Project Management Fondations

Introduction, Lifecycle & Organization

Dr. Akram Saad
PhD,MBA,PMP,CCP,MRICS

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Introduction, Lifecycle & Organization
Course Syllabus:
Segment
One
Introduction to Project Management

Segment
Two
Project Management Lifecycle

Segment
Three Project Organization & Key Roles

Quiz Review What You’ve Learned!

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Segment Introduction to
One Project Management

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 What is a Project?

• Definition:
• “A project is a temporary endeavor undertaken to
create a unique product, service or result.”

• The temporary nature of a project means that it

has a definite beginning and ending
• Efforts that have no defined end date or definition of
“done” are not projects, they are on-going operations!

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 More About Projects…

• Every project creates a unique product,

service or result
• Projects end in only one of two ways:
1. The project’s objectives have been reached
2. The project is terminated because its objectives
will not or cannot be met, or when the need for
the project no longer exists.

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 How Are Projects Organized?

• Individual Project:
• A temporary endeavor undertaken to create a unique
product, service or result
• Program:
– A collection of projects, sub-programs or other work
that are managed in a coordinated fashion in support
of a portfolio
• Portfolio:
– A collection of projects, programs, sub-portfolios and
operations managed as a group to achieve strategic
benefits

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 What is Project Management?

• Definition:
• “The application of knowledge, skills, tools and
techniques to project activities in order to meet
the defined project requirements.”

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 What is Project Management?

• The Project Management Process:

- OR -

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 How is a Project Managed?

• Documenting the definition of “done”

• Identifying requirements needed to get to “done”
• Addressing the various needs, concerns and
expectations of the stakeholders in planning and
executing
• Setting up, maintaining and carrying out
communications among stakeholders
• Managing stakeholders towards meeting project
requirements and creating project deliverables
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 Balancing Competing Project
Constraints

• Scope
• Quality
• Schedule
• Budget
• Resources Changing any one factor will also change at
least one other factor…
• Risks/Issues
For example, shortening the Schedule will
likely increase cost or reduce scope/quality

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 Project Management and Strategy

• Strategic plans are often drafted by organizations to respond to threats

and/or opportunities that may occur today, tomorrow or farther into the
future
• Based on these plans, individual projects are typically formed to address
one or more of the following considerations:
• Market demand
• Strategic opportunity or business need
• Societal need
• Environmental considerations
• Customer demand
• Technological advances
• Legal or regulatory requirements
• Projects and project management discipline are typically the “tools of
choice” leveraged by organizational leaders to deliver on strategic
direction

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 Project Management and Execution

• Project Management provides:

• The ability to apply knowledge, processes, skills, tools and
techniques that enhance the likelihood of success over a
wide range of projects
• A focus on the successful delivery of products, services or
results
• A means of achieving organizational strategy and
objectives

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Segment Project Management
Two Lifecycle

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 Project Management Lifecycle

Starting the Project  Organizing and Preparing  Carrying Out The Work  Closing the Project

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 Project Management Lifecycle

• Projects are normally broken down into “phases”

• A project phase is a collection of logically-related project activities that
culminate in the completion of one or more deliverables.
• These phases are also commonly called “work streams”
• Project phases are typically completed sequentially (waterfall)
but will overlap in may project situations
• Project phasing allows the project to be segmented into logical
sub-sets for ease of management, planning and control.

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 Project Management Lifecycle

• Common Trends Along The PM Lifecycle

• The cost of changing the project scope or final project outcome
increase significantly over time
• Costs and staffing levels start low during initiation, increase rapidly
during planning and execution and tail off as the project draws to a
close
• The amount of risk and uncertainty will decrease over time
• The acceptable range of budgetary uncertainty should decrease over
time

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 Project Management Lifecycle

• Predictive Lifecycles (Plan Driven Project Mgmt)

• The project scope, time and cost are determined early in the project
• Iterative and Incremental Lifecycles (Iterative Project Mgmt)
• Project phases intentionally repeat one or more project activities
• Iterations develop the final deliverable through a series of repeated cycles
• Increments successively add to the functionality of the final deliverable
• Adaptive Lifecycles (Agile Project Mgmt)
• Intended to identify, and rapidly respond to, high levels of change and
ongoing stakeholder involvement

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Segment Project Organization
Three & Key Roles

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 Project Organization

• Organizational Influences on Project Management:

• Vision, mission, values, belief and expectations
• Regulations, policies, methods and procedures
• Motivation, performance and reward systems
• Risk tolerance
• Failure tolerance
• Operating environment
• Leadership style
• Workplace culture

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 Project Organization

• Common Project Organizational Structures

• Functional
• Most of the organization’s resources are focused on individual business functions
• Each employee has one clear superior
• Employees are grouped by specialty or function
• Projectized
• Most of the organization’s resources are involved in project-based work
• Each employee reports to a Project Manager
• Employees are grouped by project or portfolio (“co-located”)
• Matrix
• Organizational resources are split between normal business operations and project-
based work
• Employees typically report to a business manager but also receive work direction
from the Project Manager
• Matrix structures are commonly classified as either Strong, Balanced or Weak,
depending on how resources are aligned
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 Project Organization

• Organizational Process-Based Assets

• Processes and Procedures
• Templates
• Document Artifacts
• Knowledgebase
• Practice Guides
• Guidelines
• Work Instructions
• Organizational Knowledgebase
• Configuration Management
• Financial Databases
• Historical Information (Lessons Learned Documentation)
• Issue and Defect Databases
• Project Files

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 What is the Role of a Project Manager?

• Definition:
• “The Project Manager is the person assigned by
the performing organization to lead the team that
is responsible for achieving the project objectives.”

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 Project Manager Responsibilities &
Competencies

• Project Managers accomplish work through the project

team and key stakeholders
• Successful Project Managers balance knowledge,
experience, ethics and a number of interpersonal skills:
• Leadership • Political and Culture Awareness
• Team Building • Negotiation
• Motivation • Trust Building
• Communication • Conflict Management
• Coaching
• Influencing
• Leading Without Direct
• Decision Making Authority
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Project Resources and Stakeholders

• Project Stakeholders
• Individuals, groups or organizations who may affect, be affected by, or
perceive itself to be affected by a decision, activity or outcome of a
project
• Stakeholders can take an active or passive role in guiding or
influencing the scope and outcome of the project effort
• Examples of “Stakeholders”:
• Project Team Resources (including leadership)
• Project Sponsor
• Customers/Users (internal and/or external)
• Business Partners
• Organizational Groups
• Functional Managers
• Government Regulators
• Consultants

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 Project Teams

• Project Teams
• The Project Team typically includes the project manager and the group
of individuals who act together in performing the work of the project
to achieve its objectives
• Traditional Project Team Roles:
• Project Management Staff
• Project Manager, Project Coordinator, PMO Staff, etc.
• Project Staff
• Tactical resources who identify and execute upon the tasks to be completed
• Subject Matter Experts (SMEs)
• Finance, Legal, HR, etc.
• Business Partners
• Line of business managers or individual contributors
• Project team members can either be “dedicated” or “shared” to
the Project
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 Project Control

• Project Authority
• The oversight function aligned with the organization’s governance
model and the project life cycle and/or process methodology
• This framework provides the Project Team:
• Success and deliverable acceptance criteria
• Issue management and escalation protocols
• Communications management protocols
• Project decision-making processes
• Alignment of projects with corresponding programs or portfolios
• Stage-gate or phased review process management
• Change management review and approval protocols
• Internal stakeholder alignment

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 What is a Project Management Office
(PMO)?

• Definition:
• “A management structure that standardizes the
project-related governance processes and
facilitates the sharing of resources,
methodologies, tools and techniques”

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The Project Management Office (PMO)

• The primary function of a PMO is to support project

managers:
• Managing shared resources across all projects
• Identifying and developing project management
methodology, best practices and standards
• Coaching, mentoring, training and oversight
• Developing, managing and monitoring usage of policies,
procedures and templates
• Coordinating communication across the organization
regarding project management discipline
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 Final Thoughts…

• Projects are temporary initiatives that have a defined

beginning and ending
• Project outcomes are directly affected by the “Triple
Constraint” of Time, Scope and Cost
• Project Management is a formal discipline that applies
knowledge, skills, tools and techniques to project activities in
order to meet the defined project requirements
• Successful projects rely on people, processes, tools,
techniques, oversight, structure, leadership and organization

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QUIZ Review What You’ve
Learned!

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Introduction, Lifecycle & Organization
QUIZ

Question 1:
• How are projects
traditionally organized?

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Introduction, Lifecycle & Organization
QUIZ

Question 1: Answer:
• How are projects • Individual Projects
traditionally organized? • Programs
• Portfolios

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Introduction, Lifecycle & Organization
QUIZ

Question 2:
• What are the three (3)
common project
organizational
structures?

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Introduction, Lifecycle & Organization
QUIZ

Question 2: Answer:
• What are the three (3) • Functional
common project • Projectized
organizational • Matrix
structures?

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Introduction, Lifecycle & Organization
QUIZ

Question 3:
• Project team members
can either be ______ or
__________ to the
project?

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Introduction, Lifecycle & Organization
QUIZ

Question 3: Answer:
• Project team members • Project team members
can either be ______ or can either be DEDICATED
__________ to the or SHARED to the
project? project?

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Introduction, Lifecycle & Organization
QUIZ

Question 4:
• True or False? Projects end in
only one of two ways:
1. The project’s objectives
have been reached
2. The project is terminated
because its objectives will
not or cannot be met, or
when the need for the
project no longer exists.

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Introduction, Lifecycle & Organization
QUIZ

Question 4: Answer:
• True or False? Projects end in • TRUE
only one of two ways:
1. The project’s objectives
have been reached
2. The project is terminated
because its objectives will
not or cannot be met, or
when the need for the
project no longer exists.

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Introduction, Lifecycle & Organization
QUIZ

Question 5:
• The primary function of
a PMO is to support
_______________?

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Introduction, Lifecycle & Organization
QUIZ

Question 5: Answer:
• The primary function of • Project Managers
a PMO is to support
_______________?

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 CONGRATULATIONS!
You have successfully completed:

Project Management Foundations

Project Management Introduction, Lifecycle and Organization

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