02-03 Project Management Framework

8/4/2019 02-03 Project Management Framework

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PROJECT MANAGEMENTFRAMEWORK


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Purpose of PMBOK Guide2

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 neither complete nor

all-inclusive


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PMBOK Guide Fourth Edition3

A Guide to the Project Management Body of

Knowledge (PMBOK Guide) Fourth Edition

3 sections

The Project Management Framework

The Standard for Project Management

The Project Management Knowledge Areas


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Is project management.4


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2009 Standish Chaos Report

Year 1994 1996 1998 2000 2002 2004 2009

Succeeded(On Time, On

Budget, FullyFunctional)

16% 27% 26% 28% 34% 29% 32%

Failed(Canceled)

31% 40% 28% 23% 15% 18% 24%

Challenged(Late, Over Budget,

And/Or Less thanPromisedFunctionality)

53% 33% 46% 49% 51% 53% 44%

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http://www.galorath.com/wp/2009-standish-chaos-report-software-going-

downhill.php


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Project6

Project: Temporary endeavor undertaken to create a

unique product or service or end result

Temporary

Has a definite beginning and end date.

Progressive Elaboration Developing in steps and

continuing by increments.


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Project Management7

The application of knowledge, skills, tools and

techniques to project activities in order to meet

the project requirements is Project

Management.


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Project Management constraints &

progressive elaboration8

Typical activities of Project Management include:

Identifying requirements

Addressing stakeholders needs and concerns

Balancing project constraints scope, quality, schedule,

budget, resources, risks

Progressive elaboration

Continuously improve and detail the plan as moreinformation is available


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Portfolio and Program Management

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Portfolio collection of programs/projects that are

grouped together to facilitate effective

management and meet strategic business objectives

Program A group of related projects managed in

a coordinated way to obtain benefits not available

from managing the projects individually


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Project Management Office

PMO is usually a centralized organizational unit that oversees themanagement of projects and programs throughout the organization.

The most common reason a company starts a project management office isto establish and maintain procedures, tools and techniques, best practices

for project management methodologies and ensure that the project metricsare captured and reported to the Senior Management.

PMO does the job of mentoring, coaching and making PM as a profession

inside the organization and house for all Project Managers.

PMO looks into resource allocation among projects and gets involved

resource planning and providing assistance to projects across theorganization.

PMO plays a pivotal role in developing and managing communicationacross the organization on projects.

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Portfolio, Program, Project, PMO11

Portfolio

Program 1

Project 1

Program 2

Project 2

PM

O


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Relationship between Portfolio, Program, Project,

PMO


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Project and Strategic planning

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Projects are undertaken to meet one or more of strategicconsiderations: Legal requirements

Market demand

Strategic opportunity / business need Technological advance

Customer request

Strategic Planning

Projects within programs/portfolios which would lead toachieving the organization goals for which these projectswere undertaken becomes Strategic Planning.


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Project vs. Operations

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Differences between project and operations

Project is always unique.

Say if a request comes from

operations where in there is need

for changing a certain configurationor making a new one to suit the

customer requirement, then thatrequirement is considered as project.

Operations are organizational

function performing the ongoing

execution of activities that produce

same product or result.Example can be AMC which is

meant to for maintaining a particularproduct or service or result


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Role of Project Manager15

Effective project management requires that project

manager possesses following characteristics:

Knowledge

Performance

Personal


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Skills for Project Manager

Communication skills

Organizing and Planning Skills

Budgeting Skills

Conflict Management Skills

Negotiation Skills

Influencing the Project Organization

Leadership

Motivation and Team building skills

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Enterprise Environmental Factors (EEF)

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Organizational or company culture and structure

Governmental or industry standards

Product standards, quality standards

Infrastructure

Existing human resources

Personnel administration

Company work authorization system

Marketplace conditions

Stakeholders risk tolerances Commercial databases

Project management information systems information


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Project Lifecycle18

Process: A series of actions bringing about results.

Project phase: Division with in a project where extra control is

required to effectively manage completion of a majordeliverable

Project life cycle: Collectively the project phases are known asthe project life cycle; provides a framework for managing the

project


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Project lifecycle characteristics19

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 withoutimpacting cost is high at the start and decreases as

project progresses

Stakeholder influence is high at the beginning and

progressively lowers as project continues


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Product Vs. Project lifecycle20

Product lifecycle generally sequential, non-

overlapping product phases determined by the

manufacturing and control need of the organization.

The last phase is generally products retirement.

Project lifecycle generally contained within one or

more product lifecycles


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Project Phases21

Project phases influence:

Project governance across lifecycle

Phase to- phase relationship A sequential relationship

An overlapping relationship

An iterative relationship


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Project Phases sequence22


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Stakeholders23

The identification of stakeholders is a continuous

process in project life cycle.

Either actively involved or their interests are

positively/negatively affected by project outcome.

Responsibility may vary from occasional contribution

to complete sponsorship.


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Stakeholders24

Project Team

ProjectManageme

nt Office

ProgramManager

PortfolioManager

Customers/Users

Functional

Managers

Sellers /

Business

Partners

Operations

ManagementOther

stakeholders

Other Project

team

members

Project

Manager

Project

Management

Team

Sponsor

Project


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Roles and Responsibilities Project Sponsor

Sponsor (Executive Sponsor and Project Sponsor).

This is the person who has ultimate authority over the project. The Executive

Sponsor provides project funding, resolves issues and scope changes,approves major deliverables and provides high-level direction.

They also champion the project within their organization. Depending on theproject, and the organizational level of the Executive Sponsor, they maydelegate day-to-day tactical management to a Project Sponsor.

If assigned, the Project Sponsor represents the Executive Sponsor on a day-to-day basis, and makes most of the decisions requiring sponsor approval.

If the decision is large enough, the Project Sponsor will take it to theExecutive Sponsor for resolution.

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Steering Committee.

A Steering Committee is a group of high-level stakeholders who are

responsible for providing guidance on overall strategic direction. They donot take the place of a Sponsor, but help to spread the strategic input and

buy-in to a larger portion of the organization. The Steering Committee is usually made up of organizational peers, and is

a combination of direct clients and indirect stakeholders.

The members on the Steering Committee may also sit on the Change ControlBoard, although in many cases the Change Board is made up of

representatives of the Steering Committee.

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Roles and Responsibilities Steering

Committee


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Project Team. The project team consists of the full-time and

part-time resources assigned to work on the deliverables of

the project. This includes the architects, designers, field

engineers etc. They are responsible for. Understanding the work to be completed

Planning out the assigned activities in more detail if needed

Completing assigned work within the budget, timeline and quality expectations

Informing the project manager of issues, scope changes, risk and quality concerns

Proactively communicating status and managing expectations

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Roles and Responsibilities Project Team


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Functional Manager 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 scopeand includes managing risk, time, and cost

Help identify change barriers within the business areas

Provide two way communication between the affected business area andthe Project Team

Be available for the indicated percentage of their time allotted for theproject.

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Roles and Responsibilities Functional

Manager


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Program Manager The Program Manager provides leadership andmanagement to teams and projects. They perform a variety of functions

which include:

Oversee and direct, in conjunction with a Project Manager, the strategic

plan, development of business requirements, development of functional andprogram specifications, implementation etc.,

Involved with analysis and reporting of scope, time, cost, quality and risk.

Work with Project Manager to identify the technical approach to be usedand the deliverables to be furnished at the completion of the project

Assist Project Manager in schedule and assign resources to ensure thatapplications satisfy users needs and are completed within agreed upon

time parameters

Develop and maintain technical documentation on computer-basedinformation systems; compile documentation for design changes or creation

criteria.

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Roles and Responsibilities Program Manager


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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

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Roles and Responsibilities Project Manager


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Who Is A Project Manager

Person who has Knowledge of

Organization

Work Environment

Stakeholders

History of similar type of Projects

Etc..,

Skilled with

Communication

Leadership

Negotiation

People Management

Etc..,

Knowledgeable in MS Project

QC tools

Domain expertise (Optional)

Project selection techniques

Vendor selection / Purchasing process

Etc..,


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Organizational influences on Project

Management32

Functional

Projectized

Matrix

Weak

Strong

Balanced

Composite


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Functional Organization33


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Functional Organization

Advantages

Clear reporting relationships

Highly specialized expertise/pool (not locked up)

Homogeneous group

Drive for technical excellence

Potential Issues

Project boundaries limited todiscipline

Employee development

opportunities limited

Project manager dependent on

personal influence

Hierarchical decision andcommunication processes

Fosters part-time roles

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Projectized Organization35


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Projectized Organization

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 workversus technical

Devaluing of functional managers

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Strong Matrix37


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Organization structures Influence on

projects

OrganizationStructure

ProjectCharacteristics

Functional

Matrix

ProjectizedWeakMatrix

BalancedMatrix

StrongMatrix

ProjectManagers

Authority

Little or none Limited Low toModerate

Moderate toHigh

High to almosttotal

ResourceAvailability

Little or none Limited Low toModerate

Moderate toHigh

High to almosttotal

Project Budgetcontrolled by

FunctionalManager

FunctionalManager

Mixed ProjectManager

ProjectManager

ProjectManagers role

Part-time Part-time Full-time Full-time Full-time

Projectmanagementadministrativestaff

Part-time Part-time Part-time Full-time Full-time

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Organization Process Assets (OPA)39

Organizations 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


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Organization Process Assets (OPA) (contd)

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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


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Project Management Processes41

Project Management requires active management

of Project Processes

Project Management Processes

Describing and organizing the work to ensure effective flowof the project throughout its existence

Product-Oriented Processes

Specifying and creating the product


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Project Management Processes42

Process Groups:

Initiating

Define a new project or phase by obtaining authorization.

Planning

Establish scope, refine objectives, define course of action to required to attain the project

objectives.

Executing

Complete work defined in project plan to satisfy the project specifications

Monitoring and Controlling

Track, review, regulate the progress and performance; identify areas of change and

initiate corresponding changes

Closing processes

Finalize all activities across all phases to formally close project or phase


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Project Management Knowledge areas43

1. Project Integration Management

2. Project Scope Management

3. Project Time Management

4. Project Cost Management

5. Project Quality Management

6. Project Human Resources Management

7. Project Communications Management8. Project Risk Management

9. Project Procurement Management


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Process Groups and Knowledge area mapping

Initiating Planning Executing Controlling Closing

Project Integration

Management

Develop Project

Charter

Develop Project Management Plan Direct and Manage

Project Execution

Monitor and Control Project Work

Perform Integrated Change Control

Close Project or

Phase

Project Scope

Management

Collect Requirements

Define Scope

Create WBS

Verify Scope

Control Scope

Project Time

Management

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity DurationDevelop Schedule

Control Schedule

Project Cost

Management

Estimate Costs

Determine Budget

Control Costs

Project Quality

Management

Plan Quality Perform Quality

Assurance

Perform Quality Control

Project HR

Management

Develop Human Resource Plan Acquire Project Team

Develop Project Team

Manage Project Team

Project Communications

Management

Identify

Stakeholders

Plan Communications Distribute Information

Manage StakeholderExpectations

Report Performance

Project Risk

Management

Plan Risk Management

Identify Risks

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Responses

Monitor and Control Risks

Project Procurement

Management

Plan Procurements Conduct Procurements Administer Procurements Close Procurements

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Documents

02-03 Project Management Framework