RESEARCH

METHODOLOGIES

INTRODUCTION TO PROJECT
MANAGEMENT

Dr. Félix Bueno Pascual

felix.bueno@tecmilenio.mx
https://www.linkedin.com/in/buenofelix/
CONTENT

1 Introduction

2 Portfolio, Programme and Project

3 Project Management Office

4 Project Management Framework

5 Strategic Alignment

6 Q&A
Introduction
 Surveys showed that, in order to effectively address these Project challenges,
organizations establish a PMO

Why Projects fail?

Key Reasons for Establishing a PMO

Program and Projects

Others (Technical Efficiency Need 72% Key Observations
Problems, Suppliers
Problems, etc...) 19% Poor Reporting Need 65% ▪ Main reasons for
Organization Setting Up and Enforcing establishing a project
Standards 65% management office are:
and Project
Insufficient Management Support Project Planning
– Program and
36% Activities 55%
Project Practices Projects Efficiency
10%
Personnel Project/ Program Portfolio Need
Management Need 52%
Resources To complete projects
Setting Up/ Enforcing PM Tools and
Techniques 50% as per agreed
deadlines, within
20%
15% Business Need 48% budget and scope
To Handle the Cost of Running – Reporting Need
Poorly Defined Projects 34%
Ineffective Project To gather data on
or Missing project status,
Planning Data Repository Need 30%
Project Objectives milestones, risks and
Maintain the Project Managers issues
Career Path 18%
Following Existing Project Surveys covered – Setting up and
Management Trends 13% Enforcing Standards
444 Cases of
Support the Contract To develop and follow
Negotiations 13% Different PMOs
a clear methodology
Worldwide and define templates
Others 5% to drive consistency
 Further, effective Project Management requires focus on five key dimensions:
methodology, skills, organization, tools and culture
The “Project Management Triangle”
Time, Scope and Cost Constraints
▪ Overall project schedule Methodology
and the hours required
Time to complete the project
for the project manager
and his team
Skills &
Capabilities
Five Dimensions of Project Management
▪ Standardize the project management approach across the
company
▪ Ensure mechanisms are in place to plan activities, develop
timelines, manage and monitor progress, scope, risks and
issues
▪ Define and acquire / develop the necessary skills and
capabilities required to drive effective project management
and execution

▪ Clearly articulate roles and responsibilities of the team

Roles &
Quality Responsibilities
project members as well as those of external project
coordinators

▪ Define and develop the right set of tools and templates for
Scope Cost Templates & effective project execution and management
Tools ▪ Ensure that tools and templates are communicated and
implemented across the organization

▪ All business and ▪ Overall project

functional requirements budget, including ▪ Create an environment conducive to project-based working
of the project capital and human Culture - encourage and reward teaming, leadership, working to
resources required deadlines and schedules, etc.
▪ Stakeholders can play a to complete the
vital role in determining project on time
Source: PMI
the scope of the project
Portfolio, Programme and
Project
Portfolio vs Programme vs Projects

A collection of programs that are

Portfolio grouped together to facilitate effective
management to meet strategic business
objectives
Strategic

A group of related projects managed in a

coordinated way to obtain benefits and
Tactical control not available from managing
Program
them individually

A temporary endeavor undertaken to

Operative create a unique product, service, or
Project result

Source: PMI
A set of processes are required to ensure transparency and consistency across
the layers, which are part of ten core Project Management Knowledge areas…

1 2 3 4 5 6 7 8 9 10

Project Communications Management

Portfolio
Portfolio

Project Procurement Management

Project Stakeholder Management

Project Integration Management

Project Resources Management

Project Schedule Management
Management
Management

Project Quality Management

Project Scope Management

Project Cost Management

Project Risk Management

Portfolio

Program
Program
Programs Management
Management

Project
Project
Projects Management
Management

Portfolio, Program and Project Processes

Source: PMI, Booz & Company analysis
Project Management Office
Project Management Office
A project management office (PMO) is an
organizational structure that standardizes the
project-related governance processes and
facilitates the sharing of resources,
methodologies, tools, and techniques.
The responsibilities of a PMO
can range from providing project management
support functions to the direct management of
one or more projects
Supportive
• Provide a consultative role to projects by supplying templates, best
practices, training, access to information, and lessons learned from
other projects.
• This type of PMO serves as a project repository. The degree of control
provided by the PMO is low.
Controlling
• Provide support and require compliance through various means.
• The degree of control provided by the PMO is moderate. Compliance
may involve:
• Adoption of project management frameworks or methodologies;
• Use of specific templates, forms, and tools; and
• Conformance to governance frameworks.
Directive
• Take control of the projects by directly managing the projects.
• Project managers are assigned by and report to the PMO.
• The degree of control provided by the PMO is high.
Roles and Responsibilities
Project Management
Office
• Stablish project management
policies
• Stablish project guidelines
• To guide project management
organization
• Support to the organization
with project managers
Project Manager
• Demonstrate Project
Management knowledge
aligned to PMI Framework
• Work with positive leadership
• Apply Project Management
knowledge
• Manage and coordinate
project groups
Project Team
• Work in delivery
• Help in project definition
• Help in project scope definition
• Work in team to deliver high
quality deliverables
Sponsor
• Provide project sources
(financial or materials)
• Authorize project charter
Organizational Structures
Project Project
Characteristics Functional Weak Matrix Balanced Matrix Strong Matrix Oriented
Authority level None – Low Low Low – Moderate Moderate - High High - Total

Role Facilitator Facilitator Functional and Full Responsible Full Responsible

Responsible
Power Variable Variable Variable Variable Variable

Time Allocation Partial Partial Full Full Full

Decision making Low Low Moderate High High – Total

Sourcing Functional Area Functional Area Functional Area and Project Assigned Project Assigned
Fixed
Resource Partial Partial Partial Full Full
availability
Funds Function Function Function and Project Project
management Project Responsible Responsible Responsible
Several key success factors must be met to ensure the success of the Project
Management Office (PMO)

How the KSF will be addressed…

1
▪1 Ensure endorsement for the PMO by
subsidiaries and functions
Corporate
6 Sponsorship 2 ▪2 The PMO ensures alignment of
initiatives with business objectives
and strategic plans
Roles & Alignment with
Responsibilities Business ▪3 Management processes across PPP
Well Defined Objectives layers should be defined and
embedded in the organization
Critical Success ▪4 Training and following on-the-job
5 Factors 3 trainings will ensure adequate skills
build-up
Dedicated
Infrastructure, Well-defined ▪5 Office, equipments and, most
Resources and 4 processes importantly resources should be
Equipments allocated for the PMO

Adequate Project ▪6 Ensure the right set of roles &

Management Skills responsibilities have been defined
and will be followed

Source: PwC
Each layer within the structure (Portfolio-Program-Project) will have a defined
set of roles and responsibilities
Portfolio Management
▪ Establish required frameworks and
methodologies including standards and
principles for portfolio and program
management within the organization
Key Roles and Responsibilities
▪ Establish and maintain relevant portfolio
management processes
▪ Monitor and review programs’ progress and
provide relevant support for unresolved /
escalated issues and risks at portfolio level
▪ Continuously review portfolio of programs
to ensure alignment with strategic goals
and approve change of programs scope as
needed
▪ Approve resource allocation to programs
▪ Identify interdependencies at program level
and ensure resolution
▪ Identify potential synergies (overlaps) and
ensure collaboration at program level
Source: PwC
Program Management
▪ Ensure implementation of relevant
program management processes and
standards
▪ Develop required standards and
principles for Project Management
▪ Monitor and review projects progress
and provide stakeholders with support
for unresolved issues and risks at
program level
▪ Continuously review underlying projects
to ensure strategic alignment
▪ Understand overall program objectives
and its linkage to strategy
▪ Approve resource allocation to projects
▪ Identify interdependencies at project
level and ensure resolution
▪ Identify potential synergies (overlaps)
and ensure collaboration at project level
Project Management
▪ Ensure relevant project
management standards are followed
▪ Identify skills and capabilities
essential for project execution and
nominate project resources
▪ Monitor and review activities
progress and provide stakeholders
with support for unresolved issues at
project level
▪ Work closely with the program
management function to achieve the
project objectives and to ensure the
project plan aligns with the
overarching program plan
▪ Manage day-to-day project issues
Minimum standards for program and project management should be
established and cascaded down the organization

The Portfolio layer defines a set of required

standards and cascade it down to the Program
Portfolio layer

The program layer should make sure that

current program management practices comply
Programs with required standards and cascade standards
down to project layer

Projects should comply with cascaded project

management standards
Projects

Source: PwC
Project Management Framework
(PMI) & Practices
Project Management Framework: PMI
Monitoring &
Initiation Planning Execution Closing
Control

Project Integration Management

Project Scope Management

Project Schedule Management

Project Cost Management

Project Resources Management

Project Quality Management

Project Communications Management

Project Risk Management

Project Procurement Management

Project Stakeholder Management

Source: PMI
Project Life Cycle is Different from Project
Management Frameworks Initiation Planning Execution Monitoring & Control Closing
Project
Management Cycle

Decision Gate
Re-assess
Abandon
Move forward Appraise Select Define Execute Operate Project Life
Cycle
Quality Assurance Factors

Uncertainty
of Scope

Assurance
of Delivery
(Quality &
Agreed
Deadline)

Comments
▪ Minimum requirements for TORs should be to clearly outline stage gates for ensuring consistency among TORs, and for
assessing quality assurance at regular intervals / key milestones
Human Resources
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Align Innovate Release Evolve Project Life

Cycle
Business case & mobilize

Sign-off End-to-end
Leadership alignment Iterative testing
Sprints
Operational
Plan deployment schedule simulation
testing & cutover

MVP
P0 1.0
Design by
Exception P P P MVP MVP
1 2 … 1.1 1.2
System integration testing & usability Production support
testing; assess digital innovation & backlog releases

Common transformation, vision across the organization, Field studies, interviews, personas, future-state vision, Prototype based on human-centered design, Agile-
thorough requirements digital innovation driven, reusable and scalable solution
Development Operations (Dev Ops)/Continuous Integration

Design Target Operating Model Transition To Future State Op Model, Process & Org

Plan Change Management Deliver Change Management

E
SDC/RDC Testing Event MVP Go-live
C
Education
Initiation Planning Execution
1 2
Confirm Assess High Level
Objectives Demand
▪ Synthesize objectives for K-12 ▪ Consolidate school-age population
education projections based on Business Plan
data, Human Capacity Building
▪ Gather MoE stakeholders
Study data or other data available
objectives via meeting with relevant
MoE executive(s) ▪ Analyze survey outcomes with
regard to preferred enrolment and
spending
▪ Forecast demand by grade,
curriculum and ability/willingness to
pay
Monitoring & Control
3 4
Propose Supply Structure
▪ Develop alternative scenarios for
the supply structure, based on
curricula, operator, funding, and
asset ownership
▪ Identify 4-5 potential operators
▪ Evaluate potential supply structures
in light of
– City’s objectives
– Feasibility
▪ Recommend supply structure for K-
12 education at the City
Project
Closing
Management Cycle
Project Life
Develop Implementation Cycle
Roadmap
▪ Develop roadmap for securing
private and public schools supply
(key initiatives and timelines)
▪ Identify capabilities needed to
negotiate and oversee partnership
arrangements with private operators
Quality
Initiation
Assess current and
future business needs &
identify quality gaps
Identify the size and nature
of the organisation’s quality
gaps, where to start and
what to prioritise.
Analyse current policies,
procedures, systems and
people skills.
Project
Planning Execution Monitoring & Control Closing
Management Cycle
Project Life
Cycle
Build a future-proof Plan the Actions & Develop and
IQA policy Roadmap implement quality
Build policies, sub policies Help the organisation to: Create and deploy
and procedures to deal programmes which helps
-Develop a plan to deliver
with the quality gaps which the people within the
quality based on workforce
have the most impact on organisation's to deliver
plan, work environment,
delivering learning value. the right learning
and talent strategy.
experience and quality
Map the need of system -Understand the results.
updates or operating model
implementation. implications.
Define operation -Define if change
model and RACI management is required.
matrix.
 Analytics Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle
Project Life
a. Assess b. Design & Build c. Scale & Sustain Cycle

• Focused on assessing the • Can be customized to • An extension of the

maturity across all the focus specific capability design and build phase
capability dimensions dimensions focused on the same
Build Analytical Capability

• Ends with a detailed • Usually preceded by the capabilities

roadmap assess phase but can also • Can be an independent
• Most common entry point serve as an independent entry point
entry point

d. Pilot PoCs e. Analytics as a Service

• Alternate offering and can

be used as an independent • Alternate path to the Design, Build, Scale and Sustain phase in the form of an
entry point outsourced analytics engagement
• Means to prove value even • Can be customized to focus specific capability dimensions
before the assess phase • Usually preceded by the assess phase but can also serve as an independent
entry point

f. DM - Assess g. Data Monetization - Operationalize

• Focused on assessing the
e Data Assets
Commercializ

value proposition of data • Help clients use internal data to create differentiated products and services
assets within organization • Achieve competitive advantage and unlock alternative revenue sources
• Ends with a detailed • Can be an entry point to larger analytics transformation work
assessment and strategy
for monetizing data assets
• Niche entry point
 Finance Transformation
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Project Life
Phase 1 Phase 2 Phase 3 Phase 4 Cycle
H1 H2 H3 H4

1. Assess, High Level 2a. Urgent Fixes 3. Fundamental 4. Longer Term

Design Changes Ambitions
• Utilising the urgent fixes identified in
• Develop vision and design Phase 1 drive out savings to the wider • Improvement and • Optimisation of
principles business – processes, controls, data and standardisation processes and tools
MI, tools, people & culture (Wave 2)
• Perform diagnostics to • Implement key
confirm issues and elements of TOM / OD • Implementation of
baseline design strategic changes
• Design top-down TOM • Optimise processes • Further alignment to
2b. Detailed Design and tools (Wave 1) group
• Determine improvements to
be made and define road • Transition roles where • Future-proofing the
map • TOM validation, bottom-up design necessary organisation to
• Write and test business (processes, controls, organisation, etc) • Alignment to group technological changes
case for change • Define systems architecture requirements
• Identify urgent fixes • Refine and develop TOM road map
Supply Chain
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Project Life

1Vision &
2 3
Business Case Target
4
Pre-configured
5
Drive Digital
Cycle

Strategy for Change Operating Systems & Innovation

Model Digital Tools

Aligning Strategic Driving Designing and Flexibly introduce

business roadmap achievement of implementing emerging tech
strategy to aligning digital industry leading Oracle SCM into
objectives to enablement practices for Cloud while implementation
deliver efficient, across value supply chain leveraging digital journey (i.e. IoT,
high quality chain to drive KPIs while tools and model big data, AI,
services to all predictable decreasing SCM systems to predictive
stakeholders business costs % maximize value of analytics,
outcomes operational data blockchain, etc.)
 Marketing
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Project Life
1 2 3 4 5 6 7 8
Market Concept Solution Product Build Market Post- Cycle
Prototyping
Assessment Development Design Definition Product Launch Release

Description Define the market, Define high-level Expert from team Develop Solution and product Producer Includes high-level Conduct research
consumer needs product attributes, of Producers prototypes based defined manages cross- Company and on product
and competitive features, and (solution on solution functional team to portfolio branding, performance
landscape format as they designers) will design Validate build product product
relate to market design a requirements campaigns, and Product versioning
Assessment of research customized Refine revenue and Manages progress “feet on the based on market
pricing tolerance solution to best Test prototypes cost estimates against product ground” to work research
and buying Identify customer meet identified via market development plan with customer to
capacity needs customer needs research Draft product and budget get program up Portfolio
(MRD), business development plan estimates and running optimization
case and initial Research and Refine solution activities
story financial design and Develop style guide Develop Covers,
assessment revenue Front Matter,
Focus on “What estimates Draft market launch Samples
problem are we plan
solving”

Lead Market Intelligence Product Marketing Product Marketing Product Development Product Product Marketing Marketing/Prod
Development Design Development Development

Support Sales, Product Product Marketing, Product Dev., Product Marketing Product Marketing Sales Sales
Product Dev., Development Design Prod. Marketing
Prod Marketing

Rationale for Must be the result Must be the result Solution design is Provide and Product definition Requires Marketing Product
Lead of longitudinal and of focused (area) a foundation for implement must reflect common management of launches development
Function focused (area) market research subsequent design and product dev. process cross-functional campaigns and determine needed
market research product design market expertise and ‘architecture’ product ensures tight and refinements and
within prototype development thorough customer associated
Inexpensive basis design teams implementation implications
for prototype build
IT
Initiation
1. Rapid discovery
• Quick mobilisation of the
sponsorship group in an
Accelerated Activation Session to
agree the problem definition, design
process participants, iterative ways of
working and timeframes
(stakeholders to be identified)
• Collection of relevant
documentation (ex. previous IT
assessments, org. charts, job
descriptions etc.)
• Rapid Discovery Activities–
assessment is expedited through the
use of automated tools and focused
on key priorities
• Accelerated Strategy and
Discovery Forum – an intensive
session in which we agree to perform
a rapid diagnostic and prioritization of
the problems to be solved
Planning Execution
2. Visioning and target
operating model design
• Design Accelerator sessions –
intensive, immersive workshops
where all key experts and decision
makers are brought together to
rapidly test, iterate and evolve the
operating model and high level
organisation design. Definition of:
- The vision for the organization
- The target operating model and
service delivery model
- The org. structure guiding principles
for the future state
• Change management and
communication activities to
onboard the stakeholders into the
changes
Monitoring & Control
3. Org. structure ideation,
design and selection
• Design Accelerator sessions –
intensive workshops where the
sponsorship group are brought
together to:
- Design, test, iterate and evolve the
different potential options of org.
structures (analysis of pros and cons
of each option)
- Select the preferred option
- Detail the mandates, roles and
responsibilities
- Identify main interactions and
governance model
- Perform a high-level impact analysis
• Change management and
communication activities to
onboard the stakeholders into the
changes
Project
Closing
Management Cycle
4. Impact assessment and Project Life
implementation plan
Cycle
• Impact assessment session –
workshop with HR team to define
skills gap and develop plans to close
it, and undertake change impact
assessment
• Implementation plan sessions –
workshops to plan for the
communication and implementation
of the new org. structure:
- Announcement of the org. structure
- Risk mitigation
- Pre-requisites to implement the org
structure
- Implementation plan
• Change management and
communication activities to
onboard the stakeholders into the
changes
Manufacturing
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Phase I: Phase II: Phase III:

Assessment Scenario Evaluation Strategic Plan
Project Life
2A Cycle
Analyze
Competitive
Environment &
Industry
Structure

1 2B 3A 3B 3C 4 5
Mobilize and Summarize Recommend
Build Develop Ideal Analyze &
Review Future of Agree on Final
Fundamental Manufacturing Iterate
Existing Manufacturing Scenarios Manufacturing
Economics Structure Scenarios
Analyses / Co-Packing Strategy

2C

Refine Market
Demand
Scenarios
Strategic Alignment
Projects Identification
Connecting Vision to Investment via a Capabilities-driven Approach

Business Strategy Definition IT Strategy Definition

Business Capabilities consistent of IT Investments
people, process, information and with Plan
IT
technology elements which creates
Capabilities
a natural link to the IT role in
building these capabilities Business Common
Capabilities 1 Online
Platform
Business Digital Customer
Outcomes Interface
Client Data & Event
▪ Cross-Sector 2 Management
Vision Logistics Expertise
▪ Global Reach Event, Customer
A) Growth ▪ Tech-enabled and Data Management
B) Customer Centricity Transport Fleet
Warehouse
“One Company”
C) Operational ▪ Warehousing & 3 Management
Excellence Storage
D) Asset Management ▪ Continuous Safety,
E) Safety & Compliance Automation of Core
Technology,
Systems
Innovation and
Transport
Security 4 Management
Improvements

Mobility Solutions
IT Capabilities define the technology
and information elements of the 5 Infrastructure
business capabilities and hence
represents core investment
priorities for IT
 Projects Examples
General
 Centres of Excellence
 Operating Model
 Processes Implementation
 Process Documentation
 Opening a Business Unit
 Integration
 Organizational Restructure
 Organizational Culture
 Performance Management
 …
Marketing
 Product development
 Marketing campaigns
 Marketing plan
 Market research
 CRM Strategy
 Relational marketing
 Digital marketing
 Proximity marketing
 Function integration
 …
IT
 HR Enterprise Software
 Finance Enterprise Software
 CRM Software
 General tool
 IT Organization
 IT Centre of Excellence
 Digital Organization
 IT Strategy
 IT Service delivery model
 …
Finance
 Shared services centre
 Centre of excellence
 KPI model
 Costing Model
 Taxes management
 Robotics Process Automation
 Business partnering
 Planning standardisation
 Tools implementation
 …
Education
 Operating Model
 Strategy
 Process documentation
 Process Certification
 Educational Intervention
 Benchmarking
 Lecturers training
 Teaching-Learning process
 Teaching skills development
 …
Quality and Productivity
 ISO Certification
 Process reengineering
 Six Sigma implementation
 Lean Six Sigma implementation
 TQM
 Process standardisation
 Increase of productivity
 Total Productive Management
 High Performing Organization
 …
Human Resources
 Training Courses
 Training Programme
 Change management
 Reward and Recognition System
 Job descriptions
 Governance model
 Perform
 Management 3.0
 High Performance Organization
 …
Logistics & SCM
 Leagile
 Supply network optimization
 Collaborative Planning,
Forecasting, and Replenishment
 Inventory Management
 Warehouse Management
 Plant locations
 Increase efficiency and
productivity
 …
Evidence 1
Evidence 1