Project Management

Framework
PM Body of Knowledge Project Management Institute Chapter 1
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Project Management Introduction

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PMIs PM Body of Knowledge

Introduction: What is a Project?

Initiated to Create Unique Products, Services, or Results Temporary Progressive Elaborate Performed by People

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PMIs PM Body of Knowledge

Introduction: What is a Project?

Constrained by Limited Resources Planned, Executed, and Controlled

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PMIs PM Body of Knowledge

Introduction: How Does a Project Differ From Operational Work?

Purpose of Project--Attain its objectives and then terminate. Objective of Ongoing Operation-Sustain the business. When objectives met, adopt a new set of objectives and continue work.

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PMIs PM Body of Knowledge

Introduction: Projects vs. Strategic Planning

Projects--Means of organizing activities that cannot be addressed within the organizations normal operational limits. Projects--Utilized as a means of achieving an organizations strategic plan.

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PMIs PM Body of Knowledge

Introduction: Projects Typically Autorized as a Result of these Strategic Considerations:

Market Demand Organizational Need Customer Request Technological Advance Legal Requirement

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PMIs PM Body of Knowledge

Introduction: What is Project Management?

Application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
Successfully Meet

Knowledge Skills Tools Techniques

Activities

Project Requirements

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PMIs PM Body of Knowledge

Introduction: Project Management is Accomplished Through:

Application and integration of PM processes found in these process groups:

Initiating Planning Executing Controlling Closing
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PMIs PM Body of Knowledge

Introduction: Managing a Project Includes:

Identifying requirements Establishing clear and achievable objectives Balancing the competing demands for quality, scope, time and cost Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.
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PMIs PM Body of Knowledge

Introduction: Project Manager Areas of Expertise

PMBOK Application area knowledge, standards, and regulations Understanding the project environment General management knowledge and skills Interpersonal skills These generally overlap
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PMIs PM Body of Knowledge

Introduction: Project Manager Areas of Expertise

PMBOK
Project Life Cycle Project Management Knowledge Areas

Process Groups

PMBOK

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PMIs PM Body of Knowledge

Introduction: Project Manager Areas of Expertise

Application
Area Knowledge Departments/Disciplines Technical Elements Mgmt. Specialization Industry Groups Standards Regulations

Application

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PMIs PM Body of Knowledge

Introduction: Project Manager Areas of Expertise

Environment
Cultural and Social Environment International and Political Environment Physical Environment

Environment

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PMIs PM Body of Knowledge

Introduction: Project Manager Areas of Expertise

General Mgmt. Knowledge & Skills

Encompasses

planning, organizing,staffing, executing, and controlling the operations of an ongoing enterprise Provides the foundation for building PM skills

General Mgmt. Knowledge & Skills

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PMIs PM Body of Knowledge

Introduction: Project Manager Areas of Expertise

Interpersonal Skills
Effective communication Influencing the organization Leadership Motivation Negotiation and conflict management Problem

solving

Interpersonal Skills
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PMIs PM Body of Knowledge

Introduction: Project Management Context
Program Mgmt. Portfolio Mgmt.
Repetitive

(Fundraising)

Collection

of Programs (Financial Portfolios) Phase of a Project

Subprojects

Single

PM Office

Centralize/Coordinate

Mgmt. Of
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Projects
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PMIs PM Body of Knowledge

Introduction: Plan/Program/Project Mgmt Hierarchy
Strategic Planning Portfolio Mgmt. Program Project

Sub Project
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PMIs PM Body of Knowledge Introduction: Project Management Context

Project Management Hierarchy Strategic Planning is a process followed by an organization to identify or refine strategic business mission, vision, and objectives. Strategic planning can be initiated to solve or minimize a business problem.

Strategic Planning results in portfolios (a collection of projects or programs)

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PMIs PM Body of Knowledge Introduction: Project Management Context

Project Management Hierarchy Portfolio Management is the centralized management of one or more portfolios (collection of programs).

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PMIs PM Body of Knowledge Introduction: Project Management Context

Project Management Hierarchy

Programs

are a group of related projects managed in a coordinated way

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PMIs PM Body of Knowledge Introduction: Project Management Context

Project Management Hierarchy

Projects

are a temporary endeavor for creating a product, service, or result

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PMIs PM Body of Knowledge Introduction: Project Management Context

Project Management Hierarchy

Sub

Projects are a smaller portion of the overall project

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Project Integration Management Individual Processes - Dev. Charter

The Project Management Hierarchy is driven by:

Market

demand Business need Customer request Technological advance Legal requirement Social need
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These can also be called problems, opportunities, business requirements

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Project Management Process Groups & Knowledge Skill Areas

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PMI Processing Groups

Initiating Planning Executing Controlling Closing

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PMI Knowledge Areas

Project Managers Need To Be Expert In:

Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management
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Project Management End of Chapter 1

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Project Management
Project Life Cycle and Organization
PM Body of Knowledge Project Management Institute Chapter 2
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Project Life Cycle and Organization

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Project Life Cycle

Made up of PHASES Phase 1 could be Feasibility Study Some organizations have project life cycle standards
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Project Life Cycle Generally Defines:

Technical work to be done in each phase Deliverables to be generated in each phase Who is involved in each phase How each phase is controlled and approved
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Project Life Cycle Common Characteristics

Phases are sequential--usually defined by some form of technical info transfer or technical component handoff Cost and staffing levels low at start, peak during intermediate phases, drop rapidly as project draws to a close.

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Project Life Cycle Common Characteristics

Uncertainty is highest at the start (risk of failing to achieve the objectives is greatest at the start) Stakeholders ability to influence final characteristics of projects product and final cost is highest at start...get lower as project continues.
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Product Life Cycle

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Product Life Cycle

A collection of generally sequential, nonoverlapping product phases whose name and number are determined by the manufacturing and control needs of the organization.

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Project Life Cycle vs. Product Life Cycle

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Project Life Cycle vs. Product Life Cycle

Product Life Cycle:

Business Idea Product On-going

plan

operations Product divestment

Product Life Cycle can contain project life cycles.

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Project Life Cycle vs. Product Life Cycle

Project Life Cycle

Projects are approved after:

Feasibilty study Preliminary plan Cost-benefit analysis Strategic planning

This foregoing planning/analysis could be a separate project or project phase.

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Project Life Cycle vs. Product Life Cycle

Project Life Cycle

Project

driving forces can be:

Problems Opportunities Business requirements

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Project Phases

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Project Phase Characteristics

1 3 2 4

Project phase is characterized by the completion of 1 or more deliverables.

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Project Phase Characteristics

A deliverable is measurable, verifiable work product

Feasibility

report Specification Design Document Working prototype

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Project Phase Characteristics

Phases can have subphases. Example phase names:

Requirements Design Build Test Turnover,

etc.
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Project Phase Characteristics

End of each phase:

Review

of work accomplished and deliverables Determine acceptance Extra work required? Phase closed? Management review--held to reach a decision to start activities of the next phase

Phases can run simultaneously Phase can be closed--without initiating another phase
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Project Stakeholders

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Project Stakeholders

Stakeholders are individuals and organizations actively involved in the project--or whose interests may be affected over the projects objectives and outcomes.

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Project Stakeholders

Project management team must identify stakeholders

Determine

their requirements and expectations Manage their influence

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Project Stakeholders

Stakeholders
Project

Sponsor

Financial support

Performing

Organization Project Manager Project Team Users/Customers Vendors/External Partners/Influencers PMO Others
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Project Stakeholders

Project Manager
Must

manage stakeholder expectations

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Organizational Influences on Projects

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Organizational Types

Projects are part of an organization 3 Types of Organizational Types

Functional Matrix Projectized

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Organizational Types

Functional (Hierarchial) Matrix (Functional and Projectized)

Weak

(More functional; coordinator or expediter) Balanced Strong (Less functional; full-time project mgrs)

Projectized (Most organizations resources involved in project work)

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Project-Based Org.

Project-based organizations (operations consist of projects)

Type

1 - Derive their revenue primarily from performing projects for others under contract
Architectural firms Engineering firms Consultants Construction contractors Government contractors

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Project-Based Org.

Project-based organizations (operations consist of projects)

Type

2 - Organizations that have adopted management by projects. Have management systems in place to facilitate project management

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Organizational Cultures/Styles

Shared values, norms, beliefs, expectations Policies and procedures View of authority relationships Work ethic and work hours Note: Organizational cultures often have a direct influence on the project.
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Project Management End of Chapter 2

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