Project Management Framework

The Standard of Project Management

 Identifies project management principles that guide the

behaviors and actions of project professional and other
stakeholders who work on or are engaged with project.

(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project
Management Body of Knowledge, (PMBOK® Guide) – Seventh Edition, Project Management Institute, Inc., 2021)

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 The Standard of Project Management

 Provides a basis for understanding project management

and how it enable intended outcomes. This standard
applies regardless of industry, location, size, or delivery
approach.

(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Seventh Edition, Project Management Institute, Inc., 2021)
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 Key Terms And Concepts

The Standard for Project Management reflects the

progression of the profession. Organizations expect
projects to deliver outcomes in addition to outputs and
artifacts. Project managers are expected to deliver projects
that create value for the organization and stakeholders
within the organization’s system for value delivery.
(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Seventh Edition, Project Management Institute, Inc., 2021)
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 Objective

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 Project

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 On Going Operation

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 Project Management

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 What is a Project ?
• A project is a temporary endeavor undertaken to create a
unique product , service, or result
(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017)

– Projects are undertaken to fulfill objectives by producing

deliverables.
 Projects
• Unique
Different design, circumstances, contractors, material
– A purpose to be achieved
– A result to be obtained
– A product to be produced
– A service to be performed
• Temporary
– Definite beginning and end, not a continuous and repetitive
process.
– Does not necessary mean short in duration.
 Project Management

Project Management is the application of Knowledge, skills,

tools and techniques to project activities to meet the project
requirements.
(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017)

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 Project Management
• Effective Project Management Helps To:
• Meet business objectives;
• Satisfy stakeholder expectations;
• Be more predictable;
• Increase chance to success;
• Deliver the right products at the right time;
• Resolve problems;
• Respond to risk in a timely manner; etc.,
 Project Management
• The Absence Of Project Management May Result In:
• Missed deadlines
• Cost overruns
• Poor quality
• Rework; etc.
 Project Management
 Effective And Efficient Project Management Enable Organizations
To:
 Tie project result to business goals,
 Compete more effectively in their markets,
 Sustain the organization,
 Respond to the impact of business environment changes on project.
 The Project Constraints
“Managing a project typically includes, but is not limited to:
 Identifying requirements.
 Addressing the various needs, concerns & expectations of the stakeholders in
planning and executing the project.
 Setting up, maintaining and carrying out communications among stakeholders

that are active, effective, and collaborative in nature.

 Managing stakeholders towards meeting project requirements and creating

project deliverables.
 Balancing the competing project constrains which include, but not limited to:”

Scope Budget
Quality Resources
Schedule Risk
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 Project Management
• Triple Constraints
“Scope, Time & Cost, All within Quality”
 Project Management
• Operation Management
Operation management is concerned with the ongoing production
of goods and /or services.

• Operation And Project Management

Ongoing operations are outside of the scope of the project;
however, there are an intersecting points where the two areas
cross.
 Key Component

• Project and development life cycle

A project life cycle is the series of phases that a project passes
through from its start to its completion.
• Project phase
A project phase is a collection of logically related activities that
culminates in the completion of one or more deliverables.
• Phase gate
A project gate is held at the end of a phase
 Key Component
• Project management process
The project life cycle is managed by executing a series of project
management activities known as project management processes.
• Project Management Process Group
– Initiating Process Group
– Planning Process Group
– Executing Process Group
– Monitoring And Controlling Process Group
– Closing Process Group
 Project Management Process Group

Initiating Process Group •

Those processes performed to defines a new project or a new
phase of an existing project by obtaining authorization to start
.the project or a phase
 Project Management Process Group

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
Project Management Process Group
 Project Management Process Group

Executing Process Group •

Those processes performed to complete the work defined
in the project management plan to satisfy the project
.requirements
 Project Management Process Group

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
 Project Management Process Group

• Closing Process Group

Those processes performed to formally complete or close the
project, phase, or contract.
Project Management Process Group
 Project Management Process Group

Monitoring &
Controlling Processes

Planning Processes

Initiation Processes Closing

Processes

Executing Processes
 Enterprise Environmental Factors

 Enterprise Environmental Factors (EEFs) refer to

conditions, not under the control of the project team,
that influence, constrain, or direct the project.

This factors may enhance or constrain project

management options, in addition, these factors may
have positive or negative influence on the outcome.
 Enterprise Environmental Factors

• EEFs Internal Of The Organization

– Organizational Culture, Structure, And Governance.
– Geographic Distribution Of Facilities And Resources.
– Infrastructure
– Information Technology Software.
– Resource Availability.
– Employee Capability.
 Enterprise Environmental Factors
• EEFs External Of The Organization
– Marketing Conditions.
– Social And Cultural Influences And Issues.
– Legal Restrictions.
– Commercial Databases.
– Academic Research.
– Government Or Industry Standards.
– Financial Considerations.
– Physical Environmental Elements.
 Organizational Process Assets

• Organizational Process Assets (OPAs) are the plan, process,

policies, procedures, and knowledge bases specific to and
used by the performing organization, these assets
influence the management of the project. They may be
grouped into two categories:
– Processes, policies, and procedures

– Organizational knowledge Repositories

 Organizational Process Assets

• Processes, Policies, and Procedures

– Initiation and Planning.
– Execution, Monitoring, and Controlling.
– Closing
 Organizational Process Assets
• Organizational Knowledge Repositories
– Configuration Management System.
– Financial Data.
– Historical Information.
– Issue and Defect Management Data.
– Data.
– Project Files.
 The Role of Project Manager

• STANDARD is a document that provides, for common and repeated

use, rules, guidelines, or characteristics for activities or their
results, aimed at the achievement of the optimum degree of order
in a given context.
• REGULATION is a requirement imposed by government body.
These requirements can product, process or service
characteristics, including the applicable administrative provisions,
That have government-mandated compliance.
 The Role of Project Manager
• Understanding Project Environment
The project team should consider the project in its cultural,
social, international, political, and physical environmental
context.
– Cultural and social environment
Economic, Demographic, Educational, Ethical, Ethnic, Religious.
– Physical environment
Knowledge about the local ecology and physical geography.
 The Role of Project Manager
• International and political environment
– International, National, regional, and local laws and customs
– Political climate
– Time zone difference
– National and regional holidays
– Travel requirements for face to face meeting
– The logistics of teleconferencing
 The Role of Project Manager
• General Management knowledge and skills
– Financial management and accounting
– Purchasing and procurement
– Sales and marketing
– Contracts and commercial laws
– Manufacturing and distribution
– Logistics and supply Chain
– Health and safety practices
– Information technology
 The Role of Project Manager
• Interpersonal Skills
– Effective Communicating:
The exchange of information between the sender and the
receiver.
– Influencing the Organization:
The “ability to get things done”.
– Leadership:
Developing a vision and strategy, and motivating people to
achieve that vision and strategy.
 The Role of Project Manager
– Motivation:
Energizing people to achieve high levels of performance and to
overcome barriers to change.
– Negotiation and conflict management:
Conferring with others to come to terms with them or to reach
an agreement.
– Problem solving:
The combination of problem definition, alternatives
identification and analysis, and decision-making.
PROJECT MANAGEMENT KNOWLEDGE AREAS
 The Role of Project Manager

Integration Procurement
Risk Management
Management Management

Communications Stakeholder
Scope Management
Management Management

Schedule Resource
Management Management

Quality
Cost Management
Management
PROJECT PERFORMANCE DOMAINS
 Project Performance Domains

A project performance domain is a group of related activities

that are critical for the effective delivery of project
outcomes. Project performance domains are interactive,
interrelated, and interdependent areas of focus that work in
unison to achieve desired project outcomes. There are eight
project performance domains:

(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Seventh 43
Edition, Project Management Institute, Inc., 2021)
 Project Performance Domains
 Stakeholders,
 Team,
 Development Approach and Life Cycle,
 Planning,
 Project Work,
 Delivery,
 Measurement, and

 Uncertainty.
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 Stakeholder Performance Domain

The Stakeholder Performance Domain addresses

activities and functions associated with stakeholders.

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 Stakeholder Performance Domain

Effective execution of this performance domain results in the following

desired outcomes:
• A productive working relationship with stakeholders throughout the
project.
• Stakeholder agreement with project objectives.
• Stakeholders who are project beneficiaries are supportive and satisfied
while stakeholders who may oppose the project or its deliverables do
not negatively impact project outcomes.
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Examples of Project Stakeholders

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 Team Performance Domain

The Team Performance Domain addresses activities and

functions associated with the people who are responsible
for producing project deliverables that realize business
outcomes.

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 Team Performance Domain

Effective execution of this performance domain results in

the following desired outcomes:
• Shared ownership.
• A high-performing team.
• Applicable leadership and other interpersonal skills
demonstrated by all team members.
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 Team Performance Domain

Project Manager. The person assigned by the performing

organization to lead the project team that is responsible for achieving
the project objectives.

Project Management Team. The members of the project team

who are directly involved in project management activities.

Project Team. A set of individuals performing the work of the

project to achieve its objectives.
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 Development Approach And Life Cycle
Performance Domain

The Development Approach and Life Cycle Performance

Domain addresses activities and functions associated with
the development approach, cadence, and life cycle phases
of the project.

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 Development Approach And Life Cycle
Performance Domain
Effective execution of this performance domain results in the
following desired outcomes:
• Development approaches that are consistent with project
deliverables.
• A project life cycle consisting of phases that connect the delivery of
business and stakeholder value from the beginning to the end of
the project.
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 Development Approach And Life Cycle
Performance Domain

• A project life cycle consisting of phases that facilitate the

delivery cadence and development approach required to
produce the project deliverables.

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 Planning Performance Domain

The Planning Performance Domain addresses activities and

functions associated with the initial, ongoing, and evolving
organization and coordination necessary for delivering
project deliverables and outcomes.

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 Planning Performance Domain

Effective execution of this performance domain results in the

following desired outcomes:
• The project progresses in an organized, coordinated, and
deliberate manner.
• There is a holistic approach to delivering the project outcomes.
• Evolving information is elaborated to produce the deliverables
and outcomes for which the project was undertaken.

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 Planning Performance Domain

• Time spent planning is appropriate for the situation.

• Planning information is sufficient to manage stakeholder
expectations.
• There is a process for the adaptation of plans throughout
the project based on emerging and changing needs or
conditions.
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 Project Work Performance Domain

The Project Work Performance Domain addresses activities

and functions associated with establishing project
processes, managing physical resources, and fostering a
learning environment.

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 Project Work Performance Domain

Effective execution of this performance domain results in

the following desired outcomes:
• Efficient and effective project performance.
• Project processes are appropriate for the project and the
environment.
• Appropriate communication with stakeholders.
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 Project Work Performance Domain

• Efficient management of physical resources.

• Effective management of procurements.
• Improved team capability due to continuous learning and
process improvement.

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 Delivery Performance Domain

The Delivery Performance Domain addresses activities and

functions associated with delivering the scope and quality
that the project was undertaken to achieve.

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 Delivery Performance Domain

Effective execution of this performance domain results in the following

desired outcomes:
• Projects contribute to business objectives and advancement of strategy.
• Projects realize the outcomes they were initiated to deliver.
• Project benefits are realized in the time frame in which they were planned.
• The project team has a clear understanding of requirements.
• Stakeholders accept and are satisfied with project deliverables.

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 Measurement Performance Domain

The Measurement Performance Domain addresses

activities and functions associated with assessing project
performance and taking appropriate actions to maintain
acceptable performance.

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 Measurement Performance Domain

Effective execution of this performance domain results in the following

desired outcomes:
• A reliable understanding of the status of the project.
• Actionable data to facilitate decision making.
• Timely and appropriate actions to keep project performance on track.
• Achieving targets and generating business value by making informed
and timely decisions based on reliable forecasts and evaluations.

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 Uncertainty Performance Domain

The Uncertainty Performance Domain addresses activities

and functions associated with risk and uncertainty.

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 Uncertainty Performance Domain

Effective execution of this performance domain results in

the following desired outcomes:
• An awareness of the environment in which projects occur,
including, but not limited to, the technical, social, political,
market, and economic environments.
• Proactively exploring and responding to uncertainty.

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 Uncertainty Performance Domain

• An awareness of the interdependence of multiple

variables on the project.
• The capacity to anticipate threats and opportunities and
understand the consequences of issues.
• Project delivery with little or no negative impact from
unforeseen events or conditions.

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 Uncertainty Performance Domain

• Opportunities are realized to improve project

performance and outcomes.
• Cost and schedule reserves are utilized effectively to
maintain alignment with project objectives.

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Thank you