The Project Management Framework Chapter 1: Introduction

The Project Management Framework
Chapter 1: Introduction
This document is for educational purposes only.

© 2010-2011 University of Atlanta. All rights reserved.
What is a Project?
A temporary endeavor undertaken to create a unique product,
product
service, or result
Temporary: Has a definite beginning and a definite end, not an

ongoing effort.
Building a new factory
Product Launch
B
IT System
A
Office move
Culture change
Plant closure
Unique: Doing something that has not done before

Progressive elaboration is a characteristic of projects that
accompanies the concepts of Temporary and Unique
Progressive elaboration: developing in steps,

steps and
continuing by increments
A B B+1

Project
Performedvs. Operation
by people,
& controlled
constrained by limited resources, planned, executed,
Projects Operations (ordinary work)

To attain its objectives and terminate To sustain the business
Create own charter, Semi-permanent charter,
organization, and goals organization, and goals
Catalyst for change Maintains status quo
Unique product or service Standard product or service
Heterogeneous teams Homogeneous teams
Start and end date Ongoing
Examples Examples
Producing a newsletter Responding to customer’s requests
Writing and publishing a book Writing a letter to a prospect
Implementing a LAN Hooking up a printer to a computer
Hiring a salesman Meeting with an employee
Arrange for a conference Attending a conference
Opening a new shop Opening the shop
Producing the annual report Writing a progress update memo

Examples of Projects
• Organizational change projects
– Implementing
I l ti a sixi sigma
i quality
lit system
t
– Creating a Project Management Office (PMO)
• Regulations implementation projects
– Projects to make changes to the manufacturing process in order to meet environmental
standards
• Event projects
– Conferences
• New product development projects
– Developing a new pharmaceutical drugs
• Information systems projects
– Implementing a LAN or WAN
• Construction projects
– Designing and construction buildings
• Education projects
– Developing and pilot testing new courseware
• Maintenance type projects
– Projects that can take up to five weeks during which operations are suspended

Project Authorization
• IIn some organizations,
i ti a project
j t is
i nott formally
f ll initiated
i iti t d until
til after
ft completion
l ti off a
– needs assessment,
– or a feasibility study
• Projects
P j t are typically
t i ll authorized
th i d as a result
lt off one or more of:
f
– A market demand
– An organizational need
– A customer request
– A technological
t h l i l advance
d
– A legal requirement

Strategic Plan Vision
Mission
Strategic Goals
Strategic Initiatives
Programs
P j
Projects
Deliverables

What is Project Management ?
The application of knowledge, skills, tools, and techniques to
project activities to meet project requirements
apter 1
Cha

What is Project Management? (cont.)
Accomplished through the application and integration of the
Project Management Processes of initiating, planning, executing,
monitoring and controlling,
controlling and closing.
closing

ProjectisManagers
What Project often talk of a “Triple-constraint”
Management? (cont.)
Time
Cost Scope
£$€

What
Projectis Project
Quality Management?
is affected (cont.)
by balancing these three factors
(Scope Time
(Scope, Time, and Cost)
Scope
p
Less
More
Less More
Quality Project
oject Success Time
Less More
Le
ess
More
Cost

What
Projectis
riskProject Management?
is an uncertain (cont.)
event or condition that, if it
occurs, has a positive or negative effect on at least one
occurs
project objectives.
Scope
Quality

Why Project Management?
• The purpose for initiating a project is to accomplish
some goals
• The reason for a project is to focus the responsibility
and authority for the attainment of the goals on an
individual or small group
• The project manager is expected to coordinate and
integrate all activities needed to reach the goal

Areas of Expertise
Project Management
Best Practices
Application Area Knowledge,

Interpersonal Skills Standards &Regulations

Areas of Expertise (cont.)
Best Practices
• Project life cycle definition

• Project Management Process Groups
• Knowledge Areas

Areas of Knowledge,
Application Area Expertise (cont.)
Standards and Regulations
• Functional departments and supporting disciplines

• Technical elements
• Management specializations
• Industry groups

Areas oftheExpertise
Understanding Project Environment (cont.)
• Cultural and social environment.

• International and political environment.
• Physical environment
environment.

Areas of Expertise (cont.)
General Management Knowledge and Skills
• Financial management and accounting

• Purchasing and procurement
• S l and
Sales d marketing
k ti
• Contracts and commercial law
• Manufacturing and distribution
• Logistics and supply chain
• Strategic planning, tactical planning, and operational planning
• Organizational structures
structures, organizational behavior
behavior, personnel
administration,
• compensation, benefits, and career paths
• Health and safety practices
• Information technology.

Areas of
Interpersonal Expertise (cont.)
Skills
• Effective communication.
• Influencing the organization.
• Leadership
Leadership.
• Motivation.
• Negotiation and conflict management.
• Problem solving.
g

Program vs. Project
Project
Program

Program vs. Portfolio
Strategy
Identification Better
Alignment
Strategy
Formulation Portfolio
Management Faster
Program
Alignment
Project Project
Program Program Cheaper
Project Project
Project Project
j

Subprojects
• Projects are frequently divided into more manageable components called subprojects
• Typically referred to as projects and managed as such
• Subprojects are often contracted to an external enterprise or to another functional unit within
the organization

Project
•
Management Office (PMO)
PMO is an organizational unit to centralize and coordinate the management of
projects under its domain
• A person or staff of persons managing, controlling, and providing direction to
temporary corporate endeavors.
• An office, either physical or virtual, staffed by project management professionals
who serve their organization’s project management needs.
• It also serves as an organizational center for project management excellence.
• P id P
Provides Project
j tM Managementt servicesi ranging:
i
– from PM support functions in the form of training, software, standardized
policies, and procedures, ….etc.
– to actual direct management and responsibility for achieving the project
objective.

Project, Program, Portfolio, and PMO

The Project Management Framework
Chapter 2: Project Life Cycle and
Organization

Life Cycle
• A project is initiated for specific objectives
• A project concludes when its objectives have been met
or if its objectives
j cannot be met and it is terminated
conclusion /
initiation termination

Life Cycle (cont.)
Initiation Conclusion
Project Life Cycle
Project Project Project Project Project

Phase Phase Phase Phase Phase
Every phase in the project cycle involves a description that details:
what
h isi to be
b done
d in
i eachh phase
h
who is to do it

Project Life Cycle

d li
deliverable:
bl work
k product
d t off a project
j t phase
h
Phases may be sequential or staggered (fast-tracking)

Project Life Cycle

Handoff Handoff Handoff Handoff

Gates Gates Gates Gates
Phase characteristics
Deliverables: Tangible, verifiable work product
Evaluation: Reviews of deliverables and approval
Phase exit criteria: Measurement
Determine project continuation

Detect and correct errors*
Systems
Analysis
Design Coding Build Release
requirements
q design
g source compiled
p help
p files
specification specification code code & packaging
or libraries media
prototype

Generic Life Cycle
Quick Detailed Finish Get the

Idea Do it
look look off
ff benefits
f

Generic Life Cycle (cont.)
M
Merged
d phases
h

Idea Do it
look look off benefits
1st
Handover
Authorization
(Project Brief)
2nd
Authorization
(PM Plan)

Typical Sequence of Phases

Construction Life Cycle
y
Full
operation
100% Installation
substantially
complete
e complete
M ajor
contracts
let
Percentage
Project
“GO ”
decision
Feasibility Planning Production Turnover

and design and start
start-up
up
D etailed
D o it Finish off
look

Project vs. Product Life Cycle

Level of Activity (staffing and cost)

Idea Do it
Level
of
activity
High level Work the

planning Plan
Detailed Get the
planning Benefits

1st Authorisation -
Outline
Business Case
2nd Authorisation -
Detailed
Business Case
Project Close Benefits
Appraisal Out Review
Idea Quick Detailed Do it Finish Get the

Conception Feasibility Implementation Operation Termination

Subphase1 Subphase2 Subphase3 Subphase4
Project
Brief P tP
Post Project
j t Review
R i
Project Management
Plan

Project Risk Life Cycle
Influence of stakeholders
Amount at Stake
Hi h
Highest risk
i k Risk and opportunity
concept planning implementation completion

Life Cycle Costing
• All of the costs associated from the concept to the closeout/retirement
OPERATION AND SUPPORT
SYSTEM ACQUISITION
ST
YCLE COS
PRODUCTION
SYSTEM R&D
LIFE CY
YEARS

Project Stakeholders
Individuals and organizations that are actively involved in the
project, or whose interests may be affected as a result of
project execution or project completion
completion.

The Stakeholders and the Project
• The relation

Key Stakeholders
Project manager Manages the project
Customer Purchases the product or service
User Uses the product or service
Performing Whose employees are most directly involved in
organization doing the project’s work
Project team members Group performing the project’s work
Project management who are directly involved in the project
team management activities
Sponsor Provides the financial resources for the project
Influencers Due to an individual’s position can influence
positively or negatively
PMO It has direct or indirect responsibility for the
outcome of the project

Stakeholders - Backers & Blockers
Project
Backer
Project
Blocker
Project
P
Passive
i A ti
Active
Stakeholders Management
L ki
Looking upwards
d Looking outwards
Managing the internal Managing external stakeholders
sponsor(s) to achieve to ensure the project meets
organisational commitment their expectations
Looking forwards
Looking Project Planning
Pl i to ensure the
h
backwards
Monitoring progress, Manager team sets realistic
targets and obtains the
learning from mistakes. resources to meet them
Looking inwards
Managing yourself by reviewing Looking across
your performance to ensure your Ensuring
g contribution
leadership is a positive and co-operation from
contribution to the project departments
Looking downwards
Managing the team in order to
maximise their p
performance

Organizational Influences
• The project will be influenced by:
– The organization that sets up the project
– The maturity of that organization with respect its
project management systems, culture, style,
organizational structure, and Project Management
Office (PMO)

Organizational Systems
• Project-based organizations (operation = project)
• Derive their revenue primarily by performing projects for
others under contract
• Have management system in place to facilitate project
management. Treat on-going operations as projects
(management by projects)
• Non-project-based
N j tb d organizations
i ti
• May lack management systems designed to support
project needs efficiently and effectively

Organizational Cultures and Styles
These cultures are reflected in numerous factors:
• Shared values, norms, beliefs, and expectations
p
• Policies and procedures
• View of authorityy relationships
p
• Work ethics and work hours

Organizational Structure
– Functional organization – Hierarchy where each
employee
p y has one clear superior
p
– Projectized organization – Most of organization’s
resources are involved in project work and report to the
project manager
– Matrix organization – Blend of both

Organizational Types
Organizational Matrix
Type Functional Projectized
Project
Weak Matrix Balanced Matrix Strong Matrix
Characteristics
Project Manager’s Low to Moderate Moderate to High to

Little or None Limited
Authority High Almost Total
% of Organization's
Virtually
Personnel Assigned 0-25% 15-60% 50-95% 85-100%
None
Full-time
Project Manager
Manager’ss
Part-time Part-time Full-time Full-time Full-time
Role

Common Titles for
Coordinator/ Coordinator/ Manager/ Manager/ Manager/
Authorityy PM’s Role
Project Leader Project Leader Project Officer Program Manager Program Manager
Project Manager’s
Administrative Staff Part-time Part-time Part-time Full-time Full-time

Answer
• Functional
– Advantages:
• Clear
Cl career paths
th iin specialization
i li ti Disadvantages:
areas More than one boss for project team
members
• Team members report to one Resource allocation is challenging
supervisor Potential for conflict between
• Easier specialist management functional and project managers
– Disadvantages:
• Project manager has no authority
• No career path in project management
• Functional specialization more
important than project
• Matrix
– Advantages:
Projectized:
• Improved project manager control over Advantages:
resources Efficient project organization
• Project objectives are supported in the Project loyalty
organization Simplified communications
• More support from functional Disadvantages:
organizations Lack of professionalism in
specialization areas
No “home” when projects are
completed
Duplication of facilities and job
functions

The Role of the PMO
in Organizational Structures
•The
e Project
oject Manager
a age will have
a e ad
administrative
st at e suppo
supportt from
o tthe
e PMO:
O
– Either through dedicated staff
– Or through a shared staff member
•Project team members will report
– Either directly to the project manager
– Or, if shared, to the PMO

Chapter 2 – Project Life Cycle and Organization
Organizational Influences
Project Management System

• The Project Management System is the set of tools, techniques, methodologies,
resources, and procedures used to manage a project.
• The Project Management System aids a project manager in effectively guiding a
project to completion.
• The system is a set of processes and the related control functions that are
consolidated and combined into a functioning, unified whole.
• O off the
One th PMO functions
f ti would
ld typically
t i ll b be tto manage th
the project
j t managementt
system, in order to ensure consistency in application and continuity on the various
projects being performed.

Th Standard
The S d d for
f Project
P j Management
M off a Project
P j
Project Management Processes for a Project

Process Interactions
• Projects are composed of processes.
– A process is a set of interrelated actions and activities that are performed to achieve a pre-specified set of products,
results, or services.
The Process model
Tools &
Input Output
Techniques

Project Processes
• Project management processes – common to most
projects most of the time are associated with each other by
their performance for an integrated purpose
purpose. (Business area)
• Product-oriented processes – specify and create the

project’s prod ct The
product. They are typically
t picall defined b
by the project life
cycle and vary by application area. (Technical area)

Project Processes (cont.)
• Project Management Process Groups
(Business Area):
– Initiating Process Group: Defines and authorizes the project or
approject
j p
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 service or result and brings the project or a project
product,
phase to an orderly end.

Successful Project
• The project team must:
– Select appropriate processes (tailoring) within the Project Management Process Groups that are required to meet the
project objectives.
– Use a defined approach to adapt the product specifications and plans to meet project and product requirements.
– Comply with requirements to meet stakeholder needs, wants and expectations.
– Balance the competing demands of scope, time, cost, quality, resources, and risk to produce a quality product.

Process Interactions: Overlap of Processes

Project Management Process Group Triangle

The Project Management Knowledge Areas
Time Cost
Scope
Integration
Procurement Quality
Risk Human
Communication Resource

Integration
Project Integration Management
How to affect and is affected by other knowledge areas


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The Project Management Framework

This document is for educational purposes only.

 Temporary: Has a definite beginning and a definite end, not an

 Unique: Doing something that has not done before

This document is for educational purposes only.

 Progressive elaboration: developing in steps,

This document is for educational purposes only.

Projects Operations (ordinary work)

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

Application Area Knowledge,

This document is for educational purposes only.

• Project life cycle definition

This document is for educational purposes only.

• Functional departments and supporting disciplines

This document is for educational purposes only.

• Cultural and social environment.

This document is for educational purposes only.

• Financial management and accounting

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

This document is for educational purposes only.

Project Life Cycle

Project Project Project Project Project

Every phase in the project cycle involves a description that details:

This document is for educational purposes only.

Project Life Cycle

Project Project Project Project Project

This document is for educational purposes only.

Project Life Cycle

Project Project Project Project Project

Evaluation: Reviews of deliverables and approval

Phase exit criteria: Measurement

Determine project continuation

This document is for educational purposes only.

Quick Detailed Finish Get the

This document is for educational purposes only.

Quick Detailed Finish Get the

This document is for educational purposes only.

This document is for educational purposes only.

Feasibility Planning Production Turnover

This document is for educational purposes only.

This document is for educational purposes only.

Quick Detailed Finish Get the

High level Work the

This document is for educational purposes only.

Idea Quick Detailed Do it Finish Get the

Conception Feasibility Implementation Operation Termination

Temporary: Has a definite beginning and a definite end, not an

Unique: Doing something that has not done before

Progressive elaboration: developing in steps,