Presentation PM

PRACTICAL
PROJECT
MANAGEMENT
Muhammad Arslan
INDEX
 Introduction
 The Project Manager
 Project Cycle Management
 ‘3 PRINCIPLES’
 Project Organization
 Resource Planning
 Project scope management
 Budget management
 Managing quality
 Project delivery & post-project
 Tips ‘n tricks
INTRODUCTION – Background Muhammad Arslan
 M.SC. Engineering - University of Engineering & Technology,
Lahore
 Senior Project Manager Green Group Pvt. Ltd.
 Cluster Manager Automotive-Cluster Development Initiative
(CDI)-PSIC
 Manager Initiatives & R&D, PIDC
 Deputy Director (Tech), TEVTA
 Deputy Director (Tech), PITAC
 Engineer-I-JGC Descon
Exercise
E What is a project?
E ‘Grand collection of projects’

INTRODUCTION - Definitions
Characteristics of a Project:
• A project has a beginning and an end

• A project has limited resources
• A project follows a planned, organized method
to meet its objectives with specific goals of
quality and performance
• Every project is unique
• A project most often involves change
Project is therefore not the same as a

Programme or an Operation.
Change is not made without inconvenience, even from worse to better

[S. Johnson
Project – Definition
A project is a temporary effort made up of a set of
related activities undertaken to achieve a unique
goal or objective within specific constraints
Management – Definition
 A process of setting and achieving goals through:
planning, organizing, directing and controlling;
 Utilizing human, financial and material resources.
Project – Definition
A project is a temporary effort made up of a set of
related activities undertaken to achieve a unique
Management – Definition
 A process of setting and achieving goals through:
planning, organizing, directing and controlling;
 Utilizing human, financial and material resources.
The art of getting things done through other people

Project is a single, non-repetitive enterprise. It is usually undertaken

to achieve PLANNED RESULTS within the TIME LIMIT and a COST
BUDGET
Budget
Quality Schedule
Project is a single, non-repetitive enterprise. It is usually undertaken

to achieve PLANNED RESULTS within the TIME LIMIT and a COST
BUDGET
Budget
E WHICH IS THE MOST IMPORTANT

CORNER IN THIS BALANCE?
Quality Schedule
INTRODUCTION – Project examples
DREAM or
PRIVATE
WISH
1. Buying a plot of land
2. Building a house
3. Having a baby
4. Buying a family car
WORK
1. Setting up an VCT centre

2. Rolling out new mobile network
3. Implementing a new financial system
4. Starting a new department
INTRODUCTION – Project examples
DREAM or
PRIVATE
WISH
1. Buying a plot of land
2. Building a house
3. Having a baby
4. Buying a family car ring c h an g e
r d el i ve
i cl e f o
r o j ect = veh
P WORK
1. Setting up an VCT centre

2. Rolling out new mobile network
3. Implementing a new financial system
4. Starting a new department
INTRODUCTION – Project types
R&D IT
projects projects
Technology change
Construction Business
projects projects
Low high
Requirements change
Some Common Terms used in Project Management
1 Deliverable The outcome of a process which is both definable and measurable also called
milestone
2 Duration The amount of time a task will take to finish
3 Escalation Raise an issue higher and higher in management until it is solved
4 GANTT chart A view that graphically shows the project schedule over time
5 Issue A problem or challenge
6 Lessons Management lessons which may be used to improve the execution of future projects
learned
7 Milestone The outcome of a process which is both definable and measurable, also called
deliverable
8 Baseline The initial project schedule
9 Phase A part of a project
10Programme A vehicle for implementing an organization’s strategy
11Project A temporary effort made up of a set of related activities undertaken to achieve a unique
12Resource The people, material, equipment or facilities required to complete a task
13Risk The possibility of something going wrong in the future
14Scope The sum total of all of its products and their requirements or features
15Slack Spare or extra time on non
16Sponsor The person chiefly responsible for leading the project to a successful outcome
17Stakeholder A person or group with an interest in the project
18Subproject A project within another project
19Task A project activity that has a starting and finishing point
20WBS Work breakdown structure; hierarchical organization of project phases, tasks and end
products
PROJECT MANAGER
PROJECT MANAGER – Skills and competences
A successful Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and consultants
engaged…provide leadership on the science capacity-building components…
work closely with research networks…provide regular and accurate management
reports…review the effectiveness and efficiency of systems, procedures, etc…
take a lead role in internal monitoring and evaluation…possesses the ability to
think critically and strategically about technical/administrative approaches and
issues…judgment: demonstrates a sound understanding of when to share
information and when to keep it confidential…the ability to undertake multiple
tasks concurrently…creates a Project environment that is inclusive of all cultures
and backgrounds… determines priorities soundly… result-oriented…
communication… responsibility… reliable… accurate… eye for detail…
leadership… teambuilding… conscious of the politics of organizations… resolves
conflicts…
A successful Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and

consultants engaged…provide leadership on the science capacity-building
components… work closely with research networks…provide regular and
accurate management reports… review the effectiveness and efficiency of
systems, procedures, etc…take a lead role in internal monitoring and
evaluation…possesses the ability to think critically and strategically about
technical/administrative approaches and issues…judgment: demonstrates a
sound understanding of when to share information and when to keep it
confidential…the ability to undertake multiple tasks concurrently…creates a
Project environment that is inclusive of all cultures and backgrounds…
determines priorities soundly… result-oriented… communication…
responsibility… reliable… accurate… eye for detail… leadership…
teambuilding… conscious of the politics of organizations… resolves
conflicts…
Under the leadership of the G&D Leader, the AWARD Project Manager will:
“ make sure pr
ojects get done
”
“communicator”
“facilitator”
conflicts…
Under the leadership of the G&D Leader, the AWARD Project Manager will:
Balance
Technical skills < > Behavioral skills
conflicts…
PROJECT MANAGER – Roles and responsibilities
‘MINDMAP’
PROJECT CYCLE
MANAGEMENT
PROJECT MANAGEMENT CYCLE
DREAM or
WISH
DREAM or
WISH
DREAM or WISH
DREAM or
WISH
Design
Plan
Execute
Finalise
DREAM or
WISH
Design
Identification & Specification
Plan
Execute The actual project
Finalise Every project has an end

DREAM or
WISH
Design
Monitoring & Evaluation
Plan
Execute
Finalise
DREAM or
WISH
Design
Plan
Execute
Finalise
Final evaluation to
collect lessons learned
INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It
may include some initial planning and estimating to clarify its objective and scope.
PLAN - This phase includes two distinct components; the development of plans that are
required as part of the proposal – core planning, and the plans to manage the implementation
of the project – facilitation planning.
IMPLEMENT . Implementation includes taking all necessary actions to ensure the activities in
the project plan are completed and the outputs of the plan are produced. Includes task
assignments and authorizations to execute plans.
MONITOR - Monitoring is about measuring the progress of a project against its objectives,
looking at deviations from the plan and deciding on corrective steps to put the project back on
track. It looks at the log-frame indicators and schedule and budget targets.
ADAPT - This phase refers to the process by which the project manager adapts its project
management methods from the insights and learning that was captured. It also refers to the
changes that need to be incorporated in the original processes, approaches, strategies and
methods planned to deliver the project interventions
CLOSE - The closing phase of the project is when the project has achieved the planned
objectives and all deliverables have been produced. The phase also includes the project
evaluation to see if the original objectives were achieved or not
INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It
may include some initial planning and estimating to clarify its objective and scope.
PLAN - This phase includes two distinct components; the development of plans that are
required as part of the proposal – core planning, and the plans to manage the implementation
Planning is important for:
of the project – facilitation planning.
• getting an overview of what needs to be done
IMPLEMENT • making sure youincludes
. Implementation don’t forget
takinganything
all necessary actions to ensure the activities in
• making
the project plan sure youand
are completed handle thingsofinthe
the outputs theplan
right
areorder
produced. Includes task
• being
assignments able to know
and authorizations to what theplans.
execute finish date is
MONITORWhen - Monitoring is about

Planning you measuring the progress to:
have the opportunity of a project against its objectives,
looking at •deviations
include from the plan
lessons and deciding
learned and bestonpractices
corrective steps to put the project back on
track. It looks
• at the log-frame indicators and schedule and budget targets.
inform others what is going to happen
•
ADAPT - Thisinform
phaseothers bythe
refers to why, whenbyand
process what
which the you willmanager
project need them forits project
adapts
• get
management reviews
methods fromfrom others to
the insights make
and sure
learning nothing
that is left out
was captured. It also refers to the
changes that need to be incorporated in the original processes, approaches, strategies and
methods planned to deliver the project interventions
CLOSE - The closing phase of the project is when the project has achieved the planned
objectives and all deliverables have been produced. The phase also includes the project
evaluation to see if the original objectives were achieved or not
TIPS
• Input from others; Experts, books, lessons
learned, Brainstorms, Cross-check, reviews
• Break big challenge down into small pieces
• Begin with the end in mind (S. Covey)
• Use risks as a guide – start with high
impact / high likelihood risks first
TIPS
• Focus on the shortest path to result / critical
path
• Visualize, display and repeatedly
communicate
• Search for buy-in from the ‘stakeholders’
• Prioritization; use action lists
3 PRINCIPLES
PROJECT MANAGEMENT – The three principles
1. PLANNING..
2. COMMUNICATION..
3. RISK MANAGEMENT..
1. PLANNING – the process of (1) defining what will

happen in the project, how it is prepared, by whom
and when, the cost and any dependencies. (2)
monitoring and adjustment.
2. COMMUNICATION – the process of (1) informing all

‘stakeholders’, beneficiaries, workers, colleagues,
sponsors / donors, media; (2) Getting and
maintaining buy-in of decisions makers;
(3) Listening.
3. RISK MANAGEMENT – the process of identification,

evaluation and mitigation of any project risk.
1. PLANNING – the process of (1) defining what will

happen in the project, how it is prepared, by whom
and when, the cost and any dependencies. (2)
monitoring and adjustment.
R S ’
P P E
2. COMMUNICATION – the process of (1) informing all
TO
‘stakeholders’, beneficiaries, workers, colleagues,
S
sponsors / donors, media; (2) Getting and
W
O
maintaining buy-in of decisions makers;
H
‘S
(3) Listening.
3. RISK MANAGEMENT – the process of identification,

evaluation and mitigation of any project risk.
1. PLANNING
Planning is bringing the future into the present so that you can do
something about it now” (Alan Lakein)
PROJECT PLANNING
Time
wasting 
Planning detail
 High risk;
plan more
Low high
Project complexity
PROJECT PLANNING
Time
wasting 
Planning detail
where there are:

 High risk;
Project complexity; can be defined as one
plan more
• Many tasks
• ManyLowdependencies high
• ManyProject
resources
complexity
PROJECT PLANNING – SMART objectives
Letter Major Term Minor Terms

S Specific Significant, Stretching, Simple
M Measurable Meaningful, Motivational, Manageable
A Attainable Appropriate, Achievable, Agreed,

Assignable, Actionable, Action-oriented[,
Ambitious
R Relevant Realistic,
Results/Results-focused/Results-oriented,
Resourced, Rewarding
T Time-bound Time framed, Timed, Time-based,
Timeboxed, Timely, Timebound, Time-
Specific, Timetabled, Trackable,
Tangible
Source: http://en.wikipedia.org/wiki/SMART_criteria
PROJECT PLANNING
Determine requirements ‘80% of p

lanning t
on gettin im
Collect the requirements in a g client o e is spent
Terms of Reference: requirem bjectives
ents’ and
1. Background
2. Objectives
3. Scope
4. Constraints
5. Assumptions
6. Reporting
7. Deliverables and Milestones
8. Cost Benefit
9. Finance
PROJECT PLANNING
Determine requirements Determine possible solutions
Collect the requirements in a Collect findings in a

Terms of Reference: Feasibility study:
1. Background 1. Objectives
2. Objectives 2. Scope
3. Scope 3. Success criteria
4. Constraints 4. Performance requirements
5. Assumptions 5. Impact on organization and
6. Reporting other systems
7. Deliverables and Milestones 6. Risks
8. Cost Benefit 7. Recommended solution
9. Finance 8. Alternative solutions
9. Cost benefit
PROJECT PLANNING
PROJECT PLANNING
Key elements of Project Schedules:

1. To communicate across the project team, client
and line management
2. Technical excellence will not compensate for non
communicating schedules
3. Poor layout can destroy schedules
4. Simplicity is essential
5. They must be updated
PROJECT PLANNING
Research
TASKS STRUCTURE
Material
development
Education
now
TIME
PROJECT PLANNING
PROJECT PLANNING
GANTT CHART (MICROSOFT PROJECTS)

= a type of bar chart that illustrates a project schedule, developed by Henry Gantt
PROJECT PLANNING
ANTT CHART
MICROSOFT PROJECTS)
Exercise
E Develop a planning
MIND MAPPING
from Darwin's
notebooks around
July 1837 showing his
first sketch of an
evolutionary tree
(Wikipedia).
MIND MAPPING
The Tree of Life as

seen by Ernst
Haeckel in the The
Evolution of Man
(1879) (Wikipedia).
MIND MAPPING
Modern highly
resolved Tree Of Life,
based on completely
sequenced genomes
(Wikipedia).
MIND MAPPING
Number associations (http://blog.iqmatrix.com/)

MIND MAPPING
MIND MAPPING
Google ‘wonderwheel’
MIND MAPPING
Neural network (www.tricitypsychology.com) /

Neuron injected neuron injected with a fluorescent dye (www.rikenresearch.riken.jp)
MIND MAPPING
PROJECT PLANNING
MINDMAPPING / MINDMANAGER
(WWW.MINDJET.COM)
PROJECT PLANNING
PERT chart for a project with five milestones (10 through 50) and six
activities (A through F). The project has two critical paths: activities B
and C, or A, D, and F – giving a minimum project time of 7 months with
fast tracking. Activity E is sub-critical, and has a float of 2 months.
PERT = Program Evaluation and Review Technique

PROJECT PLANNING
Advanced schedule networking:

 Network = an illustration of the interdependency of project
tasks
 Critical Path = the sequence of project network activities which
add up to the longest overall duration.
 Slack = spare or extra time on non-critical paths
 Time estimates: 1. Optimistic 2. Pessimistic 3. Most likely
 Expected time for a task = (Optimistic + Pessimistic + 4xMost
likely) / 6
 Expected time for a project = Sum of expected times along the
project’s critical path
PROJECT PLANNING
Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt
From numerous studies from1998 for traditional project management methods, only 44%
of projects typically finish on time, projects usually complete at 222% of the duration
originally planned, 189% of the original budgeted cost, 70% of projects fall short of
their planned scope (technical content delivered), and 30% are cancelled before
completion.
Using CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.
CCPM aggregates the large amounts of safety time added to many subprojects in project
buffers to protect due-date performance, and to avoid wasting this safety time through
bad multitasking, student syndrome, Parkinson's Law and poorly synchronized
integration.
Source: http://en.wikipedia.org/wiki/Critical_Chain_Project_Management
PROJECT PLANNING
Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt
From numerous studies from1998 for traditional project management methods, only 44%
Student
of projects syndrome
typically finish refers
on time,to the phenomenon
projects usually complete at 222% of the duration
that many people will start to fully apply
originally planned, 189% of the original budgeted cost, 70% of projects fall short of
themselves to a task just at the last possible
their planned
moment scopea(technical
before deadline.content
Thisdelivered),
leads toand 30% are cancelled before
wasting
any buffers built into individual task duration
completion.
estimates
Using CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.
Parkinson's Law: the demand upon a resource
tends to expand to match the supply of the
CCPM aggregates the large amounts of safety time added to many subprojects in project
resource
buffers to protect due-date performance, and to avoid wasting this safety time through
bad multitasking, student syndrome, Parkinson's Law and poorly synchronized
integration.
Source: http://en.wikipedia.org/wiki/Critical_Chain_Project_Management
PROJECT PLANNING
PROJECT PLANNING
E Design an action plan
ACTION ACTION TIMING BY WHOM

(1 to 3 words, DESCRIPTION (start and end (one name of
Actionable) (the action in date) person or
more detail; organization)
where, how
many, how
often)
PROJECT PLANNING
TIPS
• Use an attractive and fun planning tool
• Re-iterate the planning; review it days
later and ask input
• Phase your project
• ‘Plan to adapt the plan’
• Communicate the plan
PROJECT PLANNING
TIPS
• Use a ‘shadow plan’ (..)
• Reserve time for unexpected events
• Check prognosis at ¼ of a task and take
action
2. COMMUNICATION
To effectively communicate, we must realize that we are all different in the way we perceive
the world and use this understanding as a guide to our communication with others.
(Anthony Robbins)
COMMUNICATION
COMMUNICATION
Verbal communication: 7%
Nonverbal communication: 93%
(gesture touch body language posture facial expression eye contact
clothing hairstyles paralanguage voice quality emotion speaking style
rhythm intonation stress; 38% vocal tone and 55% body language and
other). Nonverbal messages can interact with verbal messages in six
ways:
• repeating,
• conflicting,
• complementing,
• substituting,
• regulating
• accenting/moderating
“Even if someone decides to say nothing they are still communicating“

and “Silence speaks louder than words”
COMMUNICATION
Project
sponsor
Steering
Media
committee
Project
Manager
Team
Suppliers
members
Depart- Benefi-
ments ciaries
COMMUNICATION
PROGRESS
Project
sponsor
Steering
Media
committee
DECISION-MAKING PR - ATTENTION
Project
Manager
Team
Suppliers
members
RESOURCES TROUBLESHOOTING
Depart- Benefi-
ments ciaries
RESOURCES INPUT
COMMUNICATION
Project
Project
Manager sponso
r
 Learn about the sponsor and their operation

 Build a sponsor relationship
 Understand sponsor problems and issues
 Explain your project methodology
 Listen 80% Talk 20%
 Avoid discussing detailed (technical) solutions
 Agree on next steps
COMMUNICATION
• Newsletters (e-mail / bulletin board)

• Progress reports; ‘report by exception’ (e-mail)
• Presentations / Discussion (face-to-face)
• Discussion one-on-one
And..
• ‘Management by walking around’

COMMUNICATION
Human factors that form the basis of control:

 Ownership, commitment and accountability
 Empowerment
 Team participation
 Measurement
 Coaching
COMMUNICATION
COMMUNICATION
Enthusiasm Chaotic
Rigid Structured
Core competence model, by D. Ofman

COMMUNICATION
Think ahead Rigid
Enthusiasm Chaotic Flexibility
Rigid Structured
Core competence model, by D. Ofman

COMMUNICATION
International differences:
• Direct vs. cautious
• Mother language
• Hierarchy
Interpretation differences
To do:
• Pro-active attitude
• Check assumptions; ‘over-communicate’
• Guidelines
COMMUNICATION
TIPS
• Know the people involved – meet them
personally
• Know the people who (1) support and
(2) oppose the project; keep a list
• Ask input and listen
COMMUNICATION
TIPS
• ‘Walk your talk’; be clear and honest in
your communication
• Focus on ‘effective communication’
(pink giraffe example)
• Effective and quick conflict resolution

• Keep the customer informed
(& inform one when one does not expect to be informed)
COMMUNICATION
TIPS
• When starting a new project; organize a
formal ‘kick-off’ to mark the start of the
project and clearly communicate the
anticipated end result
• Practice your negotiation skills
3. RISK MANAGEMENT
What should you do when a rhino charges you? Pay him!
&
Risks is feature of projects

RISK MANAGEMENT
IDENTIFY
EVALUATE
MITIGATE
RISK MANAGEMENT
The collection of any risk that

can impact on the project outputs;
external, financial, human resource,
organisational, responsibilities,
IDENTIFY policies, corruption, etc
Determine the severity of the

EVALUATE risk in (1) impact (2) likelihood.
MITIGATE
Determine any action to be taken;
(1) share (2) endure (3) avoid
(4) lessen
RISK MANAGEMENT
RISKLIST
RISK MANAGEMENT
TIPS
• Start the risk list during project planning

and maintain it throughout the project
• Listen to others (anyone) to collect risks
• Ask advice to mitigate risks
• Separate risks from issues

PROJECT
ORGANISATION
PROJECT ORGANIZATION
ADRESSING:
 Who is in which role; a person can be in more

than one role, but what about conflicting interests.
 Clarity of roles and responsibilities
 Involving the experts
 Get buy-in
 Internal communication of the project (change)
 Determined who reports to who and how
problems are reported and managed
 Agree on project tools and how to use them
PROJECT ORGANISATION – Organisational diagram - Basic
PROJECT ORGANISATION – Organizational diagram - Functional
General
Manager
Manager Manager
Dept. A Dept. B
PROJECT ORGANISATION – Organizational diagram – Product or Project
General
Manager
Manager Manager
Product A Product B
PROJECT ORGANISATION – Organizational diagram – Project Oriented Organizations
General
Manager
Manager Manager
Dept. A Dept. B
Project
Team
PROJECT ORGANISATION – Problem solving; the escalation mechanism
3
2
1
Solve problems at the lowest possible level;

if unsuccessful use the escalation mechanism
PROJECT ORGANISATION – Responsibility chart
 - Approve
 - Must be notified
 - May be consulted
 - General management responsibility
Project manager Team member x

Task 1  
Task 2  
Task 3  
Task 4  
Also for: change control procedures, communications, personnel skills, etc

RESOURCE
PLANNING
RESOURCE PLANNING
Capacity planning: Mapping the project plan to

availability of resources
Week 1 Week 2 Week 3

(hours) (hours) (hours)
John 40 40 40
Sarah 32 24 0
Peter 32 8 8
RESOURCE PLANNING
100%
(and sickness,
leave,
Expertise Y
unforeseen)
Weeks
RESOURCE PLANNING
Rational Unified Process

E Human resource planning
NAME WEEK 1 WEEK 2 WEEK 3

RESOURCE PLANNING
TIPS
• Plan & check availability and iterate

(verify) with resource manager
• Approach people personally to counter-

check (nobody else will)
• Inform all stakeholders of what is

expected and by when and update them
on changes
PROJECT SCOPE
MANAGEMENT
PROJECT SCOPE MANAGEMENT
Scope: The sum total of all of its products and

their requirements or features
‘Scope creep’:
START
START
START
Exercise
BUDGET
MANAGEMENT
BUDGET MANAGEMENT
1. After project planning; make financial outline

2. A budget form a baseline to measure against
3. Make sure you have financial commitment and
have some idea of how much additional /
contingency budget is available
4. Report regularly on the summary
I Initial Budget
II Project finances against budget
III Financial reporting
BUDGET MANAGEMENT – Initial Budget
BUDGET MANAGEMENT – Initial Budget
BUDGET MANAGEMENT – Project control
BUDGET MANAGEMENT – Project control
CONTROL
}
MANAGING QUALITY
MANAGING QUALITY
Budget
Quality Schedule
MANAGING QUALITY
DREAM or
WISH
Design
Plan
Execute
Finalise
Final evaluation to
collect lessons learned
PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation
Vision
Mission
Objectives
Outcomes
Output
Activi
-ties
Vision  ‘Dream’ / Ideal world
 What we can be held

Mission
accountable for
 SMART goals
Objectives
 Answers ‘so what’, direct
Outcomes result from outputs
 Immediate results
Output
 Formulated SMART, basis
Activi for the plan

-ties
Vision  ‘Dream’ / Ideal world
 What we can be held

Mission
accountable for
 SMART goals
Objectives
 Answers ‘so what’, direct
Outcomes result from outputs
 Immediate results
Output
 Formulated SMART, basis
Activi for the plan

-ties
INPUTS
PROJECT DELIVERY
& POST-PROJECT
PROJECT DELIVERY
 ‘Plan the end date’ (it is a project and therefore ends)

 Inform stakeholder in advance and sharing the success
 Be careful with showing and sharing preliminary results
documents
 Make sure you can deliver what you promised and what is
expected
 Evaluate, round-up and clean-up
 Work on follow-up / last elements / manage overlaps with
new projects
TIPS ‘N TRICKS
PROJECT MANAGEMENT – Tips ‘n Tricks
TIPS
• Ensure a clear project description;

what will the project deliver?
• Never assume;
even verify your own communication
• Focus on teamwork; involve the team

members, do it together
TIPS
• Start and maintain a to-do list; and

prioritize the actions
• Check planning estimates; e.g. ask a

senior PM to countercheck
• Keep a paper trail; decisions, approvals,

meeting minutes
TIPS
• Work out what your escalation

mechanism is and remember to use it
• To quickly become a better PM use self-

assessments, evaluations and 360º’s
• Spend 80% of your time listening and 20%

of you time talking
TIPS
• Manage your project management files

neatly, preferably using a hierarchy
• Use workshop efficiently to get input and

buy-in; learn and try the various
techniques
• Use your gut feeling, when in doubt; use

a project health check form
WEBTIPS
• Wikipedia
http://en.wikipedia.org/
Definitions, examples, hyperlinks
• Project Management 4 Development

http://www.pm4dev.com/
Free project management resources and distant learning
• Project Management Institute

www.pmi.org
More information on project management and certification
• Google..
BOOKTIPS
• Guide to Project Management; Achieving lasting benefit

through effective change, Paul Roberts, 2007, The
Economist
• Project Management For Dummies, Stanley E. Portney
• Fundamentals of Project Management. A modern

methodology to manage development projects for
international assistance and humanitarian relief
organizations. PM4DEV, October 2007 – more on
internet
Thank You

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PRACTICAL

 M.SC. Engineering - University of Engineering & Technology,

 Senior Project Manager Green Group Pvt. Ltd.

 Cluster Manager Automotive-Cluster Development Initiative

 Manager Initiatives & R&D, PIDC

 Deputy Director (Tech), TEVTA

 Deputy Director (Tech), PITAC

E ‘Grand collection of projects’

• A project has a beginning and an end

Project is therefore not the same as a

Change is not made without inconvenience, even from worse to better

The art of getting things done through other people

Project is a single, non-repetitive enterprise. It is usually undertaken

Project is a single, non-repetitive enterprise. It is usually undertaken

E WHICH IS THE MOST IMPORTANT

1. Setting up an VCT centre

1. Setting up an VCT centre

A successful Project Manager will:

A successful Project Manager will:

…plan and manage the day-to-day delivery…supervise the staff and

Finalise Every project has an end

MONITORWhen - Monitoring is about

1. PLANNING – the process of (1) defining what will

2. COMMUNICATION – the process of (1) informing all

3. RISK MANAGEMENT – the process of identification,

1. PLANNING – the process of (1) defining what will

3. RISK MANAGEMENT – the process of identification,

where there are:

Letter Major Term Minor Terms

M Measurable Meaningful, Motivational, Manageable

A Attainable Appropriate, Achievable, Agreed,

Determine requirements ‘80% of p

Determine requirements Determine possible solutions

Collect the requirements in a Collect findings in a

Key elements of Project Schedules:

GANTT CHART (MICROSOFT PROJECTS)

The Tree of Life as

Number associations (http://blog.iqmatrix.com/)

Neural network (www.tricitypsychology.com) /

PERT = Program Evaluation and Review Technique

Advanced schedule networking:

Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt

Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt

E Design an action plan

ACTION ACTION TIMING BY WHOM

“Even if someone decides to say nothing they are still communicating“

 Learn about the sponsor and their operation

• Newsletters (e-mail / bulletin board)

• ‘Management by walking around’

Human factors that form the basis of control:

Core competence model, by D. Ofman

Think ahead Rigid

Enthusiasm Chaotic Flexibility

Core competence model, by D. Ofman

• Effective and quick conflict resolution

Risks is feature of projects

The collection of any risk that

Determine the severity of the

• Start the risk list during project planning

• Listen to others (anyone) to collect risks