Proj5001: Principles of Project Management

Recurring Themes

Historical Records need to collect and use for planning,

estimating and risk
Kickoff meetings are important
Work Breakdown Structures
Do not introduce benefits that are not stated in requirements
Needs of all stakeholders should be taken into account during all
projects
Team Members must be involved in project planning
Project Managers must be pro-active

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 Introduction

Project temporary endeavor undertaken to create a unique

product or service
Has a definite beginning and end and interrelated activities
Programs adopt new set of objectives and continue to work;
projects cease when declared objectives have been attained

Introduction

Projects are unique characteristics are progressively elaborated

Progressively: proceeding in steps
Elaborated: worked with care and detail
Scope of project should remain constant even as characteristics are
progressively elaborated
Project: A Project is a temporary endeavour or job with a specific start and end date, creates
a unique product, service or result and progresses elaborately as the project moves along.

Key Words:

Specific Start and End Date

Unique
Progresses Elaborately.

According to The Project Management Institute (PMI), www.pmi.org, Project

Management has 10 Knowledge Areas, 5 Process Groups and 47 Processes.

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Introduction

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 Introduction

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Introduction

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 Introduction

Project Management: the application of knowledge, skills, tools and

techniques to project activities in order to meet or exceed stakeholder
needs and expectations from a defined project balancing the following:
Scope, time, cost, and quality
Stakeholders expectations
Requirements (needs) vs. unidentified requirements (expectations)

4 factors for managing projects

1. Identify Project Requirement

2. Identify clear & defined Project Objectives.

3. Managing Project Stakeholders by aligning

plans and approaches to them.

4. Keeping Scope, Schedule, Costs, Risks,

Resources and Quality in balance.

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Introduction
Programs are groups of projects managed in a coordinated way to obtain
benefits not available from managing the projects individually
Most programs have elements of ongoing operations
Series of repetitive or cyclical undertakings
Projects are often divided into subprojects for more manageability
Often contracted out to external organizations

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Project Management Context
Project Phases are marked by the completion of a deliverable
Tangible, verifiable work product
Review of deliverables and approval/denial are phase exits, stage
gates, or kill points
Phases are collected into the Project Life Cycle
Set of defined work procedures to establish management control

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Project Management Context

Project Life Cycle defines:

Technical work performed in each phase
Who is involved in each phase
Project Phases can overlap Fast Tracking
Common Characteristics of Project Life Cycles:
Cost and Staffing levels are low at start and move higher towards the
end
Probability of successfully completing project is low at beginning,
higher towards the end as project continues
Stakeholder influence is high at the beginning and progressively lowers
as project continues

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 Project Management Context
Stakeholders: individuals and organizations who are actively involved in
the project
Often have conflicting expectations and objectives
In general, differences should be resolved in favor of the customer
individual(s) or organization(s) that will use the outcome of the project
Stakeholder management is a proactive task
Project Mangers must determine all stakeholders and incorporate
their needs into the project

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Project Management Context

Stakeholders are:
Project Managers
Customers
Performing Organizations, owners
Sponsor
Team
Internal/External
End User Some Key Project Stakeholders
Society, citizens
Others: owner, funders, supplier, Project Manager
contractor
Customer / User
Functional Management
Project Team Members
Sponsor.
Sellers and Business Partners.
PMO.
Portfolio Managers.
Program Managers,
Operations Management
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Project Management Context

Organizational Systems: Project based vs. Non-Project Based

Project Based derive revenues from performing projects for others
(consultants, contractors),management by projects
Non-Project Based seldom have management systems designed to
support project needs (manufacturing, financial services)

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Project Management Context

Organizational Cultures and Styles:

Entrepreneurial firms more likely to adopt highly participative Project
Manager accept higher risk/reward
Hierarchical firms less likely to adopt participative Project Manager
take fewer risks

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 Project Management Context
Organizational Structures
Functional (classical) marked by identifiable superiors. Staff grouped by
specialty . Perceived scope of project limited by function (Engineering, HR).
Typically have part-time Project Manager
Projectized Organization blend functional and projectized characteristics. Mix
cross-department personnel with full-time Project Manager

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Project Management Context

Organizational Structures
Matrix Structures: Organizations that blend departmental duties and employees
together on a common project. These structures allow for project team
members from multiple departments to work toward the project completion.
The project team members may have more than one boss. Depending on the
number of projects that the employee works on, he or she may have to report to
multiple project managers + the functional manager.
Matrix Structures consist of

1. Weak Matrix
2. Balanced Matrix
3. Strong Matrix.

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 Project Management Context
Organizational Structures
Weak Matrix Structures: Resembles closely a functional organization. The project team may
come from different departments, but the project manager reports directly to a functional
manager. Project Managers have the following attributes.
Limited authority.
Management of a part time project.
Part time project role.
May have part time administrative staff to help expedite the project.
May be known as project coordinator, project expeditor, project administrator or team
leader.

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Project Management Context

Organizational Structures
Balance Matrix Structures: Has many of the same attributes as Weak Matrix
Structure. But the project manager has more time and power regarding the project .
Still has the same time accountability issues for all project team members, since their
functional managers will also want reports on their time spent on the project. Project
Managers have the following attributes.
Reasonable authority.
May manage a part time project team.
Have a full time role as a project manager.
May have part time administrative staff to help in the project.

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Project Management Context
Organizational Structures
Strong Matrix Structures: relates to a strong project manager. The project manager
has more power when it comes to project work. The project team members, may have
more time available for the projects, even though they may come from different
departments. Project Managers have the following attributes
A reasonable to high level power.
Management of a part time to a full time project team.
Have a full time role as a project manager.
Have a full time administrative staff to help in the project.

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Project Management Context

Project Management Skills
General Business Management (consistently producing results expected by
stakeholders)
Leading (establishing direction, aligning resources, motivating)
Communicating (clear, unambiguous, and complete)
Negotiating (conferring with others to reach an agreement)
Problem Solving (definition and decision making)
Distinguish causes and symptoms
Identify viable solutions
Influencing Organization (understanding power and politics)

Socioeconomic Influences
Standards document approved that provides common, repeated use, rules and
guidelines
Compliance is not mandatory
Regulations document that identifies products, services or characteristics
Compliance is mandatory
Standards often become de facto regulations
Internationalization
Cultural Influences

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Project Management Context

Organization Structure Pros and Cons

Projectized
Efficient Organization No home
Loyalty Lack of Professionalism
Effective Communication Duplication of functions, less efficient resource
usage
Matrix
Visible Objectives not cost effective
PM Control More than 1 boss
More support More complex to control
Utilize scarce resources Tough resource allocation
Information distribution Competition of priorities
Coordination Policies & Procedures
Home based Potential for conflict
Functional Organization
Specialists More emphasis on functions
1 supervisor No career path in PM

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End of Introduction & Project Management Context

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 The Project Management Process Groups

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The Project Management Process Groups

5 Process Groups.

1. The Initiating Process Group.

2. The Planning Process Group.

3. The Executing Process Group.

4. The Monitoring & Control Process Group.

5. The Closing Process Group.

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The Project Management Processes

Project Management requires active management of Project Processes

Series of actions that achieve a result
Project Management Processes
Describing and organizing the work
Product-Oriented Processes
Specifying and creating the product

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The Project Management Processes

Process Groups:
Initiating processes: recognizing a project or phase should begin
Planning processes: devising and maintaining a workable plan
Executing processes: coordinating resources to execute the plan
Monitoring & Controlling processes: ensuring project objectives are
met; monitoring, correcting and measuring progress
Closing processes: formalized acceptance

Demings Plan-Do-Check-Act

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Initiating Process Group
May not include inputs from The Project Manager.
May be chosen by The Project Portfolio Management or Senior Management.
Projects to be Initiated and Funded are chosen before the project manager gets involved.
Project Manager is assigned during the initiation process. Inputs from Sponsor is considered during
this process.
First Activities of this process is to document The Assumptions & The Constraints

The Project Charter:-

Initiates the Project, 0fficially authorizes the project and is authorized outside of the
project boundary

Documents the business needs, defines project deliverables, authorizes the project
management to spend organizational resources.

Inputs to create the Project Charter

Contract
Business Case
Project Statement of Work
Enterprise Environmental Factors
Organizational Process Assets

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Initiating Processes
Identifying Stakeholders
Include the people & organizations actively involved in the project or are affected by
the project.
Can be internal or external or both to the project.
Identification should happen during the early stages of the project.
To prevent rework.
To identify and prevent changing requirements.
To identify new threats to the project.
Never overlook any stakeholders. Identification of Stakeholders is a continuous process and
happens throughout the project. At the onset of the Project Lifecycle Phase, The team should
identify. If any Stakeholders are left out, it may cause adverse affects.

Documents & Inputs Required

Project Charter.
Procurement Documents
Enterprise Environmental
Factors
Organizational Process
Assets

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The Project Management Processes

Process Groups are linked by the results each produces

Process Groups are overlapping activities with various levels of intensity
Process Group interactions cross phases rolling wave planning
Project team plans in details for the immediate work and leaves the future
work less planned. Detailed planning takes place when that particular phase
approaches, resulting in iterations or waves of planning.
Individual processes have inputs, tools and techniques, and outputs
(deliverables)

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The Planning Processes
Planning the Project
Projects fail at the beginning and not the end.
Goal of the Planning Process -> The Project Management Plan.
Planning is an Iterative Process. The PM and the Team revisit the Plan as needed.
Changes are the nemesis of Project Management. It forces the PM / Team to revisit
the plan to determine the impact of changes.
Rolling Wave Planning: Iterations of planning throughout the Project Management Lifecycle.
Rolling Wave Planning & Progressive Elaboration are related.

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The Planning Process Group

Agenda for Proj5001

Plan Schedule Management Done briefly to cover the concepts related to CPM. Detailed to
be done in 2nd Term: PROJ5007: Project Scheduling & Risk Management.
Plan Cost Management Refer to Proj5006: Financial Management & Cost Control.

Plan Quality Management Refer to Proj5002: Project Scope & Quality Management
Plan Human Resource Management Done briefly to cover the concepts. Detail to be
done in 2nd Term: PROJ5008: Human Resource Management in Projects.
Plan Communications Management Refer to Proj5005
Plan Risk Management Done briefly to cover the concepts. Detail to be done in 2nd Term:
PROJ5007: Project Scheduling & Risk Management.
Plan Procurement Management Done briefly to cover the concepts. Detailed to be done in
2nd Term: PROJ5010: Procurement & Strategic Sourcing.
Plan Stakeholder Management Done briefly.

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The Planning Process Group

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Subsidiary Plans that make up The Project Management Plan

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The Planning Process Group

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Developing the Project Management Plan

Inputs
Project Charter
Enterprise Environmental Factors
Organizational Process Assets
Project Management Process Outputs

Tools & Techniques

Expert Judgement
Brainstorming, Conflict Resolution, Problem Solving,
Facilitation Techniques
Meeting Management etc.

Output
The Project Management Plan

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Developing the Project Management Plan

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Developing the Project Management Plan

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Planning The Scope Management

Deals with the actual creation of the Project Scope Management Plan

Subsidiary of the Project Management Plan.

It defines how the Project Manager and the Project Team will go about creating the
project, controlling the project and validating scope.

Four Inputs into this process.

Project Management Plan.

Project Charter.
Enterprise Environmental Factors.
Organizational Process Assets

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Planning The Scope Management

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Planning The Scope Management

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Collecting The Requirements

The Project Requirements serves as input to the Project Scope Statement.

To collect Project Requirements, five inputs are required
The Scope Management Plan.
The Requirements Management Plan.
Stakeholder Management Plan.
A Project Charter.
The Stakeholder registry.
The Project Manager + The Project Team + The Stakeholders must work together to
collect the requirements.

The above process creates the Requirements Documentation & The Requirements
Traceability Matrix.

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Collecting The Requirements

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Collecting The Requirements

The above process creates the Requirements Documentation + The Requirements Traceability
Matrix.

Work together to protect the requirements from change, to ensure that approved changes
are reflected throughout the project and to track the requirements from identification to
fulfillment during project execution.

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Defining the Project Scope Statement.

Based on the Project Scope Management Plan, The Project Manager + The Team + Key
Stakeholders define.

The Project Scope Statement: The basis of all future project decisions.
The inputs for this project are

The Scope Management Plan.

The Project Charter.
Requirements Document.
Organizational Process Assets

The Output for this process is:

The Project Scope Statement: all the work required to satisfy the requirements and
objectives.
Project Document Updates: based on stakeholder inputs, the business case and
solutions for the identified problem or opportunity that may need to be updated to
reflect any refinements.

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Creating the Work Breakdown Structure.

Created in The Planning Process Group.

Breaks down the Project Scope Statement into smaller more manageable components
The inputs for this project are

The Scope Management Plan.

The Project Scope Statement.
Documented Project Requirements.
Enterprise Environmental Factors
Organizational Process Assets

The Output for this process, in addition to the WBS is:

The Scope Baseline: The Scope Statement, The WBS and The WBS Dictionary. .
Project Document Updates: based on stakeholder inputs, the business case and
solutions for the identified problem or opportunity that may need to be updated to
reflect any refinements.

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Creating the Work Breakdown Structure.

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