down structure. This is TO-BE situation.
Second, you will need at least basic Project Plan with information who is who, who is responsible for what, how the change will be managed, what are the main processes, what are the main acceptance criteria. These are basic project management steps. They define how to reach TO-BE state.
- Execution
PM tasks are less here than in planning but they are even more difficult. The 2 main tasks:
- Manage the team – this is where your team starts to do the work. So, you need to manage it. And here you will need not only the authority of your position but all of the soft-skills in order to motivate the team.
- Manage stakeholders expectations – 2 reasons for that:
- We ain't living in a perfect world. There is no 100% correct planning. If your team stuck in somewhere you need to communicate the issue with the stakeholders. Just remember – bad news early is half bad.
- In 99% of your projects, stakeholders will require changes. Many reasons for that – new business demands, markets needs, forgotten features. Nevertheless, it is PM task to manage those changes from stakeholders to the team and back.
- Monitoring / Controlling
Ongoing activities due to all of the project phases. In any moment a PM needs to know where is now, where should be the plan and what is the deviation.
- Closing
The most important things here are:
- Lesson-learned session – a nice way to improve your future performance. You can discuss what went bad, what went well, and what can be improved in the future.
- Archiving the project documents – very useful for future projects. Both business and technical experts can benefit from the collected knowledge.
Pmi Project Management Basics Pdf
Basic Project Management Terms (Glossary)
To make project management basics more clear to you, here is a list of the most important PM terms and glossary with a short explanation.
- Project Charter– the document which gives authority to the Project Manager and contains high-level requirements and the most important stakeholders. The end of initiation phase.
- Kick-off meeting – the first official meeting between Project Manager and the team. It is project manager's responsibility to organize the meeting. The goal of the Kick-off is PM to announce project goals, high-level requirements, project processes, to introduce the team member, etc.
- Requirement – a business need of stakeholders, defined of the Business Analyst.
- Business Analyst – a person responsible for revealing business needs from various stakeholders, managing these business needs, explaining them to the team, preparing a set of documents based on them, etc. The business analysis process is vital for the project success.
- SWOT analysis – Strengths, Weaknesses, Opportunities, Treads. Business analysis tool for taking decisions.
- Vision Document – a high-level analysis document.
- BRD – Business Requirement Document – a detailed document with all requirements, use cases, business rules, assumptions related to a project.
- WBS (Work Breakdown Structure) – hierarchical decomposition of the work in one project. The purpose of WBS is to decompose Scope Statement to smaller and more manageable packages. For me, it is a good practice to decompose the work until I have packages which can be assigned to one team member.
- Scope Creep – uncontrolled change of project scope. This is one of the biggest issues and it is a PM job to control it.
- Task – an action which should be done in order to achieve something. The tasks should have the owner, start date, end date, duration, predecessors, and dependencies.
- Task Overlap – a technique in which a task starts before its predecessor is finished. Increase the risk but reduce the time (in best case scenario).
- Milestone – an important moment in the project. Usually, some set of tasks should be done till/on this moment. Milestone is a task with no duration.
- Critical path – a technique used to complete a project on time. It focuses on key tasks. It is PM responsibility to define Critical path tasks and to pay close attention to them. For example – best resources should be allocated on the Critical Path. To stay on track, the Critical Path is a must-have.
- Lags –defines the time between the end of one task and start of the next task/s. Example – If you paint walls into an apartment you might need one day after painting, before starting with furnishing.
- Lead – defines the time before finishing a task when the next task can start. For example testing (creating test cases) can start 2 days before the end of development.
- Estimations – an assumption for a time needed for finishing a task. Many various techniques can be used.
- Gantt chart – a popular method for visualization of tasks, task duration, relationships, owners, start and end dates.
- Business process – a chain of related tasks which defines the steps to achieve some goals – products, service, etc.
- CR (Change Request) – a change requested after some signed agreement. For example change of scope in the execution phase. It is always formal, and it is PM job to analyze its impact on scope, cost, time, risks.
- Scope, Cost, Time triangle – the most important indicators of the projects are in close relations. For example, if we increase the scope, this will impact on Time and Cost.
- Resource, Risk, Quality triangle – this is the 'minor' triangle but still its managing is PM responsibility.
- RACI Matrix – responsibility matrix which defines 'who is who' in a project with his/her contacts and responsibilities. Simple, but extremely useful tool. It can save a great amount of time and the team can avoid wrong processes.
- SPI – Schedule Performance Index – this index measures progress achieved vs planned progress. A value above 1.0 indicates a performance above planned.
- CPI – Cost Performance Index – this index measures the value of the work completed vs actual cost. A value above 1.0 indicates a cost underrun and a good shape.
- Risk Register – a document which contains information for all registered risks.
- Qualitative Risk Analysis – estimating risk probability and impact using various techniques.
- Quantitative Risk Analysis – using numbers for providing more risk details.
- Risk responses – the process of outlining strategic options, and defining actions, to increase opportunities and reduce threats related to a project.
Because of the ever-growing array of huge, complex, and technically challenging projects in today's world, project management has become a critical skill. People need special tools, techniques, and knowledge to handle their project management assignments, such as confirming a project's justification, developing project objectives and schedules, maintaining commitment for a project, holding people accountable, and avoiding common project pitfalls.
Project Management Basics: Confirming Your Project's Justification
A key requirement for project management success is knowing why the project was created in the first place. In addition to helping ensure that the appropriate objectives and desired results are framed at the outset, this knowledge energizes project team members and fuels their commitment to achieve those objectives and results. Take the following steps to determine your project's justification:
Identify your project's drivers and determine their needs and expectations.Project drivers are people for whom you perform the project; they have some authority to define the results of the project.
Look for existing statements that confirm your project's support of your organization's priorities. Consult your organization's long-range plan, annual budget, capital appropriations plan, and key performance indicators, or KPIs, as well as notes from meetings where your project was proposed and discussed. Also contact the people who attended those meetings.
When checking with people or written documents for confirmation of your project's justification, do the following:
Try to find several sources for the same piece of information. (The more independent sources you find that contain the same information, the more likely that information is correct.)
Whenever possible, get information from primary sources. (A primary source contains the original information; a secondary source is someone else's report of the information from the primary source.)
Whenever you can, use written sources because they provide a constant and enduring record of the information and they reduce the chances that the information will be altered, filtered, or misinterpreted (inadvertently or purposely) before you see it.
When speaking with people about important information, arrange to have at least one other person present. Doing so allows two different people to interpret what they heard from the same individual.
Write down all information you obtain from personal meetings.
Plan to meet with key audiences at least two times. Your first meeting gets them to start thinking about issues; your second meeting gives you a chance to clarify any ambiguities or inconsistencies from the first session.
Whenever possible, confirm what you heard in personal meetings with written sources. Compare people's perceptions and opinions to written, factual data (from primary sources, if possible) and reconcile any discrepancies.
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Project Management Tips for Developing Meaningful Project Objectives
As a project manager, developing concise and unambiguous project objectives (or statements of your project's desired results) increases the chances that you'll successfully accomplish them. Follow these pointers to ensure your project objectives are crystal clear:
Focus on outcomes rather than activities. (For example, 'produce a final, approved report' is preferable to 'read and review draft report.')
Make sure your objectives are SMART (specific, measurable, aggressive, realistic, and time-sensitive).
Use clear language — no technical jargon or acronyms.
Make sure every objective has at least one measure and every measure has at least one performance target. (For example, if the narrative statement of your objective is 'to develop a new product,' one measure would be 'target completion date' and the performance target for that measure would be 'August 15, 20__.')
Project Manager Skill: Developing Achievable Project Schedules
Producing your project's results on schedule is an essential requirement for its success. To have the greatest chance of completing your project on time, you need to develop a project schedule that's achievable, responsive to your client's needs, and understood and supported by all project team members. Take the following steps to create a realistic and attainable project schedule:
Identify all required activities.
Break down activities into sufficient detail. For example, instead of including a single activity named 'determine requirements for new product' in your schedule, break it down further into 'review correspondence,' 'interview salespeople,' 'conduct focus groups,' and 'prepare a report of the requirements for the new product.'
Always consider both duration (the number of work periods required to perform an activity) and interdependencies (the order in which activities are performed) as you develop your project schedule.
Identify your strategy for performing each activity before you estimate its duration.
Factor in the availability of resources (such as the number of hours each day in May that the manufacturing engineer will be able to work on your project).
Recognize and write down all assumptions related to your project and its schedule. For example, if you don't yet know what your project budget is, write down that you'll assume your budget will be $100,000 until you find out otherwise.
Identify and plan for all significant project schedule risks (such as whether the redesign of the company financial system will cause your project to be delayed).
Reexamine and revise, if necessary, your original schedule after your project is approved and before you start work on it.
Involve your project drivers (people for whom you perform the project) and supporters (people who help perform your project) in developing the schedule.
For Project Managers: How to Elicit and Sustain Commitment for Projects
You can't do your project alone; as project manager, you need your team members to work together to successfully reach the project's final objectives and goals. Follow these tips to bring enthusiasm and commitment to your project team (and to maintain both throughout your project's life cycle):
Clarify project benefits for the organization and for individual team members.
Involve team members in the planning process.
Help people see that the project plan is feasible.
Address issues, concerns, and questions promptly and openly.
Provide frequent, meaningful feedback to your team members.
Acknowledge people's contributions.
Effective Project Management: How to Hold People Accountable
When people accept a responsibility, they give you the right to hold them accountable for their performance. Even if you technically have no direct authority over a person on your project team, act as if you have the authority, unless you're specifically told otherwise.
Here are some effective ways to hold the people on your project team accountable:
Involve the people who have authority over your team members.
Be specific regarding desired results, time frames, and resource budgets.
Get your team members' commitment.
Put all commitments in writing.
Agree on a plan for monitoring your team members' progress and follow it.
Tell others on your project about the commitments made.
Create a sense of urgency and importance about the project.
Express appreciation for the effort put in and the results achieved.
How to Avoid Common Project Management Pitfalls
The pressure of having to complete a project with little time and few resources often causes people to cut corners and ignore certain issues that can significantly affect a project's chances for success. Avoid the following common pitfalls and instead address the issues early in the project to help reduce their possible negative impacts:
Construction Project Management Tutorial Pdf
Framing vague project objectives: Project objectives are the results that must be achieved if the project is to be successful. The more specific the objectives, the easier it'll be for you to estimate the time and resources required to achieve them and the easier it'll be for you and your audiences to confirm they have been met.
Be sure to include measures (the characteristics of an objective you'll use to decide if it has been achieved) and specifications (the values of the measures that you believe confirm that you have successfully achieved your objectives).
Overlooking key audiences: Be sure to determine your project's drivers (those people who define what your project must achieve to be successful) and its supporters (the people who make it possible for you to accomplish your desired project's objectives). Important drivers who often get overlooked are the ultimate end users of your project's products.
Failing to document assumptions: People almost always make assumptions regarding their projects; however, they often fail to write them down because they figure everyone else is making the same ones.
Documenting your assumptions allows you to confirm that all people are operating under the same set of assumptions and reminds you periodically to check whether project assumptions have been confirmed and/or new ones have been made.
'Backing in' to project schedules: Backing in to a project schedule entails trying to determine the time and resources you feel would enable you to achieve project success while ignoring the question of how likely it is that you will be able to get the required amounts of time and resources.
Instead of backing in, consider the time and resources that you realistically feel you would be able to secure and to explore different ways of using them to increase your chances of being able to successfully complete your project.
Not getting key commitments in writing: Not putting commitments in writing increases the chances that what people intended to commit was different from what you thought they did commit. In addition to increasing the accuracy of communication, writing down commitments helps those who made them to remember them and encourages people to modify the written statements when necessary.
Failing to keep the plan up-to-date: If a project is being run correctly, you and your team members should frequently consult the most current version of the project plan to confirm what each team member hast to do to produce the intended results.
Not keeping the plan up-to-date means you have no reference explaining what people should be doing to successfully perform the required project work. It also suggests that adhering to the most recent version of the project plan isn't really that important, a belief that significantly reduces the chances of project success.
Not having formal change control: Failing to follow a formal process for evaluating the impact of project changes increases the likelihood that important consequences of those requested changes will be overlooked when assessing the potential effects of those changes. In addition, it makes it more likely that some of the people who will be affected by the changes may not receive timely and accurate information about what those effects may be.
Not communicating effectively: Problematic communications increase the chances that people will work with different information when performing project tasks, as well as decrease team morale and commitment to overall project success.