1_10 project management framwork
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Project Management FramworkTRANSCRIPT
PMP Exam Preparation
Samer Zawaydeh, PMP®
I N T R O D U C T I O N
Training Course Goal
Provide Project Managers with the right knowledge, tools and techniques to further pass PMI’s - PMP® Exam on their first try.
Ground Rules
T h e P M B O K
Project management body of knowledge.
Approved by ANSI as PM reference.
Reference manual for PM professionals.
Basis for certification examination.
Introduction to 9 PM knowledge areas.
Course Overview
Introduction
Project Management Framework
Project Initiation
Project Planning
Project Executing
Project Monitoring and Control
Project Closing
PROJECT MANAGEMENT FRAMEWORKM o d u l e 1
K e y w o r d s
• Project, Program, Portfolio, PMO, OPM3, Operational Works,
Tight Matrix, Objectives, Management By Objectives
• Organizational Structure
• Stakeholders Management
• Project Life Cycle & Product Life Cycle
• Project Constraints
• Lessons Learned
• Project Expediter & Project Coordinator
DEFINITIONS
What is a Project ?
“ A temporary endeavor undertaken to create a
unique product, service, or result.”
Project vs. Operations
PEOJECT OPERATIONS
SimilaritiesConsume Resources
ConstrainedPlanned, Executed and Controlled
Differences
UniqueTemporary
RepetitiveOngoing
Exercise: Project or Not...
Project
X corp. builds an online solution
Preparation for opening ceremony of word cup 2006
E-government launching services online
Building the Four Seasons Hotel
Upgrading the water system
Not
Daily upkeep of online database
Electricity generation by utility companies
Regular updating of online information
Catering at the Four Seasons Hotel
Monitoring performance of water system
OR
Competing Demands & Triple Constraint
Scope
TimeCost
The triple Constraint
Quality
• Competing demands are: Scope, Cost, Time, Quality.
• They can include resources and risk
What is Project Management?
• The application of knowledge, skills, tools, and techniques to project activities to
meet the project requirements.
• Accomplished though not only the application but also the integration of the
project management processes.
• Includes:
- Identifying requirements.
- Establishing clear and achievable objectives.
- Adapting specs, plans, and approach to the different concerns and expectations of
the various stakeholders.
Organizational Project Management
• The systematic management of business and its processes
in alignment with achievement of strategic goals.
• The purpose of the Organizational Project Management Model is to enhance an organization's ability to implement organization strategy through successful delivery of project.
Project, Program, Portfolio Interactions
Delivery Level
Benefit Level
Strategy LevelBusiness Plan
Portfolio
Program
Project
Project
Portfolio
Portfolio
Program
Project
Project
Project
Related
Work
Program Management
A program is a group of related projects managed in a coordinated way to
obtain benefits and control that cannot be achieved from managing them individually.
Juggling Work!
“Project management is like juggling three balls - time, cost and quality.”
“Program management is like a troupe of circus performers standing in a circle, each juggling-three balls and swapping balls from time to time.”
Portfolio Management
• A portfolio represents a collection of active programs, projects and other
work undertaken at a specific point in time to help the organization reach strategic objectives.
• Portfolio management, therefore, is the centralized management of one or more portfolios in order to achieve specific strategic business objectives.
What does the word “Maturity” means to you?
• The period of time in your life after your physical growth has stopped and
you are fully developed
• The state of quality of being fully grown or developed
Organizational Maturity
• It is the measurement that shows the organizational capabilities to:1. Sets its strategic direction2. Creates plans to fulfill those objectives3. Hires, retains, and creates needed tools, processes, procedures and
competencies to achieve the objectives 4. Continuously improves the process and its internal capabilities to reach
better objectives 5. Responds to external changes and aligns its business
What is OPM3?
• Provides a way to understand organizational project management
• Measure the organizations’ maturity against a comprehensive and broad-based set or organizational project management Best Practices
• Helps organizations wishing to increase their organizational project management maturity to plan for improvement
Maturity State
Standardize Measure Control Improve
Portfolio
Program
Project
Project Portfolio Life Cycle
Org. Vision, Mission, Strategic
Objectives
Org. Business Plan ID -Time - Cost
Portfolio AID - Cost - Duration
Program 1ID - Cost - Time
Project 1-1ID - Cost - Duration
Project 1-2ID - Cost - Duration
Project 1-3ID - Cost - Duration
Project 2ID - Cost - Duration
Project 3ID - Cost - Duration
Portfolio BID - Cost - Duration
Project 4ID - Cost - Duration
Sub - Project 3-1ID - Cost - Duration
Sub - Project 3-2ID - Cost - Duration
Project 5ID - Cost - Duration
Project Management Office
• An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of projects.
Project Stakeholders
• Person or organization (e.g., customer, sponsor, performing organization, or the
public) that is actively involved in the project, or whose interests may be positively
or negatively affected by execution or completion of the project.
• Their level of responsibility and authority vary and might overlap.
Figure: StakeholdersCustomer
(multi)
BusinessPartner
Org
Supplier
SeniorMgt
ProjectSponsor
In flue-ncers
PMO
ProjectTeam
Members
PM Team
Managing Stakeholders Expectation
• Different stakeholders have different or conflicting objectives.
• One of the major challenges of project management.
P R O J E C T M A N A G E R
Project Manager
• Responsible for managing the project.
• Assigned as early as feasible, before planning and preferably during charter
development.
• Must have the authority and accountability.
• Must be proactive.
• Must have professional responsibility.
• Has direct authority over project, not necessarily resources.
• Dose not have to be a technical expert.
Functions of the Project Manager
1. Management functions.
2. Interface management.
3. Integration management.
1. Management Functions
• Planning.
• Organizing.
• Leading.
• Controlling.
2. Interface Management
• Identifying, documenting, scheduling, communicating, and monitoring interfaces
related to the product and the project.
• Important part of the project manger’s job.
3. Integration Management
• Integration of project team into one functional unit to achieve project objectives.
Integration Activities
• Develop integrated work breakdown structure, schedule, and budget.
• Review and update project plan.
• Assure adherence to project plan.
• Resolve conflict.
• Remove roadblocks.
• Set priorities.
• Maintain communication links.
Project Manger Skills• Leadership
• Team building
• Conflict resolution
• Planning.
• Organization.
• Communication.
• Negotiation.
• Decision making.
• Project management competence.
• Business management competence .
• Understanding of project environment.
• Understanding of project technology.
Project Manger Personal Characteristics
• Flexibility.
• Initiative and Leadership.
• Confidence.
• Effective Communication.
• Creativity.
• Generalist.
• Well Organized.
• Decision Maker.
• Honesty and Integrity.
Project Manager Role
• Primary responsibility over project, not necessarily resources.
• Dose not have to be a technical expert.
• Leads and directs planning efforts.
• Assists in project execution.
• Maintains project control.
Teach
PMRole
Change
Project Manager vs. Technical Expert
80% Technical20% Human Relations & Management
20% Technical80% Human Relations & Management
“ If you are deeply involved in solving technical problems, who is managing the project?”
PROJECT LIFE CYCLE
Project Life Cycle
• The collection of project phases the project team will follow in order to produce the product of the project,
• It varies from one industry to the other.
The Project Lifecycle
• Defines the beginning and end of a project.
• Defines the phases that connect the project beginning to its end.
• Helps project manager determine if feasibility study is part of
project.
• Determines transitional actions at the beginning and end of the
project.
• Determines transitional actions (handoffs) between phases.
Project Lifecycle Characteristics
• Defines:- Technical work undertaken for each phase of the project.- When deliverables to be generated.- Who should be involved in each phase.- How to control and approve each phase.
• Helps link the project to the ongoing operations of the organization.
• Varies by organization / industry.
What a process?
• A set of interrelated actions and activities performed to achieve a specified set of projects, results, or services.
Project Processes
• Project management processes.
• Product oriented processes.
• Both interact and overlap throughout the project.
• Integration requires each product and project related process to be aligned and
connected with other processes.
Project Management Processes
• Aggregated into five groups:
- Initiating.
- Planning.
- Executing.
- Monitoring and Controlling.
- Closing
• All Processes overlap and interact when applied on actual projects.
Process Groups Interact in a Project
Level of Process
Interaction
Initiation
Process
Group
Planning ProcessGroup
Execution ProcessGroup
Monitoring &Control Process
Group Closing
ProcessGroup
The Project Through its Life Cycle
The Project Through its Life Cycle
Project Management Process Groups
Monitoring& Controlling Processes
Closing Processes
InitiationProcesses
Planning Processes
Execution Processes
Project Management Processes
InputsTool &
Techniques
Outputs
Project Management Knowledge Areas
• Project Integration Management • Project Scope Management • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resources Management • Project Communication Management • Project Risk Management • Project Procurement Management
Recurring ITTOsInput, Tool & Technique, and Output (ITTO)
• Lessons Learned• Expert Judgment,• Requested Changes,• Updated Project Documents,• Assumptions and Constraints,• Enterprise Environmental Factors,• Organizational Process Assets.
Enterprise Environmental Factors
• The internal and external environmental factors surrounding and/or influencing the project negatively or positively.
• Are Inputs to most of the Project Management Processes.
• Can be categorized into Internal and External
Enterprise Environmental Factors
• External:– Government or industry standards.– Market conditions.– Political Climate.
• Internal:– Infrastructure.– Human resources.– Project management information systems.
Organizational Process Assets
• Include all process related assets in addition to the organization’s knowledge bases
• Input to most of the project management processes
• Outputs of many processes may include updating or adding to these process assets
• Can be categorized into Processes and Procedures, and Corporate Knowledge Base
Sequential Phases
Phase 1 Phase 2
Phase 3Phase 4
Overlapping Phases
Phase 1Phase 2
Phase 3
Phase 4
Iterative Phases/ Spiral Model
Phase 1
Phase 2
Phase 3
Phase 4
Remember!
• Project Life Cycle is NOT a Project Management Process,• Project Life Cycle is NOT a Project Phase.• Project Phase is a division within the same project to improve
control.
Project Governance
• provides comprehensive and consistent method of controlling the project all over its life cycle to ensure meeting the project objectives.
• Examples:– Phase structure,– Phase-end review.
Organizational Governance
• Is the set of authorities, processes, and procedures guiding strategic and key operational decisions made for the enterprise.
• It clarifies relationships and responsibilities among the entities making up the enterprise.
ORGANIZATIONAL INFLUENCE
Organizational Influence
• Different types of organization structure exert different influences on project teams and project managers.
• Certain structures are in favor of project work, others are against it.
Functional Organization
Advantages• Clear Authority• Career
Development• Controlled
Disadvantages• Poor Coordination• No Project
Accountability• High Politics
(Matrix) Organization
Matrix has type, Strong, weak, and balanced In the weak matrix: no project manager ..all are staff..
Project manager is an expediter or coordinator. Close to functional.
The Balanced matrix is as the slide shows The strong matrix, there is one unit called Manager of
Project Managers (could be a PMO), where it contains a pool of project managers to be assigned on any project.
Balanced Matrix – (Matrix) Organization
Project Coordination
Balanced Matrix – (Matrix) Organization
Advantages• Project Manager
Assigned.• Communication and
Coordination• Visible Project
Objectives
Disadvantages• Two Bosses• Competition of
Priorities• Hard to Control• Tough Resource
Allocation
Projectized Organization
Resources pool, and a project team is composed for each initiated project.
This is typical in service oriented organizations, small organizations (as if they were large, there wont be sharing)
Project managers have great deal of independence. Departments either report directly to the projects manager
or provide support to other projects.
Projectized Organization
Projectized Organization
Advantages• Effective
Communication• Project Driven
Coordination• More focused
Disadvantages• High Risk• Poor Resource
Utilization• “No Home”
Composite Organization
This is a combination. Like most organizations.Team created to handle a critical project,
Composite Organization
Organizational Influence on Projects
The more towards projectized, the more better for project management
Organizational Influence on Projects
Remember
Tight Matrix: Keeping project team in same room or project office
Project Coordinator reports to a higher – level managers and have authority to make some decisions, while project expediter has no authority to make decisions
In Functional Org. Project Manager has the least support and little authority
In Projectized Org. the project manager have the most power
Initiation Planning Execution Control Closure
IntegrationScopeTimeCostQualityHRCommunicationRisk
Procurement
Summary: PM Framework
I N I T I A T E Y O U R P R O J E C T …
R e f e r e n c e
PMBOK® 5th Edition
Project Management Framework
Section One
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