PMP Exam Preparation Course
Project Management
Framework
Ravikumar, PMP, PgMP, PfMP, ACP, RMP, SP, CAPM, CSM
Ravikumar, PMP, PgMP, PfMP, ACP, RMP, SP, CAPM, CSM
Professional Project Management Professional (PMP®) from PMI, USA - 2009
Certifications PMI Agile Certified Practioner (PMI-ACP®) from PMI, USA – 2015
Program Management Professional (PgMP®) from PMI, USA - 2017
Portfolio Management Professional (PfMP®) from PMI, USA - 2020
PMI Risk Management Professional (PMI-RMP®) from PMI, USA - 2022
PMI Scheduling Professional (PMI-SP®) from PMI, USA – 2022
Certified Associate in Project Management (CAPM®) from PMI
Certified Scrum Master (CSM) from Scrum Alliance – 2020
Total years of 23+ Years
experience
No. of trainings 360+ batches (Trained 4000+ professionals)
delivered
Other Contributor & Reviewer of Global PMI Standards and my name had been published by
Achievements PMI in the below standards.
1. PMBOK® - 6th Edition (Refer Page No. 662)
2. PMBOK® - 7th Edition (Refer Page No. 203)
3. The Standard for Program Management – 4th Edition (Page #159)
4. The Standard for Portfolio Management – 4th Edition (Page #109) and eight other
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Objective
• To provide essential knowledge about project management
• Uniqueness of PMBOK®
• To understand Project Life Cycle
• To understand Organization Structures & Project
Management Office
• Process Groups & Knowledge Areas
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Project Management Framework
Project Management Body of Knowledge
• PMBOK® Guide is a standard for managing projects, most of
the time across different types of industries
• Describes project management processes, tools and
techniques
• It is unique to project management field
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Project Management Framework
Project Characteristics
• Temporary
• Unique Deliverables (Product / Service / Results)
• Progressive Elaboration
• Projects drive change
• Projects enable business value creation
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Project Management Framework
Project
• A temporary endeavor undertaken to create a unique
product, service, or result.
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Project Management Framework
Project Management
• Application of knowledge, skills, tools and techniques to
project activities to meet project requirements
• Accomplished through application and integration of project
management process groups:
– Initiating, Planning, Executing, Monitoring & Controlling, and
Closing
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Project Management Framework
Project Management
• Predictive
• Agile
• Hybrid
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Project Management Framework
Program
A program is a group of related projects, subprograms, and
program activities managed in a coordinated manner to obtain
benefits not available from managing them individually.
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Project Management Framework
Portfolio
• Collection of projects, programs, sub portfolios and operations
managed as a group to achieve strategic objectives.
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Project Management Framework
High Level
Portfolio
Low Level High Level
Projects Operations
Portfolio Program
High Level Low Level Low Level
Projects
Program Program Program
Projects Projects Projects
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Project Management Framework
Stakeholders
• Persons or Groups or Organizations
• Who could impact or
• Who could be impacted by the project
– Customers / Users / Sponsor
– Portfolio Managers / Program Managers / PMO / CCB
– Project Managers & Project Team
– Functional Managers & Operations Teams
– Vendors / Business Partners
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Project Management Framework
Project Team
Team is comprised of individuals from different groups with specific subject matter
knowledge or with a specific skill set to carry out the work of the project.
- Project Management staff
- Project Staff
- Supporting experts
- User or Customer Representatives
- Sellers
- Business Partner members
- Business partners
16/05/2013 PMP Prep Course 13
Project Management Framework
Project Governance
16/05/2013 PMP Prep Course 14
Project Life Cycle
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Project Life Cycle
• Collection of generally sequential and sometimes overlapping
project phases
• It can be determined by unique aspects of organization, industry,
or technology employed
• Provides basic management framework for managing project work
• General Project Life Cycle Structure:
– Starting the Project
– Organizing the Project
– Carrying out the Project
– Closing the Project
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2. Environment in which projects operate
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Organizational Structure
• Organizational Influence:
– Projects are generally influenced by the organizations or
organizations that set them up
• Organizational Cultures and Style:
– Cultures like - aggressive, entrepreneurial, hierarchical or
participative organization
– Functional Structure, Projectized Structure, Matrix, Composite
Organization
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Organizational Structure
• Organizational Cultures and Style:
– Shared visions, values, norms, beliefs and expectations
– Policies, methods and procedures
– View of authority relationship and
– Work ethic and work hours
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Enterprise Environmental Factors (EEF)
Internal EEF’s External EEF’s
Organizational Culture, Structure and Governance Marketplace conditions
Geographic distribution of facilities and resources Social and cultural influences and issues
Infrastructure Legal restrictions
IT Software Commercial databases
Resource availability Academic research
Employee capability Government or Industry Standards
Financial considerations
Physical environmental elements
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Organizational Process Assets (OPA)
Processes, Policies, Procedures & Templates Organizational Knowledge-base
Standards, Policies, Standard Project and Product Life Process Measurement Database used to collect and make
Cycle, Quality Policies, and Procedures, Templates available measurements on processes and products
Standardized guidelines, work instructions, proposal Project Files from the past Projects and Historical
evaluation criteria and performance measurement Information and Lessons Learned Knowledge Database
criteria
Guidelines and criteria for tailoring the organization’s Issue and defect management database & Configuration
standard processes to satisfy specific needs management database & Financial database
Requirements of Organization Communication &
Project Closing
Financial Control, Issue and Defect Management
Procedures
Change Control & Risk Control Procedures
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Project Management Framework
Project Management Office (PMO)
• PMO is a centralized department or function within the
organization with a responsibility to coordinate and manage
projects under its domain
• PMO can vary from providing support to the project management
team to actually being responsible for the direct and management
of projects
• PMO may be given the authority to act as an integral stakeholder
in an organization and take key decision at the beginning of the
project
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Project Management Framework
Project Management Office—Cont.
• Identifying and developing project management methodology, best
practices and standards
• Coaching, mentoring, training and oversight
• Managing shared resources across all projects administered by PMO
• Developing and managing project policies, procedures, templates, etc.
across projects
• Coordinating the communication across projects
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PMO – Types
Supportive Controlling Directive
Provides a consultative role to Provide support and require Take control of the projects by
projects by supplying templates, compliance through various directly managing the projects
best practices, training, access to means.
information and Lessons learnt
from other projects.
Serves as project repository Compliance may involve: PM’s are assigned by and
[Link] of PM frameworks. report to PMO
[Link] of tools/templates.
3. Conformance to governance
frameworks
Degree of control provided by Degree of control provided by Degree of control provided by
PMO is LOW. PMO is MODERATE. PMO is HIGH.
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3. Role of Project Manager
Definition of a Project Manager
• Project manager is the person assigned by the
performing organization to lead the team that is
responsible for achieving the project objectives.
• Project manager reports to a functional manager or a
program or portfolio manager
• Project manager may possess the following
characteristics:
– Knowledge
– Performance
– Personal
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Project Manager’s Sphere of Influence
Project managers fulfill
numerous roles within their
sphere of influence.
These roles reflect the project
manager’s capabilities and are
representative of the value and
contributions of the project
management profession.
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Project Manager Competencies
Qualities And Skills of a Leader
• Being a visionary
• Being optimistic and positive;
• Being collaborative;
• Managing relationships and conflict by:
– Building trust; Satisfying concerns; Seeking consensus; Balancing competing and opposing goals; Applying
persuasion, negotiation, compromise, and conflict resolution skills; Developing and nurturing personal and
professional networks; Taking a long-term view that relationships are just as important as the project; and
Continuously developing and applying political acumen.
• Communicating by:
– Spending sufficient time communicating (research shows that top project managers spend about 90% of
their time on a project in communicating); Managing expectations; Accepting feedback graciously; Giving
feedback constructively; and Asking and listening.
• Being respectful, courteous, friendly, kind, honest, trustworthy, loyal, and ethical;
• Exhibiting integrity and being culturally sensitive, courageous, a problem solver, and decisive;
• Giving credit to others where due;
• Being a life-long learner who is results- and action-oriented;
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Powers of Project Manager
Description Example
Positional Formal position granted in the organization or team.
Sometimes called formal, authoritative, legitimate
Informational control of gathering or distribution
Referent respect or admiration others hold for the individual, credibility gained
Situational gained due to unique situation such as a specific crisis
Personal or charismatic charm, attraction
Relational participates in networking, connections, and alliances
Expert skill, information possessed; experience, training, education, certification
Reward-oriented ability to give praise, monetary or other desired items
Punitive or coercive ability to invoke discipline or negative consequences
Avoiding refusing to participate
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Leadership Vs. Management
Management is more closely associated with directing
another person to get from one point to another using a
known set of expected behaviors.
Leadership involves working with others through
discussion or debate in order to guide them from one
point to another.
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Leadership Vs. Management
Management Leadership
Direct using positional power Guide, influence, and collaborate using relational power
Maintain Develop
Administrate Innovate
Focus on systems and structure Focus on relationships with people
Rely on control Inspire trust
Focus on near-term goals Focus on long-range vision
Ask how and when Ask what and why
Focus on bottom line Focus on the horizon
Do things right Do the right things
Focus on operational issues and problem solving Focus on vision, alignment, motivation, and inspiration
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Questions
33
Thank you!
34
