Project management frame work part 1
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This document provides an overview of project management frameworks. It discusses what constitutes a project versus operations, and defines key project management terms like portfolio, program, and project. The five process groups of project management are introduced as initiating, planning, executing, monitoring and controlling, and closing. The document also examines the project manager's role and responsibilities, as well as how organizational strategy and governance relate to project management.
Project management frame work part 1
- 1. Project Management Frame Work Preparedby Presented by: Engr. Mohamed Eid , PMP® Engr. Mohamed Abdulhaq , PMP®
- 2. Project Management frame work Project Management frame work
- 3. • Section Objectives • What is a Project and What is Project Management? • TheProject Management Life Cycle vs. the ProjectLife Cycle • PortfolioManagement, Program Management, Project Management, and Organizational Project Management • ProjectManagement, Operations Management, and Organizational Strategy • BusinessValue • Organizational Influenceson Project Management • Project Stakeholders and Governance • Project Team • Project Lifecycle Project Management frame work
- 4. Project Management frame work • WHICH ONE OF THIS IS A PROJECT ??? a project has two defining characteristics: It is temporary and it creates a unique product
- 5. What is a Project?
- 6. • Projects And Operations: •Characteristics of Projects •Projects are temporary. •Projects create unique product, service or result. •Projects have definite start and end dates. •Projects terminate after achieving its objectives Characteristics of Operations •Operations are ongoing and repetitive. •Operations don’t terminate when its current objectives are met. •Operations usually produce the same result or product Projects Operations Project vs. operation
- 7. Two Contractors ,every one is working the construction of office building , each of the them is performing a project ,each project has its unique product . Each building project remains unique with a different location, different design, different circumstances and situations, different conditions Characteristics of A Project
- 8. • Develop an application and use it. • Enhance Business Process and use it. • Find a job and do the job. • Get married and maintain the marriage. • Start a new branch office and run it. • Open new business and provide services. Construction of data center is a project Working on data center every day after startup successfully is an operation Project vs. operation
- 9. • Characteristics of A Project Outcome of Project could be Tangible: Construction of New Cairo City Intangible: 1-Making a project to increase company reputation, customer satisfaction Characteristics of A Project
- 10. • Examples for Initiating Projects: 1-Market Demand: Electrical Car to overcome Fuel Shortage 2-Buisness need: A Bank issue a project to produce different type of VISA card to increase its revenue 4-Legal Requirements: Petrochemicals Industry held a project to handle chemical waste to avoid any penalty from Government 3-Customer Request: Increasing in electrical consumption needs to build more substation for feeding new industry
- 11. • The application of knowledge, skills, tools, and techniques to project activities to meet project requirements • project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes comprising the five process groups The five process groups are, in order: • Initiating • Planning • Executing • Monitoring and Controlling • Closing What is Project Management?
- 13. • Critical Note: Many organizations implementing the PMI Project framework in their organizations make the mistake of thinking that the five process groups constitute project phases. According to PMI: • "The Process Groups are not project life cycle phases” …………………………………………………………….. - The development of the project management plan is an iterative activity and is progressively elaborated throughout the project’s life cycle. Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available. Progressive elaboration allows a project management team to define work and manage it to a greater level of detail as the project evolves. NOTES
- 14. Project Constraints • Scope • Quality • Schedule • Budget • Resources • Risk
- 15. A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs in the portfolio may not necessarily be interdependent or directly related. A Program: A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually What Are Programs, Portfolios and Sub-Projects?
- 16. Program Management A program is defined as a group of related projects, subprograms, and program activities managed in coordinated way to obtain benefits not available from managing them individually. A portfolio Management refers to projects, programs, sub portfolios , and operations managed as a group to achieve strategic objectives. Portfolio, program, and project management are aligned with or driven by organizational strategies Relationships Among Portfolio Management, Program Management, Project Management, and Organizational Project Management
- 17. The Relationships Among Portfolios, Programs, and Projects The relationship among portfolios, programs, and projects is such that a portfolio refers to a collection of projects , programs, sub portfolios, and operations managed as a group to achieve strategic Objectives.
- 18. • The purpose of the PMO is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects. the PMO will provide one or all of the following for a project: - Managing shared resources across all projects administered by the PMO; - Identifying and developing project management methodology, best practices, and standards; Coaching, mentoring, training, and oversight; - Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;. • Types of PMOs Supportive: provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low. Controlling: requires that support be used. Requirements might include adoption of specific methodologies, templates, forms, conformance to governance, and application of other PMO controlled sets of rules. Directive: "takes over" the projects by providing the project management experience and resources to manage the project The PMO
- 19. • Stakeholders Project stakeholders are individuals and organizations whose interests are affected positively or negatively by the project execution and completion. In other words, a project stakeholder has something to gain from the project or lose to the project. Accordingly, the stakeholders fall into two categories— positive stakeholders who will normally benefit from the success of the project and negative stakeholders who see some kind of disadvantage coming from the project. Project sponsor :is the person or group who provides resources and support for the project and is accountable for enabling success. The sponsor could be outside or inside the organization of Project manager The sponsor leads the project through the initiating processes until formally authorized, and plays a significant role in the development of the initial scope and charter. Organizational Group: Organizational groups are internal stakeholders who are affected by the activities of the project team. Examples of various business elements of an organization that may be affected by the project include marketing and sales, human resources, legal, finance, operations, manufacturing, and customer service. These groups support the business environment where projects are executed, and are therefore affected by the activities of the project. Operational stakeholders should be engaged and their needs identified as part of the stakeholder register, and their influence (positive or negative) should be addressed as part of the risk management plan.
- 20. Examples Business Partner :Business partners are external organizations that have a special relationship with the enterprise. It’s a kind of alliance between two entities Project Manager: The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
- 21. *Project governance is an oversight function that is aligned with the organization’s governance model and that encompasses the project life cycle. Project governance framework provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery. *Organizations use governance to establish strategic direction and performance parameters. The strategic direction provides the purpose, expectations, goals, and actions necessary to guide business pursuit and is aligned with business objectives. (( Project management activities should be aligned with top-level business direction and if there is a change, then project objectives need to be realigned )) While many organizations implement projects to achieve specific goals, there are some organizations whose work is project-based. These organizations are known as PBO's or project based organizations. The general characteristics of a PBO are outlined below: 1 Can exist in functional, matrix, or projectized organizations 2 Can diminish hierarchy and bureaucracy inside the organization because work is measured by result rather than by position or politics 3 PBO's can reference the entire company, a multi-firm consortium, or a network Organizations and Project Management
- 22. Note : * the project manager be knowledgeable about organizational governance policies that relate to the product or service as well as sustainability requirements as they relate to project deliverables. * the organizational strategy should provide guidance and direction to the project management process. * If the project manager observes that the goals of a project are in conflict with established organizational strategy, it is the project manager's job to document and identify these conflicts as early in the project life cycle as possible Organizations and Project Management
- 23. Business value is a concept that is unique to each organization. Business value is defined as the entire value of the business; the total sum of all tangible and intangible elements. Therefore, successful business value realization is a combination of strategic planning and effective management. Bridging the gap between organizational strategy and successful business value realization requires the use of portfolio, program, and project management techniques: • Portfolio management aligns projects programs and/or operations to the organizational strategy • Program management aligns multiple project for optimize and/or integrated cost, schedule, effort, and benefits • Project management enables the organization to apply knowledge, processes, skills, and tools to enhance the likelihood of success over a wide range of projects. Projects are means of achieving organizational strategy and objectives Business Value
- 24. The Project Manager's Role
- 25. Responsibilities and Competencies of the Project Manager • Knowledge what the project manager knows about project management. • Performance what the project manager is able to do or accomplish while applying his or her project management knowledge. • Personal how the project manager behaves when performing the project or related activity.
- 26. Effective project managers require a balance of ethical, interpersonal, and conceptual skills that help them analyze situations and interact Appropriately such as : • Leadership, • Team building, • Motivation, • Communication, • Influencing, • Decision making, • Political and cultural awareness, • Negotiation, • Trust building, • Conflict management • Coaching. Interpersonal Skills of a Project Manager
- 27. • The PMBOK® Guide contains the standard for managing most projects most of the time across many types of industries. The standard, describes the project management processes used to manage a project toward a more successful outcome. • This standard is unique to the project management field and has interrelationships to other project management disciplines such as program management and portfolio management Project Management Body of Knowledge