WELCOME TO eMDP ON PROJECT MANAGEMENT.

Projects Portfolio potential

Client Base

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Projects examples..
Green Construction and Sustainable
Practices

Infrastructure Projects

Commercial International Projects

Residential Projects

Time to Have Formal

Training In
Project Management

Do All these as soon as possible with no errors ???

Stakeholder management

Date

Session 1

Session II

14 Nov

Introduction to Project Management Challeges of Mordern uncertain

world of Projects (Prof. Rupesh Pati)

Project Life Cycle management and Project Selection (Prof. Rupesh Pati)

21 Nov

Project Financial Appraisal: NPV, BCR, IRR, ARR, ERR Approach

etc., estimation of cash flows, real options (Prof. Abhilash)

Project Financial Appraisal: NPV, BCR, IRR, ARR, ERR Approach etc.,
estimation of cash flows, real options (Prof. Abhilash)

28 Nov

Market Appraisal: Aligning Projects with Business Strategy (Prof. Joffi

Thomas)

Project Communication Management (Prof. Anupam Das)

05 Dec

Social cost benefit analysis in Projects (Prof. K. Balooni)

Social cost benefit analysis in Projects (Prof. K. Balooni)

12 Dec

Market Appraisal: Projects and Delivery of Customer Value; Case:

(Prof. Joffi Thomas)

Case, Defining the project (Prof. Rupesh Pati)

19 Dec

Project Team building & Change Management (Prof.S Jayavelu)

Project Team building & Change Management (Prof.S Jayavelu)-

26 Dec

Project organizations & Leadership (Prof.Surya Prakash Pati)

Developing Project Plans

02 Jan

Developing Project Plans - Case: Develop WBS for any of your

Project (Prof. Rupesh Pati)

Developing Project Plans-II (Prof. Rupesh Pati)

09 Jan

Project Costing (Prof. KK Ramesh)

Project Costing (Prof. KK Ramesh)

10

16 Jan

Project Time & Cost estimation, Working with MS project (Prof.

Rupesh Pati)

Project Time & Cost estimation, Working with MS project (Prof. Rupesh
Pati)

11

23 Jan

Negotiations and Conflict Management (Prof. Manoranjan Dhal)

Negotiations and Conflict Management (Prof. Manoranjan Dhal)

12

30 Jan

Case: A& D High Tech, Project Resource Management (Prof. Rupesh

Pati)

Case: A& D High Tech, Project Resource Management (Prof. Rupesh Pati)

13

06 Feb

Reducing Project Duration, Critical chain project management (Prof.

Rupesh Pati)

Reducing Project Duration, Critical chain project management (Prof. Rupesh

Pati)

14

13 Feb

Project Risk Management Case: Schmidt Co. &Jet Propulsion Case

(Prof. Saji Gopinath)

Project Risk Management Case: Schmidt Co. &Jet Propulsion Case (Prof.
Saji Gopinath)

15

20 Feb

Project Stake Holder Management (Prof. Joffi Thomas)

International Project Management, Case: Dhabol Power Project (Prof.

Rupesh Pati)

16

27 Feb

Project Evaluation/ monitoring , (Prof. Rupesh Pati)

Project Control Systems, Case: Turner Construction Company, (Prof.

Rupesh Pati)

17

06 Mar

Project Quality Management (Prof. Saji Gopinath)

Project Procurement management (Prof. Saji Gopinath)

18

13 Mar

Project Contract Management (prof. Lionel)

Project Contract Management (prof. Lionel)

19

20 Mar

Software Project Management (Models and Framework) (TBD)

Software Project Management (Models and Framework) (TBD)

Case: Teradyne Corporation: The Jaguar Project Case, Adaptive

Project Audit and Closure (Prof Saji Gopinath)

eMDP on Project Management

60 Hrs eMDP
Focus on General Project Management
Focus on Software Project Management
3 Hrs per week : 6.45-9.45pm on Friday
Period: Nov. 14 to May first week
(tentatively)

Important Program Details

Participation Certificate (mentioning 60 hrs program) and also
the hours attended (necessary for PMP exam)
Faculty Contact: Dr. Rupesh Kumar Pati
Email: rupesh_pati@iimk.ac.in
Contact Person
Mr. Mishrija (hughes representative)
e-mail : abdul.ahad@eduspire.in
IIMK MDP office: Mr. Shaji (aaomdp@iimk.ac.in)- 04952809208

Rules: Chat & Participation

Methodology
Combination of Lectures, case Studies, Presentations &
Exercises

Course material Book & cases in hard copy. Other study

material as well as presentations will be shared through your
eduspire Learning Management system (LMS).

Case Assignments over LMS or e-mail as specified by

individual faculty

Text Books

Project Management:
The Managerial Process
4th Edition

INTRODUCTION TO
PROJECT MANAGEMENT

IMPACT ON PROJECT MANAGER

Do you have
projects are they
driving you crazy?

Did he understand Project &

Project Management Process
????

Synergy of Strategic & Project Management

With Changes in the Organizations Mission & Strategy

Project managers must respond to changes with appropriate
decisions about future projects and adjustments to current
projects.
Project managers who understand their organizations strategy
can become effective advocates of projects aligned with the firms
mission.

Why Project management today???

Project managers offer proven methodologies to tackle new initiatives and solve
problems so companies can reach their goals and thrive in the face of todays
tough business challenges.

The Anderson Economic Groups 2008 employment study stated that project
manager jobs are projected to increase at a brisk pace in coming years. In fact,
the study indicated an average of 1.2 million project management positions
would be filled each year through 2016.

According to a 2011 salary survey conducted by the Project Management

Institute, the median base annual salary for project managers in the United
States was $105,000.

project managers rely on critical thinking and problem-solving skills,

outstanding planning and organizational skills, and top-notch communication
skills. They must also be good at managing people, flexible enough to deal with
change on-the-fly, and able to forecast and mitigate risks.
(http://www.sixsigmadaily.com/jobs/project-manager-job-description)

Why Project Management has become ***

Project Management
Professional - PMP

Compression of the product life cycle

Global competition
Knowledge explosion
Corporate downsizing
Increased customer focus
Small projects that represent big problems

Changing Role of customer..

Increasing Relevance of Projects?
Project Management and Management by Projects
Change in Customer Requirements
Project as a process Structure
Projects

But.

Variety

What is a Project?
A project is a:
Complex,
non-routine and
one time effort
limited by time, budget, resources & performance spec.

PURPOSE
To accomplish some objective or goal

STRUCTURE
A set of interrelated jobs whose accomplishment leads to the completion
of the project
Jobs or activities consume time and resources and are governed by
precedence relations

What is a project?
A Project is an agreed upon set of
resources and activities that have
been designed to produce
predetermined outputs within a
given budget and time limit
A Temporary endeavor undertaken to create a unique product or service
(Project Management Institute, 2000)

Te r m
temporary
endeavor
to create
unique
product

Me ans that a Pr oje ct

Has a beginning and end
Involves effort, work
Has an intention to produce something (project
"deliverables"
One of a kind, rather than a collection of identical items

objects,
includeand
things
like
A Project Tangible
is an agreed
uponbut
set could
of resources
activities
that
computer software, film or stage works
have
been
designed
to produce
predetermined
within
a
service
Might include
the establishment
of outputs
a day-care
center,
for
instance,
but not its daily operations.
given budget
and
time limit

Features of Projects

Part of programs
Multi-disciplinary
Well defined collection of jobs
Generally non-repetitive, one time effort
Jobs interrelated through precedence
Jobs consume time and resources
Constant pressure of conformance to
time/cost /performance goals
Conflicts
Coordination needed between individuals,
groups & organizations

What is true with most projects?

Around ____% of projects face Mgmt.
JNNURM (Projects in Indore
problems

Most of the projects (10) undertaken by MoUD & MoUEPA

Time over run Under JNNURM had exceeded the estimated cost
Of Rs 476.3 crores. Likely to cross scheduled
Scope creep
Date of completion
Premature closure Hindustan Times, Apr 26,2008
Projects
funded(post
by theproject
World Bank
Poor
quality
evaluation)
On average, operations evaluated in 2004 took 37 percent longer
Cost
escalation
to implement
than originally scheduled,
down from
48
percent in
2003,
Of the
projects
inof$0.5-$3mn
range
IT
Challenges
resource
mismatch
& utilisation
and 54 percent in the 1989-99."
92% went over
schedule.
"Evaluation Results for 2004,"
Among
projects
planned
to takeWorld
moreBank, 2005
Operations
Evaluation
Department,
than 1 year 86% went over schedule
(KPMG-2001)

Standish Group Report

Why?

Adapted from: Project Management in India: Insights from Six Key Sectors

Economic Times, March- 2009

Times of India,NewDelhi, April 8, 2010

Major Reasons for Failure

(Standish Group 2004)

.. What has become clear people and process have

greater effect on project outcome than technology !

Critical success factors for software projects: A comparative study

Mohd Hairul Nizam Nasir and Shamsul Sahibuddin
Scientific Research and Essays Vol. 6(10), pp. 2174-2186, 18 May,
2011

Reasons For Project Delays in India

(PMI)

Challenges and Constraints in Projects

(Indian Scenario)

Adapted from: Project Management in India: Insights from Six Key Sectors

Major reasons for schedule and cost overruns across

Indias major sectors infrastructure projects.
(The KPMG in India - PMI study 2012 )
some projects are impacted due to external factors which are
beyond the control of the implementing agencies such as land
acquisition, regulatory approvals, etc.,
majority of projects are delayed by factors which can be
controlled at the project level through proper planning and
project management.
Dearth of skilled project managers
Frequent changes in design and weak procurement planning,

Reason for Project Delays in India

(FICCI & PMI, May 2011)

KPMG Point of View (2010)

Why these Challenges

Multiple Projects
Complexity
Conflicting objectives
Due Date (time)
Budget (cost)
Content (quality/scope)

Project
Overload

What is Managed in Project Management?

STRUCTURED
PROJECT
MANAGEMENT
Performance Targets,
METHODOLOGY
Cost Targets,

Time Project Targets

What is Project Management?

Project management is the application of knowledge, skills,

tools and techniques to project activities in order to meet or
exceed stakeholder needs and expectations from a project.
Project Management Institute, 2000
By providing tools to aid in :
task sequencing,

Project
Management
is a process and this process
dependency
analysis,
saves you from the nightmare of project failure.
resource allocation, scheduling, etc.

Project
management
is atoscience
or art?
Finally,
track progress relative
plan

BOTH

Why Need Project Management?

Complex project needs coordination of:
Multiple people
Multiple resources (labs, equipment, etc.)
Multiple tasks some must precede others
Multiple decision points approvals
Phased expenditure of funds
Matching of people/resources to tasks

Motivation
Complexity of Projects
Implementation vs Planning
Conceptualising Project : Involvement
of implementers
Developments in Project Management
Computerised Systems
New concepts in Proj. Mgmt like TOC

Time & Cost Overruns

Increasing Risk

RETHINKING WAYS WE EXECUTE PROJECTS..

Adapted from: Project Management in India: Insights from Six Key Sectors

Adoption Level of
Best Project Management Practices

Why an MDP in Project Management

Project Management is a Complex Function
Technical skills
Soft skills communication, negotiation, team work etc..
Effective use of sophisticated methodologies

Risk in Projects
Uncertainty about the results
Time, Cost Overrun
Commitment of resources

Project Management and Knowledge Management

could everything be done twice, everything would be done better
Effective ways of managing the change

Project Management Framework

Role of Project Managers in Project Mgmt.

The Project Manager Manages temporary, nonrepetitive activities and frequently acts independently
of the formal organization.
Marshals resources for the project
Provides direction, coordination, and integration to the project team
Manages a diverse set of project stakeholders
Dependent upon others for technical answers
Is responsible for performance and success of the project
Must induce the right people at the right time to address the right
issues and make the right decisions.

Skill Sets for a Project Manager

Change
Mgmt
Handling
Uncertainty

Team
Work

Projects

Providing
Flexibility

Investment
Mgmt

Focus&
Commitment

Thankyou

A project is complete when it starts working

for you, rather than you working for it.