project management guide by workmonk

7/31/2019 Project Management Guide by Workmonk

http://slidepdf.com/reader/full/project-management-guide-by-workmonk 1/151 Guide to Proje

Project

By

ct Management by WorkMonk.com

A

uide To

anageme

orkMonk.com

t



This PDF is Do

WorkMonk is an Outsourci

for businesses all over the w

and service providers with z

As a Client you get dedica

including reporting, com

vendors.

You can use WorkMonk t

1. Outsource your Work. K

backend work.

2. White Label WorkMonk

your local market.

What Kind of work Work

Web Development, Softwar

SEO/SEM/SMO, Copywriti

Legal Outsourcing and man

http://workmonk.com/all_se

So go ahead and post the w

[email protected] or c

Chat with us option on the s

Feel free to use the informat

commercial /commercial pu


nloaded from WorkMonk.com

g Project Management and Quality Con

orld, so you can work with highly skille

ero risk.

ed Project Managers who manages all

unication and splitting the work to va

–

ep your core competency and let Work

work and services and resell it to your cli

onk can do ?

e Development, Mobile Development,

ng, Analytics, Business Intelligence, Dat

more. You can see all the WorkMonk

rvices

rk at WorkMonk.comfor Free or drop u

ntact/call us from http://workmonk.com

ite to talk to us.

ion and distribute this pdf and use the co

rpose.

rol platform

freelancers

the work

ious

onk do all the

ents and in

a Mining,

ervices at

an email to

contact or use

ntent for non-



Contents

1. An Introduction to Project Ma

2. Project Phases & Project Life

2.1. Project Life Cycle Stag

3. Project Stakeholders...............

3.1. Roles & Responsibilitie

4. Key General Management Skil

5. Project Processes....................

6. Process Groups.......................

7. Defining Project Scope Manag

7.1. Scope Statement .........

7.2. Creating the Work Bre

8. Estimating Cost and Developin

8.1. Cost Estimating Inputs

8.2. Estimating Activity Dur

8.3. Analyzing Cost Estimati

8.4. Cost Budgeting............

8.5. Developing the project

8.6. Earned Value Manage

9. Creating the Network Diagra

9.1. Precedence Diagram

9.2. Arrow Diagramming M

9.3. Conditional Diagrammi

10. Creating the Project Schedule

10.1. Applying Mathematical

10.2. Examining the Project

11. Project Integration Managem

12. Project Quality Management..

12.1. Implementing Quality

12.2. Charting Quality Contr


nagement ..................................................................

ycle............................................................................

s.................................................................................

...................................................................................

s of a Project Manager ..............................................

ls................................................................................

...................................................................................

...................................................................................

ement ........................................................................

...................................................................................

kdown Structure ......................................................

g Budget....................................................................

...................................................................................

ations.........................................................................

ing Results..................................................................

...................................................................................

Budget ......................................................................

ent ...........................................................................

..................................................................................

ethod ........................................................................

ethod.........................................................................

ng Method ................................................................

...................................................................................

l Analysis....................................................................

chedule.....................................................................

nt ..............................................................................

...................................................................................

ontrol .......................................................................

l ................................................................................

...........................5

...........................5

...........................5

...........................6

...........................6

...........................7

...........................7

...........................8

...........................8

...........................8

...........................9

.........................10

.........................10

.........................10

.........................10

.........................10

.........................10

.........................11

.........................11

.........................11

.........................11

.........................11

.........................11

.........................12

.........................12

.........................12

.........................12

.........................13

.........................13



12.3. Evaluating Quality Cost

12.4. Implementing Quality

13. Project Human Resource Man

14. Project Communications Man

15. Project Risk Management.......

15.1. Analyzing Identified Ri

15.2. Risk Management Met

15.3. Responding to Identif i

15.4. Iterative Risk Manage

16. Why Projects Fails?.................


s.................................................................................

ssurance...................................................................

agement.....................................................................

gement .....................................................................

...................................................................................

ks...............................................................................

hods...........................................................................

d Risks.......................................................................

ent ............................................................................

...................................................................................

.........................13

.........................13

.........................13

.........................14

.........................14

.........................14

.........................15

.........................15

.........................15

.........................15



The primary purpose of this documentproject management.

1. An Introduction to ProjProject Management is the supervisioProject management includes work prtradeoffs among the scope, quality,needed to complete the project, whiltasks.Project Management is comprised of t

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Risk Management

Project Quality Management

Project Procurement Management

Project Human Resource Management

Project Communications Management

2. Project Phases & ProjecProjects are temporary endeavors toBetween the project launch and the cwill have its deliverables. A project phcompleting the project one phase at ahave several phases to complete from

so on. Each project will have its own lphase allows a project to move into thThe collection of the project phases,beginning, middle, and end of a projecycle than nearing its end.

2.1. Project Life Cycle StagInitiating: When a project is proposed,Planning: Starts after the initial comthe entire detailed plan.Executing: Includes authorizing, executdeliverables.

Closing: All activities after customer arecognized, and contribut ions are rew


is to provide a basic reference to anyone who is interest

ct Managementn and control of the work that is required to completocesses that initiate, plan, execute, and close work. Woost, and schedule of the project. The project team cthe project manager schedules, monitors, and control

e following nine knowledge areas:Project Management Knowledge Areas

Focuses on project plan development and execution.

Deals with the planning, creation, protection and fulfillment

Covers activities, their characteristics, and how they fit into th

Concerned with the planning, est imating, budgeting, and cont

Focuses on risk planning, analysis, monit oring, and control.

Centers on quality planning, assurance and control.

Involves planning, solicitation, contract administration, and c

Focuses on organizational planning, staff acquisition, and t ea

Details on how communication can be improved.

Life Cyclecreate a unique product or service. All projects must

oveted end date, project will pass through multiple phse allows a project manager to see the project as a whtime. Consider a project to create a new electronic gadconcept to completion: product description, prototype,

gical phases to completion, goals and deliverables andnext phase.

as a whole, is known as the project life cycle. Projectt. Projects have a greater risk and uncertainty in the ea

splanned at a high level, and key participants, commit toitment, includes detailed planning, and ends when all

ing, monitoring, and controlling work until the custome

ceptance to ensure project is completed, lessons are lerded.

ed in understanding

the project vision.rk processes requirearries out the workthe various project

f the project scope.

e project schedule.

rol of costs.

ntract closeout.

development.

have an end date.ses and each phasele and still focus onget. This gadget willrevision, testing and

the completion of a

ife cycle define thely phases of the life

it in broad terms.stakeholders accept

accepts the project

rned, resources are



Fig 1: Project Life Cycle Stages

Fig 2: Project Life Cycle for Quality Im

3. Project StakeholdersStakeholders are those folks and orgaoutcome – in other words, people, grothe project.

Project Manager PerProject Customer PerPerforming Organization EntiProject Team CollProject Sponsor Has

resp

3.1. Roles & Responsibili tiThe project manager has primary recompletion. To succeed, the projectresources are applied. The project msuccessfully completed on time and wiResponsibilities:

Implement project policies an Acquire resources through ne


rovement Projects

nizations who are actively involved in the project, or wups, businesses, customers, and communities that have

Key Project Stakeholders

on who is accountable for managing the project.on or group that will use the project deliverable.y that employs the people responsible for completing tction of individuals that will work together to ensure suthe power to authorize and sanction the projectonsible for project success.

s of a Project Managersponsibility for the quality of a project’s deliverableanager must work closely with the project owner to enager also has responsibility for planning and ensurinhin budget.

d proceduresotiation with project owners and resource managers.

ill be affected by itsa vested interest in

e project work.cess of the project.ork and is ultimately

and its successfulsure that adequatethat the project is



Ensure adequate technical pr Establish and maintain quality Identify and procure tools to Monitor project progress agai Ensure resources are focused Engage with management to

4. Key General ManagemeThere is more to project managememanagement are general managemenlevel of efficiency and control.

Leading the project team Excellent communication skill Negotiating project terms and Active problem solving Influencing the organization

Matrix Organization & Composite Org

Organizational Type Pros

Strong Matrix Project teamfrom 50 to 9manager hamodel provid

Balanced Matrix The projectauthority wiallows efficie

Weak Matrix The project

authority an

Composite Ideal forprojects, sucon the projefunctional m

5. Project ProcessesProcesses are a series of actions with

activities, but the control of individualThere are two types of processes:Product Oriented Processes: These prother words, product oriented procesThe processes within a project are uniProject Management Processes: Theactivities comprise the bulk of the projprojects from construction to technolo


ficiency to meet project requirements and arrange for tin project.e used on the project.

nst schedule and budget plansand raise concerns as appon correct activities.nsure project awareness and prompt issue resolution.

nt Skillsnt than just getting the work done. Inherent to thet skills that allow the project manager to complete th

conditions

anization

Cons

may be assigned to a project90% of its duration. The project

a high level of authority. Thises good communication

Competition amongexists. Overall costsdue to redundant aamong projects.

manager has balanced projectith management. This modelnt use of functional resources.

The functional manamanager may battlemembers’ time. Projthey are reporting to

manager has little project

acts as a project coordinator.

The project is mor

functional departmea separate activitresources may be dimany projects at onc

organizations with recurringh as manufacturing. Everyonect knows who is in charge: thenager.

The project managerauthority and mayproject expeditor.

a common, parent goal, to create a result. Processes ar

activities to complete a project phase.

ocesses are the activities that complete a project’s phses within a project complete phases, which in turn cue to each project.se processes are the activities that are universal toect management body of knowledge and these processgy.

aining.

ropriate.

process of projectproject with some

project teams stillmay also increasedministrative staff

er and the projectfor project teamct team may feel

multiple bosses.e a part of the

t operations than. Project teamided amongst too.has little projectbe known as a

e not the individual

se and life cycle. Inmplete the project.

all projects. Theses are common to all



The two process types are interrelateproduct oriented processes in order tproject manager should be familiar wiconstruction in order to effectively app

6. Process GroupsThe process groups are a collection ofmanagement life cycle. The output ofThe following are five project manageInitiating: The project is authorized.Planning: Project objectives are deterExecuting: The project is executed utiliControlling: Project performance is mdesign specifications and requirementClosing: The project and its various ph

7. Defining Project ScopeProject scope management constitutethe work required, to complete the pr

It defines what work is neede It determines what is include It serves as a guide to determi It serves as point of reference It guides the project manager

Thefollowing table lists the inputs, too

Inputs

Product DescriptionProject Charter

ConstraintsAssumptions

7.1. Scope StatementThe scope statement is a document tproject objectives. The scope statemethe point and purpose of the projectmade to determine if proposed changThe scope statement, may, with adeqreferences the following:Project Justif ication: Identifies the busProject’s Product: The scope statemen

Project Deliverables: The high-levelpredefined metrics are met, signal thwhat deliverables are excluded from tstate that it is not including the packaas part of the project deliverables shoProject Objectives: Project objectivesare typically cost, schedule, and qualitthe project, as the metric “ customer s


d and interdependent. Thus, a project manager mustapply the project management processes. To use a re

th both how a house is constructed and the various phly the project management processes.

activities that contribute to the control and implementne process group will act as input for another process grent process groups:

ined, as well as how to reach those objectives with thezing acquired resources.onitored and measured to ensure the project plan is be.ses are brought to a formal end.

anagements the processes that the project includes all of the wor ject successfully. Project Scope Management has sever

to complete the project objectives.in the project.

ne what work is not needed to complete the project objfor what is not included in the project.on decision to add, change, or remove the work of the pls and techniques, and outputs of scope planning.

Tools and Techniques Outputs

Product Analysis Scope StatemenBenefit/Cost Analysis Supporting Deta

Alternat ives Ident ificat ion Scope ManagemExpert Judgment

at describes the work, and only the required work, net establishes a common vision among the project stak

work. It is used as a baseline against which all futures or work results are aligned with expectations.ate reason, be updated to reflect changes in the project

iness needs of the project. It answers why the project ht reiterates the details of t he project product.

eliverables of the project should be identified. Theset project scope has been completed. When appropriat

he project deliverables. For ex: a project to create a neing of the food product as part of the project. Items anld be assumed to be excluded.are specific conditions that determine the success of ametrics. Vague metrics, such as customer satisfaction,

tisfaction” is subjective and not quantified.

e familiar with theal world example, ases involved in that

ation of the projectoup.

iven constraints.

ing implemented to

required, and onlyl purposes:

ectives.

roject.

il

ent Plan

cessary to meet theholders to establishroject decisions are

work. It includes or

s been authorized.

deliverables, whene, it should also list

food product mayfeatures not listed

project. Conditionsincrease the risk for



The following table depicts the Inputs,

Inputs To

Scope Statement WConstraints DeAssumptionsOther planning outputs

Historical information

7.2. Creating the Work BreThe Work Breakdown Structure (WBS)work. A WBS breaks down into a dcannot complete the activity alone.individuals close to the work and will bThe smallest element in the WBS is cpackages.

Fig 3: A sample WBS for a technology

Some essential elements about the W Serves as the project scope b One of the most important pr Serves as the foundation for p Visualizes the entire project. Work not included in the WB Builds team consensus and bu Serves as a control mechanis Allows for accurate cost and ti Serves as deterrent to scope c

WBS is an input to five core processes:

PM Activities

Planning

Meetings

Schedule

Budgeting

Training

Development

Courseware

WBT

Handouts

Classes

W

Cost

Estimatin

Cost

Budgeting


Outputs and Tools and Techniques of Scope Definit ion

ls and Techniques Outputs

rk Breakdown Structure template Work Breakdowomposition Scope statemen

akdown Structureis an organized collection of the project deliverable to bliverable-oriented collection of manageable pieces. T

The input and guidance of the project team is require completing the actual activities within the project phalled the Work Package. WBS also identifies the relatio

project

S:seline.oject management tools.lanning, estimating, and project control.

is not part of the project.y-in to the project.to keep the project on track.

ime estimates.hange.

OSRollout

Testing

Planning

Scenario

Simulations

Pilots

Lab

Rollout

IT Dept

Sales

AA's

Education

HR

Accounting

Documentation

Courseware

Operations

Versioning

Issues

KnowledgeManagement

S

esource

Planning

Risk

Management

Activity

Definition

n Structuret updates

e created by projecte project managered as they are thees.ship between work


http://slidepdf.com/reader/full/project-management-guide-by-workmonk 10/15


http://slidepdf.com/reader/full/project-management-guide-by-workmonk 11/1511 Guide to Proj

8.6. Earned Value ManageIt is the process of measuring performPlanned Value (PV): It is the work schehas a budget of $10,000 and month sialso known as Budget Cost of Work ScEarned Vale (EV): It is the physical woproject has a budget of $10,000 and tis $2,500. EV is also known as BudgeteActual Cost (AC): It is the actual amobudget of $10,000 and $5,000 has beknown as Actual Cost of Work Perform

9. Creating the Network DiA network diagram shows the relatiocompletion. A network diagram visucomplex to easy to create and configur

9.1. Precedence DiagramThe PDM is the most common methonodes, and connects the boxes withpackages.

Relationships between activities in a PFinish-to-Start (FS): It means task A mu

Start-to-Start (SS): It means Task A muFinish-to Finish (FF): It means Task A mStart -to-Finish (SF): It requires that Tas

9.2. Arrow DiagrammingADM approach uses arrows to represeto-start relationships. ADM is an exam

9.3. Condit ional DiagrammCDMs are more complex and structureand review technique (GERT). Theseprobabilistic clarification of work pack

10.Creating the Project SchCreating the project schedule is partnetwork diagram and the accuracy of tscope in the shortest amount of time p

Start

ect Management by WorkMonk.com

entnce of project work against a plan to identify variances.uled and the authorized budget to accomplish that worrepresents 50% of the project work, the PV for that m

edule (BCWS).rk completed till date and the authorized budget for the work completed till date represents 25% of the entireCost of Work Performed (BCWP).

unt of monies the project has incurred till date. For een spent on the project ti ll date, then the AC would bed (ACWP).

agramnship of the work activities and how the work will pralizes the project work. These diagrams can vary fre.

ethodof arranging the project work visually. It puts the acti

arrows. The arrows represent the relationship and de

M constitute one of four dif ferent types:st be completed before Task B.

t start before Task B can start.ust complete before Task B does.k A to start so that Task B may finish.

ethodnt the activities. The arrows are connected on nodes. Ale of Activity-on-Arrow (AOA) networks.

ing Methodthan ADM or PDM. CDM includes system dynamics andmodels allow for loops and conditional branching. Gge estimates.

edulef the planning process group. It is calendar based andime estimates. The point of the project schedule is to cossible without incurring exceptional costs, risks, or a lo

A B

D

End

k. For ex: if a projectonth is $5,000. PV is

at work. For Ex: If aproject work, its EV

x: if a project has ae $5,000. AC is also

gress from start tom being extremely

ities in boxes calledpendencies of work

M only uses finish-

graphical evaluationERT also allows for

elies on the projectomplete the projects of quality.



10.1. Applying MathematicMathematical analysis is the process owith the project network diagrams. ThProgram Evaluation and Review Tech

activities will end. It uses “Pessimistic”completed.Formula: (O+4M+P)/6Graphical Evaluation and Review Tec

of activit ies and is based on probable eFor ex: the results of work packageproject may continue as planned.Critical Path Method (CPM): It is the“forward” pass and “backward” pass tshould not be delayed; else the projelongest duration to complete. Activitiedelay without delaying the project endThree different kinds of float:Free Float: Total time a single activity c

Total Slack: Total time for which an actProject Slack: Total t ime the project ca

10.2. Examining the ProjectProject schedule can be presented inProject Network Diagrams: Illustratesproject end date and dates associatedBar Charts: Shows the start and endare listed down the left hand sideinterrelationships of activities and if oThese are easy to read and these scheMilestone Charts: These plot out th

through, against a calendar. These are

11.Project Integration ManIt is the art and science of ensuring thimplemented. It is made up of the dparts of the project work together.

It requires expertise, as the pto competing objectives.

It requires proper organizatiproject plan.

It requires the ability to acco

It required leadership, recordchanges throughout the proje It requires flexibility and adap

12.Project Quality ManageQuality management is the process toThere are several quality management


l Analysisf factoring theoretical early and latest start and finish dee common methods for mathematical analysis are:nique (PERT): PERT uses a weighted average method t, “Optimistic” and “Most likely” estimate to predict whe

nique (GERT): GERT uses conditional advancement, brstimates. Activities within GERT are dependent on othermay determine if additional testing is needed, rework

ost commonly used method for calculating finish timereveal which activities are considered critical. Activitie

t end date will be delayed. The critical path is defineds not on the critical path have some float (slack) that alldate.

an be delayed without delaying the early start of any su

ivity can be delayed without delaying project completion be delayed without passing the customer expected co

scheduleany different formats:

the flow of work, relationship between activities, criticalwith each project activity.ates for the project, and the activity duration againstand a time scale is shown along the bottom. But te activity is delayed, it is not obvious that how will it afuling bar charts are also called Gantt Charts.high level deliverables and external interfaces, suc

similar to Gantt charts, but with less detail regarding ind

agementt your project moves forward, that your plan is fully devy-to-day processes the project manager relies on to e

roject manager will have to negotiate with the stakehol

n as project manager will have to develop, co-ordin

plish the project plan.

-keeping, and political savvy as there may be a need toct implementation.tability throughout the project execution.

entensure the project is completed with no deviations frophilosophies:

tes for each activity

o predict when then the project will be

nching, and loopingupstream activities.is required, or the

f a project. It uses aon the critical paths the path with thews some amount of

cessor activities.

.pletion date.

path, and expected

calendar. Activitieshese do not showfect other activities.

as customer walk

ividual activities.

eloped and properlysure that all of the

ers for a resolution

te, and record the

deal with potential

the requirements.



The project manager shouldcontributors, project sponsor,

Organizational planning callsproject and the reporting rela

Reporting relationships canrelationships and the procedu

Project performance improveeffort and contributions to th

Special care to involve the pro

14.Project CommunicationThe most important skill a project manProject Communications Managemenaccordingly it produces a plan to proviPCM includes generating, collecting,successful communication. It is the keyPCM includes four processes, which m

Communication Planning: The planninneeds and determine how to fulfil l theiInformation Distr ibution: The projectthe appropriate stakeholders.Performance Reporting: The projectstatus reports, measure performance,Administrative Closure: The projectinformation distribution to close out a

15.Project Risk ManagemeRisks are uncertain events that can a

determining how the risk managemenof how to manage project risks. Riskproject team, management, customerthe risk management plan.Risks can be placed into following maj

Technical Risks Quality or Performance Risks Project Management Risks Organizational Risks External Risks

Project files from published informatioThe Delphi technique allows participallows results to be shared with allsurveying and analysis can create consTriggers are warning signs that a risk is

15.1. Analyzing Identified Ri Risks can be ranked by ordina

high.


ot forget to involve other stakeholders: customers, maand any other stakeholder unique to the project.on the project manager to identify the roles and reionship within the organization.

be internal (management) or external (customere to communicate with these projects interfaces must

ments must be noted in an honest appraisal of the projproject.

ject team must be given when the team is scattered geo

Managementager should possess is effective communication.t centers on determining who needs what informatie the needed information.disseminating, and storing communication. Successflink between people, ideas and information.y overlap each other and other knowledge areas. The f

g manager will need to identify the stakeholders and tir requirements.manager will need to get the correct information on the

anager will rely on EVM and other performance meand forecast project conditions.

manager will need a routine of documentation, cphase or a project.

tffect a project’s objectives for good or bad. Risk man

activities within the project will take place. It is basicallanagement planning is accomplished through plannin

s, and other key stakeholders. The output of risk man

r categories:

n and previous projects can serve as input to risk identifints to identify risk anonymously without fear of embaarticipants for comments on each other’s anonymou

ensus on the major project risks.about to happen or risk has happened.

sksl ranking by using such indicators as very low, low, mod

agement, individual

sponsibilities of the

r/community). Thee documented.

ect team members’

graphically.

n and when? And

ul projects require

ur processes are:

eir communications

correct schedule to

surement to create

ommunication, and

gement planning is

y the determinationmeetings with the

gement planning is

cation.rrassment. A surveys inputs. Rounds of

rate, high, and very



Risks can also be analyzed usirisk based on its impact and p

An overall project risk rankinorganization.

The risks can be moved into q Risks are assigned numeric val

15.2. Risk Management Met

The Monte Carlo Simulation can deterisk exposure, and identify realistic timatter experts are an excellent start fDecision Trees help determine the codecision and the probability of complet

15.3. Responding to Identif i

Risk thresholds, defined in rcompany.

Risk owners are the individua

in the risk response planning. Risk avoidance changes the pr Risk transference moves the ri Risk Mitigation involves actio

risk on the project objectives, Risk Acceptance acknowledge Residual Risks are risks that re

15.4. Iterative Risk Manage Identified risks must be track Issue logs, action-item lists, j

reports the project team and

Risk response audits measurequality values gained or lost b

Earned Value analysis can mwithin the project.

16.Why Projects Fails? Not enough resources are ava Not enough time has been giv Project expectations are uncl Changes in the scope are not Stakeholders disagree regardi

Adequate project planning is Lack of effective leadership a Ambiguous communications

Efficient Project management with efprojects also successful and result in ut

ing a cardinal ranking system of numerical values thatrobability.g can be used to compare the current projects with o

uantitative analysis for further study.lues.

hod

rmine the likelihood of the project’s success, predict thme, scope, and cost objectives. Interviews with staker quantitative risk analysis.t, benefit, and value of multiple decisions. They are basing an objective.

d Riskisk management planning, describe the acceptable le

ls or groups that are responsible for a risk response, an

oject plan to avoid the risk.isk consequence to a third party.ns designed to reduce likelihood of a risk occurring, reor both.s the risk exists but the risk is not worthy of a more in-dmain after avoidance, transference, mitigation, and acc

entd, monitored for warning signs, and documented.eopardy warnings, and escalation notices are all typeisk owners must use to document and track identified ri

the success of the responses and the effectiveness ofy the risk responses.asure project performance, but it can also predict and

ilable for project completion.en to the project.ar.nderstood or agreed upon by all parties involved.

ng expectations for the project.

ot used.d management.nd conflicts among team members.

fective management skills can make even the most dimost customer satisfaction.

re assigned to each

ther projects in the

e costs of a specificholders and subject

ed on he cost of the

vel of risk within a

d should participate

uce the impact of a

pth response.ptance.

of communicationsks.

he cost, scope, and

signal pending risks

ifficult and complex

project management guide by workmonk

Documents