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Transcript of Presentation 1 as Guest Speaker-final-4
8/8/2019 Presentation 1 as Guest Speaker-final-4
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WHAT IS A PROJECTWHAT IS A PROJECT
A Project can be considered to be any series of
activities and tasks that:
• Have a specific objective to be completed
within certain specifications
• Have defined start and end dates
• Have funding limits (if applicable)
• Consume resources (i.e., money, people,equipment)
(Component, Services, Research, Construction)
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WHATWHAT IS PROJECT MANAGEMENTIS PROJECT MANAGEMENT
The application of knowledge , skills, tools and
techniques to project activities in order to meet or
exceed stakeholders needs and expectations
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InitiationProcesses
Initiation
Processes
Project Management Processes
» PM processes are divided into five phases or process groups
Closing
Processes
Closing
Processes
Controlling
Processes
Controlling
Processes ExecutingProcessesExecutingProcesses
Planning Processes
Planning
Processes
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Initiation Process Group
Those processes performed
to define a new project or a
new phase of an existingproject by obtaining
authorization to start the
project or phase
Planning Process Group. Those processes required to
establish the scope of the
project, refine the objectives,
and define the course of
action required to attain the
objectives that the project
was undertaken to achieve
Executing Process
Group.
Those processes
performed to completethe work defined in the
project management
plan to satisfy the project
specifications.
Monitoring and Controlling
Process Group.
Those processes required to
track, review, and regulate the
progress and performance of theproject; identify and areas in
which changes to the plan are
required; and initiate the
corresponding changes.
Closing Process Group. Those processes performed
to finalize all activities
across all Process Groups
to formally close the project
or phase.
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Project Management Processes
» PM processes are divided into five phases or process groups
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WHAT IS AWHAT IS A SUCCESSFUL PROJECT MANAGEMENTPROJECT MANAGEMENT
A Successful Project ManagementA Successful Proj
ect Management Can Be DefinedCan Be Defined
Having Achieved The Project ObjectivesHaving
Achieved The Project Objectives
• Within time
• Within cost
• At the desired performance/technology level
• While utilizing the assigned resources effectively and
efficiently
• Accepted by the customer
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7 Habits
of Highly Effective People
by
Stephen Covey
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React
Blame all your
problems on your
friends, teachers,
parents; take noresponsibility for
things that happen
to you.
# 1 (Be Proactive)
• Take initiative• Manage change• Respond proactively• Keep commitments• Take responsibility and
have accountability• Have a positive influence
on results
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# 2 (Begin with the End in mind)
• Define vision and values• Create a mission statement• Set measurable team and
personal goals• Start projects successfully• Align goals to priorities• Focus on desired outcomes
Begin with No End
in Mind-
Have no goal or planand never think about
tomorrow.
"Vision without action is a daydream. Action
without vision is a nightmare."
– Japanese proverb
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# 3 (Put First Things First)
• Execute strategy
• Apply effective delegationskills
• Focus on important
activities
• Apply effective planningand prioritization skills• Balance key priorities• Eliminate low priorities and
time wasters• Use planning tools
effectively• Use effective time-
management skills
Put First Things Last
Always put off doing
what’s important by
talking on your mobile
and surfing the net.
Always put off your
homework untiltomorrow.
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# 4 (Think Win-Win)
• Build high=trust relationships• Build effective teams• Apply successful negotiation
skills
• Use effective collaboration• Build productive business
relationships
Think Win-Lose
Don’t let anyoneelse succeed atanything because if they win, you lose.
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# 5 (Seek First to Understand,
Then to be Understood)
• Apply effective interpersonalcommunication
• Overcome communication
pitfalls
• Apply effective listening skills• Understand others• Reach mutual understanding• Communicate viewpoints
effectively• Apply productive input and
feedback• Apply effective persuasion
techniques
Seek First to Talk,
Then Pretend to
Listen-
If you want their
opinion, give it to
them.
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# 6 (Synergizer)
• Leveraging diversity• Apply effective problem
solving• Apply collaborative
decision making• Value differences• Build on divergent
strengths• Leverage creative
collaboration• Embrace and leverage
innovation
Don’t Cooperate
Teamwork is for losers;be your own island.
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# 7 (Sharpen the Saw)
• Achieve life balance• Apply continuous
improvement• Seek continuous learning
Wear Yourself Out
Make being busythe only thing that
matters; never exercise or improve yourself.
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PROJECT MANAGEMENT KNOWLEDGE AREAS
Project Integration Management (Covers All The Five
Phases Of Project)
Project Scope Management
Project Time Management
Project Cost ManagementProject Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
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Risk Management is the name given to a logical and
systematic method of identifying, analysing, treatingand monitoring the risks involved in any activity or
process.
Risk Management
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Project Risk Management Processes
• Risk management planning: Deciding how to approach andplan the risk management activities for the project.
• Risk identification: Determining which risks are likely to
affect a project and documenting the characteristics of
each.
• Qualitative risk analysis: Prioritizing risks based on their
probability and impact of occurrence.
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Project Risk Management Processes (cont’d)
• Quantitative risk analysis: Numerically estimating the
effects of risks on project objectives.
• Risk response planning: Taking steps to enhance
opportunities and reduce threats to meeting projectobjectives.
• Risk monitoring and control: Monitoring identified and
residual risks, identifying new risks, carrying out riskresponse plans, and evaluating the effectiveness of risk
strategies throughout the life of the project.
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What intended beneficiaries needed?
concept
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What intended beneficiaries asked for?
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What planners promised …in PC1
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What intended beneficiaries felt…
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What was delivered…
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What intended beneficiaries received
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SWOT Analysis
• SWOT Analysis is a strategic planning method used to
evaluate the Strengths, Weaknesses, Opportunities, and
Threats involved in a project or in a business venture.
1/19/2010
SWOT stands for:Strengths - the positive internal attributes of the
organisation
Weaknesses - the negative internal attributes of the
organisation
Opportunities - external factors which could improve
the organisation’s prospects
Threats - external factors which could undermine the
organisation’s prospects
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Risk Response Planning
After identifying and quantifying risks, you must decide
how to respond to them.
Four main response strategies for negative risks:
– Risk avoidance – Risk acceptance
– Risk transference
– Risk mitigation
Match Fixing, Parking of car
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Risk indicators
Risk type Potential indicators
Technology Late delivery of hardware or support software, many reported
technology problems
People Poor staff morale, poor relationships amongst team member,
job availability
Organisational Organisational gossip, lack of action by senior management
Tools Reluctance by team members to use tools, complaints about
CASE tools, demands for higher-powered workstations
Requirements Many requirements change requests, customer complaintsEstimation Failure to meet agreed schedule, failure to clear reported
defects
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HOW TO MANAGE TECHNICAL PROJECT
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STEPS INVOLVED
BASIC DESIGN OF BOILER AND ITS SUPPORTS
DETAIL DESIGN OF BOILER AND ITS SUPPORTS
VALIDATION OF DESIGN BY STRESS ANALYSIS
PROCUTEMENT OF MATERIAL
MANUFACTURING OF BOILER AND SUPPORTS
TESTING OF BOILER
COMMISSIONING OF BOILER
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RISK INVOLVED IN MANUFACTURING OF
BOILER _UNDERSTANDING THE SCOPE FOR WHICH PURPOSE BOILER IS
BEING MANUFACTURED
_EVALUATION OF DESIGN BY THIRD PARTY
_DESIGN SHOULD EVALUATE ACCORDING TO INTERNATIONALSTANDARDS AND CODES
_AVAILABILITY OF MATERIAL
_ COST CONSTRAINTS
_ TIME CONSTRAINTS
_QUALITY OF THE PRODUCT
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Activity Budgeted Cost (M) Actual Cost (M)
Scope 0.5 0.6
Planning 0.5 0.7
Basic Design 2 3
Detail Design 4 4.7
Purchase of Material 7 9
Manufacturing 7 10
Testing 2 2.5
Commissioning 3 3.5
Total 26 34
CPI = EV/AC = 26/34 = 0.764 <1 Over Budgeted
**If Design of Boiler will not analysed then it may cost 100M after completion**
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C o m p a r is o n o f b u d g e te d c o s t v e rs u s a c tu a
0246
81 01 2
S c o p e
P l a n n i n g
B a s i c D e
s i g n
D e t a i l D e s i g n
P u r c h a
s e o f
M a t e r i a l
M a n u f a c t
u r i n g
T
e s t i n g
C o m m i s s i o
n i n g
B ud ge t
C o s t
A c t u a l
C o s t
C o s t i n
Mi l l i on s
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Tacomas Narrow Bridge
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The world's tallest tower, 'Burj Khalifa' is 828 metres (2,716.5 ft) high
Burj Khalifa employed the latestadvances in wind engineering,
structural engineering, structural
systems, construction materials
and methods. All designconsiderations took into account
the 12,000 people who will live
and work in the tower.
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P t ti l N ti Ri k C diti
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Potential Negative Risk Conditions
Associated With Each Knowledge AreaKnowledge Area Risk Conditions
Integration Inadequate planning; poor resource allocation; poor integration
management; lack of post-project review
Scope Poor definition of scope or work packages; incomplete definition
of quality requirements; inadequate scope control
Time Errors in estimating time or resource availability; poor allocation
and management of float; early release of competitive products
Cost Estimating errors; inadequate productivity, cost, change, or contingency control; poor maintenance, security, purchasing, etc.
Quality Poor attitude toward quality; substandarddesign/materials/workmanship; inadequate quality assurance
program
Human Resources Poor conflict management; poor project organization and
definition of responsibilities; absence of leadershipCommunications Carelessness in planning or communicating; lack of consultation
with key stakeholders
Risk Ignoring risk; unclear assignment of risk; poor insurance
management
Procurement Unenforceable conditions or contract clauses; adversarial relations
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Plato
• Ignorance, the root and the stem of every evil.
– Plato
I’m glad the hole is not in my end!