Project Management

Project manager
PMO
Program
Portfolio

Week 3
Project Management and overview 1
Who should study Project Management?
• Anyone who is directly or indirectly involved in;
• initiating, planning, implementing, monitoring, evaluating
and/or controlling a project;
• in a position which involves a substantive level of decision-
making, responsibility, communication and coordination,
• should be thoroughly familiar with all the subject areas,
methodology, processes and tools and techniques of
project management.

A good and common project management knowledge platform will increase the
likelihood of the project attaining its goal within time and budget.

Project Management and overview 2

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 Project Manager
• The project manager is responsible for
coordinating and integrating activities across
multiple, functional lines. The integration
activities performed by the project manager
include:
– Integrating the activities necessary to develop a
project plan
– Integrating the activities necessary to execute the plan
– Integrating the activities necessary to make changes to
the plan

Project Management and overview 4

• These integrative responsibilities, re shown in Figure
where the project manager must convert the inputs
(i.e., resources) into outputs of products, services, and
ultimately profits.
• In order to do this, the project manager needs strong
communicative and interpersonal skills, must become
familiar with the operations of each line organization,
and must have knowledge of the technology being
used.
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 Project Manager Role
• A Good Project Manager
– Takes ownership of the whole project
– Is proactive not reactive
– Adequately plans the project
– Is Authoritative (NOT Authoritarian)
– Is Decisive
– Is a Good Communicator
– Manages by data and facts not uniformed optimism
– Leads by example
– Has sound Judgement
– Is a Motivator
– Is Diplomatic
– Can Delegate
 Project Manager’s Power and Authority
• Authority
– Right of an individual to make necessary decisions
required to achieve his objectives or responsibility.
• Power
– Granted to an individual by the subordinates and peers
over time and is a measure of their respect for the
individual.
– Builds credibility and respect in the profession.
• Accountability
– Acceptance of success or failure.

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 What kind of Project Manager are you?

• Accidental Project Manager

– Usually, this project manager comes up through the ranks. For instance, a
strong programmer becomes the project manager on a development
project. Or a strong network technician becomes the project manager on
a large network upgrade. These people understand the types of projects
that they are managing, they can build a work plan, and they can assign
work to other team members. However, they don't have a lot of project
management discipline.
• Good Project Manager
– The second type of project manager understands that successful
project management requires you to manage issues, scope,
communication, risk, etc.
• Proactive Project Manager
– the third type, is someone who has made the mental transition to
apply his or her discipline on a proactive and ongoing basis.
Project Management and overview 8
 Project Manager :a coach and mentor

The project manager’s leadership style should be matched to the

developmental level of the project team and
should move through successive steps of:

• Directing,
• Coaching,
• Supporting, and
• Delegating

Project Management and overview 9

 Project Manager
• Project Manager not only leads and manages the
project but helps the team with attaining SMART
objectives for the project and the team.
• S : Specific
• M : Measurable
• A : Attainable
• R : Realistic
• T : Time bound

Project Management and overview 10

PROJECT MANAGER’S RESPONSIBILITY
▪ To manage stakeholder expectations.
▪ To balance positive and negative stakeholder interests.
▪ Ensure that the project team interacts with stakeholders in
a professional and cooperative manner.
 Role of a Project Manager
▪ The role of project manager is distinct from a functional
manager or operations manager.
▪ A Project Manager is the person assigned by the
performing organization to achieve the project
objectives.
▪ A Functional Manager is focused on providing
management oversight for a administrative area.
▪ An Operations Manager is responsible for a facet of
the core business.
▪ Project Manager may report to a Functional Manager, a
Portfolio Manager or a Program Manager.
 Characteristics of a Project Manager
▪ Effective project management requires that the project
manager possess the following characteristics:
▪ Knowledge – What PM knows about project
management?
▪ Performance – What PM is able to do or accomplish
while applying the Knowledge?
▪ Personal – How PM behaves when performing
project?
Personal effectiveness of a Project
Manager
▪ Attitudes
▪ Core personality characteristics
▪ Leadership – ability to guide the project team
while achieving project objectives and
balancing the project constraints.
 Project Management Office

“A project management office (PMO) is a

management structure that standardizes the
project-related governance processes and
facilitates the sharing of resources,
methodologies, tools, and techniques”

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 Project Management Office

• There are several types of PMO structures in organizations, each varying in the
degree of control and influence they have on projects within the organization:
• Supportive.
– 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.
– Controlling PMOs provide support and require compliance through various means.
– Compliance may involve adopting project management frameworks or methodologies,
using specific templates, forms and tools, or conformance to governance. The degree of
control provided by the PMO is moderate.
• Directive.
– Directive PMOs take control of the projects by directly managing the projects. The
degree of control provided by the PMO is high.

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 Project managers and PMOs
• Project managers and PMOs pursue different objectives and, as
such, are driven by different requirements. All of these efforts are
aligned with the strategic needs of the organization. Differences
between the role of project managers and a PMO may include the
following:
– The project manager focuses on the specified project objectives, while
the PMO manages major program scope changes, which may be seen as
potential opportunities to better achieve business objectives.
– The project manager controls the assigned project resources to best
meet project objectives, while the PMO optimizes the use of shared
organizational resources across all projects.
– The project manager manages the constraints (scope, schedule, cost,
quality, etc.) of the individual projects, while the PMO manages the
methodologies, standards, overall risks/opportunities, metrics, and
interdependencies among projects at the enterprise level.

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 Portfolio

• 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.
• The projects or programs in the portfolio may not
necessarily be interdependent or directly related.
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 Portfolio Management
• A portfolio is a collection of projects, programs, sub-portfolios and other
work that are grouped together to facilitate effective management of that
work to meet strategic business objectives.
• The projects or programs in the portfolio may not necessarily be
interdependent or directly related, they are linked to the organization’s
strategic plan by means of the organization’s portfolio.
• Portfolio Management refers to the centralized management of one or
more portfolios, which includes identifying, prioritizing, managing, and
controlling projects, programs, and other related work, to achieve specific
strategic business objectives.
• Portfolio Management focuses on ensuring that projects and programs are
reviewed to prioritize resource allocation, and that the management of the
portfolio is consistent with and aligned to organizational strategies.
 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.
▪ Programs may include elements of related work outside
of the scope of the discrete projects in the program.
▪ A project may or may not be part of a program but a
program will always have projects.
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 Program Management
• A program is a group of related projects managed in a coordinated way
to obtain benefits and control not available from managing them
individually.
• Programs may include elements of related work outside of the scope of
the discrete projects in the program.
• A project may or may not be part of a program but a program will
always have projects.
• Program Management is defined as the centralized coordinated
management of a program to achieve the program’s strategic objectives
and benefits.
• Projects within a program are related through the common outcome
and collective capability.
• Focuses on project interdependencies and helps to determine the
optimal approach for managing them.
• Following relationships qualify for portfolio management and not
program management:
• Shared client, Seller, Technology, and Resource.
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 Relationship Between Portfolio
Program and Project.
• organizational strategies and priorities are linked and have
relationships between portfolios and programs, and
between programs and individual projects.
• Organizational planning impacts the projects by means of
project prioritization based on risk, funding, and other
considerations relevant to the organization’s strategic plan.
• Organizational planning can direct the management of
resources, and support for the component projects on the
basis of risk categories, specific lines of business, or general
types of projects, such as infrastructure and process
improvement.

( figure 1-1)
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