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Project Mnagement Framework & Initiation
Project Mnagement Framework & Initiation
PROJECT MANAGEMENT
FRAMEWORK & INITIATION
02 - ORGANIZATION
03 - ROLE IN ORGANIZATION
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COURSE After completing this course,
OBJECTIVES you should be able to
Get familiar with the PMI methodology for managing your project
Make the most of limited study time for taking the PMP® exam
PMI CERTIFICATIONS
PROJECT MANAGEMENT PROFESSIONAL (PMP)
CERTIFIED ASSOCIATE IN PROJECT MANAGEMENT (CAPM)
PROGRAM MANAGEMENT PROFESSIONAL (PGMP)
PMI SCHEDULING PROFESSIONAL (PMI – SP)
PMI RISK MANAGEMENT PROFESSIONAL (PMI – RMP)
PMI AGILE CERTIFIED PRACTITIONER (PMI-ACP )
PMI PROFESSIONAL IN BUSINESS ANALYSIS (PMI-PBA)
PORTFOLIO MANAGEMENT PROFESSIONAL (PFMP)
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PM Framework
• What is a Project?
A project is a temporary endeavor undertaken to create a unique product, service, or result.
• Temporary ( definite beginning and definite end)
Most projects are undertaken to create a lasting outcome.
• Unique
( different location, different design, different circumstances, different contractors etc.)
• Progressive Elaboration
Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates
become available.
Projects drive change:
KOTTER'S 8 STEPS CHANGE MODEL
Step 1: Create Urgency
For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for
change. This may help you spark the initial motivation to get things moving
• PRODUCE OUTPUT/PRODUCT.
WHAT IS PROJECT MANAGEMENT?
Scope
QUALITY: MEET PERFORMANCE REQUIREMENTS AND
QUALITY TARGETS.
&
Resoruces RESOURCES: MONEY, MACHINE, MATERIAL, MAN
POWER 15
RISK: UNCERTAINTY
Organizational Strategic
Hierarchy
Organizational
Strategy
Program
A program is a group of related projects managed in a Management
coordinated way to obtain benefits and control not
Project
available from managing them individually. Management
Projects are often utilized as a means of achieving an organization’s
strategic plan.
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PROJECT MANAGEMENT OFFICE
(PMO)
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.
DIRECTIVE. DIRECTIVE PMOS TAKE CONTROL OF THE PROJECTS BY DIRECTLY MANAGING THE
PROJECTS.
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PROJECT BUSINESS CASE
THE PROJECT BUSINESS CASE: IS A DOCUMENTED
ECONOMIC FEASIBILITY STUDY USED TO ESTABLISH
THE VALIDITY OF THE BENEFITS OF A SELECTED
COMPONENT LACKING SUFFICIENT DEFINITION AND
THAT IS USED AS A BASIS FOR THE AUTHORIZATION OF
FURTHER PROJECT MANAGEMENT ACTIVITIES.
A BUSINESS CASE MAY INCLUDE BUT IS NOT LIMITED
TO DOCUMENTING
THE FOLLOWING:
1. BUSINESS NEEDS(IDENTIFICATION OF STAKEHOLDERS
AND THE SCOPE, WHAT IS PROMPTING THE NEED FOR
ACTION..)
2. ANALYSIS OF THE SITUATION(CAPABILITIES NEEDED
VERSUS EXISTING CAPABILITIES OF THE
ORGANIZATION, KNOWN RISKS, ROOT CAUSE..,)
3. RECOMMENDATION: ANALYSIS
RESULTS ,CONSTRAINTS, ASSUMPTIONS, RISKS,
SUCCESS MEASURES, MILESTONES, ROLES AND
RESPONSIBILITIES.
4. EVALUATION:THE PLAN FOR MEASURING BENEFITS
PROJECT BENEFITS MANAGEMENT PLAN
They are agile, iterative, or incremental. The detailed scope is defined and approved before the start of an
Adaptive iteration. Adaptive life cycles are also referred to as agile or change-driven life cycles.
the project scope is generally determined early in the project life cycle, but time and cost estimates are
routinely modified as the project team’s understanding of the product increases.
Iterative Iterations develop the product through a series of repeated cycles, while increments successively add to
the functionality of the product
the deliverable is produced through a series of iterations that successively add functionality within a
predetermined time frame.
Incremental The deliverable contains the necessary and sufficient capability to be considered complete only after the
final iteration.
It is a combination of a predictive and an adaptive life cycle. Those elements of the project that are well
Hybrid known or have fixed requirements follow a predictive development life cycle, and those elements that are
still evolving follow an adaptive development life cycle.
AGILE
AGILE SOFTWARE DEVELOPMENT
Performance enhancement
Predictive Adaptive
Waterfall Agile
• Software Projects
• R&D
• Innovation Products
Project Management Process Groups
Initiating process 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
Closing process group Those processes performed to formally complete or close the project, phase, or contract.
Process Groups Interact in a Project
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Project Management Process Groups
Mapped to the Plan-Do-Check-Act Cycle
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Characteristics of a Project Life Cycle
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STAKEHOLDERS
Sponsor
Regulatory
Agencies End Users
Team
Members Project Customer
Senior
Subcontractors
Management
Suppliers/
Vendors
DEFINITION OF A PROJECT MANAGER
The skills needed by project managers through the use of The PMI Talent Triangle
LEADERSHIP
leadership styles include but are not limited to:
Laissez-faire : allowing the team to make their own decisions and establish
their own goals
Transactional: focus on goals, feedback, and accomplishment to determine
rewards; management
by exception
Servant leader: demonstrates commitment to serve and put other people first
Project coordination
Functional Functional Functional Functional
Manager Manager Manager Manager
Project Staff
Staff Staff Staff
coordination
BALANCED MATRIX
ORGANIZATION
C.E.O
Project coordination
STRONG MATRIX
ORGANIZATION
C.E.O
Manager of
Functional Functional Functional Project
Manager Manager Manager Managers
Staff Project
Staff Staff manager
Project coordination
Staff Staff Staff
Staff
STATUS OF DELIVERABLES, IMPLEMENTATION STATUS FOR CHANGE REQUESTS, AND FORECAST ESTIMATES TO
COMPLETE.
PROJECT MANAGEMENT DATA AND INFORMATION
What do
Sponsor or
?I want
customer
Project manager Sponsor Project manager
asks Business case- issues the develops the
Benefits- assists the sponsor
charter project scope
management with the charter
statement and
plan the project
management
plan
Company
culture and
existing
systems
The Project
Processes, management plan is
procedures, and bought into,
historical
information approved, realistic,
and formal (BARF)
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PROJECT CHARTER
• PROJECT’S DOCUMENTED
• NOTE: THIS MEANS THAT PM IS PREFERABLY ASSIGNED NOW WHILE CHARTER IS BEING
DEVELOPED!
SIMPLE/SAMPLE CONTENT OF PROJECT CHARTER
HIGH LEVEL REQUIREMENTS THAT SATISFY STAKEHOLDER NEEDS, WANTS, AND EXPECTATION.
BUSINESS NEED, HIGH LEVEL PRODUCT DESCRIPTION, OR PRODUCT REQUIREMENTS THAT THE PROJECT IS
UNDERTAKEN TO ADDRESS.
ASSIGNED PROJECT MANAGER AND AUTHORITY LEVEL.
SUMMARY BUDGET
4- Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project 4.5 Monitor and Control Project 4.7 Close Project
Work Work or phase
4.4 Manage Project Knowledge 4.6 Perform Integrated Change
Control
5- Project Scope Management 5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6- Project Schedule Management 6.1 Plan Schedule Management 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7- Project Cost Management 7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8- Project Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9- Project Resource Management 9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10- Project Communications 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management
11- Project Risk Management 11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12- Project Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 63
Management
13- Project Stakeholder 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Management Engagement Engagement
DEVELOP PROJECT CHARTER
4. Meetings
ASSUMPTION LOG
HIGH-LEVEL
STRATEGIC AND
OPERATIONAL
ASSUMPTIONS AND
CONSTRAINTS ARE
NORMALLY IDENTIFIED
IN THE BUSINESS CASE
BEFORE THE PROJECT
IS INITIATED AND WILL
FLOW INTO THE
PROJECT CHARTER.
QUESTIONS
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1 ) PROGRESSIVE ELABORATION MEANS:
B ) SPONSOR.
C ) PMO.
D ) TEAM.
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3 ) WHICH OF THE FOLLOWING BEST DESCRIBES THE
MAJOR CONSTRAINTS ON A PROJECT?
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4 ) TO OBTAIN SUPPORT FOR THE PROJECT THROUGHOUT THE
PERFORMING ORGANIZATION. IT’S BEST IF THE PROJECT MANAGER:
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6) WHAT IS A PROGRAM?
d) A GOVERNMENT REGULATION
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7) THE PROJECT CHARTER IS CREATED IN WHICH
PROJECT MANAGEMENT PROCESS GROUP?
a) EXECUTING
b) PLANNING
c) CLOSING
d) INITIATING
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8) WHICH PROCESS GROUPS MUST BE INCLUDED IN EVERY PROJECT?
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9) WHICH PROCESS GROUP FOCUSES ON COMPLETING
THE REQUIREMENTS OF THE PROJECT?
A. INITIATING
B. PLANNING
C. EXECUTING.
D. CLOSING.
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10) ALL OF THE FOLLOWING OCCUR DURING THE
PLANNING PROCESS GROUP EXCEPT:
B. CREATE WBS.
C. ESTIMATE COSTS.
D. SEQUENCE ACTIVITIES.
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