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9/20/2021
GROUP THREE
SIGN IN
Introduction

MEMBERS
Hiwatig
, Chapter 3
PROJECT LIFE CYCLE n M.
Leniely
s,
Gonzale Project Management
B.
Andrea

Evora,
.
Ejane S
BEHAVIORAL ASPECT OF
PROJECT MANAGEMENT

PEOPLE CENTRIC
PROJECT MANAGEMENT

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Project Management 9/20/2021
Introduction INTRODUCTION x
Project Management

PROJECT LIFE CYCLE It is the application of knowledge,

skills, tools, and techniques to
project activities to meet the project
BEHAVIORAL ASPECT OF requirements.
PROJECT MANAGEMENT

PEOPLE CENTRIC
PROJECT MANAGEMENT

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 PROJECT LIFE CYCLE x
Introduction
A project life cycle is the
sequence of phases that a
project goes through from
its initiation to its
PROJECT LIFE
CYCLE
closure. The number and
sequence of the cycle are
determined by the management
and various other factors
BEHAVIORAL ASPECT OF
like needs of the
PROJECT MANAGEMENT organization involved in the
project, the nature of the
project, and its area of
application.
PEOPLE CENTRIC
PROJECT MANAGEMENT

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 PROJECT LIFE CYCLE x
Introduction THE INITIATION PHASE
The initiation phase aims to define and authorize the project. The
Project Charter authorizes the project and documents the primary
requirements for the project.
PROJECT LIFE THE PLANNING PHASE
CYCLE The purpose of this phase is to lay down a detailed strategy of how
the project has to be performed and how to make it a success.

THE EXECUTION PHASE

BEHAVIORAL ASPECT OF In this phase, the decisions and activities defined during the
PROJECT MANAGEMENT planning phase are implemented. This process is also termed as
monitoring and controlling.

THE TERMINATION PHASE

This is the last phase of any project, and it marks the official
PEOPLE CENTRIC closure of the project.
PROJECT MANAGEMENT

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 BEHAVIORAL ASPECT OF PROJECT MANAGEMENT x
Introduction
The behavioral aspects of project management consist
of many different areas that a project manager must
master. The organizational culture is one area that can
PROJECT LIFE
CYCLE take time to master for many project managers. The
culture of an organization can be the success or the
failure of a project. Management must share common
BEHAVIORAL ASPECT OF
PROJECT MANAGEMENT beliefs and values and be willing to stand by them at
the most critical times.

PEOPLE CENTRIC
PROJECT MANAGEMENT

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 PEOPLE CENTRIC PROJECT MANAGEMENT x
People centric project
Introduction
management emphasizes that
project management should be
based on Experience, Dynamics,
PROJECT LIFE Human Psychology rather than
CYCLE solely on Processes. Wise
project managers focus on
learning and understanding how
people function in an
BEHAVIORAL ASPECT OF
PROJECT MANAGEMENT
organization – both as
individuals – and as a team.
It is important to figure out
during project initiation how
PEOPLE CENTRIC people in the performing
PROJECT MANAGEMENT organization behave and adapt.
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 INSTRUMENTAL ELEMENTS FOR SUCCESSFUL IMPLEMENTATION OF
PEOPLE CENTRIC PROJECT MANAGEMENT (PCPM) x
1. UNDERSTAND CULTURE – PEOPLE VS PROCESSES
Culture is something that comes with people as a baggage along with
them. It is imperative that a project manager understand and interpret
what the culture of the performing organization is. This becomes
increasingly challenging with virtual global teams.
2. ENGAGE TEAM MEMBERS
Engaging project team members is the foundation to project success. In
PCPM, it is extremely important that the groundwork be laid to engage
team members and stakeholders and finally sustain in the short and long
term.
3. IMPORTANCE OF EMOTIONS & MOTIVATION
Emotions drive employee motivation positively or negatively. Feelings,
Moods and Actions affect the manner in which team members and
stakeholders carry out their work on projects and so management of
emotional aspects is supreme for successful project management.

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 INSTRUMENTAL ELEMENTS FOR SUCCESSFUL IMPLEMENTATION OF
PEOPLE CENTRIC PROJECT MANAGEMENT (PCPM) x

4. IDENTFY BEHAVIORAL RISKS USING INTUITIVE MIND-READING

Behavior refers to the range of actions and mannerisms exhibited – in
this case – by people. Certain desired behavior is assumed by project
managers when they stitch and integrate several of the established
project management processes. This assumption is based on factors such
as Culture, Attitudes, Emotions, Perceptions, Values, Ethics, Authority,
Rapport, Hypnosis, Mindset and Persuasion, among others.

5. COMMUNICATION
In PCPM, it must be the daily duty for project managers to maintain the
line of communication very open so that they keep catering to the basic
needs to employees.

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 OTHER TOPICS x

WORK BREAKDOWN RESOURCE BREAKDOWN HOW TO CREATE A WHAT IS A GANTT

STRUCTURE STRUCTURE (rbs) WORK BREAKDOWN CHART
STRUCTURE

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 TOPICS x

WORK BREAKDOWN RESOURCE BREAKDOWN HOW TO CREATE A WORK What is a Gantt Chart
STRUCTURE (rbs) BREAKDOWN STRUCTURE
STRUCTURE

WORK BREAKDOWN STRUCTURE x

A work-breakdown structure (WBS)in project management and
systems engineering, is a deliverable-oriented breakdown
of a project into smaller components. A work breakdown
structure is a key project deliverable that organizes the
team's work into manageable sections.

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 5:15 PM
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 TOPICS x

WORK BREAKDOWN RESOURCE BREAKDOWN HOW TO CREATE A WORK What is a Gantt Chart
STRUCTURE STRUCTURE (rbs) BREAKDOWN STRUCTURE

RESOURCE BREAKDOWN STRUCTURE (rbs) x

A resource breakdown structure consists of both

the material and human resources required to
complete a deliverable.

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 TOPICS x

WORK BREAKDOWN RESOURCE BREAKDOWN HOW TO CREATE A WORK What is a Gantt Chart
STRUCTURE STRUCTURE (rbs) BREAKDOWN STRUCTURE

HOW TO CREATE A WORK BREAKDOWN STRUCTURE x

The output of the WBS development process might seem
simple: a short document with a list of deliverables.
To create it, however, you need a thorough
understanding of the project’s scope, your team’s
capabilities, and your stakeholders’ requirements.

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 TOPICS x

WORK BREAKDOWN RESOURCE BREAKDOWN HOW TO CREATE A WORK What is a Gantt Chart
STRUCTURE STRUCTURE (rbs) BREAKDOWN STRUCTURE

What is a Gantt Chart x

• A Gantt chart is a visual project management tool that helps to plan
and schedule projects of every size.
• Gantt charts look like a horizontal bar chart that shows project
management timelines, task starting and ending dates, dependencies
between different tasks, and general project task flow.
• It is a visual interpretation of the project which gives an overview
of the project’s progress, timeline, and tasks over its entire time
frame.
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Gantt Chart x

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 Gantt Chart x

A classic Gantt chart consists of the following:

• Projects dates and timeline

• Gantt chart bars as project tasks
• Milestones
• Dependencies
• Resources

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 PERT AND CPM x
PERT and CPM are the two network-based project management
techniques, which exhibit the flow and sequence of the
activities and events. Program (Project) Management and Review
Technique (PERT) is appropriate for the projects where the time
needed to complete different activities are not known.

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DEFINITION OF PERT x
PERT is an acronym for Program (Project) Evaluation and Review
Technique, in which planning, scheduling, organizing,
coordinating and controlling uncertain activities take place.
The technique studies and represents the tasks undertaken to
complete a project, to identify the least time for completing
a task and the minimum time required to complete the whole
project.

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 DEFINITION OF CPM x
Critical Path Method or CPM is an algorithm used for
planning, scheduling, coordination and control of
activities in a project. Here, it is assumed that the
activity duration is fixed and certain. CPM is used to
compute the earliest and latest possible start time for
each activity.

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Steps in using CPM and PERT for Planning and Scheduling x
The following steps are required for using CPM and PERT
for planning and scheduling:

1.Each project consists of several independent jobs or

activities. All these jobs or activities must be
separately listed.

2.Once the list of various activities is ready the order

of precedence for these jobs has to be determined.

3.The next step is to draw a picture or a graph which

portrays each of these jobs and shows the predecessor
and successor relations among them.

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 ADVANTAGES OF PERT x
1.It compels managers to plan their projects critically and
analyze all factors affecting the progress of the plan.

2.It provides the management a tool for forecasting the impact of

schedule changes and be prepared to correct such situations.

3.A lot of data can be presented in a highly ordered fashion.

4.The PERT time (Te) is based upon 3-way estimate and hence is the
most objective time in the light of uncertainties and results in
greater degree of accuracy in time forecasting.

5.It results in improved communication.

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 DETERMINISTIC SCHEDULING x
Deterministic scheduling is the most commonly used
scheduling technique. In this method, the schedule
developed is a network of activities linked by
dependencies.

The values such as duration, start and finish dates

for activities, are deterministic in nature and thus
each one is allocated a single value estimation. The
estimated values roll up to the project level to define
project duration, along with start and finish dates.
The statistical tool generally used is Critical Path
Method (CPM).
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 PROBABILISTIC SCHEDULING x

This scheduling technique involves same activities

as in deterministic scheduling, such as listing of
tasks, allocating resources, estimating duration,
defining start and completion dates, and based on
the inputs develop a Gantt chart. The only
difference lies in the way of estimating duration
and statistical tool used to develop the schedule.

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 BUDGET CONTROL x

The term “budget” tends to conjure up in the

minds of many managers images of inaccurate
estimates, produced in tedious detail, which are
never exactly achieved but whose shortfalls or
overruns require explanations. And that is what
budgets are like for many smaller businesses.
This wasteful way of using budgets overlooks
important managerial objectives that budgeting
can help achieve.

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 PLANNING ISSUE x
It harmonizes the enterprise’s strategy with its
organizational structure, its management and personnel, and
the tasks that need to be done to implement strategy.

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 TOP-DOWN AND BOTTOM-UP SCHEDULING x

The top-down approach The bottom-up approach, on

allows the owner-manager the other hand, makes use
and others at the top to of operating management’s
put forward their detailed knowledge of the
comprehensive views of the environment and the
organization and its marketplace, knowledge that
economic and competitive is available only to those
environments. who are involved on a daily
basis.

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 ROLLING BUDGET x

The advantage of a
rolling budget is its
coverage. On the negative
side, a rolling budget
takes more of management’s
time to prepare and,
moreover, operations are
disrupted four times a
year, rather than once, for
planning.

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ACTUAL AND BUDGETED PERFORMANCE x
• Contribution to overhead and profit— the direct costs
and revenues that each manager controls in the short
run.
• Department profit— contribution to overhead and profit
less the fixed costs that are directly attributable to
each department’s operation.
• Corporate profit— the final “bottom line” after all
costs have been deducted, including costs over which
department managers have no control and for which they
have no direct responsibility.

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 RISK MANAGEMENT x
Risks can come from various sources including
uncertainty in financial markets, threats from project
failures (at any phase in design, development,
production, or sustaining of life-cycles), legal
liabilities, credit risk, accidents, natural causes
and disasters, deliberate attack from an adversary, or
events of uncertain or unpredictable root-cause.

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 RISK MANAGEMENT x
For the most part, these
There are two types of methods consist of the
events: following elements, performed,
more or less, in the following
order.
Negative events- it can be
classified as risks • Identify the threats
• Assess the vulnerability of
Positive events- this are critical assets to specific
classified as threats
• Determine the risk
opportunities. • Identify ways to reduce those
risks
• Prioritize risk reduction
measures

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 PROJECT RISK MANAGEMENT x
Project risk management must be considered
at the different phases of acquisition.
Project management applications that can
be used:
1.Planning how risk will be managed in the
particular project
2.Assigning a risk officer
3.Maintaining live project risk database
4.Creating anonymous risk reporting
channel
5.Preparing mitigation plans for risks
that are chosen to be mitigated
6.Summarizing planned and faced risks,
effectiveness of mitigation activities,
and effort spent for the risk management

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PROJECT MANAGEMENT SOFTWARE x

Project management software (PMS) has the capacity to

help plan, organize, and manage resource tools and
develop resource estimates. Depending on the
sophistication of the software, it can manage estimation
and planning, scheduling, cost control and budget
management, resource allocation, collaboration software,
communication, decision-making, quality management, time
management and documentation or administration systems.

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 Scheduling and Providing Information x
Scheduling is one of the most common project management
software tool. Scheduling tools are used to sequence project
activities and assign dates and resources to them.

Providing Information
Project planning software can be expected to provide
information to various people or stakeholders, and can be
used to measure and justify the level of effort required to
complete the project(s).
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TYPES OF PROJECT MANAGEMENT SOFTWARE x

Desktop
Project management software has been implemented as a
program that runs on the desktop of each user. Project
management tools that are implemented as desktop software
are typically single-user applications used by the project
manager or another subject matter expert, such as a
scheduler or risk manager.

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TYPES OF PROJECT MANAGEMENT SOFTWARE x
Web-based
Project management software has been implemented as a web
application to be accessed using a web browser. Software as
a service (SaaS) is also web-based and has become a common
delivery model for many business applications, including
project management, project management information system
(PMIS) and project portfolio management (PPM). SaaS is
typically accessed by users using a thin client via a web
browser.
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TYPES OF PROJECT MANAGEMENT SOFTWARE x

Single user
A single-user system is programmed with the
assumption that only one person will ever need to
edit the project plan at once. This may be used in
small companies, or ones where only a few people
are involved in top-down project planning.

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TYPES OF PROJECT MANAGEMENT SOFTWARE x

Collaborative
A collaborative system is designed to support
multiple users modifying different sections of the
plan at once. Web-based tools, including extranets,
generally fall into this category, but have the
limitation that they can only be used when the user
has live Internet access.

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Introduction

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Introduction

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THANK YOU FOR LISTENING!

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