What is a Project?

 “A temporary endeavor undertaken to create a

unique product, service or result”
 Unique product, service or result
 Result is different from all other existing products or
services
 Presence of repetitive elements doesn’t affect
uniqueness
 Temporary
 Has a definite beginning and a definite end
 Drive change
 Move from current state to a desired future state
What is a Project?

 Projects enable business value creation

 May be tangible or intangible
 Projects are initiated from four factors
 Meet regulatory, legal of social requirements
 Satisfy stakeholder needs or requests
 Implement or change business or technological
strategy
 Create, improve or fix products, processes or
services
Examples of Projects

 Developing a new product (or service)

 Constructing a building
 Implementing a computer application
 Restructuring an organization
 Creating a marketing campaign
 Building a highway
 Organizing a cultural event
 Relocating a business
What is Project Management?

 “The application of knowledge, skills, tools and

techniques to project activities to meet project
requirements”
 Accomplished through the application and
integration of the processes within the process
groups:
 Initiating
 Planning
 Executing
 Monitoring and Controlling
 Closing
 Programs

 Programs
 Group of related projects, subprograms, and
program activities managed in a coordinated way
to obtain benefits and control not available from
managing them individually
 Program management
 “…the centralized coordinated management of a
program to achieve the program’s strategic
objectives and benefits”
*
 Focuses on managing project interdependencies
Guide to the Project Management Body of Knowledge ( PMBOK Guide) – Sixth Edition
Portfolio

 A collection of projects, programs,

subportfolios and operations managed as a
group to achieve strategic objectives
 Projects and programs within portfolio are
not necessarily interdependent or related
Operations Management

 Ongoing and repetitive

 No definite end
 The objective is to continually sustain
business
 Require business process management or
operations management
Project Phases

 Projects are divided into smaller, more

manageable components
 Usually, deliverables of a phase (outputs) are
used as inputs to the next phase
 Each project phase completion is marked by
one or more deliverables and their review
 Deliverable - a tangible, verifiable work product,
result or capability to deliver a service
Process Groups

 Initiating
 Defining and authorizing the project
 Planning
 Plans and selects best course of actions to meet objectives
 Executing
 Coordinating resources to carry out the plan
 Monitoring and Controlling
 Ensures that objectives are met by monitoring, identifying
variances and taking corrective actions
 Closing
 Formalize the acceptance of the project
PMBOK® Guide
Knowledge Areas

 Project Integration Management

 Project Scope Management
 Project Schedule Management
 Project Cost Management
 Project Quality Management
 Project Resource Management
 Project Communications Management
 Project Risk Management
 Project Procurement Management
 Project Stakeholder Management
Knowledge Area
Knowledge Area / Process
Initiating Planning Executing Monitoring & Controlling Closing

Group
Processes

Integration 4.1. Develop Project 4.2. Develop Project Management Plan 4.3. Direct and Manage Project Work 4.5. Monitor and Control Project Work 4.7. Close Project or Phase
Charter 4.4 Manage Project Knowledge 4.6. Perform Integrated Change Control

Scope 5.1. Plan Scope Management 5.5. Validate Scope

5.2. Collect Requirements 5.6. Control Scope
5.3. Define Scope
5.4. Create WBS

Time 6.1. Plan Schedule Management 6.6. Control Schedule

6.2. Define Activities
6.3. Sequence Activities
6.4. Estimate Activity Durations
6.5. Develop Schedule

Cost 7.1. Plan Cost Management 7.4. Control Costs

7.2. Estimate Costs
7.3. Determine Budget

Quality 8.1. Plan Quality Management 8.2. Perform Quality Assurance 8.3. Control Quality

Human Resource 9.1. Plan Resource Management 9.3. Acquire Resources 9.6. Control Resources
9.2. Estimate Activity Resources 9.4. Develop Team
9.5. Manage Team

Communications 10.1. Plan Communications Management 10.2. Manage Communications 10.3. Monitor Communications

Risk 11.1. Plan Risk Management 11.6. Implement Risk Responses 11.7. Monitor Risks
11.2. Identify Risks
11.3. Perform Qualitative Risk Analysis
11.4. Perform Quantitative Risk Analysis
11.5. Plan Risk Responses

Procurement 12.1. Plan Procurement Management 12.2. Conduct Procurements 12.3. Control Procurements

Stakeholder 13.1 Identify 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement
Stakeholders
Project Sponsor’s Role

 Accountable for the business case

 Formally accepts the product of the project
 May provide milestone and deliverable due
dates
 Threshold for risk must be taken into account
Project Team’s Role

 Identify constraints and assumptions, risks

 Provide estimates
 Complete work packages and create project
deliverables
 Attend team meetings
 Other Project Stakeholders
Customer/User Person or organization that will use the result of the project.
Customer and Users may be different entities.

Sellers Have a contractual arrangement to provide a service related

to the project
Organizational groups Marketing, Sales, Human Resources, Operational Groups

Supporting Experts Help carry out the Project Management Plan. Procurement,
Engineering, Testing, Logistics

Business Partners External companies with special relationship or specialized

role

Other Procurement entities, financial institutions, government

regulators , others that contribute of have an interest
Business Case

 Provides information from a business perspective to

determine whether to invest in the project
 Contains
 Business need
 Need for action, stakeholders, scope
 Analysis of the situation
 Alignment with strategy and goals, risks, critical success factors
 Recommendation
 Options to pursue, assumptions, implementation approach
 Evaluation
 How to measure benefits
Project Manager’s Role

 Has the authority to accomplish the project work, and

to say “no” when needed
 Address conflicting requirements and constraints
 Integrate project components into a cohesive whole
 Lead and direct the planning effort
 Measure performance and take
corrective actions
 Act in a professional, ethical manner
 Is ultimately responsible for
project success or failure
Project Manager Competencies

 Technical project management

 Leadership
 Strategic and business management
Powers of Project Manager

 Formal
 Based on the position
 You direct people because you are their manager
 Reward
 Giving rewards
 You can recommend rewards, training, new
assignments
 Penalty (least desirable)
 Apply coercive actions
 You can withhold rewards, training, new assignments
Powers of Project Manager (cont)

 Expert
 Based on the expertise
 People want to be involved with things you do
 Referent
 Based on the authority of someone in a higher
position
 People follow you because you work on behalf of a
higher manager
Leadership and Management

Management Leadership
 Direct using positional  Guide, influence,
power collaborate
 Administrate  Innovate
 Structure and systems  Relationships
 Control  Trust
 Short-term  Long-term
 How and when  What and why
  Does right things
Does things right
 Vision, alignment, inspiration
 Operations and problems
(O) - Deliverables

 Unique and verifiable product, result or

capability to perform a service
 Typically the outcome of a project
 Issue Log

 Issue
 A current situation that may have an impact on project
objectives
 Track problems, gaps, inconsistencies and
conflicts
 Require action so they do not impact project
performance
 Recognize issues at any time in project
 Update issue log in monitoring and control
processes
Lessons Learned Register

 Situation, impact, recommendations, etc.

 Can be captured
 Output from this process
 Input and updated in many other processes

 Transferred to lessons learned repository in

Close Project or Phase
Project Scope vs. Product
Scope
 Project scope
 The work that has to be performed to deliver the
product of the project with the specified features
and functions
 Product scope
 Features and functions that characterize the
product of the project.
Project Scope Management

 5.1 Plan Scope Management

 5.2 Collect Requirements
 5.3 Define Scope
 5.4 Create WBS (Work Breakdown Structure)
 5.5 Validate Scope
 5.6 Control Scope
Project Schedule Management

 Detailed plan to describe how and when

project will deliver
 Tool for communicating, managing
expectations and a basis for performance
reporting
Project Cost Management

 Focused on the cost associated with the

resources needed to do the project
 People
 Materials
 Equipment
 Services, etc.
 Includes all processes needed to ensure the
project is completed within the approved
budget
Project Cost Management

 7.1 Plan Cost Management

 7.2 Estimate Costs
 7.3 Determine Budget
 7.4 Control Costs
Types of Costs

 Variable
 Changes with the amount of work (materials)
 Fixed
 Doesn’t change as work changes (set up)
 Direct
 Directly attributable to project (team travel)
 Indirect
 Incurred for the benefit of more than one project
(administrative costs)
 Cost Management Plan

 Unit of measure
 Level of precision
 Level of accuracy
 Organizational procedure links (i.e. cost
accounts)
 Control thresholds
 Reporting format
 Process descriptions
 Additional details
Quality Terms

 Quality
 Degree to which the characteristics fulfil requirements
 Grade
 Category given to deliverables having the same functional
use but different technical characteristics
 Low QUALITY - always a problem
 Low GRADE - may not be a problem
 Prevention
 Keeping errors out of the process
 Inspection
 Keeping errors out of customer hands
Project Quality Management

 8.1 Plan Quality Management

 8.2 Manage Quality
 8.3 Control Quality
(O) - Quality Management
Plan
 The system to implement quality policy on project
 Based on the project scope, risk and requirements
 Prevent defects and controls the cost of quality
 Must address
 Quality assurance (QA)
 Quality control (QC)
 Continuous process improvement
 Quality standards for both the project and the products
Manage Quality

 Includes Quality Assurance, but broader

 Focus on good processes, product design and
process improvements
 Design an optimal and mature product
 Build confidence that outputs will meet
expectations
 Confirm quality processes are used
 Improve efficiency and effectiveness of
processes
Responsibility for Quality

 Project manager has ultimate responsibility for

project
 Team member has responsibility to check his or
her work (self-inspection)
 Senior management has the ultimate
responsibility for quality within the organization
as a whole
 Some costs of quality are too expensive for one
project. Formal quality management must be
implemented at an organization level.
Project Resource Management

 “… the processes that identify, acquire and

manage the resources needed for the
successful completion of the project”
 PMI® splits resource management into two
areas:
 Manage team (human) resources
 Focus in the stakeholders who make up the project
team
 Project team works collectively to achieve shared
project goals
 Manage physical resources
 Emotional Intelligence

 How you handle yourself, get along with people, work

in teams, and lead
 Self-awareness
 Of emotions, strengths, weaknesses, and impact on others
 Self-regulation
 Controlling emotions and impulses and adapting to change
 Social
 Managing relationships to move people in the desired direction
 Empathy
 Considering other people's feelings
 Motivation
 Driven to achieve for the sake of achievement
pted from Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books
Project Resource Management

 9.1 Plan Resource Management

 9.2 Estimate Activity Resources
 9.3 Acquire Resources
 9.4 Develop Team
 9.5 Manage Team
 9.6 Control Resources
 Resource Management Plan

 Defines the roles and responsibilities of the project

team members
 Role
 The portion of the project for which the person is
accountable
 Authority
 The right to apply resources, make decisions, sign approvals
 Responsibility
 The work that the team member is expected to perform
 Competency
 Skill and capacity required to complete project activities
(O) - Resource Management
Plan
 Project organization charts
 Project team resource management
 Guidance on how team resources are utilized and
managed
 Training
 Team development
 Resource control
 Recognition plan
Develop Team

 Improve competencies, team interaction and

overall team environment
 Teamwork is a critical success factor
 Strive to:
 Improve knowledge and skills
 Improve trust
 Create a team culture
 Empower the team
Interpersonal and Team Skills

 Conflict management
 Influencing
 Motivation
 Negotiation
 Team Building
Interpersonal and Team Skills
Conflict Management

 Conflict is inevitable
 Can be beneficial
 Resolved by identifying causes and solving the
problem
 Major conflict causes
 Schedule
 Project priorities
 Resources
 Technical opinions
 Personality
Conflict Management
Techniques
 Withdraw/Avoid
 Retreat/postpone conflict or postponing a decision
 Compromise/Reconcile
 Find solutions that bring some satisfaction to all parties
 Smooth/Accommodate
 Emphasize agreement and diminish differences of opinion
 Force/Direct
 Impose a point of view at the expense of another
 Collaborate/Problem Solve
 Seek multiple views to gain consensus / commitment
Control Resources

 Ensure physical resources as assigned as

planned
 The right resources to the right place at right
time
 Knowing resources that have been used and
what is still needed
Problem Solving

 Identify – specify the problem

 Define – break into smaller, manageable
problems
 Investigate – collect data
 Analyze – find root cause
 Solve – choose suitable solution
 Check – determine if problem fixed
Communications Management

 The process required to ensure the

information needs of the project are met
through development of artifacts and
implementation of activities to achieve
effective information exchange.
Communication Dimensions
 External (customer, vendor)
 Informal (emails, ad-hoc
 Internal (within project)
discussions)
 Formal (reports, minutes)
 Horizontal (peer-to-peer)
 Unofficial (opinion, off-the
 Upward / downward
record)
 Official (annual report)
 Oral

 Written
Five “C”s of Written Communication

 Correct grammar and spelling

 Concise expression and elimination of excess
words
 Clear purpose and expression directed toward
reader
 Coherent flow of ideas
 Controlling flow of words and ideas
5Cs Supported by Communication Skills

 Listening actively
 Awareness of cultural and personal
differences
 Identifying, setting and managing
stakeholder expectations
 Enhancement of skills
 Persuasion, motivation, coaching, negotiating,
conflict management
Project Communications Management

 10.1 Plan Communications Management

 10.2 Manage Communications
 10.3 Monitor Communications
Communication Models

 Sender / receiver
 Encode / decode
 Transmit
 Send over a channel
 Acknowledge
 Signal receipt
 Feedback / response
 Receiver decodes and transmits back to the sender
 Noise
 Interferes with message
Guide to the Project Management Body of Knowledge ( PMBOK Guide) – Sixth Edition
(T&T) – Communication
Methods
 Interactive
 Multidirectional exchange
 Phone call, instant messaging
 Push
 Sent to recipients
 Letters, memos, emails
 Pull
 Requires recipient to access at their discretion
 Intranet, e-learning, repositories
(O) - Communications Management Plan

 Stakeholder communication requirements

 Information to be communicated
 Escalation process
 Timeframe and frequency
 Person responsible
 Methods and technologies-
 Escalation process
 Glossary of terms
 Flowcharts of information flow
 Constraints
Effective Communication Management
Includes:

 Sender-receiver model
 Choice of media
 Writing style
 Meeting management
 Presentations
 Facilitation
 Active listening
Meeting Management

 Create and distribute agenda stating the

objectives
 Ensure meeting starts and finishes on time
 Ensure appropriate participants are invited
and attend
 Stay on topic
 Manage expectations, issues and conflicts
 Record all actions and those responsible
 Communication Skills

 Communication competence
 Feedback
 Nonverbal
 Presentations
Monitor Communications

 Ensure information needs of project and

stakeholders are met
 Ensure the right message with right content
is delivered to the right audience through the
right channel at the right time
Project Risk Management

 Individual project risk

 Uncertain event or condition that can have positive of
negative effect on one or more project objectives
 Overall project risk
 Effect of uncertainty on project as a whole
 Reduce drivers of negative variation and promote drivers
of positive variation
 Risk threshold
 Level of uncertainty or impact at which entity will respond
 “I respond to risks of 3 - 5. Joe only responds to risk ratings
of 4 - 5.”
Risks Characteristics

 Probability of occurrence
 Impact, or consequence of occurrence
 Positive
 Negative
 Anticipated frequency of occurrence
 Cause – Risk - Impact
Cause Risk Impact

Cause – a given or potential requirement, assumption

constraint or condition that sets up a potential risk
Impact - the likely outcome in case the risk occurs in terms
of scope, quality, cost, schedule or performance
 Risk Management Plan
 Risk strategy
 Methodology for risk management
 Roles & responsibilities
 Funding
 Timing
 Risk categories (RBS)
 Stakeholder risk appetite – risk thresholds around each objective
 Definition of probability and impact
 Probability and impact matrix
 Reporting formats
 Tracking
Risk Register

 List of identified risks

 Root causes of risks
 Risk owner
 List of potential responses
Managing Procurement in
Projects
 “…the processes necessary to purchase or
acquire products, services, or results needed
from outside the project team”
 Describes the relationship between buyer and
seller
 Agreements include a contract, service level
agreement (SLA), purchase order, an
understanding, or Memorandum of
understanding (MOU)
Plan Procurement Management

 Prepare SOW or Terms of Reference (TOR)

 Prepare high-level cost estimate
 Advertise the opportunity
 Identify short list of qualified sellers
 Prepare and issue bid documents (buyer)
 Prepare and submit proposals (seller)
 Evaluate the proposals including quality
 Evaluate cost of proposals
 Combine quality and price to selects the winner
 Negotiate and sign contract
Project Procurement
Management
 12.1 Plan Procurement Management
 12.2 Conduct Procurements
 12.3 Control Procurements
Plan Procurement Management

 Document procurement decisions

 Specify the procurement approach
 Identify potential sellers
 Determine whether to acquire, what to
acquire, how to acquire and when to acquire
 This process goes up to sending procurement
documents to sellers
Control Procurements

 Collection of data and managing project

records
 Refinement of procurement plans and
schedules
 Gathering procurement related data and
preparing periodic reports
 Monitoring procurement environment
 Payment of invoices
Managing Stakeholders in
Projects
 Stakeholders are impacted or can impact project
 Positive or negative
 Some limited, some significant
 The ability to identify and engage stakeholders can
mean the difference between success and failure
 Focus on continuous communication
 Understand needs and expectations
 Fostering stakeholder engagement in project activities
 Address issues and concerns
 Manage potential concerns
Project Stakeholder
Management
 13.1 Identify Stakeholders
 13.2 Plan Stakeholder Engagement
 13.3 Manage Stakeholder Engagement
 13.4 Monitor Stakeholder Engagement
Stakeholder Analysis

 Identify potential stakeholders and

information:
 Interests
 Rights (legal and moral)
 Ownership
 Knowledge
 Contribution