Created by ejlp12@gmail.

com, June 2010

1-2-3 Introduction
Project Management Training

PMI & PMP

The Project Management Institute (PMI) is

project management professional association
with over 500,000 member. Established in 1969
and located in US.
Project Management Professional (PMP)
credential recognizes demonstrated knowledge
and skill in leading and directing project teams
and in delivering project results within
the constraints of schedule, budget and
resources.

PMI, PMBOK, PMP are registered marks of Project Management Institute, Inc.

The Project Management

Framework
Chapter 1 Introduction
Chapter 2 Project Life Cycle and Organization
Chapter 3 Project Management Process for a Project

References for PMP Study

This course is using following resources as references:
A Guide to The Project Management Body of Knowledge (PMBOK Guide)
Fourth Edition
2008 PMI
PMP Exam Prep, Ritas Course in a Book for passing the PMP Exam
Sixth Edition
2009 Rita Mulcahy, PMP

1 INTRODUCTION

PMBOK Guide
Is a standard (formal document that describes established norms, methods,
processes and practices)
Guidelines for managing individual projects
A good practices which are applicable to most project most of the time
A common vocabulary within project management profession
A foundational project management reference
PMI Code of Ethics and Professional Conduct is also requirement for PMP
certification

Advantages of Using Formal Project

Management

Better control of financial, physical, and human resources

Improved customer relations Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Improved productivity
Better internal coordination
Higher worker morale (less stress)

What is Project?
A Project is a temporary endeavor undertaken to create a unique,
product, service, or result.
Temporary = a definite beginning and end.
Repetitive elements may be present but has fundamental
uniqueness
Is progressively elaborated.
Distinguishing characteristics of each unique project will be
progressively detailed as the project is better understood.

Project Attributes
A project:
Has a unique purpose
Is temporary
Is developed using progressive elaboration
Requires resources, often from various areas
Should have a primary customer or sponsor
The project sponsor usually provides the direction and funding
for the project
Involves uncertainty

Project vs. Operational Work

Projects
To attain its objectives and
terminate
Create own character,
organization, and goals
Catalyst for change
Unique product or services
Heterogeneous teams
Start and end date

Operations
To sustain the business
Semi permanent charter,
organization, and goals
Maintain status quo
Standard product or services
Homogeneous teams
Ongoing

Examples
Producing a News letter
Writing and publishing a book
Implementing a LAN
Hiring a sales man
Arrange for a conference
Opening for a new shop
Producing the annual report

Examples
Responding to customers
requests
Writing a letter to a Prospect
Hooking up a Printer to a
computer
Meeting with an employee
Attending a conference
Opening the shop
Writing a progress update memo

What is Project Management?

The application of knowledge, skills, tools and technique to project activities to
meet project requirements
Project Management is accomplished through the application and integration of
the processes which are grouped in the 5 process groups:
1.
2.
3.
4.
5.

Initiating
Planning
Executing
Monitoring and Controlling
Closing

Due to the nature of change, managing project is iterative and goes through
progressive elaboration throughout the projects lifecycle

Managing Project
The Project Manager is the person responsible for accomplishing the project
objectives.
Managing a project includes:

Identifying requirements.
Establishing clear and achievable objectives.
Balancing the competing demands of quality, scope, time and cost.
Adapting the specifications, plans, and approach to the different concerns and
expectations of the various stakeholders.

Progressive Elaboration -- definition

Continuously improving and detailing a plan as more detailed and specific information
and more accurate estimates become available as the project progresses, and thereby
producing more accurate and complete plans that result from the successive iterations
of the planning process.

Project Constraints
Scope
Schedule/Time
Cost/Budget
Quality
Resources
Risk

LE
DU
HE E
SC IM

CO
ST
/R
CE ESO
UR
S

Every project is constrained in different ways by its:

/T

The Triple Constraint

or
The Trade-off Triangle

SCOPE/QUALITY
If any one factor changes, at least one other factor is likely to be affected.
It is the project managers duty to balance these competing constraints.

Projects and Strategic Planning

Projects are means of
Achieving organizations strategic plan.
Organizing activities that cannot be addressed within the organizations normal
operational limits.

Projects are typically authorized as a result of one or more of the following

strategic considerations:

Market demand
Strategic opportunity/business need
Customer request
Technological advancement
Legal requirements
Ecological Impacts
Social need

Project Management Framework

Project Management Knowledge

Areas
Four core knowledge areas lead to specific project objectives.
Project scope management involves defining and managing all the work required to
complete the project successfully.
Project time management includes estimating how long it will take to complete the
work, developing an acceptable project schedule, and ensuring timely completion of
the project.
Project cost management consists of preparing and managing the budget for the
project.
Project quality management ensures that the project will satisfy the stated or implied
needs for which it was undertaken.

Project Management Knowledge

Areas
Four facilitating knowledge areas are the means through which the project
objectives are achieved.
Project human resource management is concerned with making effective use of the
people involved with the project.
Project communications management involves generating, collecting, disseminating,
and storing project information.
Project risk management includes identifying, analyzing, and responding to risks
related to the project.
Project procurement management involves acquiring or procuring goods and
services for a project from outside the performing organization.

One knowledge area (project integration management) affects and is affected

by all of the other knowledge areas.

Project Management Tools and

Techniques
Project management tools and techniques assist project managers and their
teams in various aspects of project management.
Note that a tool or technique is more than just a software package.
Specific tools and techniques include:
Project charters, scope statements, and WBS (scope)
Gantt charts, network diagrams, critical path analyses (time)
Net present value, cost estimates, and earned value management (cost)

Project Success
There are different ways to define project success:
The project met scope, time, and cost goals.
The project satisfied the customer/sponsor.
The project produced the desired results.

Relationships Among Project

Management, Program Management and
Portfolio Management
Project Management
Program Management
Portfolio Management
Project Management Office

PMO

What is a Program?
A program is:
a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.
A program manager provides leadership and direction for the project managers
heading the projects within the program.
ADVANTAGES
Decreased risk
Economies of Scale

Portfolios and Portfolio Management

A portfolio is a collection of projects or programs and other work
that are grouped together to facilitate effective management of that
work to meet strategic business objectives.
Portfolio managers help their organizations
make wise investment decisions
by helping to select and analyze projects from a strategic perspective

Comparative Overview

Projects and Strategic Planning

Projects are means of organizing activities that cannot be addressed
within the organizations normal operational limits.
Projects are typically authorized as a result of one or more of the
following strategic considerations:

A Market Demand & Organizational Need

A Customer Request
A Technological Advancement
A Legal Requirement

Subprojects
Projects are frequently divided into more manageable components
or subprojects.
Subproject are often contracted to an external enterprise or to
another functional unit in the performing organization.
Subprojects can be referred to as projects and managed as
such

PMO
A department that centralizes the management of projects.
A PMO usually takes one of three roles:
Project Support: Provide project management guidance to project
managers in business units.
Project Management Process/Methodology: Develop and
implement a consistent and standardized process.
Training: Conduct training programs or collect requirements for an
outside company

Primary Function of PMO

A Primary function of PMO is to support project managers in a
variety of ways which may include, but are not limited to:
Managing shared resources across all the projects administered by the PMO
Identifying and developing project management methodology, practices &
standards
Coaching, mentoring , training and oversight
Monitoring compliance with project management standard policies, procedures ,
and templates via project audits .
Developing and managing project policies, procedures, templates, and other
shared documentation ( organizational process assets); and
Co coordinating communication across projects

Project Management Office (PMO)

Contd
Home for project managers: Maintain a centralized office from which project
managers are loaned out to work on projects.

Internal consulting and mentoring: Advise employees about best

practices.

Project management software tools: Select and maintain project

management tools for use by employees.

Portfolio management: Establish a staff of program managers who can

manage multiple projects that are related, such as infrastructure technologies,
desktop applications and so on, and allocate resources accordingly.

Role of a Project Manager

The Project Manager is the person responsible for accomplishing the project
objectives.
Project managers strive to meet the triple constraint by balancing project scope,
time, and cost goals
Depending on the organization structure , a project manager may report to
functional manager.
In other cases project manager may be one of the several project managers who
report to a portfolio or program manager that is ultimately responsible for enterprise
wide projects . In this type of structure, the project manager works closely with the
portfolio or program manager to achieve the project objectives

Project Expediter and Coordinator

Project managers role can very limited
Project Expediter
acts primarily as a staff assistant
as communications coordinator.
cannot personally make or enforce decisions.

Project Coordinator
has some power to make decisions
Has some authority
reports to a higher-level manager

Stakeholders
Stakeholders are persons or organizations who are actively involved in the
project or whose interests may positively or negatively affected by the
performance or completion of the project.
Stakeholders have varying levels of responsibility and authority and can
change over the project life cycle
Project management team must continuously identify both external and internal
stakeholders
Project manager must manage the influence of various stakeholders in relation
to the requirements and balance stakeholders interest

Stakeholders
Some examples of project stakeholders

Enterprise Environmental Factors

Refer to both internal & external environmental factors that surround or
influence a projects success
As an input in almost all project management process
May enhance or constrain project management options
May have positive or negative influence on the outcome
Examples:

Organizational culture, structure, and processes

Government or industry standards
Infrastructure
Existing human resources
Personnel administration
Company work authorization systems
Marketplace conditions
Stakeholder risk tolerances
Political climate
Organizations established communications channels
Commercial databases
Project management information

2 PROJECT LIFE CYCLE AND

ORGANIZATION

The Project Life Cycle

The project life cycle is the agglomeration of all phases in the
project
All projects are divided into phases, and all projects, large or
small, have a similar life cycle structure.: Starting the project ,
organizing and preparing , carrying out the project work and
closing the project
At a minimum, project will have a beginning or initiation phase, an
intermediate phase or phases, and an ending phase.
Each phase has a defined endpoint

Characteristics of Project Life Cycle

Cost and staffing levels are low at the start,
peak as the work is carried out, and drop
rapidly as the project draws to a close.
Stakeholder influences, risk, and
uncertainty, are greatest at the start of the
project. These factors decrease over the life
of the project.
Ability to influence the final
characteristics of the projects product,
without significantly impacting cost, is
highest at the start of the project and
decreases as the project progresses towards
completion.
or
The cost of changes and correcting errors
typically increases substantially as the project
approaches completion.

Project Phases and the Project Life

Cycle
A project life cycle is a collection of project phases that defines:

What work will be performed in each phase

What deliverables will be produced and when
Who is involved in each phase
How management will control and approve work produced in each phase

A deliverable is a product or service produced or provided as part

of a project

Handoffs
Project phases evolve through the life cycle in a series of phases
sequences called handoffs, or technical transfers. The end of one
phase sequence typically marks the beginning of the next.

Phase-to-Phase Relationships
There are three basic types of phasetophase relationships :
A Sequential relationship : where a phase can only start once
the previous phase is complete
An Overlapping relationship : where the phase starts prior to
completion of the previous one (Fast tracking). Overlapping phase
may increase risk and can result in rework .
An Iterative relationship : where only one phase is planned at
any given time and the planning for the next is carried out as work
progresses on the current phase and deliverables

Organizational Influences
Some organizational aspects that influence how project are
performed:
Culture and style (Cultural norms)
Organizational structure
Degree of project management maturity
Project management systems

Types of Organizational Structures

(1)
Functional

Organization is grouped by
areas of specialization
Project generally occur within a
single department

Projectized
Entire company is organized by
projects
Personnel are assigned and
report to a project manager

Types of Organizational Structures

(2)
Weak Matrix

Power rest with the functional

manager
Power of project manager =
coordinator or expediter

Balanced Matrix
Power is shared between the
project manager and the
functional manager

Types of Organizational Structures

(3)
Strong Matrix

Power rest with the project

manager

Composite

Organizational Structure
Influences of organizational structure on projects

Organizational Structure
Advantages

Disadvantages

Functional

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
work specialization

People place more emphasis on their

functional specialty to the detriment of the
project
No career path in project management
The project manager has little or no authority

Projectized

Efficient project organization

Loyalty to the project
More effective communication than
functional

No home when project is completed

Lack of professionalism in disciplines
Duplication of facilities and job functions
Less efficient use of resources

Matrix

Highly visible project objectives

Improved project manager control over
resources
More support from functional area
Maximum utilization of scarce resources
Better coordination

Extra administration is required

More than one boss for project teams
More complex to monitor and control
Tougher problems with resource allocation
Need extensive policies and procedures

Organizational Process Assets

Processes & Procedures
Organizational standard processes such as standards, policies
Standardized guidelines, work instruction, proposal evaluation criteria, and
performance measurement criteria
Templates
Financial control procedures
Procedures for prioritizing, approving, and issuing work authorization
Etc.

Corporate Knowledge Base

Process measurement databases

Project files
Historical information & lesson learned knowledge bases
Issue and defect management databases
Configuration management knowledge bases
Financial databases
Etc.

3 PROJECT MANAGEMENT
PROCESS

Project Management Process

Two categories of project process:
Product-oriented process
should be considered in project but not explained in PMBOK
Project management process
Monitoring &
Controlling Processes
Planning
Processes

Enter phase/
Start project

Initiating
Processes

Closing
Processes

Executing
Processes

Project
Boundaries

Exit phase/
End project

Process Interaction
I

P
E

M&C

Project management
processes are
represented as discrete
elements with well-defined
interface
In practice, they overlap
and interact

Process Groups & Knowledge Areas

Mapping
Knowledge Area
Integration

Process

Initiating
Develop Project
Charter

Scope

Planning
Develop Project Management Plan

Executing
Direct and Manage Project
Execution

Monitoring & Control

Monitor and Control Project Work
Perform Integrated Change Control

Collect Requirements
Define Scope
Create WBS

Verify Scope
Control Scope

Time

Define Activities
Sequence Activities
Estimate Activities Resources
Estimate Activities Duration
Develop Schedule

Control Schedule

Cost

Estimate Costs
Determine Budget

Control Costs

Quality
Human
Resource
Communication
Risk

Procurement

Identify
Stakeholders

Plan Quality

Perform Quality Assurance

Develop Human Resources Plan

Acquire Project Team

Develop Project Team
Manage Project Team

Plan Communications

Distribute Information
Manage Stakeholders Expectations

Plan Risk Management

Identify Risk
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Plan Procurements

Closing
Close Project

Perform Quality Control

Report Performance

Monitor and Control Risks

Conduct Procurements

Administer Procurements

Close
Procurements

Next topic:
Project Integration Management

Thank You