Lecture 1

PM Scope, PM Standards, PMBoK and PMKAs

The Nature of a Project

2
3
4
Defining a Project
Professional bodies’ definitions of a project
(Project Management Institute [PMI] and
Association for Project Management [APM]).

“… a unique, transient endeavor undertaken to achieve

planned objectives” (APM)

“… a temporary endeavor undertaken to create a unique

product, service or result” (PMI)

5
Alternative Definitions
“A set of diversely skilled people working
together on a complex task over a limited time
period.”1

“A collection of sustainable business value

scheduled for realization … within the competing
constraints.”2
1. Goodman, R.A. and Goodman, L.P. (1976), “Some management issues in temporary systems: A study of
professional development and manpower-The theater case”, Administrative Science Quarterly, Vol. 21
No. 3, pp. 494-501
2. Kerzner, H. (2015), “Project Management 2.0: Planning for the future of project management”, a
keynote presentation at the 2nd Annual PM Symposium, Project Management Centre for Excellence, the
University of Maryland, USA,8-9 June.

6
Project and Strategy

A Strategy is a
Plan.

Strategies are
made in advance
of the actions
to which they
apply.

Strategies are
developed
consciously and
purposively.

7
Strategy as a Continuum

Modified
• Perceived / Strategy • Real /
Anticipated Unanticipated
Opportunities • Unanticipated Opportunities
problems and
opportunities

Deliberate Emergent
Strategy Strategy

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Managing Managing Self
(reflection)

Managing Change Managing

(action) Organizations

Managing Managing
Relationships Context
(collaboration) (situation)

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Management
• Management puts together organizations that work
to accomplish a mission.

• In Management, a strategy is a unified,

comprehensive, and integrated plan … designed to
ensure that the basic objectives of the enterprise
are achieved.

• Management is a profession that embodies

accountable civic and personal responsibilities to
institutions.

10
 ORGANIZATIONAL STRUCTURES
The Philosophy of Management
T E C H NIC AL S KILLS
HIG H

LOW
H UMA N S KILLS
JU NIO R S E NIO R S U P E R VIS O R MID DL E MA N A G E R S E NIO R P R E SID E N T
CLERK CLERK MA N A G E R O F FIC E R

FIGURE 3–9. Philosophy ofH.management.

Kerzner, (2017), Project management: A systems approach to planning, scheduling and
controlling, 12th edition (p. 100), John Wiley & Sons, NJ. 11

an engineer to serve as the project manager as well as the project engineer. Here, the
project manager must have technical expertise, not merely understanding. Furthermore, this
Skills and Managerial Levels

12
 shrink hierarchical distance and bring multiple levels of an
organization together.

4 Types of Connecting Leaders and Practices

Connecting Practice Main Risk Mitigator
Leader

Janus Empathizing with Burnout and Coaching and

both sides emotional labor psychological
support

Middle Managers Broker Negotiating with

both sides to
Senior colleagues’
lack of availability
Embracing a culture
of transparency and
are Connecting bring them humility
together
Leaders
Conduit Speaking up for Exposing oneself Fostering a culture
others personally to the of psychological
top safety

Tightrope Critical thinking Cognitive Encouraging safe

Walker and appraising overload, critical-thinking
both sides of confusion, and spaces for peer
dilemmas being slow to discussions
action

Jaser, Z. (2021), The Real Value of Middle Managers. Harvard Business Review, 07 June, 2021, 13
© HBR.org

Based on years of research on this topic, I have identified four sets

“You [the Manager] are “Stop trying to delight
responsible for a whole your customers … or
gang of people that you exceed their
probably didn’t pick, expectations … to avoid
may not like, might confusion, wasted time
have nothing in common and effort, and costly
with and who perhaps giveaways … forget the
won’t like you much…” bells and whistles and
- Richard Templar (2011), The just solve their
Rules of Management. Pearson problems.”3
Education Ltd, United Kingdom

3. Dixon, M., Freeman, K. and Toman, N. (2010). Stop Trying to Delight Your Customers. Harvard
Business Review, July/August. 14
Project Management (PM)
Accordingly, PM is

“the application of processes, methods, knowledge,

skills and experience to achieve the project
objectives” (APM)

“the application of knowledge, skills, tools, and

techniques to project activities to meet project
requirements” (PMI)

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Construction Management (CM)
CM deals with the development, conservation, and
improvement of the built environment (Chartered
Institute of Building [CIOB]).

CM is “a professional service that provides

project owners with the effective management of
the schedule, cost, quality, safety, scope, and
function”4
4. Construction Management Association of America (CMAA), “What is
Construction Management?”, available at www.cmaanet.org/about-us/what-
construction-management

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Construction Project
Management (CPM)
• PM and CM are two of the narrower specialties
around the main field/s of management.

• PM and CM accentuate the contextual

characteristics of management functions, while
following the trends in the mainstream management
fields.

• CPM is another specialty field that combines PM

and CM to deal with the stochastic/dynamic nature
of construction projects.

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Industry Comparison
• The specialties of PM, CM and CPM abound within
the Architecture, Engineering and Construction
(AEC) industry.

• But only PM in the non-AEC industries like

Information Technology, Manufacturing, and
Banking.

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PM Roles
The PMI’s PM Talent Gap Report of 2013 projected
that

“Between 2010 and 2020, 15.7 million new PM roles will be

created globally across seven project-intensive
industries5. Along with job growth, there will be a
significant increase in the economic footprint of the
profession; the PM profession is slated to grow by
USD$6.61 trillion. This enormous anticipated growth, along
with higher-than-average salaries, will make the next
seven years [from 2013] an opportune time for
professionals and job- seekers to build PM skills”
5. Industries in which occupational employment has a high level of project-oriented work
(also, Projectized Industries). For example, manufacturing, business services, finance &
insurance, oil & gas, information services, construction, and utilities.

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 From the 2021 PMI’s Talent Gap Report,
The global economy needs 25 million new project professionals by 2030. To close the
talent gap, 2.3 million people will need to enter PMOE every year just to keep up with
demand—this includes project managers and all changemakers.

By 2030, just
77 million 90M
Project management-oriented
25M
New project management
12M
New employees driven by
project employees currently employees needed to meet expansion and 13 million
management in projectized industries global talent demands driven by retirements
across the world by 2030
employees out
102M
of the current
workforce will
90M
be left due to
retirement.
2019–2030 2.3 million annual job openings

While COVID-19 has caused a contraction in PMOE, better-than-average growth

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relative to many job categories is expected after the pandemic.

The urgent need for workers with project management skills was further reinforced
by a recent PMI study1 that cited project management as one of the top-five areas
 multidimensional units which become geo-
described by Greiner. Changes in both external and
graphically decentralized.
purely internal factors can precipitate these crises. As
* Small Business Growth Models. the external factors are usually beyond the
Maher and Coddington,13 Bruce,14 Steinmetz,4 manager’s control, monitoring the key issues is

Size of 1 1
Phase 1 1 Phase2 1 Phase3 Phase4 Phase5
Organization

Large
5. Crisis of ?

Phase 1:
Inception
Phase 2:
Survival
Managing Phase 3:
Change Growth
Phase 4:
Expansion
Phase 5:
Maturity
2. Growth Through

Small

Young Mature
- Evolution Stages Revolution Stages

Adapted from Scott, M.Figure

and Bruce,
1. TheR.Greiner
(1987).Model
Five Stages
of theof Growth
five stagesinofSmall Business.
growth Long 1978)
(Greiner, Range Planning, 20(3), pp. 45-52 21
Project Manager
Project Managers (PMs) plan, initiate, and oversee execution of all
elements of a project, and usually work with multiple internal teams,
contractors, and clients. PMs may be involved in early discussions with
a client and upper management to ensure they have a clear understanding
of the client’s desired goals and outcomes.

PMs then determine the resources, processes, and other materials necessary to
complete the project in the desired timeline, and draw up plans for each phase
of execution.

This may involve delegating tasks or significant portions of the project to the
Project Coordinators or teams of employees to help maintain a broad overall view
of the entire project throughout.

PMs are responsible for the final quality of a project. Following, project
management is more of a leadership role and involves trusting others to complete
specific parts or stages of a plan or process.

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Project Coordinator/Engineer
Project Coordinators (PCs) may work under a PM to help with
administrative tasks on a specific project. PCs help make sure all teams
and departments have what is needed to meet the milestones the PM has
set.

PCs must be familiar with every project aspect, including short- and long-term
goals. Unlike the PM, the PC’s role is more focused on executing specific stages
of a plan, being mindful of the entire project calendar and budgeting details.

The PC enables the PM to focus on broader issues by helping the PM to manage the
day-to-day details of a project. PCs may expand their responsibilities to
include multiple projects or move into project management roles.

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Principal Agent
In the South African law, the term ‘Agency’ refers to the performance of
a juristic act on behalf or in the name of one person (the Principal)
by another (the Agent) who is authorized to act, that creates, alters or
discharges legal relations between the principal and a third person (the
Contractor).

The Client contracts the function of the Principal Agent with one of the project
professionals, either as a supplementary or dedicated service in terms of the
[service⎯building or otherwise] agreement.

Consequently, a built environment professional fulfils a dual role for the

client: specific professional consultancy services and client’s agency for the
legal relations affecting the services.

Where a Project Manager or Principal Consultant has not been appointed, the role
of the Principal Agent should not be redefined to include such functions to
limit [or undermine] the scope of services or excuse the level of competence or
performance necessary to carry them out.

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Project Manager: Client’s,
Consultant’s, and Contractor’s
Client

Project
Manager

Civil & Mech &

Quantity Specialist
Architect Struct. Elect.
Surveyors Consultant
Engineer/s Engineer/s

Main
Contractor

Sub-Cons &
Suppliers

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Project Lifecycle
Project Lifecycle
CIOB Code of Practice RIBA Plan of Work 2013 BIM Digital Plan of BS 6079-1:2010 ISO 21500:2012
for PM Work 2013
1. Inception 0. Strategic definition 1. Strategy 1. Conception 1. Initiating

2. Feasibility 1. Preparation and brief 2. Brief 2. Feasibility 2. Planning

3. Strategy 2. Concept design 3. Concept 3. Realisation

4. Definition
4. Pre-construction 3. Developed design 5. Design 3. Implementing
4. Technical design
5. Construction 5. Construction 6. Build & commission 4. Controlling

6. Testing and
commissioning
7. Completion, handover 6. Handover & close out 7. Handover & close out 4. Operation
and operation
8. Post-completion review 7. In use 8. Operations & end of life 5. Termination 5. Closing
and in use

26

Source: CIOB’s (2014: 5) Code of practice for project management for construction and development (5th ed.),
Wiley Blackwell, UK. 10
Standardizing Project
Management

ISO “provides guidance for project management and

can be used by any type of organization,
including public, private or community

21500:2012 organizations, and for any type of project,

irrespective of complexity, size or duration.”

“This document specifies the organizational

ISO context and underlying concepts for undertaking

project, programme and portfolio management. It
also provides guidance for organizations to

21500:2021 adopt or improve project, programme and

portfolio management using the standards
prepared by ISO/TC 258.”

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ISO 21502
PM World Journal (ISSN: 2330-4480) The New ISO 21502
Vol. X, Issue III March 2021 by Pier Luigi & Maurizio Monassi
www.pmworldjournal.com Featured Paper

The New ISO 215021

Pier Luigi Guida and Maurizio Monassi

Abstract

recently by the International Standardization Organization. It supersedes the previous ISO 21500,
releasing the same number for a new standard which in turn becomes
(project, programme and portfolio management) series. Being more voluminous than the previous
document, the standard changes from a process-based to a practice-based approach, aligning to
the other series documents. Being the authors representatives of the Italian standardization body,
who participated in the ISO Technical Committee for project management, they portray a review

view, may deserve some attention for the thorough interpretation and application of the new
reference.
Keywords: ISO 21500, ISO 21502, project management standards, processes, practices. 28
A new project management standard
The new standard ISO 21502 has recently been published
by ISO, the International Standards Organization - for the complete title see [Ref. 1] -, which
Profession, Communities of
Practice and Book of Knowledge
• A profession consists of a category of people
rendering services based on their indispensable
knowledge and skills.

• Professionals constitute communities of practice

(CoP) and generate a body of knowledge (BoK).

• A BoK is the sum of knowledge ”generally accepted”

on a subject and expected of any professional
within the field.

29
PMBoK
The two commonest PMBoKs are PMI’s PMBoK and APM’s
BoK. (Agile versus Waterfall, at least up to the
PMI’s PMBoK Guide 6th edition)

APM BoK discusses 68 approaches across four

areas⎯organizational perspective, organizing the
change, people and behaviors and delivering
projects. (www.apm.org.uk/media/24069/bok7-whats-changed-akt11950-with-links.pdf)

The PMBoK focuses on ten PM Knowledge Areas (KAs)

across a project lifecycle’s five stages. Arguably,
50 approaches. The next slide lists the ten PMKAs.

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PMI’s Standards for PM and
PMKAs, PMBoK Guide 6th edition
Standard for PM (5 nos.) PMKAs (10 nos.)
Initiating Integration
Planning Scope
Executing Schedule
Monitoring and Controlling Cost
Closing Quality
Resources
Communications
Risk
Procurement
Stakeholders

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PMI’s construction-specific
PMKAs (4 nos.)
1. Safety management
2. Environment management
3. Financial management
4. Claim management

These have been merged into the following:

• Health, safety, security and environmental
management; and
• Financial management.

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PMI’s Performance Domains,
PMBoK Guide 7th edition
Standard for PM (Principles, 12 nos.) PMKAs (Performance Domains, 8 nos.)
Stewardship Stakeholders
Team Team
Stakeholders Development Approach and Life Cycle
Value Planning
Systems Thinking Project Work
Leadership Delivery
Tailoring Measurement
Quality Uncertainty
Complexity
Risk
Adaptability and Resiliency
Change 33
 Predictive (Waterfall) Vs.
redictive
Adaptive Adaptive
(Waterfall)
(Agile) PM
PM Life(Agile)
Life CyclesPM Life
ycles Cycles
Stage •Initiating
1 Stage 1 •Initiating

Stage •Planning
2 Stage 2 •Planning

Stage •Executing Stage 3 •Executing

3
•Monitoring
Stage •Monitoring
and
Stage 4 and
Controlling
4 Controlling

Stage 5 •Closing
Stage •Closing
5

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34
Conclusion
• People desire PM positions without fully understanding
what the job entails. Project Management is an inch
deep, a mile wide.
• PM is leadership without authority, which lies with the
project sponsor and functional management.
• Project Managers need to have a basic understanding of
the company’s business model.
• Project Managers are not experts in all areas. They
rely on the governance committee and team members for
support.

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Individual Project
https://witsscem.eu.qualtrics.com/jfe/form/SV_9H
6At9p8pfVIrps

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