Egov Project Management Primer 2013

Understanding and Practices
E-GOV PROJECT MANAGEMENT
johnmacasio@gmail.com
First Five Steps to Manage
First Steps to Manage

Get organized
Get support Identify go-to-people Responsible Accountable Expert Work
First Steps to Manage
Identity the project team and stakeholders Define the project management methodology Identify the documentation templates Set up the management system
Project is
PMI PMBOK A project is a temporary endeavour undertaken to create a unique product, service or result.
Project is
PMI PMBOK It is performed by people, constrained by limited resources, planned, executed and controlled.
Project is
Projects are different from operations because the latter are ongoing and repetitive activities, while projects are temporary and unique.
Project is
Projects is different from programs because the later adopt new set of objectives and continue to work, while projects cease when declared objectives have been attained.
E-Gov Project is
is constrained by the developmental outcomes
BENEFICIARY
RESULTS
E-Gov Project is
is constrained by the interest of stakeholders
COST
BUDGET
E-Gov Project is
is planned and executed when scope, time and cost are duly approved.
SCOPE
TIME
Needs, Requirements, Schedules,Risks, Suppliers People, Organization, Process, Culture, Technology, Plans, Metrics, Funds
COST
E-Gov Project is
is enabled to execute given the resource availability and capability
SOURCES
SUPPLIERS
E-Gov Project is
is closed based on the customer satisfaction of delivered number and quality of experience
CUSTOMER
SATISFACTION
Describe E-Gov Project Matrix

STRATEGY PURPOSE RESULTS TIMEFRAME REQUIREMENTS RELEVANCE BUDGET
WORK MATERIALS
SOURCES QUANTITY QUALITY CUSTOMER
E-GOV Project Stages

JUSTIFICATIONRESULTS, REQUIREMENTS, OPTIONS, COST, TIME DESIGN & PROTOTYPE VERSION RELEASE ACCEPTANCE CLOSE
PLANNING SOURCING & PROCUREMENT BUILD INTEGRATE & TEST SERVICE SUPPORT

JUSTIFICATIONREQUIREMENTS & FUNDS EXPECTATIONS
1. 2. 3. 4. 5.
PROJECT FEASIBILITY STUDY PROJECT LOGFRAME PROJECT BUSINESS CASE PROJECT VISION & SCOPE PROJECT RESOURCE REQUIREMENT & BUDGET 6. PROJECT SCHEDULE

PLANNNING SOURCING & PROCUREMENT EXPECTATIONS
1. 2. 3. 4. 5. 6. 7. 8.
PROJECT MANAGEMENT PLAN PROCUREMENT PLAN SOURCING STRATEGY PROJECT TERMS OF REFERENCES REQUEST FOR PROPOSAL CONTRACT TEMPLATES BUDGET ALLOCATION BIDS & AWARDS COMMITTEE

DESIGN & PROTOTYPE EXPECTATIONS
1. 2. 3. 4. 5. 6. 7.
ENTERPRISE ARCHITECTURE SYSTEMS BLUEPRINT COMPONENTS DRAWING ASSEMBLED PROTOTYPES DESIGN ACCEPTANCE STANDARDS DEFINITION PERFORMANCE BENCHMARK

BUILD INTEGRATE & TEST EXPECTATIONS
1. 2. 3. 4. 5. 6. 7. 8.
PRODUCT COMPONENTS ASSEMBLED SOLUTION TEST PROCEDURES PERFORMANCE REPORT CHANGE REQUESTS COMPONENT ACCEPTANCE INTEGRATION TEST INTEGRATION COMPLIANCE

RELEASE ACCEPTANCE CLOSE EXPECTATIONS
1. 2. 3. 4.
PRODUCT PACKAGES & VERSION USERS ACCEPTANCE CLOSED & PAID CONTRACTS LESSONS LEARNED

SERVICE SUPPORT EXPECTATIONS
1. SERVICE LEVEL AGREEMENTS 2. SERVICE DESK 3. SERVICE REPORT
Causes of Project Failure
Project Failure -OGC P3M3

Design and Definition Failure Decision Making Failure Program and Project Discipline Failure Supplier Management Failure People Failure
Project Failure
Lack of financial incentive: Why save money when that will reduce next year's budget? Why set a stop-loss rule when there is new money next year? The attitude can often be that a project has to succeed at all costs.
Project Failure
Changes in the political agenda: Typically, election years can force things to go wrong as politicians and their staff are rushing contracts or partnerships. Promising too much publicly can lead to a premature launch
Project Failure
Outside events: In a public setting, lots of things can happen. There could be unforeseen budget effects or debates, shifts in public attention, or media campaigns.
Maturity Level
Maturity Condition
Descriptor
Project Maturity Model
Optimized Process
The organization runs continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimize processes
The organization obtains and retains specific measurements on its project management performance and run a quality management organization to better predict future performance The organization has its own centrally controlled project processes, and individual projects can flex within these processes to suit the particular project. The organization ensures that each project is run with its own processes and procedures to a minimum specified standard. There may be limited consistency or co-ordination between projects. The organization recognizes projects and run them differently from its ongoing business. Projects may be run informally with no standard process or tracking system.
Managed Process
Defined Process
Repeatable Process
Initial Process
Project Leadership
Project Manager Competency

LEADERSHIP
Attributes Leads strategic management; defines, communicates, and leads goals and objectives Decides, implements and monitors
VISIONING
CONTROL
NEGOTIATION Listens, builds consensus, and manages conflict


MANAGEMENT
Attributes Gathers data, analyze information, look forward decision, design, and write Facilitates process initiation, execution, control and improvement, and lead decision making
PLANNING CONTROL
DOCUMENTATION Captures and stores information for knowledge requirements


TECHNICAL
ANALYSIS
DESIGN BUILDING
Attributes Captures information and apply appropriate thinking tool to build understanding, decision, and planned action. Captures requirements and performance specifications, and apply appropriate modeling tool Defines and implements the development platform, and to control delivery and integration of work packages to comply with the project scope and outcome requirements
Project Management
Definition: Application of principles, practices, techniques to: 1. To lead project team 2. To control project scope, schedule, costs and risks to deliver the result of delighted customers.
Project Management
is situated by
PEOPLE
SKILLS-KNOWLEDGE-POWER
TECHNOLOGY
PROCESS
POLICIES-BUSINESS-PROCEDURES STANDARDS-METHODS-SOURCING ATTITUDE-VALUES-BELIEFS BENEFICIARY
CULTURE
Project Management
Control:
1.
2. 3. 4. 5. 6. 7. 8. 9.
10.
Scope Time Cost Risks Resources Expectations Communication Quality Change Security
Project Management
Agenda:
1.
2. 3. 4. 5. 6. 7. 8.
Performance People Process Methodology Metrics Standards Technology Suppliers
Project Management Office

PMBoK Definition:
Shared and coordinated resources across all projects administered by the PMO
Identification and development of project management methodology, best practices, and standards.

PMBoK Definition:
Clearinghouse and management for project policies, procedures, templates, and other shared documentation Centralized configuration management for all projects administered by the PMO

PMBoK Definition:
Centralized repository and management for both shared and unique risks for all projects
Central office for operation and management of project tools, such as enterprise-wide project management software

PMBoK Definition:
Central coordination of communication management across projects
A mentoring platform for project managers

PMBoK Definition:
Central monitoring of all PMO project timelines and budgets, usually at the enterprise level Coordination of overall project quality standards between the project manager and any internal or external quality personnel or standards organization.
Project Stakeholders
Know Project Stakeholders
Structured understanding of power, influence and interest of the stakeholders guide the means to engage and communicate the needs, requirements, costs, participation, options and skills to move forward the project justification, funds, plans, issues, changes and deliverable acceptance.
Stakeholders are called
person, individual, organization, community, government, suppliers and influencers

whose interest and agreement are critical in the successful justification, planning, design, implementation and improvement of the project
Critical to project is agreement on objectives and expectation. The sides of power in stakeholder analysis speaks of

Power to influence thinking Power to provide funds Power to seal decision power to execute work
their sides of power
THINKING
FRAMEWORK-ANALYTICS-SOLUTION
FUNDS
FINANCIAL-RETURNS-SOURCE EXPERTISE-TIME-PRODUCTS VALUE-OPTIONS-ACCOUNTABILITY BENEFICIARY
WORK
DECISION
Project Stakeholders -Power & Influence Matrix

List down the kind of input the stakeholder is able to bring and make impact in the activities and results of the project.
PERSON ORGANIZATION THINKING DECISION FUNDS WORK
Critical to project is the level of interest displayed or asserted to the input, process and output of the project
The level of interests in stakeholder analysis speaks of

Wants Image Position Opportunities
HIGH
KEEP SATISFIED
MANAGE CLOSELY
POWER
MONITOR MINIMUM EFFORT LOW
LOW
KEEP INFORMED
HIGH
INTEREST
High power, interested people: these are the people you must fully engage with, and make the greatest efforts to satisfy.
HIGH
KEEP SATISFIED
MANAGE CLOSELY
POWER
MONITOR MINIMUM EFFORT KEEP INFORMED
LOW
LOW INTEREST
HIGH
High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they become bored with your message. communication
HIGH KEEP SATISFIED
MANAGE CLOSELY
POWER MONITOR MINIMUM EFFORT KEEP INFORMED
LOW
LOW
HIGH
INTEREST
Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project.
HIGH KEEP SATISFIED
MANAGE CLOSELY
LOW
LOW
HIGH
INTEREST
Low power, less interested people: again, monitor these people, but do not bore them with excessive communication
HIGH
KEEP SATISFIED
MANAGE CLOSELY
LOW
LOW
HIGH
INTEREST
Project manager - The person

responsible for managing the project. organization that will use the projects product.
Customer/user - The person or
Performing organization - The
enterprise whose employees are most directly involved in doing the work of the project.
Project team members - The

group that is performing the work of the project
Project management team -
The members of the project team who are directly involved in project management activities.
Sponsor - The person or group

that provides the financial resources, in cash or in kind, for the project.
Influencers - People or groups

that are not directly related to the acquisition or use of the projects product, but due to an individuals position in the customer organization or performing organization,
can influence, positively or negatively, the course of the project
Project Organization Model

SOURCING VIEW
INSOURCE OUTSOURCE OFFSHORE

LEADING VIEW
FUNCTIONAL ORGANIZATION MATRIX ORGANIZATION PROJECT ORGANIZATION
PROJECT MANAGEMENT METHODOLOGY
Project Management Standards

-Business of Doing Project
Project Management Body of Knowledge Logical Framework Approach Project in Controlled Environment
PMI PMBOK
NORAD LFA
Project Management Standards -Managing Solution Development
Software Engineering Body of Knowledge Microsoft Solutions Framework SCRUM
SWEBOK
MICROSOFT SOLUTIONS FRAMEWORK
PROJECT MANAGEMENT LIFE CYCLE

PMBOK PRINCE2
1. Initiating 2. Planning 3. Executing 4. Controlling and Monitoring 5. Closing
1. Starting Up a Project 2. Planning 3. Controlling a Stage 4. Managing Product Delivery 5. Managing Stage Boundary 6. Closing a Project
PROJECT MANAGEMENT LIFE CYCLE

MSF 1. 2. 3. 4. 5. Envisioning Phase Planning Phase Developing Phase Stabilizing Phase Deploying Phase SWEBOK 1. Requirements 2. Design 3. Construction 4. Testing 5. Maintenance
PROJECT MANAGEMENT KNOWLEDGE AREAS

PMBOK
Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communication Management Risk Management Procurement Management
PRINCE2
Business Case
SWEBOK
Requirements
Organization Plans Controls Management of Risks Quality in a Project Environment Configuration Management Change Control
Design Construction Testing Maintenance
Project Management Phases

INITIATION PLANNING EXECUTION CLOSURE
INPUT
PRE-REQUISITES
PROCESS
TASKS
OUTPUT
DOCUMENTATON
PROJECT LIFE CYCLES
BUSINESS LIFE CYCLE SOLUTION LIFE CYCLE
Project Management Cycle
BUSINESS CYLE PROJECT MANAGEMENT

STAGE: INITIATION TASKS -Data gathering for the baseline information to define the need for the project, value justification of the project, solution and requirements, the available options -Agreement on the project methodology, estimation tools, and financial valuation formula. -Elaboration of the needs, key performance indicators, critical success factors, financial valuation metrics -Formulation and approval of the business case Composition, approval and release of the request for proposal with project terms of reference -Acceptance, review and approval of project proposal -Composition, approval and release of the project contracts, and project implementation terms of reference based on the approved project proposal -Setting up of the project organization and the appointment of the project manager RESULTS Research data and information Approved business case Approved Sourcing Approach Request for Proposal and Project Terms of Reference Approved Project Proposal Project Contracts Project Implementation Terms of References Project Manager Appointment
INITIATION
PLANNING
EXECUTION
CONTROL
CLOSING

STAGE: PLANNING TASKS -Definition of the tasks and requirements to be planned for execution and utilization -Elaboration and agreement on of the applicable input, procedures, methodology and tools to be use in planning the project development. -Composition of the Project Management Plan to integrated the following plans .Work Plan work breakdown schedule, organization breakdown schedules .Resource Plan organization, skills needs, recruitment, people training, deployment schedules .Procurement Plan bills of materials, acquisition strategy, contract handling .Communication Plan reporting instruments, kinds of communications, audience definition and information needs
INITIATION PLANNING
RESULTS Work Breakdown Schedule Organization Breakdown Schedule Estimation Techniques Project Management Plan Issues and Problem Management Plan Change Management Organization
EXECUTION
CONTROL
CLOSING

STAGE: EXECUTION TASKS -Definition of solutions requirement -Design the solution model -Create the solution model prototype -Verify and Validate solution model prototype -Build the beta version of the solution -Internal Team verification and validation of beta version of the solution -Train users to test the beta version release -Test and Approve the beta version -Integration and normalization of the final version -Test and approve the final version -Release the final version -Handle incident, problem and change request RESULTS Process Model Information Model Technology Model Work Packages Delivery Report Accomplishment Reports Minutes of the Meeting Users Approval, Sign-in and Sign-Off document Training Report Configuration Documentation Users Manual
INITIATION
PLANNING
EXECUTION
CONTROL
CLOSING

STAGE: CONTROL TASKS -Institute and enforce compliance report -Issues reporting and change management handling RESULTS Compliance Checklist Issues Documentation Attendance Reporting Testing and Quality Assurance Documents
INITIATION
PLANNING
EXECUTION
CONTROL
CLOSING
STAGE: CLOSURE
TASKS -Audit and Compliance Final Acceptance Lessons Learned - Retrospection Contracts closure Handing over Project document archived
RESULTS Lesson Learned Document Payment Project Acceptance Documentation Turn-over Documentations
INITIATION
PLANNING
EXECUTION
CONTROL
CLOSING
Project Management Cycle -Project LogFrame

DESCRIPTION Overall Objectives Project Purpose INDICATORS
OO Achievement Metrics Quantity, Quality and Time to Measure Purpose Achievement Metrics Quantity, Quality and Time to Measure Results Achievement Metrics Quantity, Quality and Time to Measure
VERIFICATION How to collect information, when and who
ASSUMPTIONS
If the purpose is achieved, what assumption of OO is hold as true If the results is achieved, what assumption of purpose is hold as true If activities are done, what assumption is true to bring result
Project Results
Project Activities INPUT Work and Materials Effort and Cost

OVERALL OBJECTIVES Contribution to policies and impact of program objectives PROJECT PURPOSE Direct benefits of target group/s PROJECT RESULTS Tangible products or services to be delivered PROJECT ACTIVITIES Tasks to accomplished to deliver results

PROJECT JUSTIFICATION
OVERALL OBJECTIVES Contribution to policies and impact of program objectives PROJECT PURPOSE Direct benefits of target group/s PROJECT RESULTS Tangible products or services to be delivered PROJECT ACTIVITIES Tasks to accomplished to deliver results

PROJECT MONITORING & EVALUATION
PROJECT OBJECTIVES & TIME FRAME TO ACHIEVE The direct benefits to be experienced by the target group/s within targeted period MEASURABLE INDICATORS TO TELL PURPOSE IS BEING ACHIEVED METHODOLOGY TO CAPTURE THE INDICATORS TO BE MEASURED INPUT PROVIDED TO ACHIEVE THE PURPOSE
Data specification Tangible products to quantify and or services to be qualify delivered
Work and materials delivered and cost

PROJECT MONITORING & EVALUATION
PROJECT ACTIVITIES & EXPECTED RESULTS MEASURABLE INDICATORS TO TELL ACTIVITIES ARE PERFORMED AND OUTCOMES ACHIEVED METHODOLOGY TO CAPTURE THE INDICATORS TO BE MEASURED INPUT PROVIDED TO PERFORM THE ACTIVITIES
Tasks Items and deliverable
Data specification Process, Tools and Work and to quantify and People materials qualify delivered and cost
PROJECT C ORGANIZATION
PROJECT TIMELINE
PROJECT COST
PROJECT INPUT
PROJECT RESULTS
PROJECT PURPOSE
NAME OF PROJECT
PROGRAM OBJECTIVES
BENEFICIARY PROBLEM

WORK BREAKDOWN SCHEDULE
Time Tasks Objectives Duration Estimate Work and Time
Sequences
Cost Breakdown
Critical Path
INITIATION
PLANNING
EXECUTION
CONTROL
CLOSING
Project Solution Life Cycle

PROJECT TASKS RESPONSIBLE ACCOUNTABLE EXPERT WORKER
Solution Visioning and Scoping Process Mapping and Analysis Application Functional and Non-Functional Requirement Definition Data Dictionary and Entity Relationship Modeling Technology Infrastructure Configuration modeling

VISIONING PLANNING
ICT SOLUTION DEVELOPMENT CYCLE
DESIGN
DEVELOP TEST & INTEGRATION


VISIONING & PLANNING TASKS RESULTS Setting the goals, strategy, Project Work Plan approach, configuration, and plan of developing the solution based on the approved business case and project proposal of the project.
VISIONING PLANNING
REQUIREMENT DEFINITION
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

REQUIREMENT ANALYSIS TASKS Elicitation and documentation of information to compose the input, process, output, and technology architecture specifications of the proposed solution Analysis and definition of the functional and non-functional requirements of the proposed solution. RESULTS Business, Information, Technology Configuration Documentation Functional and non-functional requirement checklists
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

REQUIREMENT TYPES Functional the must be functions and features of the system to fulfill the business tasks required of the user. It covers technical specifications, system design parameters and guidelines, data manipulation, data processing, and calculation modules, etc.
VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

REQUIREMENTS TYPES Non-Functional the expected properties or quality attributes of the system to reflect the prescribed performance of the business user. It descriptive parameters of efficiency, reliability, availability, quality control, cost, design constraints, etc.
RELEASE
SUPPORT MAINTENANCE

REQUIREMENTS TRACEABILY MATRIX
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

SOLUTION DESIGN TASKS Visual drawing of the application, data, and technology model, and prototype making of the solution Generate mock-ups and prototypes of processes, screen, reports Validation, verification and approval of the visual drawing and prototype. RESULTS Process, application, data, and technology models Application conceptual model Database model Technology platform model
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

CRITICAL TO SOLUTION DESIGN Understand the Business Know What is Possible Model the Business Define the Gaps
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

CRITICAL TO SOLUTION DESIGN Develop the Blueprint Obtain the Components Assemble the Components Execute and Deploy
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

PROCESS MAPPING Process map will graphically describe the overall process flow and identifies the work activities, activity outputs, and resources required.
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

PROCESSING MAPPING It creates a common understanding across the departments of the organization of the current (i.e., "as-is") situation, and a starting point to elaborate the future (i.e. to-be) situation.
RELEASE
SUPPORT MAINTENANCE

7 STEPS PROCESS MAPPING
1. 2. 3. 4.
5.
6. 7.
VISIONING PLANNING
Determine the Boundaries List the Steps Sequence the Steps Draw Appropriate Symbols System Model Check for Completeness Finalize the Flowchart
REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

S.I.P.O.C.

S.I.P.O.C.

E.T.V.X.

SOLUTION BUILDING TASKS Coding of the approved application, data and technology prototype. Internal testing on the conformance of the coded solution to approved design of the solution requirements RESULTS Work Packages Conformance Testing Report Pass Fail Revision Report
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

SOLUTION TESTING TASKS Validation and verification of the functional and nonfunctional requirements of the alpha version of the application model and database tables Issues reporting and change request RESULTS List of approved work packages Change Requests
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE
Testing Framework
Actor's View Intergation Test Coding Experts Infrastructure standards comply Connected Designer Application models comply Workflow Synchronization User Functional Requiremetns Data and User Harmonization Interface Performance

SOLUTION INTEGRATION TASKS Putting together the functionally accepted modules, databases, network services and security services to run the integrated version of the solution Integration testing to validate and verify the inter-operational performance RESULTS Integrated work package beta version Testing report and change requests
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

SOLUTION ACCEPTANCE TASKS Conduct of users training on using the functional beta version of the solution Perform users testing and acceptance of the completed solution version Solution business readiness assessment of the final solution version for release RESULTS Training Design Testing Scripts Testing Report Change Request List of accepted functional and non-functional features
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

SOLUTION RELEASE Normalization of the configuration requirements for the solution final version release Deploying by installing and configuring the release version of the solution to business production area. Training of the production users. Final Release Version of the work packages User manual List of location and users for deployment, and status of installation and configuration Users training schedules
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE

SOLUTION SUPPORT TASKS Setting up of the organization and procedures for Incident, problem and change handling Accepting incident and problems for documentation, reporting, analysis and resolution RESULTS Service Desk
VISIONING PLANNING
DESIGN
BUILDING
TESTING INTEGRATION
RELEASE
SUPPORT MAINTENANCE
Reading Project Proposal

1. 2. 3. 4. 5.
6.
7. 8. 9. 10. 11. 12. 13. 14. 15.
Needs Definition Objectives Identification Approach, Methodology, Technology Capability Requirements Scope Statement Estimated Cost and Schedule of Payment Estimated Time Mitigated Risk Assumption Constraints Deliverable Estimated Schedule Deliverable Performance Metrics Change Management Organization and Responsibilities Transistion and Support Litigation

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Egov Project Management Primer 2013

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Understanding and Practices

E-GOV PROJECT MANAGEMENT

First Five Steps to Manage

First Steps to Manage

First Steps to Manage

Describe E-Gov Project Matrix

E-GOV Project Stages

E-GOV Project Stages

E-GOV Project Stages

E-GOV Project Stages

E-GOV Project Stages

E-GOV Project Stages

E-GOV Project Stages

1. SERVICE LEVEL AGREEMENTS 2. SERVICE DESK 3. SERVICE REPORT

Causes of Project Failure

Project Failure -OGC P3M3

Project Maturity Model

Project Manager Competency

NEGOTIATION Listens, builds consensus, and manages conflict

Project Manager Competency

DOCUMENTATION Captures and stores information for knowledge requirements

Project Manager Competency

POLICIES-BUSINESS-PROCEDURES STANDARDS-METHODS-SOURCING ATTITUDE-VALUES-BELIEFS BENEFICIARY

Performance People Process Methodology Metrics Standards Technology Suppliers

Project Management Office

Project Management Office

Project Management Office

Project Management Office

Central coordination of communication management across projects

A mentoring platform for project managers

Project Management Office

Know Project Stakeholders

person, individual, organization, community, government, suppliers and influencers

FINANCIAL-RETURNS-SOURCE EXPERTISE-TIME-PRODUCTS VALUE-OPTIONS-ACCOUNTABILITY BENEFICIARY

Project Stakeholders -Power & Influence Matrix

The level of interests in stakeholder analysis speaks of

Wants Image Position Opportunities

POWER MONITOR MINIMUM EFFORT KEEP INFORMED

POWER MONITOR MINIMUM EFFORT KEEP INFORMED

POWER MONITOR MINIMUM EFFORT KEEP INFORMED

Project manager - The person

Customer/user - The person or

Performing organization - The

Project team members - The

Project management team -

Sponsor - The person or group

Influencers - People or groups

Project Organization Model

Project Organization Model

Project Organization Model

PROJECT MANAGEMENT METHODOLOGY

Project Management Standards

Project Management Standards -Managing Solution Development

Software Engineering Body of Knowledge Microsoft Solutions Framework SCRUM

MICROSOFT SOLUTIONS FRAMEWORK

PROJECT MANAGEMENT LIFE CYCLE

1. Initiating 2. Planning 3. Executing 4. Controlling and Monitoring 5. Closing

PROJECT MANAGEMENT LIFE CYCLE

PROJECT MANAGEMENT KNOWLEDGE AREAS

Design Construction Testing Maintenance

Project Management Phases

PROJECT LIFE CYCLES

BUSINESS LIFE CYCLE SOLUTION LIFE CYCLE