3/12/2017

Project Management Framework and Initiation

Mohamed Seleam, PMP, PMI-RMP, PMI-SP, PMI-PBA

Who am I?
My name is Mohamed Seleam Abou Hatab
Sr. Project Management consultant

Certified Project Management Professional PMP by PMI / USA

Certified Risk Management Professional PMI-RMP by PMI USA
Certified Scheduling Professional PMI-SP by PMI USA
Certified Business Analysis Professional PMI-RMP by PMI USA

Currently working as lecturer for many institutes all over the world

more than fifteen years of experience in the field of project management .

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Participant Introductions
 Name

 Organization

 Role in organization

 What is your expectations ?

Course Objectives
After completing this course, you should be able to:
•Get familiar with the PMI methodology for managing your projects
•Make the most of limited study time for taking the PMP® exam
•Become familiar with the exam format and question types
•Develop a personal study plan
•Identify personal areas of competency and weakness
•Reinforce knowledge of the ten Project Management Institute (PMI® )
Project Management Knowledge Areas, five Project Management Process
Groups, and the Professional Responsibility

Help you to prepare for the PMP® Certification Exam

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Ground Rules To Enhance Performance

Start on time to Finish on time

Mobile Phone on Silent Please 

N0 Laptops allowed including mobile data 

Questions after Permeation

RATHOLE TO CONCENTRATE

Presents 100 % to get your certificate

PM Standards
Project Management Institute (PMI)
www.PMI.ORG

Project Management Body Of Knowledge (PMBOK)

PMI Certifications
Project Management Professional (PMP)
Certified associate in Project Management (CAPM)
Program Management Professional (PgMP)
PMI Scheduling Professional (PMI – SP)
PMI Risk Management Professional (PMI – RMP)
PMI Agile certified practitioner (PMI-ACP )
PMI Professional in Business Analysis (PMI-PBA)
Portfolio Management Professional (PfMP)

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PM Framework
• What is a Project?
A project is a temporary endeavor undertaken to create a unique
product, service, or result.
• Temporary
( definite beginning and definite end)
Most projects are undertaken to create a lasting outcome.

• Unique
( different location, different design, different circumstances, different contractors etc.)

• Progressive Elaboration
Continuously improving and detailing a plan as more detailed and specific
information and more accurate estimates become available.

What is Project Management?

The application of knowledge, skills, tools and

techniques to project activities to meet the
project requirements.

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The Triple Constraints

Time

Scope Cost
Quality

Risk
Resources

Role of Project Manager

Knowledge = What he
Knows about Project
management

Project
manager

Personal = how the Performance = What able

project management to do or accomplish while
team behaves when applying their project
performing the project or management
activity knowledge

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Project Management Knowledge Areas

• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resources Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
• Project Stakeholder Management

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Project Management Process Groups

• Initiating process group

• Planning process group .

• Executing process group

• Monitoring and Controlling process group

• Closing process group .

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Process Interactions
Project Management Process Groups are linked by the objectives they
produce, with the results or outcomes of one generally becoming an input
to another or is a deliverable of the project

Note: Many of the Inputs, Tools & Techniques, and Outputs for the 47 Project
Management processes appear in more than one of the Project Management
Process Groups; many of these will be addressed only once in the following Units
unless additional information specific to a Process Group needs to be addressed

The project life cycle

a project life cycle is a collection of generally
sequential and sometimes overlapping project
phases whose name and number are
determined by the management and control
needs of the organization or organizations
involved in the project, the nature of the
project itself, and its area of application.

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Project Management Process Groups

Mapped to the Plan-Do-Check-Act Cycle

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Process Groups Interact in a Project

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Characteristics of a Project Life Cycle

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Stakeholders
Sponsor

Regulatory
Agencies End Users

Team
Members Project Customer

Subcontractor Senior
s Management

Suppliers/
Vendors

Projects and strategic planning

Projects are often utilized as a means of achieving an organization’s
strategic plan.

Program management
A program is defined as a group of related projects managed in a
coordinated way to obtain benefits and control not available from
managing them individually.

Portfolio management
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.

Project management and

operations management
Operations are an organizational function performing the ongoing
execution of activities that produce the same product or provide a
repetitive service.

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Projects, Programs, and Portfolios
Project
Scope of work Narrow scope with specific
deliverables
Role of Called project manager•
Manages technicians, •
Manager specialists etc.
Conducts detailed planning to •
manage deliverables of the
project
Monitors and controls the •
projects products
Skills required Project managers are team •
players who motivate with their
knowledge and skills
Leadership style focuses on •
task delivery and directive to
meet success criteria
Projects and Operations
operation
Ongoing and repetitive
Similar outputs
Permanent resources
Projects and Operations
Planned, executed & Controlled series of tasks and activities
Constrained by limited resources
Produce output/product
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Program Portfolio
Wider scope – provide Business scope – depends
benefits and capabilities to on strategic goals of the
program organization
Called program manager• Called portfolio manager•
Manages project • Manages or coordinates •
managers portfolio management
Create high-level plans • staff
providing guidance to Creates and maintains •
projects processes for the
Monitors projects and • aggregate portfolio
ongoing work through Monitors aggregate •
governance structures performance and value
indicators
Program managers are • Portfolio managers are •
leaders who provide vision leaders providing insight
and leadership and synthesis
Leadership style focuses • Leadership style focuses •
on managing relationships on adding value to
and conflict resolution portfolio management
staff
Projects
Temporary
Unique output
Resources on temporary
upon-need basis
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Project management office (PMO)

A project management office (PMO) is a management structure that
standardizes the project-related governance processes and facilitates the sharing
of resources, methodologies, tools, and techniques.

Supportive. Supportive PMOs provide a consultative role to projects by

supplying templates, best practices, training, access to information and lessons
learned from other projects.

controlling. Controlling PMOs provide support and require compliance

through various means.

directive. Directive PMOs take control of the projects by directly managing

the projects.

PMO Maturity levels

Level 3: Grown-up/Defined Standard Level 4: Mature/Managed – A very Level 5: Best in Class/Optimised –
Processes – A solid PMO which successful PMO which has good A world-class PMO which has
experiences more successes than sponsorship. All core processes are complete sponsorship. All core
failures. Most processes have consistent, all key project data is processes are consistent and
consistency, most key project data is collected, solid analytics are undertaken continuously improved, all key
collected but only basic analytics are and reporting is primarily data-driven. project data is collected, analytics
done and reporting has introduced some Plays an important role in the success of are comprehensive and reporting
metrics. Plays a role in some project the project environment. is completely data-driven. Plays a
successes (and failures). critical role in the success of the
Level 2: Established/Repeatable – A project environment.
recognised PMO is operating but is in need
of improvement. Some processes have 5
consistency, some project data is collected
but little of it is analysed and reporting is
still primarily commentary based. Plays a 4
limited role in project success.
Level 1: Immature/Initial – A named entity 3
(identified as a PMO) is operating but, in
general, processes are inconsistent, project
data isn’t collected/used and reporting is 2
broadly qualitative. Has little influence on
project success.
1
Level 0: Absent - No identifiable PMO
operating. No influence on project success.
0
0: Absent 1: Immature / 2: Established / 3: Grown-up / 4: Mature / 5: Best in Class /
Initial Repeatable Defined Managed Optimised

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Business Value
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.

Examples of tangible elements include monetary assets, fixtures,

stockholder equity, and utility.
Examples of intangible elements include good will, brand recognition,
public benefit, and trademarks. Depending on the organization.

Organizational Influences
Since projects are typically part of an organization that is larger than the project, the
project is influenced by a number of aspects of the larger organizational structure:

• Organizational Systems
Are management systems in place to support project needs efficiently and effectively.
• Organizational Cultures and Styles
Most organizations have developed unique and describable cultures that often have a
direct influence on the project.
• Organizational Structure
The structure of the performing organization often constrains the availability of
resources.
• Role of the PMO in Organizational Structures
PMO can exist in any organizational structures but are most likely to be found in
projectized or matrix organizations.

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Functional Organization
C.E.O

Project coordination
Functional Functional Functional Functional
Manager Manager Manager Manager

Staff Staff Staff Staff

Staff Staff Staff Staff

Weak Matrix Organization

C.E.O

Functional Functional Functional Functional

Manager Manager Manager Manager

Staff Staff Staff

Staff

Project Staff Staff

Staff Staff
coordination

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Balanced Matrix Organization

C.E.O

Functional Functional Functional Functional

Manager Manager Manager Manager

Staff Staff Staff

Staff

Project manager Staff Staff Staff

Project coordination

Strong Matrix Organization

C.E.O

Functional Functional Functional Manager of Project

Manager Manager Manager Managers

Staff Project
Staff Staff manager

Staff Staff Staff Project manager

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Projectized Organization
C.E.O

Project Project Project Project

Manager Manager Manager Manager

Project coordination
Staff Staff Staff
Staff

Staff Staff Staff Staff

Organizational Structure
Weak Balanced Strong
Functional Matrix Matrix Matrix Projectized
PM Little or Weak Balanced Strong Complete
Authority None w/ Funct.
Resource None / few Few Some Mostly Available
Availability Available Available Available Available
Budget Functional Functional Balanced PM PM
Control Mgr. Mgr.
Project Not Not Mostly Dedicated Dedicated
Team Dedicated Dedicated Dedicated
PM’s Title Project Lead / Project Project or Program
Lead / Coordinator / Manager Program or Project
Coordinator Expeditor Manager Manager

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Initiating Processes Flow chat

What do
Sponsor or
I want?
customer
Project manager Sponsor Project manager
asks Project issues the develops the
assists the sponsor
Statement charter project scope
with the charter if
statement and
of Work necessary
the project
management
Company plan
culture
and
existing
systems

Processes, The Project

procedures, management plan is
and bought into,
historical approved, realistic,
information and formal (BARF)
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Project’s documented
FORMAL AUTHORIZATION &
INITIATION.
Project Charter

By Sponsor, PMO or someone

external who is able to FUND.

Provides PM with the authority to

apply organizational resources to
the project activities.

NOTE: this means that PM is

preferably assigned now while
charter is being developed!

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Simple/Sample Content of Project Charter

 Project purpose & justification.

 Objectives and their success criteria

 High level requirements that satisfy stakeholder needs, wants, and

expectation.

 Business need, high level product description, or product requirements that

the project is undertaken to address.

 Assigned project manager and authority level.

 Summary milestone schedule.

 Summary budget
 Name of sponsor or those authorizing the project
 Approval criteria and who signs off project
 Functional organizations and their participation.
 Organizational, environmental & external assumptions.

Inputs
1. Develop Project
• Project SOW
Charter
• Business Case
• Agreements The process of

• EEF & OPA developing the project

charter.

Techniques Expert judgment is

• Expert Judgment applied to technical

• Facilitation and management

techniques aspects by individuals
or groups with
specialized knowledge
or training.

Outputs
• PROJECT CHARTER

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Questions

1 ) progressive elaboration means:

A ) Implementation of the project must

progress strictly according to the initial
project management plan.

B ) Project processes are iterated as more

detailed as more information is
uncovered throughout the project life
cycle.

C ) Project management plans must be

elaborate in order to be effective.

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1 ) progressive elaboration means:

A ) Implementation of the project must

progress strictly according to the initial
project management plan.

B ) Project processes are iterated as more

detailed as more information is
uncovered throughout the project life
cycle.

C ) Project management plans must be

elaborate in order to be effective.

2 ) the project manager’s role during the

executing process group of the project can
BEST be described as a (an) :

A ) Director.

B ) Integrator.

C ) Coordinator.

D ) leader.

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6 ) One of your team members informs you that

he does not know which of the many projects
he is working on is the most important. Who
should determine the priorities among projects
in a company?

A ) Project manager.

B ) Sponsor.

C ) PMO.

D ) Team.

7 ) Which of the following BEST describes

the major constraints on a project?

A ) Scope, number of resources, and

cost.

B ) Scope, cost, and time

C ) Scope, time, cost, quality, risk, and

Resources.

D ) Time, cost, and number of changes.

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8 )A frequent complaint about matrix

organizations is that communications
are:
A ) Hard to automate.

B ) Closed and inaccurate.

C ) complex.

D ) Misleading.

9 ) To obtain support for the project

throughout the performing organization. It’s
BEST if the project manager:

A ) Ensure there is a communication

management plan.

B ) Correlates the need for the project to

the organization’s strategic plan.

C ) Connects the project to the personal

objectives of the sponsor.

D ) Ensures that the management plan

includes the management of the team
members.

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10 ) Who has the MOST power in a

projectized organization?

A ) The project manager

B ) the functional manager

C ) The team

D ) They all share power.

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