01 project management framework

Project Management
Framework
Waleed El-Naggar, MBA, PMP

Company
LOGO

Agenda

1. Introduction to Project Management

2. Organizational Structures

3. Project Lifecycle Definition

4. Project Management Processes

5. PMP Certificate

5/5/2009 Compiled by: Waleed El-Naggar 2

What Is a Project?

A temporary endeavor undertaken to create
a unique product or service

 Temporary endeavor
• Every project has a definite beginning and a definite end
• Does not mean short duration
 Undertaken to create a unique product, service or result
• A product or artifact that is produced, is quantifiable, and can be
either an end item in itself or a component item
• A capability to perform a service, such as business functions
supporting production or distribution
• A result, such as outcomes or documents


Project, Portfolio and Program


Subproject

 A manageable component of a project

 May be performed by a separate organization

 Could be a project phase

 Subprojects are typically referred to as projects and

managed as such


What Is Project Management?

 Application of knowledge, skills, tools, & techniques to
project activities to meet project requirements
 Project manager must balance the competing project
constrains which are:
• Scope
• Quality
• Schedule
• Budget
• Resources
• Risk


Project Management vs. Operation

 Operations are an organizational function performing an
ongoing execution of activities.
 Examples: Production, manufacturing, and accounting
operations.
 Projects help achieve the organizational goals when they
are aligned with the organization’s strategy.
 Projects require project management while operations
require business process management (BPM) or
operations management.

Project Phases & the Project Life Cycle

 A project can be divided up into phases
 The completion of a phase is marked by a deliverable
 Collectively the project phases make up the project life
cycle
Intermediate Phase

Cost and
Staffing
Level Final
Phase
Initial Phase

Start
Time


Cost & Staffing levels across the
project life cycle


Stakeholders Influence

Stakeholders are individuals or organizations that are
actively involved in the project, or whose interests may be
affected as a result of project execution or project
completion
High Influence of stakeholders

Cost of changes

Low
Start Finish
Project Time

Standard vs. Regulation

 A Standard is :
 A document approved by a recognized body
providing a set of rules to achieve an optimum
degree of order in a given context.
 There is no penalty for non-compliance.
 A regulation is:
 A requirement which specifies the characteristics
of a product/service .
 Compliance is mandatory.


Project Stakeholders

Individuals and organizations who are actively
involved in the project and whose interests
may be positively or negatively affected by
the project success or failure

Key Stakeholders
 Project manager Manages the project
 Customer Uses the product or service
 Performing organization Enterprise that does the project
work
 Sponsor Provides financial resources


Project Stakeholders


Project Phases

Divides the project into phases that
provide better management control and
the appropriate links to the ongoing
operations of the organization
Project Governance Across the Life Cycle
Phase-to-Phase Relationship


Project Groups & Phases


Project Management Skills

 General Management knowledge and skills: Planning,
organizing, staffing, executing and controlling.
 Interpersonal skills:
 Effective Communication.
 Influencing the organization: “getting things done”
 Leadership: Vision – strategy -Direction.
 Motivating people: Energizing people.
 Negotiation and conflict management.
 Problem solving: Problem definition, alternatives
identification and decision making.


Project Management Office (PMO)

 An organizational unit to centralize and
coordinate the management of projects under its
domain.
 Involved in the selection, management,
redeployment of shared project personnel.
 Provides dedicated training for project managers.
 Provides enterprise- wide project management
software.
 Centrally monitors all PMO timelines and budgets.
 Coordinates overall project quality standards.


What Is a Deliverable?

A tangible, verifiable product, result or
capability to perform a service that must be
produced to complete a process, phase, or
project.
A deliverable often marks the end of a phase
of the project
Phase end = Phase exit, stage gates, or kill
points

Organizational Structures

Functional

Projectized

Weak Matrix

Balanced Matrix

Strong Matrix


Functional Organization

Project
Chief Coordination
Executive

Functional Functional Functional
Manager Manager Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff


Projectized Organization

Chief
Executive

Project Project Project

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff


Weak Matrix Organization

Chief
Executive


Staff Staff Staff

Project
Staff Staff Staff Coordination

Staff Staff Staff


Balanced Matrix Organization

Chief
Executive


Staff Staff Staff

Staff Staff Staff

Manager Staff Staff


Strong Matrix Organization

Chief
Executive

Functional Functional Functional Manager of Project
Manager Manager Manager Managers

Staff Staff Staff Project Manager




Organizational Structure Influences

Organization Matrix
Type Functional Projectized
Project
Characteristics Weak Matrix Balanced Matrix Strong Matrix

Project Manager's High to Almost
Little or None Limited Low to Moderate Moderate to High
Authority Total

High to Almost
Resource Availability Little or None Limited Low to Moderate Moderate to High
Total

Who controls the project Functional Functional
Mixed Project Manager Project Manager
budget Manager Manager

Project Manager's Role Part-time Part-time Full-time Full-time Full-time

Project Management
Part-time Part-time Part-time Full-time Full-time
Administrative Staff


Advantages/Disadvantages of Organizations

I. Functional Organization

Grouped by areas of specialization/ functions.
Power is with the functional leader.

 Advantages: Access to specialists; members
reporting to only one supervisor, clearly defined
career paths

 Disadvantages: less focus on project deliverables,
no career path on Project Management, PM has
no authority


II. Projectized Organization

Organization is by projects. Personnel report to
PM/has total power.

 Advantages: Efficient project organization -
Loyalty to the project - effective communications.

 Disadvantages: No “home” after the project is
completed - duplication of facilities.



III. Matrix Organization
Power varies between Project & Functional managers
according to its type (strong, balanced or weak)
 Advantages:
 Maximum utilization of scarce resources
 Efficient horizontal and vertical dissemination of
information
 Retention of home after project closure.
 Disadvantages:
 Different priorities between PM & FM (Conflicts)
 Dual reporting
 Complex to monitor and control
 Duplication of effort


Balance of Power in an Organization

Project Influence in Decision Making

Functional Influence in Decision Making

Pure Weak Balanced Strong Pure
Functional Matrix Matrix Matrix Projectized


Quiz

What type of organization is BEST for
managing complex projects involving cross
disciplinary efforts?
A. Projectized
B. Functional
C. Line
D. Matrix
The answer is: D

Types of Life Cycles

 Product Life Cycle
 A Project is undertaken to present only one aspect
of the Product life cycle.
 The product life cycle may be composed of several
projects.
 Project Management Life Cycle vs. Project Life
Cycle:
 Project life cycle is customizable for each project;
example; e.g. Plan – design – implement – test: in
IT projects.
 Each step of the Project Life Cycle may contain the
whole project management life cycle.

Project Management Process Groups
Monitoring &
Controlling Processes

Planning
Processes

Initiating
Closing
Processes
Processes

Executing
Processes


Project Management Process Groups

 Initiating Process Group
 Defines and authorizes the project or a project phase
 Planning Process Group
 Defines and refines objectives, and plans the course of action
required to attain the objectives and scope that the project was
undertaken to address
 Executing Process Group
 Integrates people and other resources to carry out the project
management plan for the project
 Monitoring and Controlling Process Group
 Regularly measures and monitors progress to identify variances
from the project management plan so that corrective action can
be taken when necessary to meet project objectives
 Closing Process Group
 Formalizes acceptance of the product, services or result and
brings the project or a project phase to an orderly end


Project Process Group Overlaps


Project
Management
Process Groups
and Knowledge
Areas Mapping


Quiz

The project life cycle is comprised of which
of the following?
A. Phases
B. Milestones
C. Estimates
D. Activities
The answer is: A


Quiz

Of the following, which is the logical order of the project
management processes?
A. Initiating, planning, controlling, executing, closing
B. Planning, initiating, controlling, executing, closing
C. Initiating, planning, executing, controlling, closing
D. Planning, initiating, executing, closing

The answer is: C


Project Management Institute

Founded in 1969, the Project Management
Institute (PMI) has grown to be the organization
of choice for project management professionals
world wide.
200,000 members representing 125 countries
Establishes project management standards,
provide seminars, educational programs and
professional certification.
http://www.pmi.org

Project Management Professional (PMP)

 The PMP certification is the most widely recognized and
respected certification in the field of project
management. The purpose and goal of this certification
program is the development, maintenance, evaluation,
promotion, and administration of a rigorous,
examination-based, professional certification program of
the highest caliber.
 Worldwide there are over 50,000 PMPs who provide
project management services in 26 countries.


Certification Test Eligibility Requirements

Category 1 Category 2
• Baccalaureate/equivalent degree • High School diploma/equivalent degree

• Minimum of 4,500 hours of project • Minimum of 7,500 hours of project
management experience within the five management experience within the five
process groups (Initiation, Planning, process groups (Initiation, Planning,
Execution, Control, Closing) Execution, Control, Closing)

• 3 years of project management • 5 years of project management
experience within the last 6 years (36 experience within the last 8 years (60
months of non-overlapping months of months of non-overlapping months of
PM experience). PM experience).

• 35 contact hours of project management • 35 contact hours of project management
education. education.


After Passing Examination

Each PMP must satisfy the PMI Continuing
Certification Requirements Program (formerly
called Professional Development Program) in
order to maintain the PMP certification.
 Attain no less than 60 Professional
Development Units (PDUs) within a three-year
cycle.
 Agree to continue to adhere to PMI’s
Professional Code of Conduct.

PMP Areas

Scope Management 14%
Time Management 7%
Cost Management 7%
Quality Management 8%
Procurement Management 7%
Risk Management 7%
HR Management 12%
Communications Management 12%
Integration Management 12%
Professional Responsibility 14%


PMP Resources

Project Management Body of Knowledge
(PMBOK) Guide, 4th Edition

PMP Exam Prep, 5th Edition by Rita Mulcahy

Project Management Professional Study
Guide, 5th Edition, Kim Heldman


Thank You


01 project management framework

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