You are on page 1of 45


Purpose of PMBOK® Guide

Identifies that subset of project management body of knowledge generally recognized as good practice Provides a common vocabulary for with project management profession A foundational reference ² neither ¶complete· nor ¶all-inclusive·

PMBOK® Guide ² Fourth Edition

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) ² Fourth Edition 3 sections
† The

Project Management Framework † The Standard for Project Management † The Project Management Knowledge Areas

Is project management«.

On Budget. Over Budget. Fully Functional) 1994 16% 1996 27% 1998 26% 2000 28% 2002 34% 2004 29% 2009 32% Failed (Canceled) 31% 40% 28% 23% 15% 18% 24% Challenged (Late.php . And/Or Less than Promised Functionality) 53% 33% 46% 49% 51% 53% 44% Standish Chaos Report 5 Year Succeeded (On Time.galorath.

Project 6 Project: Temporary endeavor undertaken to create a unique product or service or end result Temporary a definite beginning and end date. † Has . † Progressive Elaboration ² Developing in steps and continuing by increments.

tools and techniques to project activities in order to meet the project requirements is Project Management. skills. .Project Management 7 The application of knowledge.

quality.Project Management ² constraints & progressive elaboration 8 Typical activities of Project Management include: requirements † Addressing stakeholders needs and concerns † Balancing project constraints ² scope. budget. resources. risks † Identifying Progressive elaboration † Continuously improve and detail the plan as more information is available . schedule.

Portfolio and Program Management 9 Portfolio ² collection of programs/projects that are grouped together to facilitate effective management and meet strategic business objectives Program ² A group of related projects managed in a coordinated way to obtain benefits not available from managing the projects individually .

tools and techniques. best practices for project management methodologies and ensure that the project metrics are captured and reported to the Senior Management.Project Management Office 10 PMO is usually a centralized organizational unit that oversees the management of projects and programs throughout the organization. . PMO plays a pivotal role in developing and managing communication across the organization on projects. PMO looks into resource allocation among projects and gets involved resource planning and providing assistance to projects across the organization. The most common reason a company starts a project management office is to establish and maintain procedures. coaching and making PM as a profession inside the organization and ´house for all Project Managersµ. PMO does the job of mentoring.

Portfolio. PMO 11 Portfolio Program 1 Program 2 PM O Project 1 Project 2 . Project. Program.

PMO 12 . Program. Project.Relationship between Portfolio.

Project and Strategic planning 13 Projects are undertaken to meet one or more of strategic considerations: † † † † † Legal requirements Market demand Strategic opportunity / business need Technological advance Customer request Strategic Planning Projects within programs/portfolios which would lead to achieving the organization goals for which these projects were undertaken becomes Strategic Planning. .

Project vs. Say if a request comes from operations where in there is need for changing a certain configuration or making a new one to suit the customer requirement. then that requirement is considered as project. Operations 14 Differences between project and operations Project is always unique. Example can be AMC which is meant to for maintaining a particular product or service or result . Operations are organizational function performing the ongoing execution of activities that produce same product or result.

Role of Project Manager 15 Effective project management requires that project manager possesses following characteristics: Knowledge Performance Personal .

Skills for Project Manager 16 Communication skills Organizing and Planning Skills Budgeting Skills Conflict Management Skills Negotiation Skills Influencing the Project Organization Leadership Motivation and Team building skills .

quality standards Infrastructure Existing human resources Personnel administration Company work authorization system Marketplace conditions Stakeholders risk tolerances Commercial databases Project management information systems information .Enterprise Environmental Factors (EEF) 17 Organizational or company culture and structure Governmental or industry standards Product standards.

Project phase: Division with in a project where extra control is required to effectively manage completion of a major deliverable Project life cycle: Collectively the project phases are known as the project life cycle. provides a framework for managing the project .Project Lifecycle 18 Process: A series of actions bringing about results.

Project lifecycle characteristics 19 Common Characteristics of Project Life Cycle: † Cost and Staffing levels are low at start. peak as work is carried out and drops rapidly towards the end † Ability to influence the project/product without impacting cost is high at the start and decreases as project progresses † Stakeholder influence is high at the beginning and progressively lowers as project continues .

Project lifecycle ² generally contained within one or more product lifecycles . The last phase is generally product·s retirement. nonoverlapping product phases determined by the manufacturing and control need of the organization.Product Vs. Project lifecycle 20 Product lifecycle ² generally sequential.

Project Phases 21 Project phases influence: Project governance across lifecycle Phase ²to.phase relationship †A sequential relationship † An overlapping relationship † An iterative relationship .

Project Phases sequence 22 .

Either actively involved or their interests are positively/negatively affected by project outcome.Stakeholders 23 The identification of stakeholders is a continuous process in project life cycle. Responsibility may vary from occasional contribution to complete sponsorship. .

Stakeholders 24 Portfolio Manager Other stakeholders Sponsor Operations Management Functional Managers Project Team Program Manager Project Management Team Project Manager Other Project team members Sellers / Business Partners Project Manageme nt Office Customers/ Users Project .

If assigned. and the organizational level of the Executive Sponsor. approves major deliverables and provides high-level direction. Depending on the project. They also champion the project within their organization. they may delegate day-to-day tactical management to a Project Sponsor. the Project Sponsor represents the Executive Sponsor on a dayto-day basis. the Project Sponsor will take it to the Executive Sponsor for resolution. If the decision is large enough. and makes most of the decisions requiring sponsor approval. This is the person who has ultimate authority over the project.Roles and Responsibilities ² Project Sponsor 25 Sponsor (Executive Sponsor and Project Sponsor). The Executive Sponsor provides project funding. resolves issues and scope changes. .

but help to spread the strategic input and buy-in to a larger portion of the organization. The members on the Steering Committee may also sit on the Change Control Board. The Steering Committee is usually made up of organizational peers.Roles and Responsibilities ² Steering Committee 26 Steering Committee. A Steering Committee is a group of high-level stakeholders who are responsible for providing guidance on overall strategic direction. and is a combination of direct clients and indirect stakeholders. They do not take the place of a Sponsor. . although in many cases the Change Board is made up of representatives of the Steering Committee.

† † † † † Understanding the work to be completed Planning out the assigned activities in more detail if needed Completing assigned work within the budget. The project team consists of the full-time and part-time resources assigned to work on the deliverables of the project.Roles and Responsibilities ² Project Team 27 Project Team. designers. timeline and quality expectations Informing the project manager of issues. field engineers etc. They are responsible for. This includes the architects. risk and quality concerns Proactively communicating status and managing expectations . scope changes.

and cost Help identify change barriers within the business areas Provide two way communication between the affected business area and the Project Team Be available for the indicated percentage of their time allotted for the project. time.Roles and Responsibilities ² Functional Manager 28 Functional Manager ² Responsibilities include: Provide expertise on the overall business processes around which the project is focused and provide needed business expertise in those areas Provide direction to the functional resources on managing day-to-day activities and adhering to project deliverable due dates Participate actively in the project with relation to requirements and scope and includes managing risk. .

. time. implementation etc. cost. . the strategic plan. They perform a variety of functions which include: Oversee and direct. development of functional and program specifications. compile documentation for design changes or creation criteria. development of business requirements. quality and risk.Roles and Responsibilities ² Program Manager 29 Program Manager ² The Program Manager provides leadership and management to teams and projects. Involved with analysis and reporting of scope. in conjunction with a Project Manager. Work with Project Manager to identify the technical approach to be used and the deliverables to be furnished at the completion of the project Assist Project Manager in schedule and assign resources to ensure that applications satisfy users· needs and are completed within agreed upon time parameters Develop and maintain technical documentation on computer-based information systems.

Roles and Responsibilities ² Project Manager 30 The role of the project manager encompasses many activities including: † † † † † † † † † † † † † Planning and Defining Scope Activity Planning and Sequencing Resource Planning Developing Schedules Developing a Budget Understanding and managing Quality Managing Risks and Issues Risk Analysis Benefits Realization Documentation Team Leadership Strategic Influencing Customer Liaison .

Skilled with † Communication † Leadership † Negotiation † People Management † Etc.Who Is A Project Manager Person who has Knowledge of † Organization † Work Environment † Stakeholders † History of similar type of Projects † Etc... Knowledgeable in † MS Project † QC tools † Domain expertise (Optional) † Project selection techniques † Vendor selection / Purchasing process † Etc..... .

Organizational influences on Project Management 32 Functional Projectized Matrix † † † Weak Strong Balanced Composite .

Functional Organization 33 .

Functional Organization 34 Advantages Clear reporting relationships Highly specialized expertise/ pool (not locked up) Homogeneous group Drive for technical excellence Potential Issues Project boundaries limited to discipline Employee development opportunities limited Project manager dependent on personal influence Hierarchical decision and communication processes Fosters part-time roles .

Projectized Organization 35 .

Projectized Organization 36 Advantages Strong project manager role Clear accountability Fosters co-location Improved focus Cost and performance tracking Decision-making Customer relationships Common processes Potential Issues Lessening of employee's "profession" identity Reduced focus on technical competence Leadership by the non-technically skilled Focus on administrative work versus technical Devaluing of functional managers .

Strong Matrix 37 .

38 Organization structures ² Influence on projects Organization Structure Project Characteristics Matrix Functional Little or none Weak Matrix Limited Balanced Matrix Low to Moderate Low to Moderate Mixed Strong Matrix Moderate to High Moderate to High Project Manager Full-time Projectized Project Manager¶s Authority Resource Availability Project Budget controlled by Project Manager¶s role Project management administrative staff High to almost total High to almost total Project Manager Full-time Little or none Limited Functional Manager Part-time Functional Manager Part-time Full-time Part-time Part-time Part-time Full-time Full-time .

Organization Process Assets (OPA) 39 Organization·s processes & standards Standard product and project life cycles Quality policies and procedures Performance measurement criteria Templates Tailoring guidelines Organization communication requirements Project closure guidelines Evaluations & acceptance criterions Financial control procedures Standard contract provisions Issue and detect identification and tracking .

Organization Process Assets (OPA) (contd«) 40 Change control procedures Risk control procedures Organizational KM Process measurement databases Project files Performance measurement baselines Historical information and lessons learned knowledge based Issue and defect management database Configuration management knowledge base Financial database .

Project Management Processes 41 Project Management requires active management of Project Processes † Project  Management Processes Describing and organizing the work to ensure effective flow of the project throughout its existence † Product-Oriented  Processes Specifying and creating the product .

regulate the progress and performance. refine objectives. review. Planning † Establish scope. define course of action to required to attain the project objectives.Project Management Processes 42 Process Groups: Initiating † Define a new project or phase by obtaining authorization. identify areas of change and initiate corresponding changes Closing processes † Finalize all activities across all phases to formally close project or phase . Executing † Complete work defined in project plan to satisfy the project specifications Monitoring and Controlling † Track.

6. 5. 8.Project Management Knowledge areas 43 1. 2. Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resources Management Project Communications Management Project Risk Management Project Procurement Management . 3. 4. 7. 9.

44 .

Process Groups and Knowledge area mapping 45 Initiating Project Integration Management Project Scope Management Project Time Management Develop Project Charter Planning Develop Project Management Plan Executing Direct and Manage Project Execution Controlling Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Control Schedule Closing Close Project or Phase Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Estimate Costs Determine Budget Plan Quality Develop Human Resource Plan Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Team Distribute Information Manage Stakeholder Expectations Project Cost Management Project Quality Management Project HR Management Project Communications Identify Management Stakehol ders Project Risk Management Control Costs Perform Quality Control Plan Communications Report Performance Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Plan Procurements Conduct Procurements Monitor and Control Risks Project Procurement Management Administer Procurements Close Procurements .