Dpi Unit 2 - Theory

International Project Management
Unit 2. Project Managemet Methodologies and Standards

Degree in International Relations
Faculty of Law
University of Alicante
Unit 2. Project Management Methodologies and Standards
1
Unit 2. Project Management Methodologies and Standards
1. Why use a project management methodology?

2. PMBOK. Project Management Body of Knowledge
3. PRINCE2. Projects in a Controlled Environment
4. Agile and hybrid agile frameworks. Scrum
5. Technology and associate tools
2
1. Why use a Project Management methodology? 1. Why use a Project Management Methodology?
• Methodology is a system of practices, techniques, procedures, and

rules used by those who work in a discipline.
• A Standard is a formal document that describes established norms,

methods, processes, and practices. Standards are endorsed by
institutes and corporation that ensure their integrity, accuracy and
updating.
• Provide a common vocabulary. (See PMI Lexicon of Project Management Terms)
• Tailoring. Because each project is unique, the PM may need to tailor

the way that Project Integration Management processes are applied.
3
1. Why use a Project Management Methodology?
Project management standards are “generally recognize” as “good

practice”.
- “Generally recognize” means the knowledge and practices described

are applicable to most projects most of the time and there is
consensus about their value and usefulness.
- “Good practice” means there is general agreement that the

application of the knowledge, skills, tools and techniques can
enhance the chances of success over many projects
4
Appropriate application of the Project Absence of Project Management

Management processes
• Meet business objectives • Missed deadlines

• Satisfy stakeholder expectations • Cost overruns
• Be more predictable • Poor quality
• Increase chances of success • Rework
• Deliver the right products at the right • Uncontrolled expansion of the
time project
• Resolve problems and issues; • Loss of reputation for the
• Respond to risks in a timely manner organization
• Optimize the use of organizational • Unsatisfied stakeholders
resources • Failure in achieving the objectives
• Identify, recover, or terminate failing for which the project was
projects undertaken.
• Manage constraints (e.g., scope,
quality, schedule, costs, resources);
5
Better standards for each life cycle 1. Why use a Project Management Methodology?
CICLOS DE VIDA DE LOS PROYECTOS CICLOS DE VIDA DE LOS PROYECTOS
High
Alto
High
Entrega
Alto
Incremental Ágil
Entrega
FrecuenciaofdeDelivery
FrecuenciaofdeDelivery
Frequency
Frequency
Predictivo Iterativo
Low
Bajo
Bajo
Low
Low
Bajo Alto
High Bajo
Low High
Alto
Degree of cambio
Grado de Change Degree of cambio
Grado de Change
6
1983
1996
7
1979
1996
8
1979
1996
2008
2016
9
1983
2001
1996
10
• PMBOK® guide is based on The Standard for Project Management,

developed by the American Standards Institute (ANSI) and published
by the Project Management Institute (PMI)
• Project Management Institute (PMI) standard and guide are both base
on descriptive practices rather than prescriptive practices.
• The PMBOK® Guide provides more detail about key concepts,

emerging trends, considerations for tailoring and information on how
tools and techniques are applied to projects.
11
Five Project Management Process Groups
• The PMBOK® Guide groups processes into five categories:
o Initiating Process Group.

o Planning Process Group.
o Executing Process Group.
o Monitoring and controlling Process Group.
o Closing Process Group.
• The nature of interactions among processes varies from project to

project and may or may not performed in a particular order.
• Process Groups are not project phases.
12
PMBOK Guide. 6th Edition. Processes
• Every project management process produces one or more outputs from

one or more inputs by using appropriate project management tools and
techniques.
• The output can be a deliverable or an outcome.
• The output of one process generally becomes an input to another
process or is a deliverable of the project, subproject, or project phase.
13
PMBOK Guide. 6th Edition Unit 2. Project Managemet Methodologies and Standards
5 groups of
processes
49 Processes
10 Knowledge
Areas
14
15
16
Initiating Process Group Unit 2. Project Managemet Methodologies and Standards
• Processes performed to define a new project or a new phase of an

existing project by obtaining authorization to start the project or
phase.
• Key purpose: Align the stakeholder’s expectations with the project’s
purpose and set the vision of the project and success criteria.
17
Planning Process Group Unit 2. Project Managemet Methodologies and Standards
• Processes performed to
establish the total scope of the
effort, define and refine the
objectives, and develop the
course of action required to
attain those objectives.
• Key purpose: Delineate the

strategy, tactics and course of
action to successfully
complete the project or phase.
18
Executing Process Group Unit 2. Project Managemet Methodologies and Standards
• Processes performed to
complete the work defined in
the project management plan to
satisfy the project specifications.
• Involves coordinating people
and resources, managing
stakeholder expectations, as
well as integrating and
performing the activities of the
project.
• A large portion of the project’s
budget will be expended in
these processes.
19
Monitoring and Controlling Process Group Unit 2. Project Managemet Methodologies and Standards
Processes required to track,

review, and orchestrate the
progress and performance of the
project and identifying any areas
in which changes to the plan are
required, initiating the
corresponding changes or the
recommending corrective or
preventive action in anticipation
of possible problems.
20
Closing Process Group 2. PMBOK. Project Management Body of Knowledge
Processes performed to conclude all activities across all Project

Management Process Groups to formally complete the project, phase, or
contractual obligations. Also establish the premature closure of the
project: aborted projects, cancelled projects and projects in a critical
situation.
21
Ten Project Management Knowledge Area 2. PMBOK. Project Management Body of Knowledge
A Knowledge Area is an
identified area of project
management defined by its
knowledge requirements
and described in terms of
its component processes,
practices, inputs, outputs,
tools, and techniques.
22
3. PRINCE2. Projects in Controlled Environment 3. PRINCE2. Projects in a Controlled Environment
• Developed for and used extensively by the UK government, the

private sector in the UK and internationally.
• It is a structured project management method based on experience
from the contributions of project sponsors, project managers, project
teams, academics, trainers and AXELOS consulting partners.
• Designed to be generic and not intended to cover every aspects of
project management.
23
The Structure of PRINCE2 3. PRINCE2. Projects in a Controlled Environment
The PRINCE2 method addresses project management with four integrated

elements of principles, themes, processes and the project environment.
24
Components of PRINCE2
7 Principles 7 Themes
Project 7 Processes
environment
+40 Activities
25
PRINCE2 Principles Unit 2. Project Managemet Methodologies and Standards

Principles are the guiding obligations and good practices which determine
whether the project is genuinely being managed using PRINCE2.
1. Continued business justification. There must be a justifiable reason for

starting the project, that justification must be recorded and approved, and
revalidated throughout the life cycle. (Business case).
2. Learn from experience. The characteristic of uniqueness implies that

lessons learned must be recorded for future projects. It is a shared
responsibility of the team.
3. Defined roles and responsibilities. All projects have the following primary
stakeholders: business sponsors, users and suppliers. Projects must have a
teams structure where roles and responsibilities and a means for effective
communication between them is defined.
26
PRINCE2 Principles 3. PRINCE2. Projects in a Controlled Environment
4. Manage by stages. PRINCE2 breaks the project down into sequential sections
called stage. A project must have at least three management stages: an
initiation stage and at least one further management stage and a final stage. A
control point is determined at the end of each stage. The project board only
authorizes the next management stage if there is sufficient business
justification to continue.
5. Manage by exception. A PRINCE2 project defined permitted tolerances for

each Project objective, to establish limits of delegated authority.
It is a style of management that focuses on identifying and handling cases that
deviate from the norm.
It is used by each level in the project to manage the level below. The layer below
should only notify the above management layer if there is a big issue that is
outside their tolerance.
27
PRINCE2 Principles 3. PRINCE2. Projects in a Controlled Environment
6. Focus on products. Product is an input or output, whether tangible or

intangible, that can be described in advance, created and tested.
Projects that focus on what the project needs to produce are generally more
successful than projects whose primary focus is the work activity.
A PRINCE2 project uses product descriptions to provide clarity by defining each
product’s purpose, composition, derivation, format, quality criteria and quality
method.
7. Tailor to suit the project. PRINCE2 is a universal project management method

that can be applied to take account of the project’s environment, size, complexity,
importance, team capability and risk, and can be used for any project type,
geography or culture.
It can be used on any Project because is designed to be tailored to suit each
project’s specific needs and context.
Tailoring requires the project board and the project manager to make proactive
choices and decisions on how PRINCE2 will be applied.
28
PRINCE2 Themes 3. PRINCE2. Projects in a Controlled Environment
Theme Description Answers the question

Business Case How the idea is developed into a viable investment Why?
proposition and how project management maintains
the focus on the organization’s objectives throughout
the project.
Organization It describes the roles and responsabilities in the Who?
project team
Quality How ensure that the product’s requirements are What?
delivered
Risk How project management manages uncertainty What if?
Change How project management assesses and acts upon What is the impact?
issues which have a potential impact on any of the
baseline aspects of the project
Progress The decision-making process for aproving plans, the Where are we now?
monitoring of actual performance and the escalation Where are we going?
process if events do not go according to plan. Should we carry on?
Plans PRINCE2 projects proceed on the basis of a How? How much?
series of approved plans. When?
29
PRINCE2 Themes 3. PRINCE2. Projects in a Controlled Environment
Plans PRINCE2 projects proceed on the basis of a How? How much?

series of approved plans. When?
In PRINCE2 there are only the following types of plan: project plan, stage plan,
team plan and exception plan.
30
PRINCE2 Processes 3. PRINCE2. Projects in a Controlled Environment
PRINCE2 is a process-
based approach for
project management.
• 7 processes which
provide the set of
activities required to
direct, manage and
deliver a project
successfully.
• 3 management
stages: initiation
stage, subsequent
stage(s), and the final
stage.
31
PRINCE2 Processes 3. PRINCE2. Projects in a Controlled Environment
PRINCE2 shows their

processes and activities
through diagrams and
provide them for each
activity showing the inputs
and outputs, including
those products that are
created or updated by that
activity.
* symbols used in the

process and activity
PRINCE2 diagrams
32
PRINCE2 Process Model 3. PRINCE2. Projects in a Controlled Environment
33
Each PRINCE2 process comprises a set of activities, which may be run in series or in
parallel. PRINCE2 activities comprise a set of recommended actions designed to
achieve a particular result.
Each activity is concluded by a table showing the responsibilities (P - Producer, R -

Reviewer or A-Approver) for each product created or updated during the activity.
34
PRINCE2 Processes and activities Unit 2. Project Managemet Methodologies and Standards
1. Starting 2. Directing 3. Initiating 4.Controlling a 5. Managing 6. Managing 7. Closing a

Processes
Up Stage product a stage project

delivery boundary
1.1. Appoint the 2.1. Authorize 3.1. Agree the 4.1. Authorize a 5.1. Accept a work 6.1. Plan the 7.1. Prepare
executive and initiation tailoring work package package next planned closure
requirements
the project 3.2.Prepare the risk
4.2. Review work management
manager management package status stage
approach
1.2. Capture 2.2. Authorize 3.3 Prepare the 4.3. Receive 5.2. Execute a work 6.2. Update the 7.2. Prepare
previous lessons the project change control completed work package Project plan premature close
approach
3.4. Prepare the
packages.
quality
management
approach
Activities
1.3 Design and 2.3. Authorize a 3.5.Prepare the 4.4. Review the 5.3. Deliver a work 6.3. Update the 7.3. Hand over
appoint the stage or communication management package business case products
management
project exception plan approach
stage status
management 3.6.Set up the 4.5. Report
team project controls highlights
1.4. Prepare the 2.4 Give ad hoc 3.7.Create the 4.6.. Capture and 6.4. Report 7.4. Evaluate the
outline business direction project plan examine isssues management project
case select the and risks stage end
project approach 3.8. Refine the
business case 4.7. Escalate
and assemble the issues and risks
project brief
1.5. Plan the 2.5. Authorize 3.9. Assemble the 4.8. Take 6.5. Produce 7.5. Recommend
initiation stage project closure project initiation corrective action and exception Project closure
35 documentation
plan
Example of the activity: Authorize initiation
36
PRINCE2 vs PMBOK® Guide
• PRINCE2 does not claim to be as comprehensive as the PMBOK® Guide.

• PRINCE2 is based on the principles of the PMBOK® Guide.
• PRINCE2 does not include all the knowledge areas.
• PMBOK® Guide offers a general approach to integrating the Knowledge
Area, while PRINCE2 suggest an effective way to organize them.
• PRINCE2 focuses on critical areas, so a PM still needs to draw on the full
depth and range of the PMBOK® and other sources to complete project
management work.
37
3. Agile and hybrid frameworks 3. Agile and hybird agile frameworks. Scrum
The environment of high uncertainty and disruptive

technologies changed the way of approaching project
management. Agile methods is the term which identify
a variety of frameworks and methods and share the
following lean thinking concepts:
• Focus on value
• Small batch sizes
• Elimination of waste
• Respect for people
• Being transparent
• Adapting to change
• Reprioritization
• Regular updated plan
• Frequent delivery
• Very short feedback loops
• Require research and development
• Have a final goal that is hard to describe or is risky and unknown
38

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International Project Management

Unit 2. Project Managemet Methodologies and Standards

International Project Management

Unit 2. Project Management Methodologies and Standards

Unit 2. Project Management Methodologies and Standards

1. Why use a project management methodology?

• Methodology is a system of practices, techniques, procedures, and

• A Standard is a formal document that describes established norms,

• Provide a common vocabulary. (See PMI Lexicon of Project Management Terms)

• Tailoring. Because each project is unique, the PM may need to tailor

Project management standards are “generally recognize” as “good

- “Generally recognize” means the knowledge and practices described

- “Good practice” means there is general agreement that the

Appropriate application of the Project Absence of Project Management

• Meet business objectives • Missed deadlines

CICLOS DE VIDA DE LOS PROYECTOS CICLOS DE VIDA DE LOS PROYECTOS

• PMBOK® guide is based on The Standard for Project Management,

• The PMBOK® Guide provides more detail about key concepts,

Five Project Management Process Groups

• The PMBOK® Guide groups processes into five categories:

o Initiating Process Group.

• The nature of interactions among processes varies from project to

• Process Groups are not project phases.

PMBOK Guide. 6th Edition. Processes

• Every project management process produces one or more outputs from

• Processes performed to define a new project or a new phase of an

• Key purpose: Delineate the

Processes required to track,

Processes performed to conclude all activities across all Project

• Developed for and used extensively by the UK government, the

The PRINCE2 method addresses project management with four integrated

PRINCE2 Principles Unit 2. Project Managemet Methodologies and Standards

1. Continued business justification. There must be a justifiable reason for

2. Learn from experience. The characteristic of uniqueness implies that

5. Manage by exception. A PRINCE2 project defined permitted tolerances for

6. Focus on products. Product is an input or output, whether tangible or

7. Tailor to suit the project. PRINCE2 is a universal project management method

Theme Description Answers the question

Plans PRINCE2 projects proceed on the basis of a How? How much?

PRINCE2 shows their

* symbols used in the

Each activity is concluded by a table showing the responsibilities (P - Producer, R -

1. Starting 2. Directing 3. Initiating 4.Controlling a 5. Managing 6. Managing 7. Closing a

Up Stage product a stage project

Example of the activity: Authorize initiation

PRINCE2 vs PMBOK® Guide

• PRINCE2 does not claim to be as comprehensive as the PMBOK® Guide.

The environment of high uncertainty and disruptive

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