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In stitute o f In collaboration with Programme Implementation
Projects & Program Management
(a not for profit company) Government of India
pioneering project management certification
5 Days Workshop on
Project Planning & Management
27thNovember - 1st December2017
NSSTA, Greater Noida, Uttar Pradesh 201310
Project Planning & Management is a very comprehensive and widely used program that equips professionals to get to know the latest
concepts in Project Management.
This program leads to the Certificate In Project Management (CIPM) credential which has received outstanding applauds from global PM
leaders, academia and participants across the world, and is delivered by professionals who carry impeccable global hands on work and
trainingexperience.
Change if Required
o m p r e h e n s i v e s yl l a b u s Organize
Plan & Deliver
Trainingby:
Centre
for Excellence in Project Management (P) Ltd.
building professionalism in managing future
CourseContentsDesigned,Developed,DeliveredandOwnedbyCEPM(P)Ltd.
5 Day workshop on
Project Planning & Management
at
National Statistical System Training Academy
27th November - 1st December 2017
Agenda
Day 1
• Inauguration
• Project Management Knowledge Quotient (PMKQ) assessment
Day 2
• Time Management
- Logical dependencies
- Network Diagrams
- Critical Path Method (CPM) analysis
- Gantt charts
- Program Evaluation Review Technique (PERT)
- Standard Deviation
- Crashing
- Fast Tracking
- Organizing the resources
- Resource Histograms
• Cost & Finance
Day 3
Day 4
Project Life Cycle – Implement & Control
• Risk & Opportunity Management
• Issue Management
• Procurement & Contract administration
• Negotiation
• Change Control
• Configuration Management
• Team Performance
• Leadership & Motivation
• Conflict Resolution
• Problem Solving
Day 5
Project Life Cycle - Integrate / Deliver & Closeout
• Project Integration
• Product Integration
• Administrative & Contract Closeout
• Lessons Learned
• Practice Test
• Wrap-up of workshop
Mrs. Ruchira Jain, Managing Director, Centre for Excellence in Project Management (P) Ltd.
entered the field of computers in the early 70’s when it was a relatively new field. After graduating
from Loreto College, Calcutta, she took Masters classes in Computer Science as a non-degree
student at the well known University of Waterloo, Canada in 1970.
After working for 2 years in Canada in the budding field of IT on IBM 360 series in the early 70’s she
returned to India in 1973. Mrs. Jain joined Bokaro Steel Ltd. as an IT professional where she worked
for a number of years and later joined Ballarpur Industries Ltd. at their head office in Delhi.
Since 1992 she is with Centre for Excellence in Project Management and from 1995 is deeply
involved with various facets of project management dissemination in the company.
In 2007, Mrs. Jain became the first person in India to be certified as a Certified Senior Project
Manager (IPMA Level B). There are only 39 IPMA Level B professionals in India as on date. She was
also the first Asian woman to have been certified as an IPMA Level D certified project management
professional in Dec. 2000 from APM, UK.
Since 2001 Mrs. Jain has conducted a large number of very highly appreciated workshops. A noted
trainer she has trained professionals from companies like ABB, Adani, AAI, Afcons, Areva, BG India,
Birla Mgmt. Centre, BPTP, CITEC, Churchill India, DRDO, EdCIL, Essar Oil, Fortis Healthcare, GAIL,
HPCL, Idea Cellular, Indian Oil, IRCON, Infineon Singapore, Jindal Steel & Power Ltd., JCB, Jubilant
group, Johnson Controls, L&T Infotech, L&T Construction, Lanco, Min. of Statistics & Programme
Implementation, NHPC, Nuclear Power Ltd., NTPC, ONGC, Power Grid, Punj Llyod, SAIL, Siemens,
Tata Projects, Tata Power, Tecnimont ICB, Teri Hydro, Thermax, RVNL, etc.etc.
Mrs. Jain is one of the Subject Matter Experts of the globally well known and top-rated Project
Management e-learning site – www.pmGURUonline.com which was/is used by leading companies
like NTPC, Infosys, WIPRO, Genpact, HCL Technologies, Headstrong, i-flex solutions, IREL, SJVNL,
Indian Oil Corp., NHPC, Oil India, SAP, L&T, AAI, Agilent technologies, Adobe, Ernst & Young, ESC
France, US Bureau of Census, Veltech, IIM Calcutta, IMT, IMI, IGNOU etc. etc.
Mrs. Jain was an Invited speaker at the IPMA World Congress in Panama, in Sept. 2015 and was
also invited to be the Keynote speaker at the IEEE seminar held in New Delhi in March 2004 and
again at the IEEE–Jamia Millia Islamia ENCOMIUM 2004 all India Meet in September 2004.
She has also been a speaker at various international and national project management conferences
including the Global Symposiums on Project Management held in 2002, 2003, 2004, 2006, 2008,
2009, 2010, 2011, 2014 and 2016.
Mrs. Jain is the first Asian woman to become an Assessor for the IPMA International Project
Management Award for 2005 which is based on the internationally acclaimed European Foundation
for Quality Management (EFQM) Excellence Model. In February 2006 and October 2006 she was the
co-trainer for the IPMA Award Assessor training with Otto Zieglmeier of Germany.
In 2007 Mrs. Jain was elected as a Board Member of IPMA’s prestigious Education & Training
Board and served for 3 terms from 2007 – 2012. She was the only Indian member in the E&T Board.
She has written a book titled Totality Of Project Management which was released in Dec 2013
by Dr. V. Moily, Former Minister of Petroleum, Government of India.
5 Day Workshop organized by
Ministry of Statistics & Program Implementation (MOSPI)
in association with
International Institute of Projects & Program Management (i2P2M)
on
Project Planning & Management
at
Course contents Designed, Developed, Delivered and owned by CEPM (P) Ltd.
Centre
for Excellence in Project Management (P) Ltd. (CEPM)
Accredited Training Organization of i2P2M
info@cepm.com / rjain@cepm.com
+91 9999684622 e-Learning website: www.pmguruonline.com
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© Centre for Excellence in Project Management (P) Ltd
About Centre for Excellence in Project Management (P) Ltd.
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© Centre for Excellence in Project Management (P) Ltd
A brief profile of Faculty - Mrs. Ruchira Jain, IPMA-B
Worked in USA/Canada in the field of mainframe computing in 1970s
Worked in the IT Department of SAIL & Ballarpur Industries
Was first IPMA Level D certified professional in India in the year 2000
Became the first IPMA Level B certified professional in India
Has trained over 6800 professionals from India Inc.
Invited Speaker for IPMA 2015 World Congress in Panama in Sept. 2015
Was invited as Keynote Speaker twice by IEEE
Has given many presentations in Global Symposiums
Holds Certificate in Project Risk Management (CrtPRM), Cert. in Complex
PM (CrtCPM) and Certificate in Earned Value Management (CrtEVM)
Was IPMA Board Member for 3 terms of IPMAs High Powered
Education & Training Board – was the only Asian in the E&T Board
Is one of the key architects of www.pmGURUonline.com
Has written a book titled Totality Of Project Management which was
released in Dec 2013 by Dr. V. Moily, Former Minister of Petroleum, GoI
Managing Director of Centre for Excellence in Project Management (P) Ltd.
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Overview
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CIPM Comments from global PM experts
“CIPM will be a major step forward for the profession and for
the enterprises to create a common understanding in managing
change.” - Dr. Hiroshi Tanaka, President, PM Association,
Japan, and PM Advocate of JGC Corporation (2008)
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Some of the 570+ Leading companies having
CIPM certificate holders
Adani Group HPCL
Afcons Infrastructure HCL Technologies
Airport Authority of India Indian Oil Corp.
BHEL Indian Aviation Academy
BPCL ITD Cementation India Ltd.
BG Gas, India Idea Cellular
Bridge & Roof ITDC
Coal India Ltd.
Jindal Steel & Power
Cochin Shipyard
Jubilant Group
DRDO
JCB
Engineering Projects India Ltd.
Mazagon Dock Ltd.
GAIL
Max Healthcare
GENPACT (worldwide)
GETCO MECON
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CIPM Exam – Consists of 1 Paper
Total Time : 2.5 Hours
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CIPM Exam – Break-up of Questions
Type 3 Type 2 Type 1 Total Pass marks
Question Questions Questions marks in 50% Each
Section s 2 marks 1 mark Paper Section
5 marks 60% Overall
Paper
1 2 (10 20 (20
6 (12 mks) 42 21
KL+Concept mks) mks)
2 4 (20 36 (36
9 (18 mks) 74 37
Plan+Org mks) mks)
3 32 (32
- 6 (12 mks) 44 22
Impl+Control mks)
4 30 (30
- 5 (10 mks) 40 20
Integ+Deliver mks)
Total Qstns. 6 out of
in Paper 26 out of 150 118 out of
150 200 120
Qstns 150 Qstns
Qstns
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Project Life Cycle Phase
– Conceptualize and Knowledge Leverage
What is a Project?
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What is a Project?
What is a Project?
Projects have the following characteristics:
Temporary – have a definite beginning and end
Unique – no two projects are identical
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What is Operations?
Routine, Ongoing,
Repetitive work
Operations Vs Projects
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Operations Vs Projects
Differences between Projects & Operations
Projects Operations
Unique Repetitive
Temporary
Ongoing
(Start and End time)
Aim is to achieve the
Objective of operation is to
objectives of the project &
sustain existing business
then close the project
Future orientation Present Orientation
Project Management
What is Project Management (PM)?
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Project Management – an Art & Science
Science (17%) Technical e.g.
Easily see & WBS, Networks,
measure Histograms, Bar
charts
ART (83%)
– difficult to see e.g.
Leadership, Motivation,
Conflict resolution
Project Management
Project Management manages and controls project work by:
Understanding specific requirements of stakeholders
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What is a Programme?
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Project Life Cycle
Project Life Cycle (PLC):
A PLC is a sequence of phases from project start to
project end - a start, a middle and an end
Each phase associated with major processes and
deliverables
Length of each phase will vary
Nomenclature used to describe each phase will vary
Generic phases - Start or Concept phase, Intermediate
phases & a Closeout phase
Number of Phases in PLC may vary depending on the
industry or sector
Plan
Organize
Implement
Control
Integrate
Knowledge Leverage
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Project Life Cycle
Some Advantages of a Project Life Cycle are:
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Characteristics Of A Life Cycle
Uncertainty of Success
High
A New Project
requirement Feasibility Approved
Need Business Project
Analysis Case Charter
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Need Analysis
A Need assessment is done for new projects. The
analysis goes through the three phases of:
Needs Emergence
Needs Recognition
Needs Articulation
Need Analysis
Needs Emergence
A project need commonly arises to fulfill strategic goals
and vision e.g. a new market demand, customer
requirement, new legislation, technology upgrade etc.
The need can arise from any level in organization
Needs Recognition
The Need is recognized by the organization.
- it’s validity and urgency is discussed with the
stakeholders, studied and rated against other needs
Needs Articulation
The Need is studied, evaluated and detailed out to
check it’s viability in financial and non-financial planes
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Business Case
A formal Business Case is developed to detail out different
aspects of proposed project before it is approved. It:
Identifies all stakeholders, their needs and expectations
Shows key project requirements to achieve the stated
business goals
Links project to the business/corporate strategy and
shows priority of proposed project in overall business
plan of organization
Documents project’s high level scope, timeframe, cost,
quality, risks, assumptions, constraints etc
Documents project’s financial and non-financial
feasibility
Business Case
Business Case is “owned” by the Sponsor &
Sponsor is responsible for it’s development.
Is a key document that shows the justification for
undertaking the project i.e. the “why” of the project
Is developed from the Need statement
Provides the information required to make an
informed decision on whether to invest in the
proposed project or not - it justifies the investment
Is also used to review and revalidate the investment
or at significant changes to the context, project, or
business function
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Contents of Business Case
Executive summary of project
The business Need for taking up the project
Objectives of the project – what will be achieved
Product / service to be delivered by the project
Rough Cost of implementing the project and the
income expected from project after it is completed
The project’s success criteria and Key
Performance Indicators (KPIs)
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PESTLE Analysis
Political
- Policies of host country, foreign suppliers, governments
- National politics, tax laws, employment laws, media
- Attitudes and interactions of the project’s stakeholders
Economic
- Micro economic factors under Sponsor/PM’s control
- Macro economic factors at national level
- Supra economic factors e.g trade tariffs at global level
Social
- Population growth, age-wise population, income,
literacy level, male-female ratio
PESTLE Analysis
Technological
- Technical feasibility of project, is technology tested
or new, availability, reliability, drawings, availability
of spare parts, service providers, competitors
Legal
- Local laws that will impact the project, laws
binding foreign partners, contractual disputes
Environmental
- Environment such as water, climate, terrain
- Environmental issues and regulations related to
industrial effluence, pollution, legal requirements
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Investment Appraisal – Payback Period
Payback Period is the time expected to be
taken by the proposed project to get a financial
return equal to the original investment made
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Investment Appraisal - Payback Period
Advantages Disadvantages
Is simple to use Ignores Time Value of
money
Good as an initial filter
Does not consider
Standard technique project cash flows once
Payback Period has
Favors projects with been achieved
faster returns, better for
company liquidity Not good for long term
project
Effective for high risk
situations
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Investment Appraisal - Net Present Value (NPV)
Very popular and widely used technique globally
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Investment Appraisal - NPV
Year 0 = Initial Investment Discount Rate is 10%
Year 1 = 25 x .91 or Discount Factor @ 10% is given
25 / 1.10 =
22.7
Year 2 = 25 x .83 or
25 / 1.210
(1.10 x 1.10) = 20.75
Year 3 = 20 x .75 or
20 / 1.331 = 15.00
(1.10 x 1.10 x 1.10)
Year 4 = 15 x .68 or
15 / 1.464 =10.20
Year 5 = 70 x .62 or
70 / 1.610 = 43.40
PV for Yr 1 to Yr 5 = 112,100
Less Initial Inv = 100,000
NPV = $12,100
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© Centre for Excellence in Project Management (P) Ltd
Investment Appraisal – IRR
Internal Rate of Return (IRR)
IRR is calculated to nullify impact of time value of money
on proposed project. IRR is the discount rate that makes
the proposed project’s Present Values of future cash flows
equal to the project’s initial investment.
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Project Charter
After Business Case is approved a Project Charter is
issued formally authorizing the project go ahead
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Project Stakeholders
Who is a Stakeholder?
Key Stakeholders
Project Manager - is overall responsible to ensure
project meets it's goals and objectives
Project Sponsor – represents top management. Is
responsible to ensure funds available and to provide
overall, high level guidance to project
Team Members – perform the work. At core of
success
Customer / Client – individual /group /organization that
will use the deliverables. Can have one or many
Company / Contractor – employs the people engaged
in project work - Internal or external
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Other Stakeholders
Key stakeholders are easy to identify. Other stakeholders
cover persons/groups such as:
Financiers
Direct and indirect customers
Regulatory bodies
Environment
Society at large
Local community
NGOs
Media
Labour unions
Employees
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Managing Stakeholder expectations
PM should understand all stakeholder requirements
and identify ways to manage each stakeholder’s
expectations, attitude, interest and influence in project
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Project Life Cycle Phase
– Plan & Organize
Project Plan
The Roadmap to Successful Delivery
A project without a
plan is like
a journey without
any destination
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Project Management
Involves
• Planning
• Organizing
• Implementing
• Controlling
• Integrating and
• Delivering & Closing
Out
….The Work Results
They constitute the most important
responsibilities of a project manager
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Why Plan the Project?
To know:
Why are we doing the project?
What will be produced?
What work must be done?
What costs will be incurred?
How and when to perform the work?
What risks are involved and how to minimize them?
The Quality requirements & Acceptance criteria
What resources will be required?
Who will perform the work?
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Project Management Plan (PMP)
Detailed planning done for different aspects of project &
integrated into the Project Management Plan (PMP)
PMP is the key document of the project
Is ‘owned’ by the Project Manager
Is used to control and guide project execution
Forms the baseline for the project progress & review
Is developed by Project Manager with project team
Should be accepted by Sponsor & project team
Is approved by the Sponsor / client
Facilitates communication amongst stakeholders
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© Centre for Excellence in Project Management (P) Ltd
Project Management Plan (PMP) – Key Contents
Individual plans for different areas are detailed out
e.g.:
Scope, Schedule, Cost, Baselines - Scope,
Quality Management Plans Schedule, Cost, Quality
Staffing (HR) Plan Registers - Stakeholder /
Risk / Issue / Change
Communication
Management Plan Resource Calendars
Procurement Management Change Management Plan
Plan
Configuration Management
Risk Management Plan Plan
HSSE Plan Process Improvement Plan
Project Planning
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Project Planning
The project plan:
Provide the baseline for progress measurement and
project control
Provide guidelines to team and management on the
development phases and estimates related to cost,
schedule, resources etc.
The project plan provides a reference regarding the
quality expectations in the projects output i.e. the
product of the project
Project Planning
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Project Success Criteria
Success Criteria are the Qualitative and Quantitative
criteria by which project success will be judged by the
stakeholders
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Project Success Criteria - Example
Total project cost does not exceed X% of initial budget.
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Project Success Factors
Key factors cited for project failure are:
Scope not well defined
Poor management
Poor planning
Breakdown in communication between engineering
and construction
Unrealistic scope, schedules and budgets
Many changes at various stages of progress
Lack of good project control
Scope
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Scope Management
Scope Management
Scope consists of two aspects: Project Scope &
Product Scope
Product Scope – Elements of the product/service
to be delivered by project. Covers detailed
characteristics, specifications, inclusions/ exclusions
etc. defined without any ambiguity.
Project Scope – All the work and only the work
needed to successfully deliver the product / service
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Collect Scope Requirements
Project Manager and project team must have clear
understanding about the project’s scope
Ensure every effort made to obtain "ALL" requirements
from each stakeholder before Scope finalized
Requirements should cover how stakeholders want the
product of the project to function, plus their
communications requirements
Scope Management
Scope Management Plan
Scope Management Plan describes the various steps
needed to manage project’s scope and scope changes
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Defining the Scope
Begin by developing a Scope Statement
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Scope Statement – Suggested Contents
Product description – product characteristics in more
detail
Project objectives – success criteria e.g. cost, schedule
and quality
Assumptions & Constraints
Acceptance criteria - what conditions need to be met
Major deliverables including interim deliverable,
reports, documentation
Project Boundaries (what is not included in scope)
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Scope Statement – Suggested Contents
Product description – product characteristics in more
detail
Project objectives – success criteria e.g. cost, schedule
and quality
Assumptions & Constraints
Acceptance criteria - what conditions need to be met
Major deliverables including interim deliverable,
reports, documentation
Project Boundaries (what is not included in the
scope)
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Scope Management - PBS
Car
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Scope Management - WBS
Decomposition
Entire project is broken up into smaller, more
manageable elements of work
Decompose higher level elements to lower level – each
descending level provides more details
Decompose to level where work can be estimated,
assigned and controlled
Verify that level of decomposition is correct and adequate
Different deliverables decomposed to different levels
Nothing is particularly hard if you divide it into small jobs.
- Henry Ford
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