Learning Objectives

 Why are Projects taken up ?

 Jobs of PMO, Role of a Project Manager

 EEFs and OPAs

 Project LC vs Product LC

 Phases of a Project

 Revise 10 Knowledge Areas and 5 Process Gps

of PM
 How are KAs and PGs Linked ?

 47 Processes of a Project
Why are Projects taken up ?
 Market demand

 Strategic Opportunity

 Customer request

 Technological advances

 Legal requirements
Jobs of PMO
 Iden & devp PM methodology, best practices,
standards

 Coaching, mentoring, training and oversight

 Support, control or direct projects under the PMO

 Managing shared resources across projects

 Monitoring compliance with standards, policies,

procedures and templates via project audit.
 Role of Project Manager
 To ensure the project’s success.
 Must be an Integrator, Leader and
Communicator
 Must be honest in reporting the project’s
progress.
 May report to Functional Manager or
Portfolio/Program Manager.
 Must have :

 Knowledge
EEFs (12)
 Org structure, culture, processes. Define Process.
 Govt or industry regulations and standards
 Infrastructure
 Existing HR
 Personnel administration
 Company work authorisation systems
 Market conditions
 Stakeholder risk tolerances
 Political climate
 Established communication channels
 Commercial databases
 PMIS
OPAs – Processes and
Procedures(11)
 Organisational standard processes
 Standardised guidelines, work instructions, performance
measurement criteria
 Templates
 Guidelines to tailor org’s std processes to specific needs
of project
 Organisational communication requirements
 Project closure guidelines or requirements
 Financial control procedures
 Issue and defect mgt procedures
 Change control procedures
 Risk control procedures
OPAs – Corporate Knowledge
Base(6)
 Process measurement databases
 Project files

 Historical info and lessons learnt

knowledge bases
 Issue and defect mgt databases

 Configuration mgt knowledge

bases
 Financial databases
Project LC
 Collection of sequential and sometimes
overlapping phases. Shows how the
project moves from start to finish in
different phases.

 All projects can be mapped to following

LC structure:
 Startproject
 Organise and prepare

 Carry out project work

Product LC

 From idea, design, devp,

introduction in market to product
becoming obsolete.
 Consists of generally sequential
non-overlapping product phases.
 Project LC occurs in one or more

phases of a product LC.

 Many facets of Product LC lend
themselves to be run as projects.
 Project Phases
 Divisions within a project where extra control is
needed to effectively manage the completion of a
maj deliverable.
 Phases help in sequencing project into logical
subsets for ease of planning, mgt and control.
 Typically sequential, but can overlap.
 A Project Phase is NOT a Process Group. 1 phase-
all PGs.
 All phases have similar characteristics.
 End of a Phase is called Phase exit, milestone,
phase gates or kill points.
Organisational Influence on
PM
 Organisational culture, style and
structure influence how projects are
handled.
 Culture means shared values,
norms, beliefs.
 Cultural norms like what means are
acceptable to get work done, who is
the actual power centre, work ethics
, work hours etc.
Organisational Structure
 Organisational structure is also an EEF.
 Organisational structure defines how
activities such as task allocation, coord and
supervision are directed toward the
achievement of org aims.
 It affects the availability of resources and
influences how projects are conducted.
 Types of structures

 Functional

 Matrix (Weak, Balanced and Strong)

Functional Org
Weak Matrix Org
Balanced Matrix Org
Strong Matrix Org
Projectised Org
Composite Org
10 Knowledge Areas of
PM
 Scope  Procurement

 Time  Quality

 Cost  Risk
Management
 HR
 Integration

 Communicati
 Stakeholder
5 Process Groups of PM
 Initiating - 2
Processes

 Planning - 24
Processes

 Executing - 8
Processes

 Monitoring and Controlling - 11

KAs and PGs
 KAs and PGs complement each other.
 Each KA is a complete area of specialisation,
and you need to know each of them to
successfully execute a project.
 KAs are made up of processes.
 Why have KAs – because most projects use
most of these areas most of the time.
 PM best practice is that you should be able to
work across these areas to get the project
done.
 PGs bundle together processes that operate
Difference between KAs and
PGs

KAs
 They cover what you need to
KNOW

PGs
They cover what you need to DO
What’s the “Big Secret” ?

For most smaller projects, the real

value of Project Management is in
Initiating, Planning & Closing

These areas are where projects go

from success  failure/
dissatisfaction
Why Are These The Most
Important Areas?
 Initiating is where you formulate your
“contract” with the client/customer
/users/management
 Lack of agreement about what’s
important is the biggest cause for
disagreement and scope creep
 Lack of understanding of the impact of
changes is the biggest reason for
escalating costs (in cost, time and
Why Are These The Most
Important Areas?
 The point of Planning is NOT to
blindly follow the plan, but to gain a
better understanding of what needs
to be done.
“In preparing for battle, I have always
found that plans are useless, but
planning is indispensable” –
Eisenhower
 The other purpose of a plan is for
communication – your stakeholders
Why Are These The Most
Important Areas?
 Closing is important because go-
live is not the end of your project

 Your project is finished when you

have sign-off (agreement) from
stakeholders that it is finished
Ethics in Project
Management
 Responsibility. Respect.
Fairness. Honesty.
 These are the core values of

the PMI Code of Ethics and

Professional Conduct. All of
our members, volunteers and
certification holders must
comply with code and uphold
Summary
Thank You