Professional Documents
Culture Documents
•Unique – different
•Temporary – A project has a definite start and end date
•Progressively Elaborated – The project scope is broadly described
during the initial phase of the project and made more explicit as the
project progresses
Project Management Framework
Program:
Portfolio:
A portfolio refers to a collection of projects, programs, sub-portfolios, and operations
managed as a group to achieve strategic objectives.
Note:
•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
Project Management Framework
Projects are typically authorized as a result of one or more of the following
strategic considerations:
•Market demand
•Strategic opportunity/business need
•Social need
•Environmental consideration
•Customer request
•Technological advance and
•Legal requirement
Project Management:
• Identifying 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 stakeholders
that are active, effective, and collaborative in nature;
•Managing stakeholders towards meeting project requirements and creating
project deliverables;
•Balancing the competing project constraints, which include, but are not limited
to:
Scope,
Quality,
Schedule,
Budget,
Resources, and
Risks.
Project Management Framework
Project Management Office
Controlling. Controlling PMOs 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 PMO is moderate.
Directive. Directive PMOs take control of the projects by directly managing the projects
Project Management Framework
A primary function of a PMO is to support project managers in a variety of ways which
may include, but are not limited to:
Note:
Projects require project management activities and skill sets, while operations require
business process management, operations management activities, and skill sets.
Project Management Framework
Operations Management
• Repetitive execution of activities and processes that produce the same
product, service or result.
• Operations require business process management whereas projects require
project management.
• Operations are ongoing actions that produce repetitive outputs by the
resources doing the same thing over and over
Organizational Communications
Project management success in an organization is highly dependent on an
effective organizational communication style
Organizational Influences – Organization Structure
A functional organization is one where the functional managers have all the
power. The "project manager", only takes down notes at status meetings and
does bookkeeping -- but has no actual authority to plan projects, assign work or
manage changes. We call that role a project expeditor, and the person filling
that role usually reports directly to the functional manager.
- In a strong matrix, the project manager has more authority over the project
than the functional manager. The functional manager's role is more concerned
with making sure the team members' professional development and
organizational needs are met, while the project manager makes the bulk of the
project-related decisions and generally doesn't need to get the functional
manager's approval for them.
Finally, a projectized organization is one where the project manager has full
authority, and if there is a functional manager he has very limited authority. The
project manager has complete authority to assign work to the team, work with
the budget, manage changes, and carry out all project management
processes.
When you're taking the PMP exam, if a question asks about a project
manager's role in a project but doesn't specify a specific type of
organization, assume it's talking about a strong matrix organization.
Organizational Influences
Organizational Process Assets:
•Organizational process assets are the plans, processes, policies, procedures,
and knowledge bases specific to and used by the performing organization.
•Organizational process assets provide guidelines and criteria for tailoring the
organization’s processes to the specific needs of the project.
•Organizational process assets may be grouped into two categories: (1)
processes and procedures, and (2) corporate knowledge base.
Project staff. The members of the team who carry out the work of creating the
project deliverables.
Team Members All the team members actively working on the project
The project management team is a part of the project team. It includes the project
manager and a few other key team members who are directly involved in
managing the project.
Business partners. Business partners are external organizations that have a special
relationship with the enterprise, sometimes attained through a certification
process.
Project staff. The members of the team who carry out the work of creating the project
deliverables.
User or Customer Representatives. Members of the organization who will accept the
deliverables or products of the project
.
Sellers. Sellers, also called vendors, suppliers, or contractors, are external companies that
enter into
a contractual agreement to provide components or services necessary for the project.
Business partners. Business partners provide specialized expertise or fill a specified role
such as installation, customization, training, or support.
Project Governance
Project Success
Since projects are temporary in nature, the success of the project
should be measured in terms of completing the project within the
constraints of scope, time, cost, quality, resources, and risk as
approved between the project managers and senior management
.
Project success should be referred to the last baselines approved
by the authorized stakeholders.
A project life cycle includes all the phases required for a project to create a
product, service, or result.
Example: In IT or software development projects, a sample project life
cycle may include the phases of Initiation, High Level Design, Low Level
Design, Coding, Unit Testing, Integration Testing, User Acceptance Testing,
and Rollout.
The project life cycle is industry specific and can be different for each
project.
•The project life cycle includes phases that initiate the project, plan and
organize it, execute the project work, and close out the project.
•It includes the transitional activities at the beginning and end of the project;
so, there is a link with ongoing operations of the performing organization.
•The project life cycle may be just one phase of the product life cycle
Project Life Cycle
Typical Project Phase – Cost and Staffing Effort
2
2
Project Life Cycle
23
Project Life Cycle
• The project life cycle is divided into project phases.
• This provides a formal basis for control and reduces the degree of
uncertainty.
•A management review is held at the end of a phase, and often includes
a decision regarding whether to start the activities of a subsequent
phase.
•Phase-end reviews are also called phase gates, kill points, decision
gates, milestones, phase exits, and toll gates.
• A phase-end review can also be used to terminate the project if
necessary.
Iterative and incremental life cycles are preferred when an organization needs to manage
changing objectives and scope, to reduce the complexity of a project, or when the partial
delivery is beneficial without impact to the final deliverable or set of deliverables.
1. / Factors that increase throughout the project, then decrease sharply when the project nears completion:
•Cost of the project
•Resource levels / usage
2. Factors that increase throughout the project, and remain high at the end of the project:
•Probability of successfully completing the project
•Cost of changes
•Cost of repairing defects
:The project management life cycle is not industry specific and is valid for al projects.
The project management life cycle includes five project management process groups:
•Initiating
•Planning
•Executing
•Monitoring and Controlling
•Closing
The process groups interact and overlap as shown below. Project management processes are iterative, overlap, and interact with each other.
Project Management Processes
Project management processes. These processes ensure the effective flow of the
project throughout its life cycle. These processes encompass the tools and
techniques involved in applying the skills and capabilities described in the Knowledge
Areas
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 Processes
30
Project Management Processes
31
Project Management Processes
Work performance data. The raw observations and measurements identified during
activities performed to carry out the project work. Examples:
•Reported percent of work physically completed
•Quality and technical performance measures
•Start and finish dates of schedule activities
Work performance information. The performance data collected from various
controlling processes, analyzed in context and integrated based on relationships across
areas.
Examples :
•Status of deliverables
•Status for change requests
•Forecasted estimates to complete.
Work performance reports. The physical or electronic representation of work
performance information compiled in project documents, intended to generate
decisions or raise issues, actions, or awareness.
Examples:
•Status reports
•Memos, justifications, information notes,
•Electronic dashboards, recommendations, and updates.
Project Management Processes