Project Management

ProjectManagement

ProjectManagementFrameworks

ProjectManagementFramework

Agenda

DefinitionofaProject
WhatisProjectManagement
WhatisProgramManagement
WhatisPortfolioManagement
ProjectManagementOffice(PMO)
TheTripleConstraints
S k h ld M
StakeholderManagement
OrganizationStructure
P j t Lif C l
ProjectLifeCyclevs.ProductLifeCycle
P d t Lif C l
Quiz

ProjectManagementFramework

WhatisProject?
A project is a temporary endeavor undertaken to create a unique
product, service or result.
Temporary means that a project has a definite start and end date.
date
Temporary does not necessarily mean short in duration.
Ap
project
j
comes to an end when either its objectives
j
are met or
its objectives can not be met because of various reasons.
Project work is different from operational work. Operations is
d i ongoing
doing
i repetitive
i i work.
k For
F example,
l the
h workk off an office
ffi
receptionist can be classified as operational.

ProjectManagementFramework

WhatisProjectManagement?
Projectmanagementistheapplicationofknowledge,
skills,tools,andtechniquestoprojectactivitiestomeet
the project requirements
theprojectrequirements.
Projectmanagementisaccomplishedthroughthe
appropriateapplicationandintegrationofthe42project
managementprocesseslogicallygroupedintothe5
processgroups.
ManagingaProjecttypicallyrequires:
M
i
P j t t i ll
i
Identifyingprojectrequirements
Managingstakeholders
Managing stakeholders
Balancingtheprojectconstraints(i.e.cost,time,quality,
etc)
etc)
ProjectManagementFramework

WhatisProgramManagement?
Aprogramisagroupofrelatedprojectsmanagedina
coordinatedwaytoobtainbenefitsandcontrolnot
available from managing them individually
availablefrommanagingthemindividually.
Foragroupofprojectstobeclassifiedasaprogram,
theremustbesomevalueaddinmanagingthem
togetherasaprogram.Ifthereisnovalueadd,they
shouldnotbeclassifiedasaprogram.
Aprojectmayormaynotbepartofaprogram,buta
A
j t
tb
t f
b t
programwillalwayshaveprojects.
Program management focuses on the project
Programmanagementfocusesontheproject
interdependenciesandhelpstodeterminetheoptimal
approachformanagingthem.
ProjectManagementFramework

ProjectManagementOffice
ThePMOisanorganizationstructure.Itsnotapersonsuchasa
projectmanager.
ThePMOusuallyhasoneofthethreerolesmentionedbelow:
y
Providingthepolicies,methodologiesandtools&templatesformanaging
projectswithintheorganization.
Providingsupportandtrainingtoothersintheorganizationonhowto
g pp
g
g
manageprojects.
Providingprojectmanagersfordifferentongoingprojectsinthe
organization.

SomeofthefunctionsofaPMOmayinclude:

Managinginterdependenciesbetweenprojects
Selecting,managing,anddeployingsharedordedicatedprojectresources
g
g g
p y g
p j
Terminatingprojects
Coordinatingcommunicationacrossprojects

ProjectManagementFramework

TripleConstraint

ProjectManagementFramework

ProjectConstraint NOW!

(source:HeadFirstPMP,1sted.,O'Reilly2007)

ProjectManagementFramework

ProjectConstraint NOW!
Theideaisthatyouneedtobalancescope(thefeaturesthat
willgointothesoftware,andtheworkneededtobuild
them),time(howlongittakestobuildthesoftware),and
),
(
g
),
cost(inmoneyorhours)inordertogetyourprojecttothe
levelqualitythatyouneed.Anytimeyourprojectchanges,
you'llllneedtoknowhowthatchangeaffectsallthree
you
need to know how that change affects all three
constraints.
Thefunnythingaboutthetripleconstraintisthatalotof
projectmanagersdon'tactuallylearnaboutitanymore.
Instead,it'sbeenreplacedwithawidersetofproject
constraints,including(butnotlimitedto)time,cost,scope,
,
g(
)
,
,
p ,
resources,quality,andrisk.Jennycameupwiththisreally
cutegraphicforitwhenwewereworkingonthe
ProjectManagementFramework

StakeholderManagement
Stakeholdersarepeopleororganizationswhoare
activelyinvolvedintheprojectorwhoseinterestsmay
be positively or negatively affected by the performance
bepositivelyornegativelyaffectedbytheperformance
orcompletionoftheproject.
Examplesofstakeholdersincludeprojectmanagers,
customers,sponsors,thePMO,functionalmanagers,
theprojectteam,andoperationsmanagement.
Stakeholdermanagementrequires:
St k h ld
t
i

Identifyingbothinternalandexternalstakeholders
Determining stakeholder requirements
Determiningstakeholderrequirements
Determiningstakeholderexpectations
Communicatingwithstakeholders

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10

OrganizationalStructure
Therearethreetypesoforganizationalstructuresbasedonthe
h
h
f
l
b d
h
authorityoftheprojectmanager.Theyinclude:
Functional:Theorganizationisgroupedbyareasofspecialization
within different functional areas (e g accounting marketing and
withindifferentfunctionalareas(e.g.accounting,marketing,and
engineering).Eachemployeetypicallyreportstoafunctional
manager.
Projectized:Theorganizationisoftengroupedbyorganizational
Projectized: The organization is often grouped by organizational
unitscalleddepartments.Thesegroupseitherreportdirectlytothe
projectmanagerorprovidesupportservicestothevariousprojects.
Matrix:Thisisorganizationisablendofboththeabovetypes.The
threematrixformsarestrongmatrix,weakmatrix,andbalanced
h
i f
i
k
i
db l
d
matrix.
Inastrongmatrix,powerrestswiththeprojectmanager.Inaweak
matrix power rests with the functional manager In a balanced
matrix,powerrestswiththefunctionalmanager.Inabalanced
matrix,thepowerissharedbetweenthefunctionalmanagerand
theprojectmanager.

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ProjectLifeCyclevs ProductLifeCycle
Atypicalproductlifecyclestartswiththeconceptionofthe
productandgoesuntilitswithdrawalfromthemarketorwhenit
becomesobsolete.
Aproductcanrequireorspawnmanyprojectsoveritslife.For
example,aprojectduringtheproductconceptionphasecouldbe
Determinecustomersneedandaprojectduringtheproduct
p j
g
p
maturityphasecouldbeDocompetitoranalysis.
Aprojecthasitsownlifecycle.Thelifecycledependsuponthe
control needs of the performing organization or the organizationss
controlneedsoftheperformingorganizationortheorganization
preferencedefinedintheirprojectexecutionmethodology.
Forexample,typicallyintheITindustry,theprojectlifecyclecan
b R
beRequirementAnalysis
i
t A l i HighLevelDesign
Hi h L l D i
D t il d D i
DetailedDesign
Coding Testing Installation HandovertoOperation.

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ProjectFrameWork

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