Ing. Xavier Sánchez S.

Examples
• developing a new product or service
• effecting change in a structure, staffing or style of an organisation
• designing a new transportation vehicle
• developing or acquiring a new or modified information system
• constructing a building or facility
• building a water system for a community in a developing country
• running at campaign for political office
• implementing a new business procedure or process
 Contents
• Introduction

• The Project Management Context

• The Project Management Processes

• The Project Management Knowledge Areas

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 Introduction
• The PMBOK is an inclusive term that describes the sum of
knowledge

• within the profession of project management

• PMBOK is applied and advanced by both practitioners and

academics

• PMBOK can be and is being used for projects in various fields of

professions

• Including Software engineering

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 The Project Management Context
• Project Phases and Project Life Cycle
– Each project is unique enterprise
– Phases can involve a degree of uncertainty
– Each project phase is marked by completion of one or more deliverables
– A deliverable is a tangible, verifiable work product
– The project life cycle serves to define the beginning and the end of a project

• Project Stakeholders
– Are individuals and organizations who are actively involved in the project,
– Whose interests can have positive or negative influence on project execution
and project completion.
(Project manager, Customer, Performing organization, Sponsor)

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 The Project Management Context (I)

• Organizational Influences
– Project is influenced by the
– Organizational Systems,
– Cultures,
– Style and Structure
of Organization that set-up the project

• Key General Management Skills

– Leading, Communicating, Negotiating, Problem Solving…

• Socioeconomic Influences
– Standards and Regulations, Internationalization, Cultural influence

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Representative Software development Life Cycle

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 The Project Management Processes

• Project Management Processes

are concerned with describing and
organizing the work of the project

• Product-oriented processes
are concerned with specifying and
creating the project products

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 Project quality management

Quality management applies to :

- project activities
- and project results (deliverables, components)
to fulfil quality objectives.
The Deming Cycle
PLAN: Design or revise business
process components to improve results
DO: Implement the plan and measure its
performance
CHECK: Assess the measurements and
report the results to decision makers
ACT: Decide on changes needed to
improve the process
 The Project Management Processes (I)
• Process Groups:
– Initiating processes – recognize when project or phase should begin
– Planning processes – designing and maintaining a scheme which leads to successful
accomplishment of a project
– Executing processes – coordinating people and resources to carry out the plan
– Controlling processes – monitoring and measuring progress and taking corrective
actions when necessary
– Closing processes – analyzing acceptance of the project or phase and bringing it to an
end

Links between process groups =>

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 The Project Management Knowledge
Areas

• Project Integration Management

– Ensure that various elements of the project are properly coordinated and
integrated
– Processes: Project Plan Development, Project Plan Execution, Overall Change
Control

• Project Scope Management

– Ensure that the project includes all the work required,
– And only work required, to complete the project successfully
– Processes: Initiation, Scope Planning, Scope Definition,
Scope Verification, Scope Change Control

• Project Time Management

– Ensure timely completion of the project
– Processes: Activity Definition, Activity Sequencing,
Activity Duration Estimating, Schedule Development, Schedule Control

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 Project scope management
(PMI chap 5)

• Product Scope : the features and functions that

characterise a product or service
• Project Scope : the work that must be done to deliver a
product with the specified features and functions

Both scopes are described and detailed with specific

tools.

Project scope management consists to ensure that the

project includes all the work required, and only the
work required, to complete the product successfully.
 Product scope
management
PRODUCT STRUCTURE LEVELS EXAMPLE OF STRUCTURE

PROGRAMME
PROGRAM A380

SERIES
SERIESOF AIRPLANE
/DERIVES A380 800F A380 800 A380 700 ...

COMPOSANTS PRINCIPAUX
MAJOR COMPONENTS FUSELAGE AILE
WING EMPENNAGE
TAILPLANE ...

ASSEMBLAGES
ASSEMBLIES CAISSON DE VOILURE LEADING EDGE BORD D’ATTAQUE ...

SOUS-ASSEMBLIES
SUB ASSEMBLAGES STRUCTURE SYSTEME HYDRAULIC ...
MECANIQUE SYSTEM

COMPOSANTS ATTACHE TRINGLERIE STRUCTURE

ELEMENTARY
ELEMENTAIRES
COMPONENTS
Part 10005

Part 10009

Part 10002
• Bill of Materials
• FAST Diagram
• Structured tool that describes the product
 The Project Management Knowledge
Areas (I)
• Project Cost Management
– Ensure that the project is complete within the approved budget
– Processes: Resource Planning,
Cost Estimating, Cost Budgeting, Cost Control

• Project Quality Management

– Ensure that the project will satisfy the requirements
– Processes: Quality Planning, Quality Assurance,
Quality Control

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 The Project Management Knowledge
Areas (II)

• Project Communication Management

– Ensure timely and appropriate generation, collection, storage
– And ultimate disposition of project information
• Processes:
Communications Planning,Information Distribution,
Performance Reporting, Administrative Closure

• Project Risk Management

– Concerned with identifying, analyzing, and responding to project risk.
– Maximizing the results of positive events
– Minimizing the consequences of negative events
– Processes: Risk Identification, Risk Quantification,
Risk Response Development, Risk Response Control

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 The Project Management Knowledge
Areas (II)

• Project Procurement Management

– Acquire goods and services from outside the performing
organization
– Processes: Procurement Planning, Solicitation Planning, Solicitation,
Source Selection, Contract Administration, Contract Close-out

• Project Human Resources Management

– Make the most effective use of people involved with the project
– Processes: Organizational Planning,
Staff Acquisition, Team Development

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 Human resources management

As project is performed by humans,

Project management is human and organisation manageme

• who decides ?
• who is responsible on ?
• who controls ?
• who takes benefits of ?

Complex projects are based

on complex organisations

Best skills for all complex

tasks worldwide
 Possible evolutions in Product scope

Customer needs simple,

Customer needs : description : red,
robust, What the architect
with understands
wheels

What the architect

What is the
finally described
What is finally developed manufacturer
expected to do
 Monitoring Project scope during the project

?
?

A universal tool …… ??

might be so heavy and expensive

• Finally, project managers who are familiar with PMBOK can
custom tailor their project management process to best fit
their company's needs.

Old saying:
“To break the rules, first you have to know the rules. ”

• In the long run, this means that companies will have less of a
reason to outsource when projects require special treatment.

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 Supplier
• deiversified technical products
• multi-sites, multi organisation
development and production
Sub-contractor A Orderer
• development under time constraints
Sub-
contractor B
• physical flows
• information flows
Partner • financial flows
• decision systems
 Engineering et communication situations

Slides-conference Space
Visioconference

Distant
Internet, Intranet, PDM, PLM
Synchronous Asynchronous
Time
Same location

Project location
• Project Management Body of Knowledge (PMBOK)
was first published by the Project Management
Institute (PMI) in 2014, but was improved
throughout years by Guides published in 2014.

• English language 4th edition published in 2008, but

translations to ten languages are expected in 2009.

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THE END

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