DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Project Management Principles and Strategies, key concepts and

principles in project management to describe the roles and
responsibilities of the project manager

• Definition of project and project management, project life – cycle

Sources: PMBOK 6th Edition DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

Unit Topics
Project Management Principles and Strategies, key concepts and principles in project
1
management to describe the roles and responsibilities of the project manager

2 Definition of project and project management, project life – cycle

Planning the project, project planning process , project charter and project plan,
3
work breakdown structure (WBS) techniques,, project structuring and organization.
Estimating Project Costs, organize project activities, resource and time constraints,
4
final project schedule manually or by using automated tools.
Activity sequencing, precedence network diagram, critical path method, program
5
evaluation and review techniques, project scheduling, basics of scheduling.
Executing the Project, basic needs and requirement of project execution, project
6
tracking and control elements, factor contribute to successful project control.
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
 High Level Process Groups: Knowledge Areas:
• Integration
• Initiating • Scope
• Planning • Time
• Executing • Cost
• Monitoring and Controlling • Quality
• Closing • Human Resource
• Communications
• Risk
• Procurement
• Stakeholder Management

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Program and
Project
management focus
on doing program
and project “right”
way

• Portfolio
management
focuses on doing
“right” Program
and Project

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
 Organizational Project Management (OPM)
• Provides a strategic framework to use and guide portfolio, program, and
Driven by Organizational Strategy

Aligned to Organizational Strategy

project management to deliver organizational strategy

Portfolio Management
• Selects and prioritizes programs and projects that will best achieve the
organizations strategic goals

Program Management
• Coordinates the management of related projects to achieve specific benefits
that support the organizations strategic goals

Project Management
• Manages efforts to develop specific scope, which supports the portfolio or
program management objectives and ultimately the organizations strategic
goals

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• The project management office (PMO) centralizes and standardizes the management of projects;
it is a departmental unit within an organization
Supportive provides the policies, methodologies, templates, and lessons learned for
PMO managing projects within the organization. It typically exercises a low level of
control over projects.
Controlling provides support and guidance in the organization on how to manage projects,
PMO trains others in project management and project management software,
assists with specific project management tools, and ensures compliance to
organizational practices. It typically has a moderate level of control over
projects.
Directive provides project managers for different projects, and is responsible for the
PMO results of those projects; all projects, or projects of a certain size, type, or
influence, are managed by this office. A directive PMO has a high level of
control over projects.
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
• Manage the interdependencies among projects, programs, and portfolios.
• Integrate information from all projects to assess whether the organization is achieving its
strategic objectives.
• Help provide resources.
• Recommend the termination of projects when appropriate.
• Monitor compliance with organizational processes.
• Help gather lessons learned and make them available to other projects.
• Provide templates (e.g., for work breakdown structures or communications management
plans).
• Provide guidance and project governance.
• Provide centralized communication about the projects.
• Be more heavily involved during project initiating than later in the project.
• Be part of the change control board.
• Be a stakeholder.
• Prioritize projects.
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
 # Description Type of PMO
1 Manages all projects throughout the organization
2 Provides support and guidance, requires all projects within the
organization to use designated project management software and
templates, but doesn't otherwise exert control over the project
3 Coordinates all projects within the organization
4 Recommends common terminology, templates, and reporting and
other procedures to be used on projects throughout the organization to
promote consistency and streamline effort
5 Appoints project manager
6 Prioritizes projects
7 Has the highest level of control over projects

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

 # Description Type of PMO
1 Manages all projects throughout the organization Directive
2 Provides support and guidance, requires all projects within the Controlling
organization to use designated project management software and
templates, but doesn't otherwise exert control over the project
3 Coordinates all projects within the organization Controlling or
Directive
4 Recommends common terminology, templates, and reporting and Supportive
other procedures to be used on projects throughout the organization to
promote consistency and streamline effort
5 Appoints project manager Directive
6 Prioritizes projects Controlling or
Directive
7 Has the highest level of control over projects Directive
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
• Time (often shown as “Schedule”)
• Cost (often shown as “Budget”)
• Scope
• Quality
• Resources
• Risk
• Customer Satisfaction

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Stakeholders are any people or organizations whose interests may be positively or
negatively impacted by the project or its product. They can include individuals and groups
such as the performing organization, the project management staff, the project
management office, portfolio managers, program managers, other departments or
groups within the organization (e.g., marketing, legal, customer service, etc.), functional
or operational managers, and sellers.
• Stakeholders can be actively involved in the project work or take on more of an advisory
role.
• Stakeholders may also be external to the organization, including government regulators,
consultants, end users, customers, taxpayers, and banks and other financial institutions.
• People or groups who could exert positive or negative influence over the project but would
not otherwise be considered part of the project are also considered stakeholders.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• How you treat the stakeholders on your projects? assistant team members?
• Treating stakeholders like assistant team members means you keep them informed, solicit
their input, and work to satisfy their needs and expectations. Without this effort, the
project may fail.
• Project manager should analyze and manage stakeholders' needs and levels of influence
throughout the project.
• Note: Several people may help complete project management activities, especially on
large projects. The PMBOK* Guide refers to these people as the "project management
team" or "project management staff."
• The term "project manager" refers to anyone doing project management activities on
the project—this includes the lead project manager and those in supporting roles as
members of the project management team or project management staff. The terms
"team" and "project team" refer to everyone who does work on the project, not just
those who perform project management activities.
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
• Functional
• Projectized
• Matrix

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Such organizations are grouped by areas of specialization within
different functional areas (e.g., accounting, marketing, and
manufacturing).
• Projects generally occur within a single department.
• If information or project work is needed from another department,
employees transmit the request to the head of the department, who
communicates the request to the other department head.
Otherwise, communication stays within the project. Team members
complete project work in addition to normal departmental work.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• The entire company is organized by projects, and the project
manager has control of the project.
• Personnel are assigned and report to a project manager.
• Team members complete only project work, and when the
project is over, they do not have a department to go back to.
They need to be assigned to another project.
• Communication primarily occurs within the project.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• An attempt to maximize the strengths of both the functional and projectized structures.
• Team members report to two bosses: the project manager and the functional manager (e.g.,
engineering manager).
• Communication goes from team members to both bosses. Team members do project work in
addition to normal departmental work
• In a strong matrix, power rests with the project manager. In a weak matrix, power rests with the
functional manager, and the power of the project manager is comparable to that of a coordinator
or expediter.
• In a balanced matrix, the power is shared between the functional manager and the project
manager.
• The project manager's role in a weak matrix (or in a functional organization) might be more of a:
• Project Expediter: acts primarily as a staff assistant and communications coordinator. The
expediter cannot personally make or enforce decisions.
• Project Coordinator This position is similar to the project expediter, except the coordinator has
some power to make decisions, some authority, and reports to a higher-level manager.

Note: Tight Matrix DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Functional
• Projectized
• Matrix

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

 Advantages
Easier management of specialists
Team members report to only one
supervisor
Similar resources are centralized, as
the company is grouped by specialties
Clearly defined career paths in areas of No career path in project management
work specialization
Disadvantages
People place more emphasis on their
functional specialty to the detriment of
the project
The project manager has little or no
authority
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
 Advantages Disadvantages
Efficient project organization No "home" for team members when
project is completed

Team loyalty to the project Lack of specialization in disciplines

More effective communications than Duplication of facilities and job

functional functions
Clearly defined career paths in areas of May result in less efficient use of
Project Management resources

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

 Advantages Disadvantages
Highly visible project objectives Extra administration is required

Improved project manager control over Project team members have more than one boss
resources
More support from functional areas More complex to monitor and control

Maximum utilization of scarce resources Resource allocation is more complex

Better coordination Extensive policies and procedures areneeded

Better horizontal and vertical dissemination of Functional managers may have different priorities
information than project managers
Team members maintain a "home" Higher potential for conflict

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Project Based Organizations
• Organizational Hierarchy
• Strategical
• Tactical
• Operational

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

Project
Influences

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Enterprise Environmental Factors (Internal to the Organization)
• Organization culture, structure, and governance
• Geographical distribution of facilities and resources
• Infrastructure
• Information Technology Software/Existing systems/ Assets
• Baggage/ outside the control of Project team
• Resource availability
• Employee capability
• Project Management Information System
• Tools, scheduling software, a configuration management system, shared
workspaces for file storage or distribution, work authorization software, time-
tracking software, and procurement management software, repositories for
historical information etc.
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
• Enterprise Environmental Factors (External to the Organization)
• Marketplace Conditions
• Social and Cultural influences and Issues
• Legal restrictions
• Commercial databases
• Academic research
• Government and Industry standards
• Financial considerations
• Physical environmental elements

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Organizational Process Assets
• Process
• Procedures
• Policies
• Historic Information
• Activities, Lessons learned, WBSs, Benchmarks, Reports, Risks and
risk response plans, Estimates, Resources used, Project management
plans, Correspondence
• Corporate Knowledge Base
• The creation of a corporate knowledge database of historical
information and lessons learned is an organizational responsibility that
can contribute to continuous improvement.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Plan Driven: predictive life cycles (sometimes referred to as waterfall or
traditional life cycles) that require scope, schedule, and cost to be determined in
detail early in the life of the project, before the work begins to produce the
project deliverables. For example, a construction project would typically be
managed using a predictive approach, undergoing the life cycle phases of
feasibility, planning, design, production, turnover, and startup.
• Change Driven: use iterative, incremental, or adaptive (agile) life cycles, and
will have varying levels of early planning for scope, schedule, and cost.
Incremental and iterative life cycles involve early planning of high-level scope
sufficient enough to allow for preliminary estimates of time and cost; scope is
developed a little more with each iteration. Incremental delivers a complete,
usable portion of the product for each iteration.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey