Project management course

Introduction

Vladislav Gvozdev
2022
Lector

Vladislav P. Gvozdev
Summary: More than 10 years in Nuclear industry in field of Project
Management, Quality Assurance, Quality Control, Licensing and Management

Experience in Project management for large international Nuclear Projects,

including RAOS Project (part of ROSATOM) which is the holder of the EPC
Contract for Hanhikivi-1NPP construction (cost is EUR6.5 bln), and and for
smaller ones NPP-related Projects for domestic NPPs like Beloyarskaya,
Novovoronezhskaya, Leningradskaya etc. and foreign NPPs (Tianwan,
Belorusskaya NPP)

Contact e-mail: Vladislav.P.Gvozdev@gmail.com

Course structure
Module I (theoretical)
• What is the project?
• Who is the Project Manager?
• Organisation Structures,
• Project team
• Project Life Cycles
• Processes and Knowledge
• Validation and Verification
Practical lesson
Module II (theoretical) Module III (practical)
• Project integration • PMP preparation
• Scope management • PMP review and approval
• Schedule (time) management
• Cost management
• Quality Management
• Resources (Human resources)
• Communication
• Risk management
• Procurement (Supply Chain)
• Stakeholder management
Practical lesson
Criteria for successful completion of the course
1. Project presentation and approval is part of the
successful examination for PM course
• PMP shall be prepared by project team commonly.
• PMP structure corresponds to the course structure.
• PMP shall be reviewed and approved by another project
team.

2. Intermediate test passing

3. Attendance of 80% of the course (12 of 15 classes).

Project management
Module I

Vladislav Gvozdev
2022
1 What is a Project?

2 Who is the Project Manager?

3 Organisation Structures, Project team

4 Project life-cycle

5 Project Processes & Knowledge

6 Verification and Validation

What is a Project?
A project is a temporary endeavor undertaken to create a unique
product, service, or result.

The temporary nature of projects indicates that a project has a

definite beginning and end. The end is reached when the project’s
objectives have been achieved or when the project is terminated
because its objectives will not or cannot be met, or when the need
for the project no longer exists.

Every project creates a unique product, service, or result.

Although repetitive elements may be present in some project
deliverables and activities, this repetition does not change the
fundamental, unique characteristics of the project work

EXAMPLE: office buildings can be constructed with the same or

similar materials and by the same or different teams. However, each
building project remains unique with a different location, different
design, different circumstances and situations, different stakeholders,
and so on.
What is a Project?
An ongoing work effort is generally a repetitive process that follows an organization’s existing procedures.
In contrast, because of the unique nature of projects, there may be uncertainties or differences in the products,
services, or results that the project creates. Project activities can be new to members of a project team, which
may necessitate more dedicated planning than other routine work. In addition, projects are undertaken at all
organizational levels. A project can involve a single individual or multiple individuals, a single organizational unit, or
multiple organizational units from multiple organizations.

A project can create: Examples of projects include, (but are not limited to):
• A product that can be either a component of another item, an • Developing a new product, service, or result;
enhancement of an item, or an end item in itself; • Effecting a change in the structure, processes, staffing, or style
• A service or a capability to perform a service (e.g., a business of an organization;
function that supports production or distribution); • Developing or acquiring a new or modified information
• An improvement in the existing product or service lines (e.g., system (hardware or software);
A Six Sigma project undertaken to reduce defects); • Conducting a research effort whose outcome will be aptly
• A result, such as an outcome or document (e.g., a research recorded;
project that develops knowledge that can be • Constructing a building, industrial plant, or infrastructure; •
used to determine whether a trend exists or a new process will Implementing, improving, or enhancing existing business
benefit society). processes and procedures.
Initiation Context

Organizational leaders initiate projects in response to factors

acting upon their organizations. There are four fundamental
categories for these factors, which illustrate the context of a
project

n Meet regulatory, legal, or social requirements;

n Satisfy stakeholder requests or needs;
n Implement or change business or technological strategies; and
n Create, improve, or fix products, processes, or services.

These factors influence an organization’s ongoing operations

and business strategies. Leaders respond to these factors in
order to keep the organization viable. Projects provide the
means for organizations to successfully make the changes
necessary to deal with these factors. These factors ultimately
should link to the strategic objectives of the organization and
the business value of each project.
What is Project Management?
Managing a project typically includes, (not limited) :
Project management is the application of knowledge, • Identifying requirements;
skills, tools, and techniques to project activities to meet
the project requirements. • Addressing the various needs, concerns, and expectations of the
stakeholders in planning and executing the project;
• Setting up, maintaining, and carrying out communications among
Project management is accomplished through the stakeholders that are active, effective, and collaborative in nature;
appropriate application and integration of the 47
• Managing stakeholders towards meeting project requirements and
logically grouped project management processes,
creating project deliverables;
which are categorized into five Process Groups.
• Balancing the competing project constraints, which include, but are
not limited to:
These five Process Groups are:
○ Scope,
• Initiating,
○ Quality,
• Planning, The relationship among these
○ Schedule, factors is such that if any one
• Executing,
○ Budget, factor changes, at least one
• Monitoring and Controlling, and other factor is likely to be
○ Resources,
• Closing. affected.
○ Risks.
Importance of Project Management
Effective project management helps individuals, groups, and Poorly managed projects or the absence of project
public and private organizations to:
u Meet business objectives;
u Satisfy stakeholder expectations;
u Be more predictable;
u Increase chances of success;
u Deliver the right products at the right time;
u Resolve problems and issues;
u Respond to risks in a timely manner;
u Optimize the use of organizational resources;
u Identify, recover, or terminate failing projects;
u Manage constraints (e.g., scope, quality, schedule, costs,
resources);
u Balance the influence of constraints on the project (e.g.,
increased scope may increase cost or schedule);
u Manage change in a better manner.
management may result in:
u Missed deadlines,
u Cost overruns,
u Poor quality,
u Rework,
u Uncontrolled expansion of the project,
u Loss of reputation for the organization,
u Unsatisfied stakeholders, and
u Failure in achieving the objectives for which the project was
undertaken.
Effective and efficient project management should be
considered a strategic competency within organizations. It
enables organizations to:
u Tie project results to business goals,
u Compete more effectively in their markets,
u Sustain the organization, and
u Respond to the impact of business environment changes on
projects
Portfolios, Programs, and Projects
Portfolio refers to a collection of projects,
programs, subportfolios, and operations
managed as a group to achieve strategic
objectives
Programs are grouped within a portfolio
and are comprised of subprograms,
projects, or other work that are managed in
a coordinated fashion in support of the
portfolio.
Individual projects that are either within
or outside of a program are still considered
part of a portfolio. Although the projects
or programs within 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.

Relationships between portfolios and programs, and individual projects.

Portfolios, Programs, and Projects

In order to understand portfolio, program, and project

management, it is important to recognize the similarities
and differences among these disciplines.

Portfolio, program, and project management are aligned with

or driven by organizational strategies. Conversely, portfolio,
program, and project management differ in the way each
contributes to the achievement of strategic goals.
Portfolio management aligns with organizational strategies
by selecting the right programs or projects, prioritizing the
work, and providing the needed resources, whereas program
management harmonizes its projects and program
components and controls interdependencies in order to realize
specified benefits.
Project management develops and implements plans to
achieve a specific scope that is driven by the objectives of the
program or portfolio it is subjected to and, ultimately, to
organizational strategies.
Portfolio Management
A portfolio refers to projects, programs, subportfolios, and operations managed as a group to achieve strategic
objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.
Portfolio management refers to the centralized management of one or more portfolios to achieve strategic 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.

For example, an infrastructure firm 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 firm
may choose to manage related projects as one program. All of the power projects may be grouped together as a power program.
Similarly, all of the water projects may be grouped together as a water program.

Thus, the power program and the water program become integral components of the enterprise portfolio of the infrastructure
firm.
Program Management

A program is defined as a group of related projects, subprograms, and program activities managed in a coordinated way to
obtain benefits not available from managing them individually. Programs may include elements of related work outside 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 the application of knowledge, skills, tools, and techniques to a program in order to meet the program
requirements and to obtain benefits and control not available by managing projects individually.
Projects within a program are related through the common outcome or collective capability. If the relationship between
projects is only that of a shared client, seller, technology, or resource, the effort should be managed as a portfolio of projects
rather than as a program.
Program management focuses on the project interdependencies and helps to determine the optimal approach for managing
them. Actions related to these interdependencies may include:
• Resolving resource constraints and/or conflicts that affect multiple projects within the program,
• Aligning organizational/strategic direction that affects project and program goals and objectives, and
• Resolving issues and change management within a shared governance structure.
 Projects and Strategic Planning

Projects are often utilized as a means of directly or indirectly achieving objectives within an organization’s strategic plan. Projects
are typically authorized as a result of one or more of the following strategic considerations:
• Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages);
• Strategic opportunity/business need (e.g., a training company authorizing a project to create a new course to increase its
revenues);
• Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water
systems, latrines, and sanitation education to communities suffering from high rates of infectious diseases);
• Environmental consideration (e.g., a public company authorizing a project to create a new service for electric car sharing to
reduce pollution);
• Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park);
• Technological advance (e.g., an electronics firm authorizing a new project to develop a faster, cheaper, and smaller laptop based
on advances in computer memory and electronics technology); and
• Legal requirement (e.g., a chemical manufacturer authorizing a project to establish guidelines for proper handling of a new toxic
material).
Projects and Strategic Planning
Project management
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. The responsibilities of a PM can range from providing
project management support functions to actually being responsible for the direct management of one or more projects. The PM
integrates data and information from corporate strategic projects and evaluates how higher level strategic objectives are being
fulfilled.

There are several types of PMO structures in organizations:

• Supportive. Provide a consultative role to projects by supplying templates, best practices, training, access to information and
lessons learned from other projects. This type of PM serves as a project repository. The degree of control provided by the PM is
low.
• Controlling. 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 PM is moderate.
• Directive. Take control of the projects by directly managing the projects. The degree of control provided by the PM is high.
 Business Value
Business value is a concept that is unique to each
organization. Business value is defined as the entire value of
the business; the total sum of all tangible and intangible
elements.
Examples of tangible elements include (e.g.):
monetary assets, fixtures, stockholder equity, and utility.
Examples of intangible elements include good will, brand
recognition, public benefit, and trademarks
Depending on the organization, business value scope can be
short-, medium-, or long-term.
Successful business value realization begins with
comprehensive strategic planning and management.
Organizational strategy can be expressed through the
organization’s mission and vision, including orientation to
markets, competition, and other environmental factors.
While not all organizations are business driven, all
organizations conduct business-related activities.
Portfolio management aligns components (projects, programs,
or operations) to the organizational strategy. This allows
organizations to have an overall view of how the strategic goals
are reflected in the portfolio, institute appropriate governance
management, and authorize human, financial, or material
resources to be allocated based on expected performance and
benefits.
Using program management, organizations have the ability to
align multiple projects for optimized or integrated costs,
schedule, effort, and benefits. Program management focuses on
project interdependencies and helps to determine the optimal
approach for managing and realizing the desired benefits.
With project management, organizations have the ability to
apply knowledge, processes, skills, and tools and techniques that
enhance the likelihood of success over a wide range of projects.
Project management focuses on the successful delivery of
products, services, or results. Within programs and portfolios,
projects are a means of achieving organizational strategy and
objectives.
1 What is a Project?

2 Who is the Project Manager?

3 Organisation Structures, Project team

4 Project life-cycle

5 Project Processes & Knowledge

6 Verification and Validation

Who is the Project Manager?

The project manager plays a critical role in the leadership of a project

team in order to achieve the project’s objectives. This role is clearly
visible throughout the project. Many project managers become involved
in a project from its initiation through closing.
A simple analogy may help in understanding the roles of a project
manager for a large project by comparing them to the roles of a
conductor for a large orchestra:
u Membership and roles. A large project and an orchestra each comprise many members, each playing a
different role. A large orchestra may have more than 100 musicians, they may play 25 different kinds of instruments placed into
major sections, such as strings, woodwinds, brass, and percussion. Similarly, a large project may have more than 100 project
members led by a project manager. Team members may fulfill many different roles, such as design, manufacturing, and facilities
management. Like the major sections of the orchestra, they represent multiple business units or groups within an organization. The
musicians and the project members make up each leader’s team.
u Responsibility for team. The project manager and conductor are both responsible for what their teams
Produce - the project outcome or the orchestra concert, respectively. The two leaders need to take a holistic
view of their team’s products in order to plan, coordinate, and complete them. The two leaders begin by reviewing
the vision, mission, and objectives of their respective organizations to ensure alignment with their products.
The two leaders establish their interpretation of the vision, mission, and objectives involved in successfully
completing their products. The leaders use their interpretation to communicate and motivate their teams toward
the successful completion of their objectives.
Who is the Project Manager?
Knowledge and skills: Project managers fulfill numerous roles within their
n The conductor is not expected to be able to play every instrument sphere of influence:
in the orchestra, but should possess musical knowledge,
understanding, and experience. The conductor provides the orchestra
with leadership, planning, and coordination through
communications. The conductor provides written communication in
the form of musical scores and practice schedules. The conductor
also communicates in real time with the team by using a baton and
other body movements.
n The project manager is not expected to perform every role on the
project, but should possess project management knowledge, technical
knowledge, understanding, and experience. The project manager
provides the project team with leadership, planning, and coordination
through communications. The project manager provides written
communications (e.g., documented plans and schedules) and
communicates in real time with the team using meetings and verbal
or nonverbal cues.
Who is the Project Manager?
The project manager leads the project team to
meet the project’s objectives and stakeholders’
expectations. The project manager works to
balance the competing constraints on the project
with the resources available.
The project manager also performs
communication roles between the project sponsor,
team members, and other stakeholders. This
includes providing direction and presenting the
vision of success for the project. The project
manager uses soft skills (e.g., interpersonal skills
and the ability to manage people) to balance the
conflicting and competing goals of the project
stakeholders in order to achieve consensus. In this
context, consensus means that the relevant
stakeholders support the project decisions and
actions even when there is not 100% agreement.
The ability to communicate with stakeholders, including the team and
sponsors applies across multiple aspects of the project including, but not
limited to, the following:
u Developing finely tuned skills using multiple methods (e.g., verbal,
written, and nonverbal);
u Creating, maintaining communications plans and schedules;
u Communicating predictably and consistently;
u Seeking to understand the project stakeholders’ communication needs
(communication may be the only deliverable that some stakeholders
received until the project’s end product or service is completed);
u Making communications concise, clear, complete, simple, relevant;
u Including important positive and negative news;
u Incorporating feedback channels; and
u Relationshipskills involving the development of extensive networks of
people throughout the project manager’s spheres of influence. These
networks include formal networks such as organizational reporting
structures.
Who is the Project Manager?
The project manager proactively interacts with other project managers. Other independent projects or projects that
are part of the same program may impact a project due to but not limited to the following:
u Demands on the same resources,
u Priorities of funding,
u Receipt or distribution of deliverables, and
u Alignment of project goals and objectives with those of the organization.

The project manager proactively interacts with managers within the organization during the course of the project. PM also
works with the project sponsor to address internal political and strategic issues that may impact the team or the viability or
quality of the project.
The project manager also works to:
u Demonstrate the value of project management,
u Increase acceptance of project management in the organization, and
u Advance the effectiveness of the PMO when one exists in the organization.
Depending on the organizational structure, a project manager may report to a functional manager. In other cases, a project
manager may be one of several project managers who report to a portfolio or program manager who is ultimately
responsible for one or more organization-wide projects.
Who is the Project Manager?
The project manager stays informed about current
industry trends. The project manager takes this
information and sees how it may impact or apply to the
current projects. These trends include but are not limited
to:
u Product and technology development;
u New and changing market niches;
u Standards (e.g., project management, quality
management, information security management);
u Technical support tools;
u Economic forces that impact the immediate project;
u Influences affecting the project management discipline;
and
u Process improvement and sustainability strategies.
Continuing knowledge transfer and integration is very important
for the project manager. This professional development is ongoing
in the project management profession and in other areas where the
project manager maintains subject matter expertise. This
knowledge transfer and integration includes but is not limited to:
u Contribution of knowledge and expertise to others within the
profession at the local, national, and global levels (e.g.,
communities of practice, international organizations); and
u Participation in training, continuing education, and development:
n In
the project management profession (e.g., universities,
PMI);
n In
a related profession (e.g., systems engineering,
configuration management); and
n Inother professions (e.g., information technology,
aerospace).
Project Manager competence

The talent triangle focuses on three key skill sets:

u Technical project management. The knowledge, skills, and
behaviors related to specific domains of project,
program, and portfolio management. The technical aspects of
performing one’s role.
u Leadership. The knowledge, skills, and behaviors needed to
guide, motivate, and direct a team, to help an
organization achieve its business goals.
u Strategic and business management. The knowledge of and
expertise in the industry and organization that
enhanced performance and better delivers business outcomes.
Technical project management skills
Technical project management skills are defined as the
skills to effectively apply project management knowledge to
deliver the desired outcomes for programs or projects. There
are numerous technical project management skills.
The Knowledge Areas describe many of these necessary
project management skills. Project managers frequently rely
on expert judgment to perform well. Being aware of personal
expertise and where to find others with the needed expertise
are important for success as a project manager.
According to research the top project managers consistently
demonstrated several key skills including the ability to:
u Focus on the critical technical project management elements
for each project they manage. At the top of the list were the
following:
n Critical success factors for the project,
n Schedule,
n Selected financial reports, and
n Issue log.
u Tailor both traditional and agile tools, techniques, and
methods for each project.
u Make time to plan thoroughly and prioritize diligently.
u Manage project elements, including, but not limited to,
schedule, cost, resources, and risks.
Strategic and business management skills
Strategic and business management skills involve the ability
to see the high-level overview of the organization and
effectively negotiate and implement decisions and actions that
support strategic alignment and innovation. This ability may
include a working knowledge of other functions such as
finance, marketing, and operations. This business knowledge is
also known as domain knowledge.
Project manager is able to know about the project’s subject
matter, the better. At a minimum, the project manager should be
knowledgeable enough to explain to others the following
aspects of the organization:
u Strategy;
u Mission;

Project managers should be knowledgeable enough about the u Goals and objectives;
business to be able to: u Products and services;
u Explain the essential business aspects of a project; u Operations;
u Work with the project sponsor, team, and subject matter u The market and the market condition, such as customers, state
experts to develop an appropriate project delivery strategy; of the market (i.e., growing or shrinking)
u Implement that strategy in a way that maximizes the business u Competition (e.g., what, who, position in the market place)
value of the project.

Strategic and business skills help the project manager to determine which business factors should be considered for their
project. The project manager determines how these business and strategic factors could affect the project while understanding
the interrelationship between the project and the organization
Leadership skills
Leadership skills involve the ability to guide, motivate, and direct a team. These skills may include demonstrating essential
capabilities such as negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills. Project
management is more than just working with numbers, templates, charts, graphs, and computing systems. A common denominator
in all projects is people.

The words leadership and management are often

used interchangeably. However, they are not
synonymous. The word management is more
closely associated with directing another person to
get from one point to another using a known set of
expected behaviors. In contrast, leadership
involves working with others through discussion or
debate in order to guide them from one point to
another.
Leadership skills
A large part of the project manager’s role involves dealing with people. The project manager should study people’s
behaviours and motivations.
Qualities and skills of a leader include:
u Being a visionary (e.g., help to describe the products, goals, and objectives of the project; able to dream and
translate those dreams for others);
u Being optimistic and positive;
u Being collaborative;
u Managing relationships and conflict;
u Communicating;
u Being respectful, helping others retain their autonomy;
u Exhibiting integrity and being culturally sensitive, courageous, a problem solver, and decisive;
u Giving credit to others where due;
u Being a life-long learner who is results- and action-oriented;
u Focusing on the important things;
u Having a holistic and systemic view of the project, taking into account internal and external factors equally;
u Being able to apply critical thinking (e.g., application of analytical methods to reach decisions)
u Being able to build effective teams, be service-oriented
 Personality
Personality refers to the individual differences in characteristic patterns of thinking,
feeling, and behaving. Personality characteristics or traits include:
u Authentic (e.g., accepts others for what and who they are, show open concern);
u Courteous (e.g., ability to apply appropriate behavior and etiquette);
u Creative (e.g., ability to think abstractly, to see things differently);
u Cultural (e.g., measure of sensitivity to other cultures);
u Emotional (e.g., ability to perceive emotions and the information they present and
to manage them);
u Intellectual (e.g., measure of human intelligence over multiple aptitudes);
u Managerial (e.g., measure of management practice and potential);
u Political (e.g., measure of political intelligence and making things happen);
u Service-oriented (e.g., evidence of willingness to serve other people);
u Social (e.g., ability to understand and manage people); and
u Systemic (e.g., drive to understand and build systems).
 Integration and complexity
Integration is a critical skill for project managers. Complexity itself is a perception of an individual based on
The role of the project manager is performing integration on personal experience, observation, and skill. Portfolios, programs,
the project: and projects may contain elements of complexity.

u Project managers play a key role in working with the project When approaching the integration of a project, the project
sponsor to understand the strategic objectives and ensure the manager should consider elements that are both inside and outside
alignment of the project objectives and results with those of of the project. The project manager should examine the
the portfolio, program, and business areas. In this way, project characteristics or properties of the project.
managers contribute to the integration and execution of the Complexity as a characteristic typically defined as:
strategy. u Containing multiple parts,
u Project managers are responsible for guiding the team to u Possessing a number of connections between the parts,
work together to focus on what is really essential at the
u Exhibiting dynamic interactions between the parts, and
project level. This is achieved through the integration of
processes, knowledge, and people. u Exhibiting behavior produced as a result of those interactions
that cannot be explained as the simple sum of the parts (e.g.,
Three dimensions of complexity are defined as:
emergent behaviour).
u System behavior. The interdependencies of components
and systems.
u Human behavior. The interplay between diverse
individuals and groups.
u Ambiguity. Uncertainty of emerging issues and lack of
understanding or confusion.
1 What is a Project?

2 Who is the Project Manager?

3 Organisation Structures, Project team

4 Project life-cycle

5 Project Processes & Knowledge

6 Verification and Validation

Organizational Cultures and Styles
Projects and project management take place in an environment that is broader Organizational culture is shaped by the
than that of the project itself. common experiences of members of the
organization and most organizations have
Understanding this broader context helps ensure that work is carried out in
developed unique cultures over time by
alignment with the organization’s goals and managed in accordance with the
practice and common usage. Common
organization’s established practices.
experiences include (not limited):
An organization’s culture, style, and structure influence how its projects are
• Shared visions, mission, values, beliefs, and
performed. The organization’s level of project management maturity and its
expectations;
project management systems can also influence the project.
• Regulations, policies, methods, and
The norms include established approaches to initiating and planning projects,
procedures;
the means considered acceptable for getting the work done, and recognized
authorities who make or influence decisions. • Motivation and reward systems;
• Risk tolerance;
Project management success in an organization is highly dependent on an
effective organizational communication style, especially in the face of • View of leadership, hierarchy, and authority
globalization of the project management profession. Organizational relationships;
communications capabilities have great influence on how projects are • Code of conduct, work ethic, and work hours;
conducted. and

Organizational culture is an enterprise environmental factor, which can • Operating environments.

affect the availability of resources and influence how projects are conducted
Organizational Structures

Organizations are systematic arrangements of entities (persons and/or departments) aimed at accomplishing a purpose, which
may involve undertaking projects.

The classic functional organization, is a hierarchy where each employee has one clear superior. Staff members are grouped
by specialty, such as production, marketing, engineering, and accounting at the top level. Specialties may be further
subdivided into focused functional units, such as mechanical and electrical engineering. Each department in a functional
organization will do its project work independently of other departments.

Matrix organizations can be classified as weak,

balanced, or strong depending on the relative
level of power and influence between
functional and project managers
 Organizational Structures
Weak matrix organizations maintain many of the
characteristics of a functional organization, and the role of the
project manager is more of a coordinator or expediter.
Strong matrix organizations have many of the characteristics of
the projectized organization, and have full-time project
managers with considerable authority and full-time project
administrative staff.
Balanced matrix organization recognizes the need for a project
manager, it does not provide the project manager with the full
authority over the project and project funding.

Weak Balanced Strong

Organizational Structures
At the opposite end of the spectrum to the functional organization is the projectized organization.
In a projectized organization, team members are often colocated. Most of the organization’s resources are involved in project
work, and project managers have a great deal of independence and authority. Virtual collaboration techniques are often used to
accomplish the benefits of colocated teams. Projectized organizations often have organizational units called departments, but
they can either report directly to the project manager or provide support services to the various projects.

Projectized Organization Composite Organization

Organizational transition

Projects drive change. Projects drive change in organizations.

From a business perspective, a project is aimed at moving an
organization from one state to another state in order to achieve
a specific objective Before the project begins, the organization
is commonly referred to as being in the current state. The
desired
result of the change driven by the project is described as the
future state.

For some projects, this may involve creating a transition state

where multiple steps are made along a continuum
to achieve the future state. The successful completion of a
project results in the organization moving to the
future state and achieving the specific objective.
Project Team
The project team includes the project
manager and the group of individuals who act
together in performing the work of the project
to achieve its objectives.
The project team includes the project manager,
project management staff, and other team
members who carry out the work but who are
not necessarily involved with management of
the project. This 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.
The structure and characteristics of a project
team can vary widely, but one constant is the
project manager’s role as the leader of the
team, regardless of what authority the project
manager may have over its members.
The composition of project teams varies based on factors such as
organizational culture, scope, and location. The relationship between the
project manager and the team varies depending on the authority of the
project manager. Project manager may be the team’s line manager, with
full authority over its members.
Examples of basic project team compositions:
• Dedicated. In a dedicated team, all or a majority of the project team
members are assigned to work full-time on the project. The project team
may be colocated or virtual and usually reports directly to the project
manager. This is the simplest structure for a project manager, as the lines
of authority are clear and team members can focus on the project’s
objectives.
• Part-Time. Some projects are established as temporary additional
work, with the project manager and team members working on the
project while remaining in their existing organizations and continuing to
carry out their normal functions. The functional managers maintain
control over the team members and the resources allocated to the project,
and the project manager is likely to continue performing other
management duties.
Project Team composition
Project team composition may also vary based on
organizational structure. An example of this is a partnership
based project. A project may be established as a partnership,
joint venture, consortium, or alliance among several
organizations through contracts or agreements.
In this structure, one organization takes the lead and
assigns a project manager to coordinate the efforts among the
partners. Partnership-based projects can offer flexibility at
lower cost. These advantages may be offset by the project
manager’s lower degree of control over team members and
the need for strong mechanisms for communication and
monitoring progress. Partnership projects may be set up to
exploit industrial synergies, to undertake ventures that one
partner could not afford alone, or for other political and
strategic reasons.
Project team composition may also vary based on the
geographic location of its members. An example of this is
virtual project teams. Communication technologies allow team
members in different locations or countries to work as virtual
teams. Virtual teams rely on collaborative tools, such as shared
online workspaces and video conferences, to coordinate their
activities and exchange information about the project. A virtual
team can exist with any type of organizational structure and
team composition. Virtual teams are often necessary for projects
where resources are located onsite or offsite or both, depending
on the project activities. A project manager who is leading a
virtual team needs to accommodate differences in the culture,
working hours, time zones, local conditions, and languages.
Environmental factors and Organizational process assets
Enterprise environmental factors refer to conditions, not
under the control of the project team, that influence,
constrain, or direct the project. Enterprise environmental
factors vary widely in type or nature.
Enterprise environmental factors include:
• Organizational culture, structure, and governance;
• Geographic distribution of facilities and resources;
• Government or industry standards
• Infrastructure
• Existing human resources
• Personnel administration
• Company work authorization systems;
• Marketplace conditions;
• Stakeholder risk tolerances;
• Political climate;
• Organization’s established communications channels;
• Commercial databases
• Project management information system
Organizational process assets are the plans, processes,
policies, procedures, and knowledge bases specific to and
used by the performing organization. They include any
artifact, practice, or knowledge from any or all of the
organizations involved in the project that can be used to
perform or govern the project. These process assets include
formal and informal plans, processes, policies, procedures,
and knowledge bases, specific to and used by the performing
organization. The process assets also include the
organization’s knowledge bases such as lessons learned and
historical information. Organizational process assets may
include completed schedules, risk data, and earned value data.
Organizational process assets are inputs to most planning
processes. Throughout the project, the project team members
may update and add to the organizational process assets as
necessary.
Organizational process assets may be grouped :
• processes and procedures,
• corporate knowledge base.
 Processes and Procedures
Initiating and Planning:
○ Guidelines and criteria for tailoring the organization’s set of standard processes and
procedures to satisfy the specific needs and requirements of the project; The project manager needs to
○ Specific organizational standards such as policies, product and project life cycles, and ensure that the project
quality policies and procedures; ○ Templates (e.g., risk register, work breakdown management approach captures
structure, project schedule network diagram, and contract templates). the intent of business documents.

Executing, Monitoring and Controlling:

○ Change control procedures, including how any changes will be approved and validated;
○ Financial controls procedures;
○ Issue and defect management, non-conformity management procedures;
○ Organizational communication requirements;
○ Procedures for prioritizing, approving, and issuing work authorizations;
○ Risk control procedures, including, probability and impact definitions and matrix;
○ Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria.
• Closing:
○ Project closure guidelines or requirements (e.g., lessons learned, final project audits, project evaluations, product validations, and
acceptance criteria).
 Corporate Knowledge Base
The organizational knowledge base for storing and retrieving information includes, but is
not limited to:
○ Configuration management knowledge bases containing the versions and baselines of
all performing organization standards, policies, procedures, and any project documents;
○ Financial databases containing information such as labor hours, incurred costs, budgets,
and any project cost overruns;
○ Historical information and lessons learned knowledge bases (e.g., project records and
documents, all project closure information and documentation, information regarding both
the results of previous project selection decisions and previous project performance
information, and information from risk management activities);
○ Issue and defect management databases containing issue and defect status, control
information, issue and defect resolution, and action item results;
○ Process measurement databases used to collect and make available measurement data
on processes and products; and
○ Project files from previous projects (e.g., scope, cost, schedule, and performance
measurement baselines, project calendars, project schedule network diagrams, risk
registers, planned response actions, and defined risk impact).
Project Stakeholders
A stakeholder is an individual, group, or organization
who may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of a project.
Stakeholders may be actively involved in the project or
have interests that may be positively or negatively
affected by the performance or completion of the
project. Different stakeholders may have competing
expectations that might create conflicts within the
project.
Stakeholders include all members of the project team as
well as all interested entities that are internal or external
to the organization. The project team identifies internal
and external, positive and negative, and performing and
advising stakeholders in order to determine the project Stakeholder identification is a continuous process throughout the
requirements and the expectations of all parties entire project life cycle. Identifying stakeholders, understanding
involved. The project manager should manage the their relative degree of influence on a project, and balancing their
influences of these various stakeholders in relation to demands, needs, and expectations are critical to the success of the
the project requirements to ensure a successful project. Failure to do so can lead to delays, cost increases,
outcome. unexpected issues, and other negative consequences including
project cancellation.
Project governance
Project governance is an oversight function and it
framework provides the project manager and team
with structure, processes, decision-making models
and tools for managing the project, while
supporting and controlling the project for
successful delivery.
Project governance is a critical element of any
project, especially on complex and risky projects.
It provides a comprehensive, consistent method of
controlling the project and ensuring its success by
defining and documenting and communicating
reliable, repeatable project practices. It includes a
framework for making project decisions; defines
roles, responsibilities, and accountabilities for the
success of the project; and determines the
effectiveness of the project manager.
Examples of the elements of a project governance framework :
• Project success and deliverable acceptance criteria;
• Process to identify, escalate, and resolve issues that arise during the
project;
• Relationship among the project team, organizational groups, and external
stakeholders;
• Project organization chart that identifies project roles;
• Processes and procedures for the communication of information;
• Project decision-making processes;
• Guidelines for aligning project governance and organizational strategy;
• Project life cycle approach;
• Process for stage gate or phase reviews;
• Process for review and approval for changes to budget, scope, quality, and
schedule which are beyond the authority of the project manager; and
• Process to align internal stakeholders with project process requirements.
1 What is a Project?

2 Who is the Project Manager?

3 Organisation Structures, Project team

4 Project life-cycle

5 Project Processes & Knowledge

6 Verification and Validation

 Project Life Cycle

Plan-Do-Check-Act is also called the Deming Cycle

because it was popularised by William Edwards Deming.
Deming was an American productivity consultant who
lived from 1900-1993. Deming himself popularised his
improvement cycle when visiting Japan after the second
world war. He based his ideas on continuous
improvement which is the core for quality management
and important to quality management.
The PDCA Cycle can help differentiate a company
from its competitors, particularly in today’s corporate
world, where businesses are always searching for ways
to streamline their processes, reduce costs, increase
profits, and improve customer satisfaction.

The PDCA process is similar to the Japanese business philosophy of Kaizen, which, when translated, means "change for the better"
or "continuous improvement." Kaizen is where all employees are involved in improving productivity by finding efficiencies in the
work environment. Like the PDCA cycle, Kaizen aims for continuous improvement through small, incremental changes.
PDCA Cycle
At this stage, you will
literally plan what needs to
be done. Depending on the
project's size, planning can
take a major part of your
team’s efforts. It will usually
consist of smaller steps so
that you can build a proper
plan with fewer possibilities
of failure
After you have agreed
on the plan, it is time to
take action. At this stage,
you will apply
everything that has been
considered during the
previous stage.
Here, you need to audit your plan’s
execution and see if your initial plan
actually worked. Moreover, your team
will be able to identify problematic parts
of the current process and eliminate
them in the future. If something went
wrong during the process, you need to
analyze it and find the root cause of the
problems.
If your team managed to achieve the
original goals, then you can proceed
and apply your initial plan.
It can be appropriate to adopt the
whole plan if objectives are met.
Respectively, your PDCA model will
become the new standard baseline.
PDCA Cycle
 PDCA Cycle application Examples
The Mayo Clinic
The Mayo Clinic, a nonprofit, world-class hospital and research center, conducted a quality improvement study that looked at
wait times for patients who were possible candidates for large cochlear implant surgery. The idea was to remove barriers and
improve access for patients.
The study looked at the refining of specific treatments, the management of patient records, and waiting room times.
Ultimately, there were positive outcomes for patients.  Among the results, median cycle time for candidacy testing decreased
from 7.3 to 3 hours, and total inventory of clinic stock was reduced by 31%.
Toyota
As of 2021, Toyota Motor Corporation was the seventh-largest company in the world by revenue, according to FXSSI. Kaizen
and Toyota are synonymous because Toyota’s principles and "The Toyota Way" define the idea of continuous improvement in
the production system. Toyota’s employees receive incentives for finding inefficient practices and designing ways to improve
them, and the application of the PDCA cycle supports quick decision-making.
Nike
Nike embraced "lean," a similar philosophy to Kaizen. The company's innovation manifesto states, "Lean is the foundation of
how we advance sustainable manufacturing." The manifesto reflects Nike's continuous improvement culture that relies on
those closest to the work to solve problems and deliver quality products on time.
When the leading sports shoemaker was criticized for paying low wages, the company employed PDCA to empower its
employees, partners, and customers. Incentives were offered to factories to improve working conditions, and a scoring system
assessed the performance of the production facilities.
The company improved conditions for workers, eliminated waste, and employed value-oriented managers. The commitment
to lean methods and Kaizen helped Nike to double its size from around $100 billion in 2015 to over $200 billion in 2021.
 Project Life Cycle
A project life cycle is the series of phases that a project passes Projects vary in size and complexity. All projects can be
through from its initiation to its closure. The mapped to the following generic life-cycle structure:
phases are generally sequential, and their names and numbers • Starting the project,
are determined by the management and control
needs of the organization or organizations involved in the • Organizing and preparing,
project, the nature of the project itself, and its area of • Carrying out the project work, and
application. The phases can be broken down by functional or • Closing the project.
partial objectives, intermediate results or deliverables, specific
milestones within the overall scope of work, or financial
availability. Phases are generally time bounded, with a start
and ending or control point. A life cycle can be documented
within a methodology. The project life cycle can be determined
or shaped by the unique aspects of the organization, industry, or
technology employed.

While every project has a definite start and a definite end, the
specific deliverables and activities that take place in between
will vary widely with the project. The life cycle provides the
basic framework for managing the project, regardless of the
specific work involved.
 Project Life Cycle
The generic life cycle structure generally displays the Cost of making changes and correcting errors typically increases
following characteristics: substantially as the project approaches completion. While these
• Cost and staffing levels are low at the start, peak as the work characteristics remain present to some extent in almost all project
is carried out, and drop rapidly as the project draws to a close. life cycles, they are not always present to the same degree.
• The typical cost and staffing curve above may not apply to Adaptive life cycles, in particular, are developed with the intent
all projects. A project may require significant of keeping stakeholder influences higher and the costs of changes
lower throughout the life cycle than in predictive life cycles.
expenditures to secure needed resources early in its life cycle,
for instance, or be fully staffed from a point
very early in its life cycle.
• Risk and uncertainty are greatest at the start of the project.
These factors decrease over the life of the project as decisions
are reached and as deliverables are accepted.
• The ability to influence the final characteristics of the
project’s product, without significantly impacting
cost, is highest at the start of the project and decreases as the
project progresses towards completion.
Predictive life cycles
Predictive life cycles (also known as fully plan-driven) are ones
in which the project scope, and the time and cost required to
deliver that scope, are determined as early in the project life cycle
as practically possible. These projects proceed through a series of
sequential or overlapping phases, with each phase generally focusing
on a subset of project activities and project management processes. The
work performed in each phase is usually different in nature to that in the preceding
and subsequent phases, therefore, the makeup and skills required of the project
team may vary from phase to phase.
When the project is initiated, the project team will focus on defining the overall scope
for the product and project, develop a plan to deliver the product (and any associated deliverables),
and then proceed through phases to execute the plan within that scope. Changes to the project
scope are carefully managed and require re planning and formal acceptance of the new scope.
Predictive life cycles are generally preferred when the product to be delivered is well understood, there is a substantial base
of industry practice, or where a product is required to be delivered in full to have value to stakeholder groups.
Even projects with predictive life cycles may use the concept of rolling wave planning, where a more general, high-level
plan is available and more detailed planning is executed for appropriate time windows, as new work activities are
approaching and resources are to be assigned.
Iterative and Incremental Life Cycles
Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more
project activities as the project team’s understanding of the product increases. Iterations develop the product through a series of
repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both
iteratively and incrementally.
Iterative and incremental projects may proceed in phases, and the iterations themselves will be performed in a sequential or
overlapping fashion. During an iteration, activities from all Project Management Process Groups will be performed. At the end of
each iteration, a deliverable or set of deliverables will be completed. Future iterations may enhance those deliverables or create
new ones. Each iteration incrementally builds the deliverables until the exit criteria for the phase are met, allowing the project
team to incorporate feedback.
Iterative and incremental life cycles are generally preferred when an organization needs to manage changing objectives and
scope, to reduce the complexity of a project, or when the partial delivery of a product is beneficial and provides value for one or
more stakeholder groups without impact to the final deliverable or set of deliverables. Large and complex projects are frequently
executed in an iterative fashion to reduce risk by allowing the team to incorporate feedback and lessons learned between
iterations.
Adaptive Life Cycles
Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and
ongoing stakeholder involvement. Adaptive methods are also iterative and incremental, but differ in that iterations are very rapid
(usually with a duration of 2 to 4 weeks) and are fixed in time and cost. Adaptive projects generally perform several processes in
each iteration, although early iterations may concentrate more on planning activities.
The overall scope of the project will be decomposed into a set of requirements and work to be performed, sometimes referred to
as a product backlog. At the beginning of an iteration, the team will work to determine how many of the highest priority items on
the backlog list can be delivered within the next iteration. At the end of each iteration, the product should be ready for review by
the customer. This does not mean that the customer is required to accept delivery, just that the product should not include
unfinished, incomplete, or unusable features.
The sponsor and customer representatives should be continuously engaged with the project to provide feedback on deliverables
as they are created and to ensure that the product backlog reflects their current needs.
Adaptive methods are generally preferred when dealing with a rapidly changing environment, when requirements and scope are
difficult to define in advance, and when it is possible to define small incremental improvements that will deliver value to
stakeholders.
 Project Phases
A project may be divided into any number of phases. A project phase is a collection of logically related project activities that
culminates in the completion of one or more deliverables. Project phases are used when the nature of the work to be performed is
unique to a portion of the project, and are typically linked to the development of a specific major deliverable.
Project phases typically are completed sequentially, but can overlap in some project situations. Different phases have a different
duration or effort. The high-level nature of project phases makes them an element of the project life cycle. The phase structure
allows the project to be segmented into logical subsets for ease of management, planning, and control. The number of phases,it
needs, degree of control applied depend on the size, complexity, and potential impact of the project.

Phases have characteristics: Phase attributes may include:

• The work has a focus that differs from any other phase. This often
involves different organizations, locations, and skill sets.
• Achieving the primary deliverable or objective of the phase requires u Duration (e.g., 1 week, 1 month, 1 quarter),
controls or processes unique to phase or its activities.
• The closure of a phase ends with some form of transfer or hand-off of
the work product produced as the phase deliverable. This point may be
referred to as a stage gate, milestone, phase review, phase gate or kill
point. In many cases, the closure of a phase is required to be approved
in some form before it can be considered closed.
u Name, (e.g., Phase A, Phase 2),
u Number (e.g., three phases in the project),
u Resource requirements (e.g., people, equipment),
u Entrance criteria for a project to move into that phase
(e.g., specified approvals documented, specified
documents completed), and
u Exit criteria for a project to complete a phase (e.g.,
documented approvals, completed documents, completed
deliverables).
Project Phases
There is no single ideal structure that will apply to all projects. Some organizations have established policies that standardize
Although industry common practices will often lead to the use all projects, while others allow the project team to choose and
of a preferred structure, projects in the same industry—or even tailor the most appropriate approach for their individual project.
in the same organization - may have significant variation. For instance, one organization may treat a feasibility study as
routine pre-project work, another may treat it as the first phase
Some organisations will have only one phase:
of a project, and a third may treat the feasibility study as a
separate, stand-alone project. Likewise, one project team may
divide a project into two phases whereas another project team
may choose to manage all the work as a single phase. Much
depends on the nature of the specific project and the style of the
project team or organization.
 Sequential and Overlapping relationship
When projects have more than one phase, the phases are part of a generally sequential process designed to ensure proper control of
the project and attain the desired product, service, or result. However, there are situations when a project might benefit from
overlapping or concurrent phases.
There are two basic types of phase-to-phase relationships:
• Sequential relationship. In a sequential relationship, a phase starts only when the previous phase is omplete. The step by-step
nature of this approach reduces uncertainty, but may eliminate options for reducing the overall schedule.
• Overlapping relationship. In an overlapping relationship, a phase starts prior to completion of the previous
one. This can sometimes be applied as an example of the schedule compression technique called fast tracking. Overlapping phases
may require additional resources to allow work to be done in parallel, may increase risk, and can result in rework if a subsequent
phase progresses before accurate information is available from the previous phase.
 Phase Gate
A phase gate, is held at the end of a phase. The project’s performance and
progress are compared to project, business documents and phase
requirements.
Depending on the organization, industry, or type of work, phase gates may
be referred to by other terms such as, phase review, stage gate, kill point,
and phase entrance or phase exit. Organizations may use these reviews to
examine other pertinent items which are beyond the scope of this guide,
such as product-related documents or models.
A decision (e.g., go/no-go decision) is made as a result of this comparison
to:
u Continue to the next phase,
u Continue to the next phase with modification,
u End the project,
u Remain in the phase, or
u Repeat the phase or elements of it.

It is up to the project management team to determine the best life cycle for each project. The project life cycle needs to be
flexible enough to deal with the variety of factors included in the project.
Project life-cycle

COMMISSI
PREPARATION DEVELOPMENT CONSTRUCTION ONING OPERATION

Supplier MANUFACTURING
COMMISSI
CONSTRUCTION OPERATION
DESIGN ONING
INSTALATION

Designer CB1 CONSTRUCTION

DETAILED MANFAC INSTALLA COMMISSI OPERATION
CD BD DESIGN TURING TION ONING
Stages 1,2,3

System designer CB1 CONSTRUCTION

DETAILED MANUFA INSTALLA COMMISSI
ID CD BD DESIGN CTURING TION OPERATION
ONING
Stages 1,2
1 What is a Project?

2 Who is the Project Manager?

3 Organisation Structures, Project team

4 Project life-cycle

5 Project Processes & Knowledge

6 Verification and Validation

Project Management Process
A process is a set of interrelated actions and activities performed to create a The project processes generally fall
pre-specified product, service, or result. Each process is characterized by its into one of two major categories:
inputs, the tools and techniques that can be applied, and the resulting outputs. • Project management processes.
In order for a project to be successful, the project team should: These processes ensure the
• Select appropriate processes required to meet the project objectives; effective flow of the project
• Use a defined approach that can be adapted to meet requirements; throughout its life cycle. These
• Establish and maintain appropriate communication and engagement with processes encompass the tools and
stakeholders; techniques involved in applying the
• Comply with requirements to meet stakeholder needs and expectations; and skills and capabilities described in
• Balance the competing constraints of scope, schedule, budget, quality, the Knowledge Areas
resources, and risk to produce the specified product, service, or result. • Product-oriented processes.
These processes specify and create
the project’s product. Product
oriented processes are typically
defined by the project life cycle and
vary by application area as well as
the phase of the product life cycle.
The scope of the project cannot be
defined without some basic
understanding of how to create the
specified product
Project Management Process
The project life cycle is managed by executing a series of project
management activities known as project management processes. Every
project management process produces one or more outputs from one or
more inputs by using appropriate project management tools and
techniques. The output can be a deliverable or an outcome. Outcomes are
an end result of a process. Project management processes apply globally
across industries.
Project management processes are logically linked by the outputs they
produce. Processes may contain overlapping activities that occur
throughout the project. The output of one process generally results in
either:
u An input to another process, or
u A deliverable of the project or project phase.
The number of process iterations and interactions
between processes varies based on the needs of the
project. Processes generally fall into one of three
categories:
u Processes used once or at predefined points in
the project. (e.g Develop Project Charter and
Close Project or Phase)
u Processes that are performed periodically as
needed. (e.g Acquire Resources, Procurements)
u Processes that are performed continuously
throughout the project. (e.g Define Activities),
may occur throughout the project life cycle,
especially if the project uses rolling wave planning
or an adaptive development approach. Many of the
monitoring and control processes are ongoing from
the start of the project, until it is closed out.
Project management processes
A Project Management Process Group is a logical grouping of project management processes to achieve specific project
objectives. Process Groups are independent of project phases. Project management processes are grouped into the following
five Project Management Process Groups:
u InitiatingProcess Group. Those processes performed to define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase.
u Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define
the course of action required to attain the objectives that the project was undertaken to achieve.
u Executing Process Group. Those processes performed to complete the work defined in the project management plan to
satisfy the project requirements.
u Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and
performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding
changes.
u Closing Process Group. Those processes performed to formally complete or close the project, phase, or contract. The
project management processes are linked by specific inputs and outputs where the result or outcome of one process may
become the input to another process that is not necessarily in the same Process Group. Note that Process Groups are not the
same as project phases
 Process Interactions
The project management processes are presented as discrete elements with well-defined interfaces. However,
in practice they overlap and interact in ways that are not completely detailed in any guides

Project Management Process Groups are linked by the outputs which are produced. The Process Groups are
seldom either discrete or one-time events; they are overlapping activities that occur throughout the project. The
output of one process generally becomes an input to another process or is a deliverable of the project, subproject,
or project phase. Deliverables at the subproject or project level may be called incremental deliverables. The
Planning Process Group provides the Executing Process Group with the project management plan and project
documents, and, as the project progresses, it often creates updates to the project management plan and the project
documents.
 Initiating Process Group
The Initiating Process Group consists of those processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or phase. Within the Initiating processes, the initial scope
is defined and initial financial resources are committed. Internal and external stakeholders who will interact and
influence the overall outcome of the project are identified. If not already assigned, the project manager will be selected.
A project boundary is defined as the point in time that a project or project phase is authorized to its completion.
The key purpose of this Process Group is to align the stakeholders’ expectations with the project’s purpose, give
them visibility about the scope and objectives,
show how their participation in the project
and it associated phases can ensure that
their expectations are achieved. These
Processes help set the vision of the
project—what is needed to be accomplished.

Involving the sponsors,

customers, and other
stakeholders during initiation
creates a shared understanding of
success criteria, reduces the overhead
of involvement, and generally improves
deliverable acceptance, customer satisfaction,
and other stakeholder satisfaction.
 Planning Process Group
The Planning Process Group consists of those processes performed to establish the total scope of the effort, define
and refine the objectives, and develop the course of action required to attain those objectives. The Planning processes
develop the project management plan and the project documents that will be used to carry out the project.
The complex nature of project management may require the use of repeated feedback loops for additional analysis.
As more project information or characteristics are gathered and understood, additional planning will likely be
required. Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the
planning processes and possibly some of the initiating processes.
The key benefit of this Process Group is to delineate the strategy and tactics as well as the course of action or path
to successfully complete the project or phase. When the Planning Process Group is well managed, it is much easier to
get stakeholder buy-in and engagement. These processes express how this will be done, setting the route to the
desired objective.
The project management plan and project documents developed
as outputs from the Planning Process Group will explore all
aspects of the scope, time, cost, quality, communications, human
resources, risks, procurements, and stakeholder engagement.
Executing, Monitoring and Controlling Process Group
The Executing Process Group consists of
those processes performed to complete the
work defined in the project management plan
to satisfy the project specifications.
This Process Group involves coordinating
people and resources, managing stakeholder
expectations, as well as integrating and
performing the activities of the project in
accordance with the PMP.
During project execution, results may require
planning updates and rebaselining. This may
include changes to expected activity
durations, changes in resource productivity
and availability, and unanticipated risks. Such
variances may modify the project
management plan or other project
documents and possibly require establishing
new baselines. A large portion of the project’s
budget will be expended in performing the
Executing Process Group processes.
The Monitoring and Controlling Process Group consists of those
processes required to track, review, and orchestrate the progress and
performance of the project; identify any areas in which changes to the
plan are required; and initiate the corresponding changes.
The key benefit of this Process Group is that project performance
is measured and analyzed at regular intervals, appropriate events, or
exception conditions to identify variances from the project
management plan.
The Monitoring and Controlling Process Group also involves:
• Controlling changes and recommending corrective or preventive
action in anticipation of possible problems,
• Monitoring the ongoing project activities against the project
management plan and the project performance measurement
baseline, and
• Influencing the factors that could circumvent integrated change
control or configuration management so only approved changes
are implemented.
Closing Process Group
The Closing Process Group consists of those processes
performed to conclude all activities across all Project
Management Process Groups to formally complete the
project, phase, or contractual obligations. This Process
Group, when completed, verifies that the defined processes
are completed within all of the Process Groups to close the
project or a project phase, as appropriate, and formally
establishes that the project or project phase is complete.
This Process Group also formally establishes the
premature closure of the project. Prematurely closed
projects may include, for example: aborted projects,
cancelled projects, and projects having a critical situation.
In specific cases, when some contracts cannot be formally
closed (e.g. claims, termination clauses, etc.) or some
activities are to be transferred to other organizational units,
specific hand-over procedures may be arranged and
finalized.
At project or phase closure, the following may occur:
• Obtain acceptance by the customer or sponsor to
formally close the project or phase,
• Conduct post-project or phase-end review,
• Record impacts of tailoring to any process,
• Document lessons learned,
• Apply appropriate updates to organizational process
assets,
• Archive all relevant project documents in the project
management information system (PMIS) to be used
as historical data,
• Close out all procurement activities ensuring termination
of all relevant agreements, and
• Perform team members’ assessments and release
project resources.
Project Management process map
 Information and Data management
Throughout the life cycle of a project, a significant amount of data is collected,
analyzed, and transformed. Project data are collected as a result of various
processes and are shared within the project team. Information is communicated
verbally or stored and distributed in various formats as reports. Project data are
regularly collected and analyzed throughout the project life cycle. The following
definitions identify key terminology regarding project data and information:
u Work performance data. The raw observations and measurements identified
during activities performed to carry out the project work. Examples include
reports of work physically completed, quality and technical performance
measures, actual costs, actual durations, etc.
u Work performance information. The performance data collected from various
controlling processes, analysed in context and integrated based on relationships
across areas. Examples of performance information are status of deliverables,
implementation status, etc.
u Work performance reports. The physical or electronic representation of work
performance information compiled in project documents, which is intended to
generate decisions or raise issues, actions, or awareness. Examples include status
reports, memos, justifications, information notes, electronic dashboards,
recommendations, and updates.
Knowledge areas
In addition to Process Groups, processes are also categorized by
Knowledge Areas. A Knowledge Area is an identified area of project
management defined by its knowledge requirements and described in terms
of its component processes, practices, inputs, outputs, tools, and
techniques.
Although the Knowledge Areas are interrelated, they are defined separately
from the project management perspective.
The ten Knowledge Areas identified and are used in most projects most of
the time.
The ten Knowledge Areas are:
u Project Integration Management.
u Project Scope Management.
u Project Schedule Management.
u Project Cost Management.
u Project Quality Management.
u Project Resource Management.
u Project Communications Management.
u Project Risk Management.
u Project Procurement Management.
u Project Stakeholder Management.
 Knowledge areas
u Project Integration Management - the processes and activities to identify, define, combine, unify, and coordinate the various
processes and project management activities within the Project Management Process Groups.
u Project Scope Management - processes required to ensure the project includes all the work required, and only the work
required, to complete the project successfully
u Project Schedule Management - processes required to manage the timely completion of the project.
u Project Cost Management. processes involved in planning, estimating, budgeting, financing, funding, managing, and
controlling costs so the project can be completed within the approved budget.
u Project Quality Management - processes for incorporating the organization’s quality policy regarding planning, managing, and
controlling project and product quality requirements, in order to meet stakeholders’ expectations.
u Project Resource Management - processes to identify, acquire, and manage the resources needed for the successful completion
of the project.
u Project Communications Management - processes required to ensure timely and appropriate planning, collection, creation,
distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information.
u Project Risk Management - processes of conducting risk management planning, identification, analysis, response planning,
response implementation, and monitoring risk on a project.
u Project Procurement Management - processes necessary to purchase or acquire products, services, or results needed from
outside the project team.
u Project Stakeholder Management - processes required to identify the people, groups, or organizations that could impact or be
impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate
management strategies for effectively engaging stakeholders in project decisions and execution.
Knowledge areas and Project management Process Groups
Project Management Process Groups
Knowledge
Areas Monitoring and Controlling
Initiating Process Group Planning Process Group Executing Process Group Closing Process Group
Process Group
 Develop Project Concept  Develop Project Management Plan  Direct and Manage Project  Monitor and Control Project Work  Close Project or Phase
Project Work  Perform Integrated Change Control
Integration  Manage Project Knowledge
Management
 Plan Scope Management  Validate Scope
Project Scope  Collect Requirements  Control Scope
Management  Define Scope
 Create WBS
 Plan Schedule Management  Control Schedule
 Define Activities
Project Schedule  Sequence Activities
Management  Estimate Activity Durations
 Develop Schedule
 Plan Cost Management  Control Costs
Project Cost  Estimate Costs
Management  Determine Budget
 Plan Quality Management  Manage Quality  Control Quality
Project Quality
Management
 Plan Resource Management  Acquire Resources  Control Resources
Project Resource  Estimate Activity Resources  Develop Team
Management  Manage Team
 Plan Communications  Manage Communications  Monitor Communications
Project Management
Communications
Management
 Plan Risk Management  Implement Risk Responses  Monitor Risks
 Identify Risks
Project Risk  Perform Qualitative Risk Analysis
Management  Perform Quantitative Risk Analysis
 Plan Risk Responses
 Plan Procurement Management  Conduct Procurements  Control Procurements
Project
Procurement
Management
 Identify Stakeholders  Plan Stakeholder Engagement  Manage Stakeholder  Monitor Stakeholder Engagement
Project Engagement
Stakeholder
Management
 Tailoring
Usually, PM apply a methodology to their work. A
methodology is a system of practices, techniques, procedures,
and rules used by those who work in a discipline
The appropriate PM processes, inputs, tools, techniques,
outputs, and life cycle phases should be selected to manage a
project. This selection activity is known as tailoring PMto the
project. The PM collaborates with the project team, sponsor,
organizational management, or some combination thereof, in
the tailoring.
Tailoring is necessary because each project is unique; not every
process, tool, technique, input, or output is required on every
project. Tailoring should address the competing constraints of
scope, schedule, cost, resources, quality, and risk. The
importance of each constraint is different for each project, and
the project manager tailors the approach for managing these
constraints based on the project environment, organizational
culture, stakeholder needs, and other variables.
1 What is a Project?

2 Who is the Project Manager?

3 Organisation Structures, Project team

4 Project life-cycle

5 Project Processes & Knowledge

6 Verification and Validation

V&V
The V&V (verification and validation) process is used in all industry sectors
to confirm the fulfilment of requirements and suitability of results of
activities for intended use. It is crucial for the nuclear industry and serves
as the main tool for assuring that an NPP (nuclear power plant) fulfills its
functions and is safe, which is one of the industry’s key tasks
Verification is the process of determining whether the quality or
performance of a product or service is as stated via collecting the objective
evidence to confirm that specified requirements have been met.
Validation is the process of determining whether a product or service is
adequate to perform its intended function satisfactorily via collecting the
objective evidence to confirm that the requirements which define an
intended use or application have been met.

The scope of V&V measures will be various for the different industry sectors
Special aspects of Nuclear Industry

Nuclear power, as one of the most competitive and technologically

advanced industry sectors in the world market, sets very demanding safety
requirements.

Fulfilment of those requirements is mostly to be implemented and justified

at the design and construction phases. The process of Validation and
Verification (V&V) for such facilities should cover all possible disciplines and
cases, therefore a systematic approach to its organization is needed, which is
not fully implemented nowadays.

Taking into account the specifics of the technological processes of power generation at Nuclear
Power Plants (NPPs), special attention is paid to the
Nuclear Safety and Safety Assurance in any conditions which is the key objective of the whole
industry
Requirements structure
Level I Legislation and other binding documents
• Nuclear Energy Acts and Decrees
• European Directives Legislation and other
binding documents;
Level II National Regulations, IAEA Fundamentals etc. Level II
Level
• YVL Guides, NP, PNAEGs.;
• IAEA SF-1, IAEA GS-R-3 (GSR part 2); National Regulations,
• ISO 9001, ISO 14001, OHSAS 18001; Level II IAEA Fundamentals etc.;
• ASME NQA-1 , etc.;

Level III IAEA Safety guides, NPP Specific Requirements

• IAEA GS-G-3.1, GS-G-3.2, GS-G-3.5 etc.; IAEA Safety guides,
• Contract obligations Level III NPP-specific
Requirements;
Level IV Nuclear and Conventional standards,
• ASME Section III,
Nuclear and
• EN ISO/IEC 17025;
Conventional
• SFS-EN ISO 17663, EN 3834-2; Level IV
• IEEE, IEC standards, etc.; standards;
V&V Context and Dimensions

Mechanical (Process)
Since the scope of V&V during the NPP Civil
construction is huge and the physical nature Physical Nature
of items is versatile, the applicable V&V Electrical
measures intended to demonstrate the
I&C
fulfilment of safety requirements will vary
based on the dimensions which can be Plant level
determined to Systems, Structures and Design
Hierarchy System level
Components (SSC) for the V&V activities to
bring them into more manageable areas Structures (component)
level
Design
Implementation
Phase
The combination of those dimensions Construction
will form the V&V Context
V&V Context

Plant
level
V&V Context
(whole scope of V&V)
System
level

Components
(Structures)
level

I&C Electrical Mechanical Civil

V&V Dimensions

(Structures) level
Components
(Structures) level
Components
Mechanical

Electrical Mechanical Civil Mechanical

V&V Dimensions V&V Dimensions

V&V Dimensions ( V&V measures for specific ( V&V measures for specific
( V&V measures for specific Discipline) Discipline at Specific level) Discipline, Level And Phase)
V&V application to the different processes
Licensing provides the evidences (collected from all other levels and
processes) to the regulatory body to justify the NPP Safe Design (as part of
Licence application). It refers to the activities related to plant, architecture,
and system level qualification process for achieving an explicit license (which
Plant
is the final evidence of safety requirements fulfilment) i.e. Construction and
level
Operating License.
Qualification as the process of obtaining evidences (qualification
records) of capability of the qualification items to perform the
System functionality or purpose as intended (functional qualification) in a
level specified physical environment (seismic and environmental
qualification).

Components Quality process gives the means to ensure that safety, quality
(Structures) and environment protection requirements of the results are taken
level into account and fulfilled.
V&V Process
W-model
Thank you for the
attention