Lecture PPT (24 HRS) Private

Project
Management
r. Phu Pwint Nyo Win Aung
D
Topics cover
• Project Management Environment –
the triple Constraints

• Stakeholders and Roles in PM
• The PM processes groups or
functions- Initiation, plan, execute,
monitor and control, close out

• Predictive PM Vs Agile approaches
• Scheduling techniques
• Project Budgeting
• Risk Management
• Quality Management
• Conflict Management
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Introduction PM (4hrs) Defining

Project ( 6 hrs) Planning Process (6
hrs) Controlling project (4 hrs)
Assignment (4hrs) Total (24) hours
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Lecturer Profile
• Dr. Phu Pwint Nyo Win Aung
• PhD (Commerce), M.Com, B.Com (Hons)
• Lecturer, Department of Commerce,
Yangon University of Economics
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Learning Outcomes
• What is Project
• What is Project Management
• What are the triple constraints of
Project Management
• How manage project as Project Life
Cycle
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CHAPTER 1: PLATFORM FOR

INNOVATION
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Linking Project with

Strategy
D
hange Request
C Project
Market
Operational
Functional
Strategic
• Political
• Economics
• Social
• Technology
• Legal
• Environment
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PESTLEBusiness
Changes
✓Competition from a global economy
✓Evolving technology ✓Availability of
a highly skilled temporary labor force

• Strategic Level
• Functional Level
• Operational Level
• React →Survive → Thrive New
products and services are
exploding onto the scene overnight

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Project Management
Needs
• the project has a start and a finish,
does the project team
• budgeting process to find money
• cooperation and participation across
the normal functional boundaries
• forecasting the future
• effective communication among
everyone involved
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Project Driven
Innovation
• All the works we do one time
• each one produces something
unique
• Communicating members
• Estimating time, cost and effort
• Building Project Teams
• Diverse workforce
• Accurate forecast (budget)
• Different staffs need
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Project Management
• Systems, techniques, people
• Control and monitor
• Coordinating resources ( three
constraints) 1. Quality 2. Timescale 3.
Budget
• Structure for communicating within
and across org
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Project Management
Skill
• Vision into tangible products
• Executives select projects
• Functional managers, sponsor lead
or oversee (priorities)
• Team member organizational
competency
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Project Leadership
• both an art and a science
• five project success factors: 1.
Agreement among the project team,
customers, and management on the
goals of the project. 2. A plan that shows
an overall path and clear responsibilities
and will be used to measure progress
during the project 3. Constant, effective
communication among everyone
involved in the project 4. controlled scope

5. Management support
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PROJECT
MANAGEMENT
MAGNIFIES OTHER
STRENGTHS
• New Product Development (NPD)
• Six Sigma is an offshoot of the
quality management discipline
• Portfolio management
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CHAPTER (2) FOUNDATION

PRINCIPLES OF PROJECT
MANAGEMENT
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Project
• Beginning/ end
• Resources allocated
• once/ Similar: not same
• Clear result
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Differences
Project
• Beginning / end
• Resources allocated
• Once
• Clear Result
• Across functional
Operation
• Ongoing
• Resource ( full time)
• Recurring
• Goal is general ( Flexible)
• functional
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Challenge of
Managing Projects
• different personnel needs
• accurate estimates of costs and
schedules
• cross organizational boundaries it is
no longer clear
• project on track (Control)
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History of Project
Management
1950 - 1969
US defense projects exploit critical path network analysis
Mainframe computers can run project management software in batch
mode Project management becomes a recognized profession
More concern for people at work
1970 - 1979
Project management has two meanings:
- industrial project management - IT project management
Creation of professional associations
More project management software
· Legislation for health and safety
• Anti-discrimination laws introduced
1980 - 1989
Desktop computers can run powerful project management
software Better graphics, with colour Managers less dependent
on IT experts Computers cannot now run arrow networks and
precedence becomes the norm Wider acceptance of project
management as a profession
1990 - 2000+
PCs and notebooks can run all applications More interest in
project risk IT and industrial project management no longer
considered so differently Project management is a respected
profession, with flourishing associations Worldwide communication
by satellite and the Internet
MANNANIN
AWANAN
Project management
as a discipline
• project managers require skills in
three different areas ✓Project
management ✓Business
management ✓Technical
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Management
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Project Management
Functions
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Successful Project
Management
• On time. The product is delivered
according to schedule.
• On budget. The project meets
forecasted cost estimates
• High quality. The product must be of a
high quality
• Quality → Outcomes
• Functionality. What the product is
supposed to do
• Performance. How well the
functionality works.
• Both should be specified early in the
project
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Time , Cost and

Quality
D
Quality
Cost Time
Quality
Cost Time
Scope
Scope
Project Scope
• What must be included within project
• Specification
• project scope is the process of
determining and documenting a list
of specific project objective,
deliverables, functions, and
deadlines along with costs and
resources required to complete the
project
• project deliverables are tangible
or intangible goods or services
produced as a result of the project

that is intended to be delivered to a
customer.
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Managing Expectations
of Stakeholders
• Set realistic expectations about
the cost- schedule-quality equilibrium
with all the project’s stakeholders.
• Manage expectations throughout the
project. If the equilibrium changes,
make sure everybody knows and
accepts the new equilibrium.
• Deliver the promised product, on
time and within budget.
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PROJECT
MANAGEMENT
FUNCTIONS
• Project definition lays out the foundation
for a project ✓The project manager must
determine the purpose, goals, and
constraints of the project ✓The manager

must establish basic project management
controls. ( Planning, Organizing) ✓written

document
• Project planning puts together the details
of how to meet the project’s goals, given the
constraints
• Project control includes all the activities
that keep the project moving toward the goal
✓Progress measurement ✓Communication
✓Corrective action
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D
PROJECT LIFE
CYCLE
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PLC
• Define. The phase begins when a
project and a project manager are
named in a project charter
• Plan. After the rules are approved,
the project manager begins building
the project plan
• Execute. Performing the actual work
as approved in the plan
• Close out. Transition to the next
phase/ project in the eyes of the
customer/reviewing project successes
and failures
• industry-independent
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Product Development
Life Cycle
• Requirements. This step defines the
function and performance requirements for
the product
• Design. Design conceives a product that
will meet the requirements and describes it
in detail
• Construct. Next, the product is built, and
any documentation necessary for its
operation is written.
• Operate. After the product is developed, it
has a life span in which it is actually used.
• industry-specific.
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Product Life Cycle versus

Project Life Cycle
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ORGANIZING FOR
PROJECTS
• large construction companies :
specific projects
• majority of companies: ongoing
operations and projects
• Function-driven firms : advertising,
engineering, information systems,
manufacturing, and human resources
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Structure
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Functional
Organization of
Projects
•Advantages
1. No Structural Change
2. Flexibility
3. In-Depth Expertise
4. Easy Post-Project
Transition
•Disadvantages
1. Lack of Focus
2. Poor Integration
3. Slow
4. Lack of Ownership
Project Management
Structures (cont’d)
• Organizing Projects: Dedicated
Teams
• Teams operate as separate units
under the leadership of a full-time
project manager.
• In a projectized organization where
projects are the dominant form of
business, functional departments are
responsible for providing support for
its teams.
Dedicated Project Team
Project Organization:
Dedicated Team
•Advantages
1. Simple
2. Fast
3. Cohesive
4. Cross-Functional
Integration
•Disadvantages
1. Expensive
2. Internal Strife
3. Limited Technological
Expertise
4. Difficult Post-Project
Transition
ProjectizedOrganizational Structure
Project Management
Structures (cont’d)
• Organizing Projects: Matrix Structure
• Hybrid organizational structure (matrix)
is overlaid on the normal functional
structure.
• Two chains of command (functional and
project)
• Project participants report simultaneously to
both functional and project managers.
• Matrix structure optimizes the use of
resources.
• Allows for participation on multiple projects
while performing normal functional duties.
• Achieves a greater integration of expertise and
project requirements.
Matrix Organization Structure
Division of Project Manager and
Functional Manager Responsibilities
in a Matrix Structure
Project Manager Negotiated Issues Functional Manager
What has to be done? Who will do the task? How will it be done?
When should the task be done? Where will the task be done?
How much money is available Why will the task be done? How will the
project involvement to do the task? impact normal functional activities?
How well has the total project Is the task satisfactorily How well has the
functional been done? completed? input been integrated?
Different Matrix Forms

• Weak Form
• The authority of the functional
manager predominates and the project
manager has indirect authority.

• Balanced Form
• The project manager sets the overall
plan and the functional manager
determines how work to be done.

• Strong Form
• The project manager has broader
control and functional departments act as
subcontractors to the project.

Project Organization:
Matrix Form
• Advantages
1. Efficient
2. Strong Project Focus
3. Easier Post-Project
Transition
4. Flexible
•Disadvantages
1. Dysfunctional Conflict
2. Infighting
3. Stressful
4. Slow
Surviving Your
Organizational
Structure
• Authority. Clearly, more effort to get
decisions made and implemented

• Communication. vertical (top-down
and bottom- up), Crossing
organizational boundaries, all the
stakeholders informed and coordinated

• Priority. Multiple projects often
compete for limited quantities of
people, equipment, and funding

• Focus. span of responsibilities
• Chain of command. more and more
functional managers are required to
approve decisions
r. PhuPwintNyoWin Aung
D
PROJECT
MANAGERS ARE
LEADERS
Responsibility of a project manager
• to lead all the stakeholders—the
customers, management, vendors,
and project team—
• and encourage them to work
together during the course of the
project
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CHAPTER 3 : BUILD
GREAT PRODUCTS
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Defining Value
• Feasibility : technically
• Desirability : market
• Viability : within business model
• Building the right product and
building it correctly
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Obeng
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Product Development
Process
• From uncertainty to certainty
• Specific set of problems
• Go/ No Go
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Repeatability
• Repeatability
• Right work being performed in a
particular sequence
• Lessons learned from past projects
• Standard work guidelines (WBS)
• Accurate estimating
• Collecting actual cost and schedule
Dr. Phu Pwint Nyo Win Aung
Feasibility, Viability
and Desirability
• Feasibility during the early research
stage
• Balancing desirability with viability
• Successful project meet stakeholder
expectations about desirability and
viability
D
Development Process:
Not Project
Management
• Relationship between development
process and project management
• Development process : What the
work is and how to do it correctly
• Project Management:
communication and coordination
( performed effectively)
• Developments consist of one or
more projects Dr. Phu Pwint Nyo Win Aung
Incremental Delivery
• Innovation is strategies
• Experiment to greatest value to all
stakeholders
• Feedback → Iterative development
D
Agile Project
Management
• Agile project management is an
iterative approach to delivering a project
throughout its life cycle

• iterative or agile life cycles are composed
of several iterations or incremental steps

towards the completion of a project. ➢How
do we deliver value quickly to our
customers? ➢How do we discover as early
as possible what is needed? ➢How do we
accurately gauge the progress we are
making in our project? ➢How can we

accelerate the learning of the development
team? ➢How can we assure that the
software written will be able to grow and to
be extended effectively when new
requirements are introduced?

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Defining Project
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CHAPTER 4: PROJECT
INITIATION
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PROJECT LIFE
CYCLE
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Project Initiation
• To study problem or opportunity
• New ideas come from anywhere;
trade show, news, articles,
suggestions of employee/ customers
• Develop Project Proposal
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Initiation Approval? Requirement Design

Idea or Problem
Construct
Role of Project
Manager
1. Manage the initiation phase 2.
Perform the analysis work 3. Review
the proposal after approved
✓Stakeholder analysis ✓Problem
solving ✓Root cause analysis
✓Creative design ✓Cost benefit
g
nuAn iWo yNt niwPu hP

PM skill . rD• Manage
initiation work
• Perform that work
Proposal defines the

future business value
• Viability : User
• Feasibility : ROI
• Desirability : technical risks
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Business Risk, Project
Risk
• Project risk : delivering the promised
deliverables for expected cost and
schedule
• Business risk : the risk an owner
bears when investing in business
venture
• (outside of the PM’s responsibility
D
Managing
requirements
• Success of project on setting the
purpose and goals of project
• Setting requirements
• Enterprise requirements (business
level)
• What various stakeholder will be
able to do in the future as they use
the project deliverables
• Linked to the benefits the project will
deliver Dr. Phu Pwint Nyo Win Aung
Begins with Proposal
• The Root cause
• Benefit realization : leading metric
• Content of proposal → measured when
and how ❑Understand the context of
the issue through the
eyes of the stakeholders ❑Invest in
creativity ❑Be methodical in
evaluating the options and
testing assumptions ( Risk)
D
Stakeholders
• All of the people who will engage in
the project or be affected by project
• For PM, identification of
stakeholders
• Set the goals and direction of the
project
D
• Understand the problem or opportunity from the

perspective of everyone it will affect.
• Advocates for change and advocates for
maintaining the current state
• Who are stakeholders? Direct / indirect
• Integration with existing systems
Define the Problem

before Solution
• Problem solving approach
• Gap between the current state and
the ideal state ( gap analysis)
• Enterprise requirement is ideal
future state
• Success Criteria : What the
organization/ customer will be able to
do
D
Invest in Creativity
• Problem/opportunity → generate several
options
• Greatest opportunity for adding
value through creativity
• Least amount of money?
g
• Efficiency : Doing the thing right

nuAn i
Wo yNt
( resources) niwPu hP• Effectiveness :
Dong the right thing
.r
D ( outcomes)
• Understanding problem
• Understanding Stakeholders and their needs
Use Risk Management

• To uncover weaknesses to examine
both solution itself and the planned
implementation
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Basic Project Proposal

Content
• Project Goal
• Problem/ Opportunity Definition
• Proposed Solution
• Project Selection and Ranking
Criteria
• Cost-Benefit Analysis
• Business Requirement
• Scope
• Obstacles and Risks
• Schedule Overview
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1. Project Goal
• Specific desired results from the
project over a specified time period
• SMART
• Business value
• Triple : Cost, Schedule and Quality
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2. Problem /
Opportunity
• Describe the problem/ Opportunity
without suggesting a solution
• Describe the problem/ opportunity in
the context of where it appears in the
organizations and what operations or
functions it affects
• List one or more ways to measure
the size of the problem
• ( Qualitative & Quantitative)
D
3. Proposed Solution
• What the project will do
• Specific boundaries
• Related problems, systems,
processes
D
4. Project Selection
and Ranking Criteria
• Project benefit ➢Compliance/
Regulatory ➢Efficiency/ cost reduction
➢Increase revenue
• Portfolio fit and interdependencies
• Project Urgency
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Project Portfolio
Management
• Change
• Programs
• Projects
D
D
5. Cost –Benefit
Analysis
• Tangible benefit : measured in terms
of financial
• Intangible benefit : difficult to
measure
• Required resources (Cost) : labor,
resources; cost categories
• Financial return: cost Vs tangible
benefits
D
6. Business
Requirement
• Requirement from the owner or
customer perspective
• accurately
D

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Project

the triple Constraints

functions- Initiation, plan, execute,

monitor and control, close out

Introduction PM (4hrs) Defining

CHAPTER 1: PLATFORM FOR

Linking Project with

a highly skilled temporary labor force

exploding onto the scene overnight

customers, and management on the

goals of the project. 2. A plan that shows

an overall path and clear responsibilities

and will be used to measure progress

during the project 3. Constant, effective

communication among everyone

involved in the project 4. controlled scope

CHAPTER (2) FOUNDATION

Time , Cost and

determining and documenting a list

of specific project objective,

deliverables, functions, and

deadlines along with costs and

resources required to complete the

or intangible goods or services

produced as a result of the project

determine the purpose, goals, and

constraints of the project ✓The manager

controls. ( Planning, Organizing) ✓written

of how to meet the project’s goals, given the

Product Life Cycle versus

Different Matrix Forms

manager predominates and the project

manager has indirect authority.

plan and the functional manager

determines how work to be done.

control and functional departments act as

subcontractors to the project.

decisions made and implemented

and bottom- up), Crossing

organizational boundaries, all the

stakeholders informed and coordinated

compete for limited quantities of

people, equipment, and funding

iterative approach to delivering a project

throughout its life cycle

of several iterations or incremental steps

making in our project? ➢How can we

team? ➢How can we assure that the

software written will be able to grow and to

be extended effectively when new

requirements are introduced?

Initiation Approval? Requirement Design

nuAn iWo yNt niwPu hP

Proposal defines the

• Understand the problem or opportunity from the

Define the Problem

• Efficiency : Doing the thing right

Use Risk Management

Basic Project Proposal

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