PROJECT

MANAGEMENT
FRAMEWORK

03
 1. Portfolio, Programs, Projects, and Operations
2. Programs
3. Portfolios
4. PMO
5. PROCESS
6. THE TRIPLE CONSTRAINTS
7. The extended triple constraint
8. PROJECT MANAGEMENT KNOWLEDGE
AREAS
9. PROJECT MANAGEMENT PROCESS GROUPS
10. PROJECT MANAGEMENT PROCESSES
11. THE PROJECT LIFE CYCLE
Lecture
Contents 2
1.
PORTFOLIO,
PROGRAMS,
PROJECTS, AND
OPERATIONS
8.
Portfolios

4
  Program management is defined as the application of
knowledge, skills, and principles to a program to
achieve the program objectives and to obtain benefits
and control not available by managing program
components individually.
 A program component refers to projects and other
programs within a program. Project management
focuses on interdependencies within a project to
determine the optimal approach for managing the
project. Program management focuses on the
interdependencies between projects and between
projects and the program level to determine the
2. optimal approach for managing them

PROGRAMS 5
  An example of a program is a new communications
satellite system with projects for the design and
construction of
 the satellite and the ground stations, the launch of the
satellite, and the integration of the system.

2.
PROGRAMS 6
  A portfolio is defined as projects, programs,
subsidiary portfolios, and operations managed as a
group to achieve
 strategic objectives.
 Portfolio management is defined as the centralized
management of one or more portfolios to achieve
strategic
 objectives. The programs or projects of the portfolio
may not necessarily be interdependent or directly
related.

3.
PORTFOLIOS 7
  For example, an infrastructure organization that has
the strategic objective of maximizing the return on its
investments may put together a portfolio that
includes a mix of projects in oil and gas, power,
water, roads, rail, and airports. From this mix, the
organization may choose to manage related projects
as one portfolio. All of the power projects may be
grouped together as a power portfolio. Similarly, all
of the water projects may be grouped together as a
water portfolio.

3.
PORTFOLIOS 8
  However, when the organization has projects in
designing and constructing a power plant and then
operates the power plant to generate energy, those
related projects can be grouped in one program.
Thus, the power program and similar water program
become integral components of the portfolio of the
infrastructure organization.

3.
PORTFOLIOS 9
  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.
 There are several types of PMOs in organizations. Each type
varies in the degree of control and influence it has on
projects within the organization, such as:
• Supportive
• Controlling

4. • Directive.

PMO 10
  Supportive PMOs 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 PMOs provide support and require compliance
through various means. The degree of control provided by
the PMO is moderate
 Directive PMOs 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.

4.
PMO 11
 ▪ A process is a set of interrelated actions and activities
that are performed to achieve a pre-specified set of
products, results or services.
▪ Processes are repeatable
▪ PMBOK defines PM processes.

5.
PROCESS 12
 Quality

6. scope
THE TRIPLE
CONSTRAINTS 13
 scope cost
01
06
The
02
risk extended
triple time
05
7. constraint

THE 03
04
EXTENDED Stakeholders
TRIPLE quality satisfaction
CONSTRAINT
  The Project Management Knowledge Areas are
fields or areas of specialization that are commonly
employed when
 managing projects. A Knowledge Area is a set of
processes associated with a particular topic in
project management.
 These 10 Knowledge Areas are used on most

8. projects most of the time. The needs of a specific

project may require
PROJECT  additional Knowledge Areas. The 10 Knowledge
MANAGEMENT Areas are:
KNOWLEDGE
AREAS
 1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management

8. 8. Project Risk Management

9. Project Procurement Management
PROJECT 10. Project Stakeholder Management
MANAGEMENT
KNOWLEDGE
AREAS
  This standard describes the project
management processes employed to meet
project objectives. Project management
processes are grouped in five Project
Management Process Groups:
1. Initiating Process Group
2. Planning Process Group

9.
3. Executing Process Group
4. Monitoring and Controlling Process Group
PROJECT 5. Closing Process Group
MANAGEMENT
PROCESS
GROUPS
9.
PROJECT
MANAGEMENT
PROCESS
GROUPS
10.
PROJECT
MANAGEMENT
PROCESSES
10.
PROJECT
MANAGEMENT
PROCESSES
  A project life cycle is the series of phases that a project passes
through from its start to its completion
 A project phase is a collection of logically related project
activities that culminates in the completion of one or more
deliverables.
 The phases can be sequential, iterative, or overlapping.

11.
THE PROJECT
LIFE CYCLE
  A generic life cycle structure typically displays the following
characteristics:
• Cost and staffing levels are low at the start, increase as the
work is carried out, and drop rapidly as the project draws
to a close.
• Risk is greatest at the start of the project as illustrated by
the Figure. These factors decrease over the life cycle of the
project as decisions are reached and as deliverables are
accepted.
• The ability of stakeholders to influence the final
characteristics of the project’s product, without

11.
significantly impacting cost and schedule, is highest at the
start of the project and decreases as the project progresses
toward completion
THE PROJECT
LIFE CYCLE
11.
THE PROJECT
LIFE CYCLE
 ▪ Project Management Institute. 2017. A Guide to the Project
Management Body of Knowledge (PMBOK® Guide) Newtown

* ▪
Square, PA: Author.
Page (541-556)
REFERENCE
 12/9/2019

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Queries
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