Chapter 1:

Introduction to Project
Management
Instructor
Mahmud Hossain

Chapter 1 1
 Contents
• Project and project management definition
• Triple Constraint of PM
• Project Management Framework
• 9 Project Management Knowledge Areas
• Project Management Profession

Chapter 1 2
 What is a Project?
• A project is a temporary endeavor
undertaken to accomplish a unique purpose
• Attributes of projects
– unique purpose
– temporary
– require resources, often from various areas
– should have a primary sponsor and/or customer
– involve uncertainty
Chapter 1 3
 Advantages of Using Formal
Project Management
• Better control of financial, physical, and human
resources
• Improved customer relations
• Shorter development times
• Lower costs
• Higher quality and increased reliability
• Higher profit margins
• Improved productivity
• Better internal coordination
• Higher worker morale
Chapter 1 4
 The Triple Constraint
• Every project is constrained in different
ways by its
– Scope goals: What is the project trying to
accomplish?
– Time goals: How long should it take to
complete?
– Cost goals: What should it cost?
• It is the project manager’s duty to balance
these three often competing goals
Chapter 1 5
The Triple Constraint of Project
Management

Chapter 1 6
 What is Project Management?
• Project management is “the application of
knowledge, skills, tools, and techniques to project
activities in order to meet project requirements”
(PMI*, Project Management Body of Knowledge
(PMBOK Guide), 2000, p. 6)
– The Project Management Institute (PMI) is an
international professional society. Their web site is
www.pmi.org.
• good project manager are trained not born
• skills are developed through experience & education

Chapter 1 7
 Project manager
• Role of PM
– define and review business cases and requirement
– initiate and plan the project by establishing its format,
direction and baselines
– partners with users, project sponsors and other
stakeholders to establish progress and direction by
achieving goals, reaching target.
– manage technology, people and change
– drive the project by leading by example, and
motivating all concerned until the project accomplishes
its goal.
Chapter 1 8
 Suggested Skills for a Project Manager
 Communication skills: listening, persuading
 Organizational skills: planning, goal-setting, analyzing
 Team Building skills: empathy, motivation, esprit de
corps
 Leadership skills: sets example, energetic, vision (big
picture), delegates, positive
 Coping skills: flexibility, creativity, patience, persistence
 Technological skills: experience, project knowledge

Chapter 2
1 9
Project Management Framework

Chapter 1 10
 Project Stakeholders
• Stakeholders are the people involved in or
affected by project activities
• Stakeholders include
– the project sponsor and project team
– support staff
– customers
– users
– suppliers
– opponents to the project
Chapter 1 11
 9 Project Management
Knowledge Areas
• Knowledge areas describe the key competencies
that project managers must develop
– 4 core knowledge areas lead to specific project
objectives (scope, time, cost, and quality)
– 4 facilitating knowledge areas are the means through
which the project objectives are achieved (human
resources, communication, risk, and procurement
management
– 1 knowledge area (project integration management)
affects and is affected by all of the other knowledge
areas

Chapter 1 12
 Project Management Tools and
Techniques
• Project management tools and techniques assist
project managers and their teams in various
aspects of project management
• Some specific tools and techniques include
– Project Charter and WBS (scope)
– Gantt charts, network diagrams, critical path analysis,
critical chain scheduling (time)
– Cost estimates and earned value management EVM
(cost)

Chapter 1 13
 Project Management (PM) Relates
to Other Disciplines
• Much of the knowledge
needed to manage projects is
unique to PM
• However, project managers
must also have knowledge
and experience in
– general management
– the application area of the
project
• Project managers must focus
on meeting specific project
objectives

Chapter 1 14
 History of Project Management
• Modern project management began with the
Manhattan Project, which the U.S. military led to
develop the atomic bomb
• In 1917 Henry Gantt developed the Gantt chart as a
tool for scheduling work in job shops
• In 1958, the Navy developed PERT charts
• In the 1970s, the military began using project
management software, as did the construction industry
• By the 1990s, virtually every industry was using some
form of project management

Chapter 1 15
Project Management Knowledge
Continues to Grow and Mature
• Professional societies like the Project Management
Institute (PMI) have grown tremendously
• PMI hosted their first research conference in June 2000 in
Paris, France
• The PMBOK Guide – 2000 Edition is an ANSI standard
• PMI’s certification department earned ISO 9000
certification
• Hundreds of new books, articles, and presentations related
to project management have been written in recent years

Chapter 1 16
 Project Management
Certification
• PMI provides certification as a Project
Management Professional (PMP)
• A PMP has documented sufficient project
experience, agreed to follow a code of ethics, and
passed the PMP exam
• The number of people earning PMP certification
is increasing quickly
• PMI and other organizations are offering new
certification programs

Chapter 1 17
 Summary
• Project and project management definition
– unique purpose, temporary, require resources, sponsor support
and involve uncertainty
• Motivation of studying PM
– IT Projects have a terrible track record
– The need for IT projects keeps increasing
• Advantages of using formal PM
1. Better control of resources 5. Higher quality
(financial, physical, and human) 6. Increased reliability
2. Improved customer relations 7. Higher profit margins
3. Shorter development times 8. Improved productivity
4. Lower costs 9. Better internal coordination
10.1
Chapter Higher worker morale 18
 Summary (2)
• Triple Constraint of PM
– time, costs and scope
• Project Management Framework
– stakeholder input => 9 PM knowledge areas => other
tools and techniques => success project
• 9 Project Management Knowledge Areas
– core: scope, time, cost, quality
– facilitating: HR, communication, risk, procurement
– integration
• Project Management Profession
Chapter 1 19
 Quiz 1
 A project may be defined as _____

A. an integrated approach to managing projects

B. a coordinated undertaking of interrelated activities.
C. a group of activities directed by a project manger
over a life cycle
D. an undertaking with a defined starting point and
defined objectives
E. All of the above.

Chapter 1 20
 Quiz 2
Which of the following is not a Project
Management Knowledge Area?

A. Communications Management
B. Procurement Management
C. Change Control Management
D. Project Integration Management 
• ans in note page

Chapter 1 21