SIE/ENTR 457/557

Project Management
 Chapter 1

Modern Project Management

Integrated Product Process

SIE 457 / 557

Bob Lepore
Systems & Industrial Engineering
rglepore@email.arizona.edu
Project Management Framework

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 Project Management Knowledge
• Four core knowledge areas lead to specific project objectives.
• Project scope management involves defining and managing all the work
required to complete the project successfully
• Project time management includes estimating how long it will take to
complete the work, developing an acceptable project schedule, and ensuring
timely completion of the project
• Project cost management consists of preparing and managing the budget
for the project
• Project quality management ensures that the project will satisfy the stated
or implied needs for which it was undertaken

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 Project Management Knowledge
• Four facilitating knowledge areas are the means through which the
project objectives are achieved
• Project human resource management is concerned with making effective
use of the people involved with the project

• Project communications management involves generating, collecting,

disseminating, and storing project information

• Project risk management includes identifying, analyzing, and responding to

risks related to the project

• Project procurement management involves acquiring or procuring goods

and services for a project from outside the performing organization

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 Integrative Project Management

• One knowledge area (project integration management) affects

and is affected by all of the other knowledge areas

• Centralization of all project processes and practices to improve

project management

• What are the benefits of an integrative approach and the downsides

of a piecemeal approach to project management?

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 Benefits of an Integrative Approach
to Project Management

• Integration (or centralization) of project management provides

senior management with:
• An overview of all project management activities

• A big picture of how organizational resources are used

• A risk assessment of their portfolio of projects

• A rough metric of the firm’s improvement in managing projects relative to

others in the industry

• Linkages of senior management with actual project execution management

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 Integrated Project Management Systems
• Problems resulting from the use of piecemeal project management systems:

• Do not tie together the overall strategies of the firm

• Fail to prioritize selection of projects by their importance of their contribution to

the firm

• Are not integrated throughout the project life cycle

• Do not match project planning and controls with organizational culture to make
appropriate adjustments in support of project endeavors

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 Project Management Process Groups

Closing

Monitoring & Controlling

Larson & Gray Executing
Planning
Initiating
(Defining)

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PMI
 Description of Process Groups
• Initiating processes include actions to begin or end projects and project phases
• Planning processes include devising and maintaining a workable scheme to
ensure that the project meets its scope, time, and cost goals as well as
organizational needs
• Executing processes include coordinating people and other resources to carry
out the project plans and produce the deliverables of the project or phase
• Monitoring and controlling processes measure progress toward achieving
project goals, monitor deviation from plans, and take corrective action to match
progress with plans and customer expectations
• Closing processes include formalizing acceptance of the project or phase and
bringing it to an orderly end

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