Project Management Professional (PMP) Fundamentals

Hi
Understanding
Project
Management
Author: Sowmak Bardhan
Senior Presales Consultant, Capgemini

More specifically, what is a project? It's a temporary endeavor
undertaken to create a unique product, service or result.
What is Project
Management?
2
Projectis temporary in that it has a defined beginning and end in time,
and therefore defined scope and resources.
And a project is unique in that it is not a routine operation, but a specific set of
operations designed to accomplish a singular goal. So a project team often
includes people who don’t usually work together – sometimes from different
organizations and across multiple geographies.
The development of software for an improved business process, the
construction of a building or bridge, the relief effort after a natural disaster, the
expansion of sales into a new geographic market — all are projects.
And all must be expertly managed to deliver the on-time, on-budget results,
learning and integration that organizations need.
Project management, then, is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements.
Understanding Project Management | Sowmak Bardhan | Senior Presales Consultant

Who should learn
Project Management?
Project Managers1.
Business Analyst2.
Delivery Managers3.
Presales Consultants4.
3
Product Managers5.

Top 5 Skills
required to be a
Project Manager
Leadership Qualities
1
Communication &
Stakeholder Management
Skills
2
Team and Time
Management Skills
3
Problem Solving ability
and can stretch beyond
the conventional duties
of Project Management
4
Documentation and
Reporting Skills
5
4

What is a Project and its
Features?
Temporary
This key characteristic means
that every project has a finite
start and a finite end.
Unique Deliverable
Project aims to produce some
deliverable(s) which can be a
product, service, or some another
result.
Progressive Elaboration
With the progress of a project, continuous investigation and
improvement become available, and all this allows producing more
accurate and comprehensive plans. This key characteristic means that
the successive iterations of planning processes result in developing
more effective solutions to progress and develop projects.
Project is a temporary, unique and progressive attempt or endeavor made to produce a tangible or
intangible result (a unique product, service, benefit, competitive advantage, etc.). It usually includes
a series of interrelated tasks that are planned for execution over a fixed period and within certain
requirements and limitations such as cost, quality, performance, others.

Why Project Management is
needed?
‘Why is project management
important?’ is an interesting question
that clients sometimes pose.
They’ll ask: “Can’t we just brief the
team doing the work and manage
them ourselves? It’ll be loads
cheaper.” 
6
Project management is needed because it ensures what (read: Project) is
being delivered, is right, and will deliver real value against the business
opportunity.
Every client has strategic goals and the projects that we do for
them advance those goals. Project management is important because part
of a Project Manager’s duties is to ensure there’s rigor in architecting
projects properly so that they fit well within the broader context of our
client’s strategic frameworks.
Good project management ensures that the goals of projects closely align
with the strategic goals of the business.
For more read, please visit this article:
https://2020projectmanagement.com/resources/general-interest-and-
miscellaneous/10-reasons-why-project-management-matters

Project
Management works
into 5 Phases of
Project Lifecycle
1 Initiation
2 Planning
3 Execution
4 Monitoring & Controlling
5 Closing
7

8
Key Project Management Core Knowledge Areas
Scope
Schedule
Cost
QualityHuman Resource
Communication
Project Risk
Procurement
Integration
Knowledge Areas
See next slide to see the
49 Project Management
Activities Matrix as per
the 5 Phases or
download the below
document to see the
matrix

9
Project Management Knowledge Areas
Project Management Process Groups
Initiating Planning Executing Monitoring and Controlling Closing
[4] Project Integration Management
4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change
Control
4.7 Close
Project or
Phase 7
[5] Project Scope Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6
[6] Project Schedule Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
6
[7] Project Cost Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
4
[8] Project Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality 3
[9] Project Resource Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquired Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
6
[10] Project Communications Management
10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
3
[11] Project Risk Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses 11.7 Monitor Risks
7
[12] Project Procurement Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
3
[13] Project Stakeholder Management
13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder
Engagement 4
Total Processes
2 24 10 12 1
49

Project
Management works
into 5 Phases of
Project Lifecycle
1 Initiation
2 Planning
3 Execution
5 Closing
10

Deep Dive into Project Management
Phases & Processes…
Initiation
11

12
Project Initiation
Project initiation is the first phase
of a project’s life cycle.
It is at this point where the
opportunity or reason for the
project is identified and a project is
developed to take advantage of
that opportunity.
It is during this phase of the
project that a team is assembled,
and a business case is created to
define the project in detail.

13
Do a Feasibility
Study
Create a
Project Charter
Assemble a
Team
Set Up the
Project Office
Review the
Initiation Phase
Once the business case has
been approved, the next step is
taking a feasibility study, which
documents potential solutions
to the opportunity or business
problem that the project is
proposed to address. It directs
you to the right way to
approach the project.
A feasibility study researches
the opportunity and
documents what is required to
complete a successful project.
It will also identify any other
solutions, if available. Risks and
issues are outlined at this time,
as well as what the proposed
solution to each will be if they
occur.
A project charter outlines the
purpose for the project and how it
will be structured and executed. In
it, the vision, objectives, scope and
deliverables for the project are all
detailed. Responsibilities for the
project team and stakeholders are
also described.
This next step helps to identify the
project vision and objectives clearly.
It defines the scope of the project
and lists all the deliverables.
The project charter will also list the
roles and responsibilities of the
project team and identify the
project’s customers and
stakeholders. It is at this point that
the project is organized structurally,
documenting the project plan and
listing all risks, issues and
assumptions.
A project cannot be initiated without a
team to do the various tasks: this is a key
part of project development. So, next
comes the job descriptions for the people
who will implement the project plan. This
includes their objectives and
responsibilities.
Creating a project team requires defining
the roles for each member as clearly as
possible to keep the work flowing
smoothly. Begin by listing all the
responsibilities for a position and who the
person in that role will be reporting to.
Making a detailed organizational chart can
help. By listing the skills and experience
needed for each position, it is easier to fill
that position. It also is helpful to note if
there are any qualifications required. Of
course, a performance criterion, salary
and working conditions must also be
defined.
A project office is a physical space in
the office or work site where the
project manager and support staff are
located during the project. It houses
the communications infrastructure
and whatever tech is needed for the
project.
The first thing to do is figure out
where the project office should be,
and then make sure that the
infrastructure there is properly set up
with the right project management
office tools and equipment.
Now it is time to outline the roles and
responsibilities of those in the project
office and determine what the proper
standards and processes are. At this
point, the project office can provide
services to the projects under its
care.
Get in the habit of always reviewing
any process to make sure no steps
were missed, and this is especially
true with the project initiation
phase as it is so critical to the
success of the project. It is at this
time that it is decided as to whether
the project initiation requirements
have been met.
But always review each phase
throughout the project life cycle.
This is how you can monitor and
report on the project’s progress,
and make sure that it is staying on
track.
First, is the project on schedule?
Then note if the budget is adequate
for this phase of the project. What
deliverables have been produced
and approved.
Initiation Steps

14
Vision Document: This will set out the high-level business requirements of the project and who its involved parties and stakeholders would be. It will
introduce the project, its background, what problems are affecting the business and what solution the project would deliver.
Develop Business Justification: The business justification will go more in-depth into how much the specific issue is costing the organization and how the
proposed solution will fix it. It will also outline the short, medium and long-term gains to the organization along with the subsidiary advantages, such as
increased capacity in an area and potential licensing of what was developed.
Perform Feasibility Study: In the project initiation phase, it is also necessary to work out whether the project can actually be implemented. Thus, the
feasibility study will investigate areas other than the budget, such as regulatory requirements, resource capacity and availability of vendors.
Scope Statement: Before executing a project, it is important to know where its boundaries are, what is included in its scope and what isn’t. Scope drift can
be a major risk for projects and certainly a headache for PMs as it can see extra burden being placed on the team, resources being diverted, and actual
project deliverables missed. Setting out your project’s scope firmly at the initiation phase lets internal and external stakeholders know exactly where you
stand.
Preliminary Budget Estimate: The initial budget estimate will make a cost-based analysis of what will be needed for the project to be implemented. This
should detail all potential inputs, including staff, technological and location costs.
Communications Plan: Communicating between the various stakeholders, as well as being the conduit for project information to and from your team
means that the comms plan is a key document for every project manager. This plan will lay out how, how often and why different parties will be
communicating with each other over the course of the project.
Kickoff Meeting: The kickoff meeting will bring together all the relevant stakeholders to outline the objectives of the project and how they are to be
achieved. As well as informing them of the project’s scope it is also a key moment for getting buy-in from the various parties, which can give your project a
great launch pad to start off from.
Key Deliverables of Initiation Steps

15
Before going any further, it’s important that we’re clear on the distinction between a project charter and other similar but different project documents. For
example, a Statement Of Work (SOW) explains the reason for the project and an overview of what the deliverables will look like.
A project charter, on the other hand is based on the SOW and gives the project manager the authority for a project kick-off. Another difference is that the
SOW tends to be an internal document that is used only by the company to address business needs and provide an overview of the deliverables. A project
charter, however, comes after the SOW and gives the project manager the authority to kick-off the project and spend the budget.
As for a project proposal, it’s designed to persuade stakeholders on the viability of the project. Again, the project charter doesn’t start until the project
proposal has been sanctioned. The ownership of these documents differs too, in that traditionally the project manager owns the project charter and a
project director is the owner of the project proposal.
Understanding the difference between – Project
Charter, Statement of Work (SoW) and Proposal
The project charter is created during the planning phase of a project, while the project proposal takes place during the
initiation phase. The project charter is a reference and details the roles and responsibilities of the project team. The project
proposal identifies a problem and how to fix it or an opportunity and how to exploit it

16
Project Charter
Template
Project Charter Template Snapshot

Project
Management works
into 5 Phases of
Project Lifecycle
1 Initiation
2 Planning
3 Execution
5 Closing
17

Planning
18

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Project Planning
Project planning is at the heart of the
project life cycle and tells everyone
involved where you’re going and how
you’re going to get there.
The planning phase is when the project
plans are documented, the project
deliverables and requirements are
defined, and the project schedule is
created. It involves creating a set of plans
to help guide your team through the
implementation and closure phases of the
project.
The plans created during this phase will
help you manage time, cost, quality,
changes, risk, and related issues. They will
also help you control staff and external
suppliers to ensure that you deliver the
project on time, within budget, and within
schedule.

20
Planning Steps
Scope
Planning
Preparation of the
work breakdown
structure
Project schedule
development
Budget
Planning
Procurement
management
Resource
Planning
Risk
Planning
Quality
Planning
Specifying the
in-scope
requirements for
the project
to facilitate
creating the
work breakdown
structure
Spelling out the
breakdown of
the project into
tasks and sub-
tasks
Listing the entire
schedule of the
activities and
detailing their
sequence of
implementation
Indicating who
will do what
work, at which
time, and if any
special skills are
needed to
accomplish the
project tasks
Specifying the
budgeted cost
to be incurred
at the
completion of
the project
Focusing on
vendors
outside your
company and
subcontracting
Planning for
possible risks
and
considering
optional
contingency
plans and
mitigation
strategies
Assessing
quality criteria
to be used for
the project
*Communication planning of all the steps mentioned inside the box: Designing the communication strategy with all project stakeholders

21
Scope Planning
The foundation for scope planning is a detailed project scope statement derived from the preliminary scope statement documented
within the project charter and business case documents. Using a detailed scope statement as a foundation, the scope management
planning process outlines the processes that will govern how the project's scope will be defined, verified, and controlled. Some of the
activities conducted to accomplish this include:
• Conducting planning workshops
• Researching previous project experiences
• Developing strategies and plans
A scope management plan is the result of the scope planning process and is used by the project team to document scope management
decisions. The scope management plan provides guidance to stakeholders on how project scope will be managed and controlled
throughout the life of the project. The scope management plan is often created as part of the project management plan but may also be a
separate subsidiary plan if necessary, to meet the needs of the project.

22
Scope Definition
Scope Definition:
Defining project scope involves subdividing major project deliverables, as identified in the project scope statement, into smaller, more
manageable components. This effort results in the development of the WBS and eventually the identification of resources and
milestones that will provide perspective on the project. The practice of scope definition accomplishes things such as:
• Identifying major project work components, deliverables, and requirements
• More accurately estimating time, cost, and resource requirements
• Easier management of project components and performance measures

23
Scope Verification
Scope Verification
A formal plan for verifying scope defines how project work will be confirmed and ultimately accepted by the client. Scope verification
activities include measuring, examining, and testing project deliverables to ensure that they comply with agreed upon requirements.
A plan for how this will be accomplished needs to be documented and agreed upon by key stakeholders.
The ultimate objective of this process is a documented plan for formally accepting completed project deliverables. The project team
will need to comply with all agreed-upon acceptance procedures as outlined within the scope management plan and ensure that all
accepted deliverables have been documented and signed-off on by the appropriate stakeholder(s).

24
Scope Control
Scope Control
Project scope sometimes needs to be adjusted to adapt to a dynamic project environment. Changes may include fluctuations in resources,
schedule, cost, client requirements, etc. Scope change itself is not necessarily bad assuming that it is recognized early, addressed quickly,
and that project stakeholders agree as to the impact of the change on project activities and objectives. However, uncontrolled changes can
become an issue quickly. Uncontrolled change is often referred to as scope creep.
Establishing a mechanism for controlling project scope change is critical to project success. This process is concerned with influencing the
factors that create scope creep and controlling the impact of those changes. Planning and documenting within the scope management
plan how changes to scope will be controlled ensures that all requested changes and recommended corrective actions will be managed
through an agreed upon change control process. Scope change control involves activities such as:
• Influencing factors that create scope changes
• Identifying when scope change has occurred
• Helping to ensure that changes are beneficial to project objectives
• Managing the actual changes when and if they do occur

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Preparation of the Work Break Structure (WBS)
Dividing complex projects to simpler and manageable tasks is the process identified as Work Breakdown Structure (WBS).
Usually, the project managers use this method for simplifying the project execution. In WBS, much larger tasks are broken down to
manageable chunks of work. These chunks can be easily supervised and estimated.
WBS is not restricted to a specific field when it comes to application. This methodology can be used for any type of project management.
Following are a few reasons for creating a WBS in a project:
Accurate and readable project organization.
• Accurate assignment of responsibilities to the project team.
• Indicates the project milestones and control points.
• Helps to estimate the cost, time and risk.
• Illustrate the project scope, so the stakeholders can have a better understanding of the same.

26
Work Break Structure Template Snapshot Click to
Download Template

27
Work Break Structure with Grantt Chart
Template Snapshot
Click to
Download Template

28
Project Schedule Development Steps
Depending on the complexity and length of your project, your project management schedule can range from a simple chronological task
list to a complex web of interrelated tasks and dependencies. Still, there are concrete steps you can take to develop a solid project
schedule and ensure all aspects of your project are properly planned and accounted for.
Once you get the steps down, then you’ll want to have the right tools to make sure you are able to implement and maintain this process
in your project scheduling.
Step 1: Write Down Your Tasks
Step 2: Establish the Order of Tasks
Step 3: Create Project Milestones
Step 4: Estimate the timeline
Step 5: Resource Allocation
Step 6: Review Project Schedule

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Sample Project Schedule Template Snapshot
Project
Scheduling Template

According to PMBOK®, it’s “determining what resources (people, equipment, materials, etc.) and what quantities of each should be
used to perform project activities.”
For most product and service-based companies the resources are people, so resource planning is a process you can use to
identify team members you need to allocate for your project, and when you’re going to need them.
What’s important, resource plans may change and should be adjusted regularly to reflect changes in the scope, employees’
availability, etc., so that your schedule is always up-to-date.
To get the most out of resource planning, you need to be able to customize and keep track of every part of a project (like the creatives
working on it), and what it’s going to cost you. We’re talking about variable resource inputs like:
• Workdays
• Contract start and end dates
• Hourly rates
• Title and job roles
• Skill sets
• Availability
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Resource Planning

31
Resource Planning Template Snapshot
Resource
Planning Template

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Budget Planning
Project budget
The total projected costs needed to complete a project over a defined period. It’s used to estimate what the costs of the project will be for every phase
of the project. Follow these simple steps for building a project budget that will set you up for success.
Identify Expenses
The first step in creating a budget is to identify expenses. You need to list everything that’s required to bring a project completion. This includes wages
for labor, equipment, materials and more. You’ll want to examine your project plan thoroughly and identify expenses on your own to start. Then, your
team members might be able to help you recognize certain expenses that you didn’t recognize immediately, so be sure to ask them to look over your
expense list when creating a budget. It’s imperative that you list absolutely every expense.
Estimate All Costs
Now estimate every item on your list. If your list is in ProjectManager.com, you can add your estimate to the line item immediately. There are several
strategies that you can use to do make your estimates. The most common estimating techniques are:
• Bottom Up Estimating: Start with the components of each task and then add them up
• Expert Judgement: Ask experts on your team to work out the cost of a task
• Analogous Estimating: Use past experience to judge how much the project tasks will cost this time.
Add up all of the estimates. This gives you the total planned budget for the project covering the cost of every task.
Add Extra Costs
• Management Reserves: This is a pot of money to use at management’s discretion.
• Contingency: Contingency costs are useful to cover unforeseen costs due to poor estimating. It’s common practice to add in a contingency of 10%
just in case the estimates turn out to be inaccurate.
• Risk Response Budget: If your company is mature at managing project risk, you might be able to incorporate the risk response budget separately to
your main budget. The risk response budget includes funding to implement any risk mitigating actions.

33
Budget Planning Template Snapshot
Budget Planning
Template

34
Procure Management
The purpose of project procurement management is to establish and maintain relationships with vendors of goods and services during
the project life cycle. This unique function is an essential part of project management, which is concerned with overseeing designated
sets of temporary operations. Project management for procurement purposes is an essential part of supply chain management.
The Planning Process
Project management for procurement is usually divided into four major processes: planning, selection, administering and closing procurements. The first part, planning, involves the creation of the official
procurement management plan. The decisions made involve which items will be internally procured and which items will be externally outsourced. This information, in turn, will heavily impact the project's budget
and financial scope. Sample procurement documents will be prepared, and criteria frameworks will be developed to create a selection of potential vendors. This selection matrix is based on the project's scope,
schedule, and requirements. Risk factors and budgetary constraints are also considered.
The Selection Process
The selection process involves comparing vendors' advantages, disadvantages, and contractual offerings. Standard tools and techniques are used to select procurements, such as video conferences with bidders
that allow them to understand the project requirements and ask questions. Procurement contracts are decided and awarded through collaborations between various managers. Resource calendars are then
created that detail when, where and how resources will be used and managed. The corresponding project management plan is adjusted according to resource calendar updates. Proposals are carefully evaluated
and if no satisfactory bids are available, the project management team may utilize online ads to solicit new bidders.
The Administration Process
The third major step is administration, which refers to the tools and processes used to manage relationships with vendors. The administration phase results in the continual creation of procurement documents and
spreadsheets that may drive project changes. A centralized system of contract change monitoring and control will be used to evaluate and determine whether potential changes to contracts are needed. There are
formal physical inspections, internal audits and reviews of procurement operations in order to generate synthesized performance reports that provide real-time feedback. The administration process is extremely
important, so it's usually managed through supply chain or project management software.
The Closing Process
The closing process isn't just about ending procurement contracts; it's about noting weaknesses, documenting successful processes and summarizing the project for future needs. Some companies prefer to
conduct simple audits using performance matrices in order to grade the overall project. Documentation is important for future projects, which may involve entirely different teams in new locations. During the
closing process, negotiations may be necessary to resolve contract disputes. Ideally, potential issues will be noted during the administration process in order to begin the mediation process early

35
Risk Planning
Project risk management is the process of identifying, analyzing and then responding to any risk that arises over the life cycle of a
project to help the project remain on track and meet its goal. Risk management isn’t reactive only; it should be part of the planning
process to figure out risk that might happen in the project and how to control that risk if it in fact occurs.
A risk is anything that could potentially impact your project’s timeline, performance or budget. Risks are potentialities, and in a project
management context, if they become realities, they then become classified as “issues” that must be addressed. So risk management,
then, is the process of identifying, categorizing, prioritizing and planning for risks before they become issues.
Risk management can mean different things on different types of projects. On large-scale projects, risk management strategies might
include extensive detailed planning for each risk to ensure mitigation strategies are in place if issues arise. For smaller projects, risk
management might mean a simple, prioritized list of high, medium and low priority risks.
Therefore In project management language, risks include anything unplanned and unforeseen that can have a negative impact on the
project’s costs, timing or quality. A good project manager should be able to manage the risks effectively and get the project on track.
One of the important tools available for managing risk is the Risk Breakdown Structure (RBS).

RBS is a hierarchical representation of risks, starting from higher levels and
going down to finer level risks. This is like the organization of the Work
Breakdown Structure (WBS). For instance, at the top level you could split your
risk into technical risk, management risk, scheduling risk and external risks
(Level 1), then go on to finer levels such as design risks, funding risk etc.
(Level 2) and so on.
36
Risk Breakdown Structure
Risk Breakdown
Structure Template

37
Quality Planning
Every project delivers something at the end of the project execution. When it comes to the project initiation, the project management
and the client collaboratively define the objectives and the deliveries of the project together with the completion timelines.
During the project execution, there are several project deliveries made. All these deliveries should adhere to certain quality standards
(industry standards) as well as specific client requirements.
Therefore, each of these deliveries should be validated and verified before delivering to the client. For that, there should be a quality
assurance function, which runs from start to the end of the project.
When it comes to the quality, not only the quality of the deliveries that matter the most. The processes or activities that produce
deliverables should also adhere to certain quality guidelines as well.
As a principle, if the processes and activities that produce the deliverables do not adhere to their own quality standards (process quality
standards), then there is a high probability that deliverables not meeting the delivery quality standards.
To address all the quality requirements, standards and quality assurance mechanisms in a project, a document called ‘Project Quality
Plan' is developed by the project team. This plan acts as the quality bible for the project and all the stakeholders of the project should
adhere to the project quality plan.

38
Project Quality Plan document snapshot
Project Quality
Assurance and Governance
Project Quality
Management Plan

39
Communication Planning
Communications management is about keeping everybody in the loop. The communications planning process concerns defining the
types of information you will deliver, who will receive it, the format for communicating it, and the timing of its release and distribution.
It turns out that 90% of a project manager’s job is spent on communication so it’s important to make sure everybody gets the right
message at the right time.
The first step in defining your communication plan is figuring out what kind of communication your stakeholders need from the project
so they can make good decisions. This is called the communications requirements analysis. Your project will produce a lot of
information; you don’t want to overwhelm your stakeholders with all of it. Your job is to figure out what they feel is valuable.
Communicating valuable information doesn’t mean you always paint a rosy picture.
Communications to stakeholders may consist of either good news or bad news. The point is that you don’t want to bury stakeholders in
too much information, but you do want to give them enough so that they’re informed and can make appropriate decisions.

40
Communication Template Document Snapshot
Project
Communication Template

Project
Management works
into 5 Phases of
Project Lifecycle
1 Initiation
2 Planning
3 Execution
5 Closing
41

Execution
42

43
Project Execution
Once you have successfully passed the Planning Phase it is time for real action – Execution! The Project Execution Phase of the
project management lifecycle is all about deliverables & outputs. It is here that the intended product or service is delivered to the
customer for approval.
In official terms – The Project Management Body of Knowledge (PMBOK) states – "The Executing Process Group consists of those
processes performed to complete the work defined in the project management plan to satisfy the project specifications.“
The Project Execution Phase is usually the longest phase in the project management life cycle and consumes the most energy and
resources. It is evident by now as to how crucial it is to ensure your plans are realized with clinical precision and none to minimal
deviation.
To enable you to monitor and control the project during this phase, you will need to implement a range of project management
processes. These processes help you to manage time, cost, quality, change, risks and issues. They also help you to manage
procurement, customer acceptance and communications.
The primary objective of Execution and Control is to construct deliverables as per the master project plan and consistently evaluate
the processes and plans involved to deliver the output as per the agreed specifications.

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Activity Description Deliverable
Conduct Execution Kick-off
Meeting
Conduct a kick-off meeting with all the participants of this phase, to inform the team of the
scope and expectation of this phase.
Minutes of the Kick-off
Meeting
Perform Project
Communications
Management
Communicate project status to stakeholders.
Status Report, Meeting
Agenda, Meeting Minutes
Manage Project Procurement Document the items procured and keep records for any procurement documents. Procurement Log
Track and Manage Project
Risks and Issues
Track and manage the project issues and risks identified
Risk Register (Updated),
Issues Log
Conduct Project Change
Management
Execute change management process for each of the change requests initiated.
Change Control Request,
Change Request Log
Accept Project
Perform acceptance testing with user and to obtain a formal acceptance sign-off, signifying
that the project has met the objectives and requirements.
User Acceptance Report
Project Execution Activities and Deliverables

45
Project Execution Processes

46
Execution Kick-Off:
The Project Manager can begin the phase activities following the completion of all planning activities including approval of the PMP, functional specifications
& project funding.
Acquire Project team:
The project manager follows necessary steps to obtain the human resources needed to complete the project. Resource calendars are built and resource
allocation for the project is done based on the negotiations and acquisitions with the involved business units and resource pool managers.
Develop Project Team:
The project manager evaluates each individual skill sets to ensure that each team member has the proper skill sets for each upcoming project phase. Note:
your training plan, schedule and costs come in handy as described in the planning phase. Project leaders that can align their vision and work with their teams
will successfully deliver key programs and projects. The alignment of vision and strategy to implementation will help you close those gaps.
Executing the Project Management Plan:-
The project manager executes the project management plan activities by performing the activities contained within each of the plans such as
Communication Plan, Risk management plan, etc. The project manager will direct the various technical and organizational resources that exist in the project
to execute the work defined in the project management plans.
Project Execution Processes in Details

47
Conducting Status Review Meetings (PSR):
Project status meetings help project managers in reviewing the status collected from the team members. They help the project managers in assessing what
has been accomplished till date and compare them with the planned activities. They allow project managers in the assessment of current problem areas and
project risk areas; as well as communicating critical project information with quick feedback. Having these project status meetings also eliminates the
communication problem that arises out of an assumption or belief that "everyone knows what's going on in this project". Often team members do not know,
because they are busy with their own tasks. The project execution phase will reveal unanticipated problems or issues, so project leaders must be prepared to
pivot and make tactical changes.
Update Project Schedule and Management plans:
In most organizations, the project management team is the group of people responsible for updating the project plan. The project plan is many things to the
project manager. It is a record of what has occurred on the project. It illustrates what is happening on the project right now. And, it prepares the project team
by showing what will be coming up. Keeping the plan current is an important role of the project manager (or project administrator). Project updates focus on
the three project management constraints, cost, time and scope. An effective project manager knows that a change in one of these areas results in changes in
the other two. A current project plan will show the effect of these changes on the overall project.
Therefore, any changes and updates from the previously defined plan must be duly recorded and approved by the relevant parties along with revision history
info for audit trail. Any lapse in maintaining an accurate plan or one that is outdated has significant impact to the overall project success.
Project Execution Processes in Details (Contd.)

48
Conducting Status Review Meetings (PSR):
Project status meetings help project managers in reviewing the status collected from the team members. They help the project managers in assessing what
has been accomplished till date and compare them with the planned activities. They allow project managers in the assessment of current problem areas and
project risk areas; as well as communicating critical project information with quick feedback. Having these project status meetings also eliminates the
communication problem that arises out of an assumption or belief that "everyone knows what's going on in this project". Often team members do not know,
because they are busy with their own tasks. The project execution phase will reveal unanticipated problems or issues, so project leaders must be prepared to
pivot and make tactical changes.
Update Project Schedule and Management plans:
In most organizations, the project management team is the group of people responsible for updating the project plan. The project plan is many things to the
project manager. It is a record of what has occurred on the project. It illustrates what is happening on the project right now. And, it prepares the project team
by showing what will be coming up. Keeping the plan current is an important role of the project manager (or project administrator). Project updates focus on
the three project management constraints, cost, time and scope. An effective project manager knows that a change in one of these areas results in changes in
the other two. A current project plan will show the effect of these changes on the overall project.
Therefore, any changes and updates from the previously defined plan must be duly recorded and approved by the relevant parties along with revision history
info for audit trail. Any lapse in maintaining an accurate plan or one that is outdated has significant impact to the overall project success.
Project Execution Processes in Details (Contd.)

49
Usually started with a project kick-off meeting, it’s more essential than ever to maintain open communication during the project execution
phase to ensure that everything runs smoothly. Depending on your project, there are different types of meetings that may be helpful
throughout the duration of your project.
Project Kick-Off Meeting: The project execution phase generally starts out with a project kick-off meeting. All stakeholders and team
members should be invited to this meeting to talk through the project plan and discuss any foreseeable issues or concerns.
Stand-Up or Scrum Meeting: Also known as daily huddle, morning roll call, or daily standup, these meetings bring project team member
together to talk about what they accomplished the previous day, what they plan to do that day, and what obstacles they face. The focus
here is on collaboration and accountability between team members.
Status or Progress Meeting: The project status or progress meeting generally happens on a weekly or monthly cadence throughout the
life of the project. This meeting brings together all stakeholders to discuss what’s been accomplished, milestones achieved, what’s coming
down the line, and any issues that need to be addressed.
Types of Project Meetings

50
Keeping strong lines of communication with all stakeholders throughout a project is key to ensuring it runs smoothly and maintains
stakeholder confidence. Within the initiation phase section of this guide, we provided a list of factors to consider when creating your
stakeholder management and communication plan. Now in the execution phase, it’s time to implement your plan.
Here are best practices for communicating with stakeholders throughout your project:
 Be prepared and stay two steps ahead in planning on how and when to communicate to your important stakeholders.
 Anticipate the needs of stakeholders and respond to them before they become an issue.
 Ensure that all stakeholders have access to the whole project plan so they can check in on progress without needing to bug you.
 Create a roll-up view of high-level progress and KPIs so that stakeholders can view specific indicators without having to get into the
details of project tasks.
Managing Stakeholder Communication

51
Meeting Agenda Template Snapshot
Meeting Agenda
Template

52
Meeting Minutes Template Snapshot
Minutes of the
Meeting Template

53
Change Management
Change management is an umbrella term that covers all types of processes implemented to prepare and support organizational
change. These range from methodologies applied to resources, business processes, budget allocations and other operational
aspects of a project. Change management in the context of project management often refers to a change control process when
working on a project.
That is, the process of changes in scope to a project are formally introduced and approved as a change management system.
Change management isn’t solely about projects and organizations. You’re preparing, equipping and supporting team members, real
people, to adopt change. This drives the organizational success of the project. Yes, while change can happen anywhere and at any
time, and people’s responses can vary, change management offers a structured method that can reign in the chaos and control your
project. But it takes a strong leader to manage that change
One thing is certain: change is going to happen. It’s an inevitable fact of any team or project and, therefore, an aspect of any project
that must be planned for. To best plan and respond to change, first a clear definition of change management must be understood.

54
 Individual Change Management: People are the root of all change. You can change systems and procedures, but if you don’t address
the human in the room, then you’re not changing anything. To get people to change, you must know your subject. What do they
need to hear to become open to change? How and when should training be offered to help them with the transition? The tools of
this trade are psychological; even neuroscience can help with finding the right angle to steer a person from one behavior to another
more productive one.
 Organizational Change Management: While the people on your team are the core target to effect change, there are also larger, more
organizational issues you must address if you want to create real change in a project. To do so requires first identifying the groups
that require change and how they must change. Then, create a plan that addresses these components of the project, which includes
making everyone aware of the change, leading that change through coaching or some other method like training, and then driving
that change in congress with the management of the whole project.
 Enterprise Change Management: Taking a step up from the organizational change is to address the entire enterprise. It’s basically
taking change management writ large to encompass all aspects of an organization, meaning roles, structure, process, projects,
leadership, etc. By approaching change on the macro-level you’re more likely to implement change on the micro-level, as a strategic
engagement with change has been applied to the very workings of the organization. It creates a nimbler organization, able to stay
flexible and adapt quickly to changes as they occur.
Types of Change Management

55
Discipline Process Tools
Project management
 Initiating
 Planning
 Executing
 Monitoring and controlling
 Closing
 (From PMBOK
®
Guide)
 Statement of work,
 Project charter,
 Business case
 Work breakdown structure,
 Budget estimations
 Resource allocation
 Schedules
 Tracking
 Risk identification and mitigation
 Reports on performance and compliance
Change management
 Planning for change
 Managing change
 Reinforcing change
 (From Prosci's research-based
methodology)
 Individual change model
 Communications
 Sponsorship
 Coaching
 Training
 Resistance management
Project Management v/s Change Management

56

Project
Management works
into 5 Phases of
Project Lifecycle
1 Initiation
2 Planning
3 Execution
5 Closing
57

Monitoring and
Controlling
58

59
According to the PMBOK® Guide (the Project Management Body of
Knowledge), project control is a “project management function that
involves comparing actual performance with planned performance
and taking appropriate corrective action (or directing others to take
this action) that will yield the desired outcome in the project when
significant differences exist.”
Essentially, project controls are a series of tools that help keep a
project on schedule. Combined with people skills and project
experience, they deliver information that enables accurate decision
making. The project control process mainly focuses on:
 Measuring planned performance vs actual performance.
 Ongoing assessment of the project’s performance to identify any
preventive or corrective actions needed.
 Keeping accurate, timely information based on the project’s
output and associated documentation.
 Providing information that supports status updates, forecasting
and measuring progress.
 Delivering forecasts that update current costs and project
schedule.
 Monitoring the implementation of any approved changes or
schedule amendments.
Project Monitoring and Controlling

60
There are a range of monitoring and control techniques that can be used by project managers, including:
• A Requirements Traceability Matrix (RTM) maps, or traces, the project’s requirements to the deliverables. The matrix correlates the
relationship between two baseline documents. This makes the project’s tasks more visible. It also prevents new tasks or
requirements being added to the project without approval.
• This makes the project’s tasks more visible. It also prevents new tasks or requirements being added to the project without approval.
• A control chart monitors the project’s quality. There are two basic forms of control chart – a univariate control chart displays one
project characteristic, while a multivariate chart displays more than one.
• Project status meetings and review to further analyze problems, finding out why something happened. They can also highlight any
issues that might happen later.
Project Monitoring and Controlling Techniques

Requirement Traceability Matrix (RTM) is a document that maps and traces user requirement with test cases. It captures all
requirements proposed by the client and requirement traceability in a single document, delivered at the conclusion of the Software
development life cycle. The main purpose of Requirement Traceability Matrix is to validate that all requirements are checked via test
cases such that no functionality is unchecked during Software testing.
The main agenda of every tester should be to understand the client’s requirement and make sure that the output product should be
defect-free. To achieve this goal, every QA should understand the requirement thoroughly and create positive and negative test cases.
This would mean that the software requirements provided by the client must be further split into different scenarios and further to
test cases. Each of this case must be executed individually.
A question arises here on how to make sure that the requirement is tested considering all possible scenarios/cases? How to ensure
that any requirement is not left out of the testing cycle?
61
Requirement Traceability Matrix
A simple way is to trace the requirement with its corresponding test scenarios and test cases. This merely is termed as
‘Requirement Traceability Matrix.’
The traceability matrix is typically a worksheet that contains the requirements with its all possible test scenarios and cases and
their current state, i.e. if they have been passed or failed. This would help the testing team to understand the level of testing
activities done for the specific product.

62
Parameters to include Requirement Traceability
Matrix
A typical software testing project, the traceability matrix would have these parameters.
As illustrated above, a requirement
traceability matrix can:
 Show the requirement coverage
in the number of test cases
 Design status as well as execution
status for the specific test case
 If there is any User Acceptance
test to be done by the users, then
UAT status can also be captured
in the same matrix.
 The related defects and the
current state can also be
mentioned in the same matrix.
 This kind of matrix would be
providing One Stop Shop for all
the testing activities.

63
Requirement Traceability Matrix Template
Snapshot
Requirement
Tracability Matrix

64
Project Tracking Template Snapshot
Microsoft Excel
Worksheet

 Updates of individual activities.
 Progress of the project compared to planning: are we late or early?
 Budget status: are we under or have we exceeded the budget?
 Quality status: are we maintaining the expected quality levels?
 Current or hypothetical problems (such as changes, problems with resources, dissatisfaction with the customer or supplier, etc.).
 Next steps to be taken.
65
Key topics to discuss on Project Status Meeting
between Project Manager and Team members

Project
Management works
into 5 Phases of
Project Lifecycle
1 Initiation
2 Planning
3 Execution
5 Closing
66

Closing
67

When it comes to project management,
closing out a project isn’t just a matter of
executing deliverables. Though the process
may seem tedious or overly administrative, a
formal closure phase ensures all loose ends
are tied up, documentation is signed and
approved, contractors are paid, and everyone
is on the same page.
The closing phase also gives you the
opportunity to review and evaluate the
project’s success (or failure), which is crucial
for planning and executing successful projects
in the future.
Here’s how to navigate the project
management closure process.
68
Closing a Project

69
Significance of Closing a Project
The closing phase of project management is the final phase of the project lifecycle. This is the stage where all deliverables are finalized and formally
transferred, and all documentation is signed off, approved, and archived.
The project closure process ensures that:
 All work has been completed according to the project plan and scope.
 All project management processes have been executed.
 You have received final sign-off and approval from all parties.
The project management closure process also gives the team the opportunity to review and evaluate the project’s performance to ensure future
projects’ success.
Importance of closing a project: At first glance, it might seem like completing the first four phases of the project lifecycle would be all you need to do to
tie up your project and call it good. However, without a formal closing process, you risk letting crucial details fall through the cracks, which can result in
confusion, a never-ending project, dissatisfied clients, and even liability issues.
Project closure helps avoid:
 Repeating mistakes on future projects and objectives
 Having final products or deliverables without dedicated support and resources
 Failing to identify the team or individuals who will own and maintain the solution following final delivery
 Creating liability issues resulting from incomplete payments, contracts, or deliverables

70
Steps to Closing a Project
• Formally transfer all deliverables: The first step to closing out your project is to finalize and transfer the project deliverables to the client. Go through your
project plan to identify all deliverables and make sure they have been fully completed and handed off.
• Confirm project completion: Next, confirm the project is complete. It’s not enough to declare a project done yourself. Each person involved needs to agree
on the project’s completion before you can formally close it out and move on. If you skip this step, you may continue to receive (and be charged for)
change requests by the client. To confirm the project’s completion, you will need to obtain approvals for the project deliverables (i.e., all stakeholders
must agree that you delivered on all parts of the project plan) with official sign-offs from the project stakeholders. Be sure to document this step so you
have proof that the project close was formally signed off.
• Review all contracts and documentation: Once you have completed the project hand-off and received approvals from the clients, you can begin closing
out your contracts. Review all the project documentation to ensure all parties have been paid for the work and there are no outstanding invoices.
• Release resources: Formally release resources from the project, including suppliers, contractors, team members, and any other partners. Notify them of
the end of the project, confirm any final payments or obligations, and officially release them so they are free to work on other projects.
• Conduct a post-mortem: A post-mortem or post-project review is one of the most valuable steps of the project closure process. This is a time to review
the successes, failures, and challenges of the project and identify opportunities for improvement going forward.
As you begin your post-mortem, conduct a performance review of the project. In other words, calculate the project’s performance in terms of cost,
schedule, and quality. Consider these questions:
 Did you stay on budget?
 Did the team members involved manage their time wisely?
 Were there issues with the quality or compromises along the way?

71
Steps to Closing a Project (Contd.)
• Archive documentation: Once you’ve completed your project post-mortem, you can finalize all documentation (contracts, project plans, scope outline,
costs, schedule, etc.) and index them in the company archives for later reference. Be sure to keep clear notes on the project’s performance and
improvement opportunities so you can easily reference and implement them on similar projects in the future.
• Celebrate: Finally, don’t forget to celebrate! The end of a project is a big accomplishment and represents the culmination of many hours of hard work and
dedication from a team of contributors. An end-of-project party is a great way to acknowledge your team’s hard work and increase morale. Plus, a happy
team is more likely to work with you in the future so you can build on your past successes and become a more effective unit going forward.
Once the paperwork is filed, and the reviews are over, kick back and take time to celebrate the successful close together—you’ve earned it!

Understanding Project Management
72
Few Key things
to Remember

 Initiating
 Planning
 Executing
 Monitoring and Controlling
 Closing
73
Project management processes fall into five
groups:

 Integration
 Scope
 Time
 Cost
 Quality
 Procurement
 Human resources
 Communications
 Risk management
 Stakeholder management
74
Project management knowledge draws on ten
areas:

They are organized, passionate and goal-oriented who understand what projects have in common, and their strategic
role in how organizations succeed, learn and change.
Project managers are change agents: they make project goals their own and use their skills and expertise to inspire a
sense of shared purpose within the project team. They enjoy the organized adrenaline of new challenges and the
responsibility of driving business results.
They work well under pressure and are comfortable with change and complexity in dynamic environments. They can
shift readily between the "big picture" and the small-but-crucial details, knowing when to concentrate on each.
Project managers cultivate the people skills needed to develop trust and communication among all of a project's
stakeholders: its sponsors, those who will make use of the project's results, those who command the resources
needed, and the project team members.
They have a broad and flexible toolkit of techniques, resolving complex, interdependent activities into tasks and sub-
tasks that are documented, monitored and controlled. They adapt their approach to the context and constraints of
each project, knowing that no "one size" can fit all the variety of projects. And they are always improving their own
and their teams' skills through lessons-learned reviews at project completion.
Project managers are found in every kind of organization -- as employees, managers, contractors and independent
consultants. With experience, they may become program managers (responsible for multiple related projects)
or portfolio managers (responsible for selection, prioritization and alignment of projects and programs with an
organization's strategy).
75
Who are Project Managers as per PMI?

About Me
7.5+ Years of experience in IT/Software Industry working as the Senior Presales
Consultant in Capgemini India Limited, with knowledge of Bid Management,
RFI, RFP, RFQ response creation, SOW extensive Preparation, Sale Collateral
creation, Orals/Presentation, Commercial Pricing, Project Management,
Software Development Life Cycle such as Waterfall Model, Agile, SAFe;
Application Maintenance & Support, User Experience Design, People
Management and Knowledge Management.
Have worked multiple pursuits related to Travel & Hospitality and Insurance
practices with experience of Digital Customer Experience, Project Delivery in
application development and support.
100+ Pursuits
Worked in a ton of Pursuits/Deals
Orals Presentations
Excellent in Preparing Orals
Presentations
Commercials
Experience in Fixed Bid/T&M
Pricing
Technical Solutions
Active Participation in Technical
Discussions
Tier-1 IT Companies
7.5+ yrs. work exp. in Infosys,
Cognizant and Capgemini
Mentoring & Coaching
Have mentored and coached in
Presales
MS Word and PPT
Excellent Response Deck Creation
Customer Presentation
Have actively participated in
Client meetings
Key Experience Highlights:
76

Company Services
Duration of Work: From Feb 2013 to April
2019
Duration of Work: From May 2019 to April
2020
Infosys Cognizant Technology Solutions
• Started my Career in Infosys Limited
as a Systems Engineer Trainee.
• Got Trained in MS Dot Net and
worked in various projects for 1st two
years of my tenure at Infosys
• Moved to Infosys Labs as a Presales
Analyst from 3rd year onwards and
worked in various pursuits for
Insurance Clients ranging from
Application Development and
Maintaince
• Joined Cognizant as a Lateral after
completing my tenure at Infosys, as a
Associate - Presales Consultant
• Started working as a bid manager in Travel
and Hospitality Vertical.
• Worked as Bid manager in various
pursuits of T&H customers ranging from
CRM Implementation, Microservices
Architecture Design, Application Security
Testing, Contact Center Support Services,
Data Migration etc.
Duration of Work: From April 2020 to till date
• Joined Capgemini after completing
service at Cognizant, as a Senior
Consultant in Presales
• Worked as Bid manager in various
pursuits customers in Digital Customer
Experience Department ranging from
proposals involving UI/UX, ERP tools like
CRM, E-commerce Management,
Microservices, etc.
• Also take part in proposal writing,
preparation of sales collaterals and
customer presentations
Capgemini
77

THANK YOU
Bonjour
Hola!
Ciao!
Salam!
Guten
tag!
Hello!
Email: sowmakbardhan@gmail.com
Call: +91 7760189123 / 7003572434

Project Management Professional (PMP) Fundamentals

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