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Project Management Framework Author – Pankaj Sharma
Based on – IV Edition
PMI, PMP, CAPM, PgMP, PMI-RMP, PMI-SP and PMBOK are registered marks of Project Management Institute, Inc.
After the completion of this chapter, the learner will be able to:
Explain the PMBOK® Guide Project Management Concepts Explain why Projects Are Undertaken
Describe the Phases of the Project Life Cycle
Describe the five Project Management Process Groups Name the Nine Knowledge Management Areas
Map the Process Groups and the Nine Knowledge Areas
Project Management Framework: Topics
Project versus Operations
Project Management Project manager’s skill set
Project life cycle Project stakeholders
Different types of organizations
Project, Program and Portfolio management Project management processes Project management knowledge areas
Intersection of processes and knowledge areas
Definition of Project
Definition as per PMBOK® Guide
A project is a temporary endeavor undertaken to create a unique product or service.
Project Definition A temporary endeavor – means that every project has a definite beginning and end.proceeding in steps ©Copyright Protected . Unique means that the product or service or result is different from other product or service or result. Progressively elaborated .
Examples of Project Building a new office Designing a new product or service Creating an advertisement campaign Creating a new process with a business unit Moving from one building to another Designing a space vehicle ©Copyright Protected .
Exercise 1: Projects vs Operation Differentiating between Projects & Operations ©Copyright Protected .
Project vs Operation PROJECTS Temporary Unique OPERATIONS Ongoing Repetitive Closes after attaining the objectives Prototyping the new car model Objective is to sustain business Assembly line production ©Copyright Protected 8 .
resources. schedule.Why Projects Fail ? Lack of clearly defined purpose Inexperienced project Managers Poor estimation of duration and cost Cultural and ethical misalignment Poor requirements and scope management Lack of coordination of resources and activities Poor communication Inadequate planning of scope. cost. risk and quality Lack of progress and quality control ©Copyright Protected .
tools and techniques to project activities to meet the project requirements Accomplished through the application and integration of PM processes – Initiating. cost and quality Manage uncertain events ©Copyright Protected . time. Planning. skills.What is Project Management? Project Management is the application of knowledge. Executing. Monitoring and Controlling and Closing Establishing clear project objectives and requirements Balancing the competing demands of scope.
Project Management Benefits ©Copyright Protected .
©Copyright Protected . All Rights Reserved. Fourth Edition (PMBOK® Guide) ©2008 Project Management Institute. Inc.Project Constraints Risk Scope Budget Resources Quality Schedule Source: A Guide to the Project Management Body of Knowledge.
Development. intermediate and ending phase Number of phases depends on complexity and size of the project Reviews are conducted at the end of each phase to measure performance Phase end reviews allows to decide if the project should continue The collection of phases is called project life cycle The project life cycle defines the beginning and end of a project Fast tracking is running the project phases concurrently Examples of phases:.Typical Project Life Cycle Projects are divided into phases The project will have at least a beginning.Analysis. Design. Testing ©Copyright Protected .
Characteristics of Project Phase The completion of one or more deliverables marks the project phase Deliverables are reviewed and formally accepted by customer at phase end Phase end reviews are also called phase exits. stage gates or kill points Rolling wave planning summarizes the future phases at high level ©Copyright Protected .
Project Stakeholders Individuals and organizations involved in the project Those who will be directly or indirectly impacted Stakeholders should be identified throughout the project They may have a positive or negative influence on the outcome Stakeholder influence goes down as the project progresses ©Copyright Protected .
Project Stakeholders Key stakeholders include: Project Manager Customer / User Performing organization Project team members Project management team Sponsor Influencers PMO ©Copyright Protected .
Project Manager – Skills Communication Skills Organizational and Planning skills Budgeting Skills Conflict Management Skills Negotiation and Influencing Skills Leadership Skills Team Building and Motivating skills ©Copyright Protected .
Project. risk management and provide trainings ©Copyright Protected . estimating. Program & Portfolio Management Programs Collection of related projects Controls are implemented and managed in a coordinated way Collective benefits are realized Each project has a project manager Projects share resources and depends on the outcomes of other projects Portfolios Collection of programs and projects Projects meet a specific business goal or objective Includes weighing the value of each project against the portfolios strategic objective Ensures efficient use of resources Project Management Office [PMO] Centralized units to oversee project and programs within the organization Establishes and maintains the standards of project management methodologies Support managers in planning.
Fourth Edition (PMBOK® Guide) ©2008 Project Management Institute. ©Copyright Protected . Project members are from different departments Only 25% will be assigned to the projects Functional manager Project members are from different departments About 50% will be assigned to the projects Two manager (FM and PM) Functional manager and his/her senior manager Project members are from different departments About 80% will be assigned to the projects Project Manager Project based only Resource Allocation As needed About 100% will be assigned to the projects Project Manager Resources Reports to Functional manager PM Reports to Functional manager Functional manager Company Senior manager Company senior manager/ higher authority After Project Completion Team go back to their Dept. but PM will make decisions Balanced Matrix Organisation Project Manager Strong Matrix Organisation Project Manager Projectized Organisation Project Manager Decision Making Power Functional manager PM and the Functional Manager will have equal power Project Manager Project Manager Resources From within a Dept. (home) Team go back to their Dept. Inc. All Rights Reserved. (home) Team go back to their Dept. (home) Team go back to their Dept. (home) No home – move to different project or get laid off Source: A Guide to the Project Management Body of Knowledge.Organization Influence Functional Organization PM’s Title Expediter/Cordinator Weak Matrix Organisation Expediter/ Coordinator Functional manager plays a major role.
Organization Types – Advantages & Disadvantages Org. Type Matrix Advantages Highly visible project objectives Better Project Manager control over resources Better coordination Disadvantages Not cost effective because of extra administrative personnel More than ONE boss for project teams More complex to monitor and control Team members maintain “a home” Higher potential for conflict and duplication of effort and functional managers have different priorities No career path in Project Management Functional Team members report to one supervisor and clearly defined career paths Easier management specialists People place more emphasis on their functional specialty to the determent of the project No “Home” when project is completed Duplication of facilities and job functions Lack of professionalism in disciplines and less efficient use of resources Projectized Efficient project organization More effective communication than functional Loyalty to the project ©Copyright Protected .
Exercise 2: Organization Types Differentiating between Organization Types Functional Vs Projectized ©Copyright Protected .
Exercise 3: Organization Types Differentiating between Organization Types Functional Vs Projectized Vs Matrix ©Copyright Protected .
Project Management Process Groups Commitment Approach Initiating Processes Planning Processes Create Measure Controlling Processes Executing Processes Accept Closing Processes ©Copyright Protected .
Project Management Process Groups Initiating process group authorizes the project Planning process group plans the course of action to achieve objectives Executing process group uses the resources to carry out project tasks Monitoring process group measures progress to identify variances Closing process group formalizes product acceptance and closure ©Copyright Protected .
Project Management Process Groups Concept of PLAN-DO-CHECK-ACT cycle Determine what processes within the process groups are applicable The Process Groups are not Project Phases The result of one process becomes input to another ©Copyright Protected .
Preventive Action. Defect Repair Forecast Approved Deliverable Performance Reports Organizational Process Assets (updates) Monitoring and Controlling Closing ©Copyright Protected .Project Management Process Groups Enterprise Environmental Factors Organizational Process Assets Sponsor/Project Initiator Initiating Project Charter Planning Project Management Plan Executing Deliverables Requested Changes Corrective/ Preventive Action Defect Repair Change Requests. Corrective Action.
©Copyright Protected Phase Finish . Inc. All Rights Reserved.Project Management Process Groups Interaction Executing Processes Level Of Activity Initiating Processes Planning Processes Controlling Processes Closing Processes Phase Time Start Guide to the Project Management Body of Knowledge. Fourth Source: A Edition (PMBOK® Guide) ©2008 Project Management Institute.
All Rights Reserved. Fourth Edition (PMBOK® Guide) ©2008 Project Management Institute.PM – Process Mapping Processes Knowledge Areas Integration Management Initiation Planning Execution Monitoring & Control Close Out Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Scope Verification Scope Control Close Project or Phase Scope Management Collect Requirements Scope Definition Create WBS Time Management Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development Estimate Costs Estimate Budgets Schedule Control Cost Management Quality Management Human Resource Management Communication Management Cost Control Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Team Information Distribution Manage Stakeholders Expectation Quality Planning Perform Quality Control Human Resource Planning Manage Project Team Identify Stakeholders Communications Planning Report Performance Risk Management Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Plan Procurement Conduct Procurement Monitor & Control Risk Procurement Management Administer Procurements Close Procurement Source: A Guide to the Project Management Body of Knowledge. Inc. ©Copyright Protected .
Initiating Process Group Conduct cost-benefit analysis Determine and define the business needs and the project scope Know the project boundaries and constraints Identify high level risks Understand the required project organization structure Estimate budget and resource requirements Assign a project manager Obtain the project charter approval Formally authorize to start a new project or phase ©Copyright Protected .
Planning Process Group Determine how you will plan and develop the project management plan Develop the project requirements in detail and agree the final scope Determine the required project activities and their sequencing Develop schedule using estimated resources and costs Agree what quality standards will be met by the project and how Define how project staffing will be done Establish the communication requirements and how it will be fulfilled Identify what can go wrong and the plans to deal with them Document what products or services will be acquired from outside the project Gain formal approval and buy-in from everybody involved in the project ©Copyright Protected .
Executing Process Group Execute activities in the project plan Procure required project resources Complete work packages Document lessons learnt Implement approved changes. corrective and preventive actions Ensure processes are followed Hold team building activities and boost morale and efficiency Manage resource allocation and utilization Hold progress review meetings and distribute progress reports Keep everyone focused on the project goals ©Copyright Protected .
Monitoring & Control Process Group Measure project performance using the documented technique in the plan Identify variances and recommend corrective actions to get back on track Approve changes. defect repair. time and cost Perform impact analysis to approve or reject changes Obtain formal acceptance of deliverables from the customer Monitor the status of risks and identify new risks have emerged Measure team member performance ©Copyright Protected . corrective and preventive actions Resolve conflicts and issues Manages changes to scope.
Closing Process Group Confirm all project requirements are met Obtain formal acceptance of product from the customer Hand over the completed deliverables to the operations team Compile lessons learnt Measure customer satisfaction Archive project data and information for future reference Release resources ©Copyright Protected .
Project Integration Management Processes that integrates the different elements of project management Coordinates the project work is done correctly and in the right order Ensures changes are properly controlled and managed Comprises of the following processes: Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase ©Copyright Protected .
Project Scope Management Ensures project includes all of the work and only the work required Identifies. defines and controls the project work Verifies that the deliverables meet the specified criteria Comprises of the following five processes: Collect Requirements Define Scope Create WBS Verify Scope Control Scope ©Copyright Protected .
Project Time Management Processes concerning with the timely completion of the project Determines the time and the order in which project work will be done Controlling to ensure everything gets done on time Comprises of the following six processes: Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule ©Copyright Protected .
Project Cost Management Processes to ensure the project stays within the budget Determines the project budget Controls the changes to the project budget Comprises of the following three processes: Estimate Costs Determine Budget Control Costs ©Copyright Protected .
Project Quality Management Processes that ensures the project will satisfy the agreed quality standards Identifies the relevant standards and how they will be met Assurance activities to ensure the agreed processes are followed Monitoring project results to determine compliance Comprises the following three processes: Plan Quality Perform Quality Assurance Perform Quality Control ©Copyright Protected .
Project Human Resource Management Processes that organize and manage the project team Identifies the required roles on the project Obtains the human resources needed to complete the work Enhance competencies and performance Comprises of the following four processes: Develop Human Resource Plan Acquire Project Team Develop Project Team Manage Project Team ©Copyright Protected .
Project Communication Management Processes to ensure timely distribution of project information Determines the information needs of the project stakeholders Makes the information available in timely manner Collecting and distributing project performance information Comprises of the following processes: Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance ©Copyright Protected .
Project Risk Management Processes to deal with the unexpected when it does happen Identifying events that might affect the project Developing plan and actions to deal with those event Comprises of the following six processes: Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Monitor and Control Risks ©Copyright Protected .
Project Procurement Management Processes to purchase or acquire the products and services Selecting who will supply the required products and services Planning and administering the contracts Comprises of the following processes: Plan Procurements Conduct Procurements Administer Procurements Close Procurements ©Copyright Protected .
Professional Responsibility Covers legal. ethical and professional behavior of a PMP® A PMP® must follow the Project Management Institute Code of Ethics and Professional Conduct The responsibilities includes: Doing the right things Making good choices Keep learning and getting better Respecting other’s culture ©Copyright Protected .
Exercise 4: Process Group Map all the process groups and their corresponding processes. also mention the corresponding knowledge areas ©Copyright Protected .
Project Management Framework Assessment Examination ©Copyright Protected .
Project Management Program QUERIES & CLARIFICATIONS ©Copyright Protected .
Project Management Program Next Session Project Integration Management ©Copyright Protected .
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