02. Chapters 01-02-03- Introduction Framework - ESPOL

7/24/2019 02. Chapters 01-02-03- Introduction Framework - ESPOL

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Chapters 1-2-3: Introduction

Formulation and Evaluation of Projects


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The Project Management Framework

Chapter 1 Introduction

Chapter 2 Project Life Cycle and Organization

Chapter 3 Project Management Proce for a Project

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1 INTRODUCTION

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PMBOK Guide

I a tandard !formal document that decri"e eta"lihed norm# method#

procee and practice$

%uideline for managing indi&idual project

' good practice (hich are applica"le to mot project mot of the time

' common &oca"ulary (ithin project management profeion

' foundational project management reference

PMI Code of )thic and Profeional Conduct i alo re*uirement for PMP

certification

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Advantages of Using Formal Project Management

+etter control of financial# phyical# and human reource

Impro&ed cutomer relation

,horter de&elopment time

Lo(er cot

-igher *uality and increaed relia"ility

-igher profit margin

Impro&ed producti&ity +etter internal coordination

-igher (or.er morale !le tre$

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hat is Project!

' Project i a temporary endea&or underta.en to create a uni*ue#

product# er&ice# or reult/

0emporary a definite "eginning and end/

epetiti&e element may "e preent "ut ha fundamental

uni*uene

I progrei&ely ela"orated/

itinguihing characteritic of each uni*ue project (ill "e

progrei&ely detailed a the project i "etter undertood/

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Project Attri"utes

' project4

-a a uni*ue purpoe

I temporary I de&eloped uing progrei&e ela"oration

e*uire reource# often from &ariou area

,hould ha&e a primary cutomer or ponor 0he project ponor uually pro&ide the direction and funding

for the project

In&ol&e uncertainty

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Project vs# O$erational ork

Projects

% To attain its o"jectives and terminate

% &reate own character' organi(ation' and

goals

% &atal)st for change

% Uni*ue $roduct or services

% +eterogeneous teams

% ,tart and end date

Operations

% To sustain the "usiness

% ,emi $ermanent charter' organi(ation'

and goals

% Maintain status *uo

% ,tandard $roduct or services

% +omogeneous teams

% Ongoing

Eamples

% Producing a -ews letter

% riting and $u"lishing a "ook

% .m$lementing a /A-

% +iring a sales man

% Arrange for a conference

% O$ening for a new sho$

% Producing the annual re$ort

Eamples

% 0es$onding to customers re*uests

% riting a letter to a Pros$ect

% +ooking u$ a Printer to a com$uter

% Meeting with an em$lo)ee

% Attending a conference

% O$ening the sho$

% riting a $rogress u$date memo

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hat is Project Management!

0he application of .no(ledge# .ill# tool and techni*ue to project acti&itie to

meet project re*uirement

Project Management i accomplihed through the application and integration ofthe procee (hich are grouped in the 5 proce group4

1/ Initiating

2/ Planning

3/ )6ecuting

7/ Monitoring and Controlling

5/ Cloing

ue to the nature of change# managing project i iterative and goe throughprogressive elaboration throughout the project8 lifecycle

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Managing Project

0he Project Manager i the peron reponi"le for accomplihing the project

o"jecti&e/

Managing a project include4

Identifying re*uirement/

)ta"lihing clear and achie&a"le o"jecti&e/

+alancing the competing demand of *uality# cope# time and cot/

'dapting the pecification# plan# and approach to the different concern and

e6pectation of the &ariou ta.eholder/

Progrei&e )la"oration 99 definitionContinuously improving and detailing a plan a more detailed and pecific information

and more accurate etimate "ecome a&aila"le as the project progresses# and there"y

producing more accurate and complete plan that reult from the successive iterations

of the planning process/

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Project &onstraints

)&ery project i contrained in different (ay "y it4

,cope

,chedule:0ime

Cot:+udget

;uality

eource

i.

If any one factor change# at leat one other factor i li.ely to "e affected/

It i the project manager8 duty to balance thee competing contraint/

SCOPE/QUALITY

The Triple Constraintor

The Trade-off Triangle

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Projects and ,trategic Planning

Project are mean of

'chie&ing organization8 trategic plan/

Organizing acti&itie that cannot "e addreed (ithin the organization normal

operational limit/

Project are typically authorized as a result of one or more of the follo(ing

trategic conideration4

Mar.et demand ,trategic opportunity:"uine need

Cutomer re*uet

0echnological ad&ancement

Legal re*uirement

)cological Impact

,ocial need

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Project Management Framework

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Project Management Knowledge Areas


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Project Management Knowledge Areas


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Project Management Tools and Techni*ues

Project management tool and techni*ue ait project manager and their

team in &ariou apect of project management/

=ote that a tool or techni*ue i more than jut a oft(are pac.age/

,pecific tool and techni*ue include4

Project charter# cope tatement# and >+, !cope$ %antt chart# net(or. diagram# critical path analye !time$

=et preent &alue# cot etimate# and earned &alue management !cot$

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Project ,uccess

0here are different (ay to define project ucce4

0he project met cope# time# and cot goal/

0he project atified the cutomer:ponor/

0he project produced the deired reult/

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Project ,uccess

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http://www.ted.com/talks/richard_st_john_s_8_secrets_of_success?language=es


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0elationshi$s Among Project Management'

Program Management and Portfolio Management

Project Management

Program Management

Portfolio Management

Project Management Office

PMOPMOPMOPMO

Portfolio

Program

Projects & Operation

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hat is a Program!

' program i4

?a group of related project managed in a coordinated (ay to o"tain "enefit and

control not a&aila"le from managing them indi&idually/@ ' program manager pro&ide leaderhip and direction for the project manager

heading the project (ithin the program/

'A'=0'%), Decreased risk

Economies of Scale

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Portfolios and Portfolio Management

' portfolio i a collection of project or program and other (or.

that are grouped together to facilitate effecti&e management of that

(or. to meet trategic "uine o"jecti&e/

Portfolio manager help their organization

ma.e (ie investment decisions "y helping to select and analyze projects from a strategic perspective

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&om$arative Overview

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Project Management &om$ared to Project

Portfolio Management

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Projects and ,trategic Planning

Project are mean of organizing acti&itie that cannot "e addreed

(ithin the organization normal operational limit/

Project are typically authorized a a reult of one or more of the

follo(ing trategic conideration4

' Mar.et emand B Organizational =eed ' Cutomer e*uet

' 0echnological 'd&ancement

' Legal e*uirement

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,u"$rojects

Project are fre*uently di&ided into more managea"le component

or u"project/

,u"project are often contracted to an e6ternal enterprie or to

another functional unit in the performing organization/

,u"project can "e referred to a project and managed auch

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PMO

' department that centralize the management of project/

' PMO uually ta.e one of three role4

Project ,upport4 Pro&ide project management guidance to project

manager in "uine unit/

Project Management Proce:Methodology4 e&elop andimplement a conitent and tandardized proce/

0raining4 Conduct training program or collect re*uirement for an

outide company

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Primar) Function of PMO

' Primary function of PMO i to upport project manager in a

&ariety of (ay (hich may include# "ut are not limited to4 Managing hared reource acro all the project adminitered "y the PMO

Identifying and de&eloping project management methodology# practice B

tandard

Coaching# mentoring # training and o&eright

Monitoring compliance (ith project management tandard policie# procedure #

and template &ia project audit /

e&eloping and managing project policie# procedure# template# and other

hared documentation ! organizational proce aet$ and

Co coordinating communication acro project

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Project Management Office 1PMO2 3 &ont4d

-ome for project manager4 Maintain a centralized office from (hich projectmanager are loaned out to (or. on project/

Internal conulting and mentoring4 'd&ie employee a"out "etpractice/

Project management oft(are tool4 ,elect and maintain projectmanagement tool for ue "y employee/

Portfolio management4 )ta"lih a taff of program manager (ho canmanage multiple project that are related# uch a infratructure technologie#de.top application and o on# and allocate reource accordingly/

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0ole of a Project Manager

0he Project Manager i the peron responsible for accomplishing the project

o"jecti&e/

Project manager tri&e to meet the triple constraint "y "alancing project cope#time# and cot goal

epending on the organization tructure # a project manager may report to

functional manager/

In other cae project manager may "e one of the e&eral project manager (ho

report to a portfolio or program manager that i ultimately reponi"le for enterprie

(ide project / In thi type of tructure# the project manager (or. cloely (ith theportfolio or program manager to achie&e the project o"jecti&e

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Project 56$editer and &oordinator

Project manager8 role can &ery limited

Project )6pediter act primarily a a staff assistant

a communications coordinator/

cannot peronally ma.e or enforce deciion/

Project Coordinator

ha ome po(er to ma.e deciion

-a ome authority report to a higher9le&el manager

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,takeholders

,ta.eholder are peron or organization (ho are acti&ely in&ol&ed in the

project or (hoe interet may positively or negatively affected "y the

performance or completion of the project/

,ta.eholder ha&e varying levels of responsibility and authority and can

change o&er the project life cycle

Project management team mut continuouly identify "oth external and internalta.eholder

Project manager mut manage the influence of &ariou ta.eholder in relation

to the re*uirement and balance stakeholders interest

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,takeholders

,ome e6ample of project ta.eholder

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5nter$rise 5nvironmental Factors

efer to both internal ! external en&ironmental factor that urround or

influence a project8 ucce

' an input in almot all project management proce

May enhance or constrain project management option May ha&e positive or negative influence on the outcome

)6ample4

Organizational culture# tructure#and procee

%o&ernment or indutry tandard

Infratructure

)6iting human reource

Peronnel adminitration Company (or. authorization

ytem

Mar.etplace condition

,ta.eholder ri. tolerance Political climate

Organization8 eta"lihed

communication channel

Commercial data"ae

Project management information

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Project &haracteristics

Youve just learned that a project has several characteristics:

Projects are unique

Projects are temporary in nature and have a definite beginning and endingdate.

Projects are completed when the project goals are achieved or its

determined the project is no longer viable.

A successful project is one that meets or exceeds the expectations of yourstakeholders.

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.s it a Project!

Consider the following scenario: The VP of marketing approaches you with a

fabulous idea fabulous because hes the big boss and because he thought it

up. He wants to set up kiosks in local grocery stores as mini-offices. These

offices will offer customers the ability to sign up for new wireless phone

services, make their wireless phone bill payments, and purchase equipment and

accessories. He believes that the exposure in grocery stores will increase

awareness of the companys offerings. After all, everyone has to eat, right? He

told you that the board of directors has already cleared the project, and hell

dedicate as many resources to this as he can.

He wants the new kiosks in place in 12 stores by the end of next year. The best

news is he has assigned you to head up this project.

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Is it unique?

Does the project have a limitedtime frame?

Is there a way to determinewhen the project is completed?

Is there a way to determinestakeholder satisfaction?


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.s it a Project!

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Is it unique?Yes, because the kiosks dont exist in the local grocery stores.This is a new way of offering the companys services to its customer base.Although the service the company is offering isnt new, the way it is presentingits services is.

Does the project have a limited time frame?Yes, the start date of thisproject is today, and the end date is the end of next year. It is a temporaryendeavor.

Is there a way to determine when the project is completed? Yes, thekiosks will be installed, and services will be offered from them. Once all thekiosks are intact and operating, the project will come to a close.

Is there a way to determine stakeholder satisfaction? Yes, the

expectations of the stakeholders will be documented in the form ofrequirements during the planning processes. These requirements will becompared to be finished product to determine whether it meets expectationsof the stakeholder.

Houston, we have a project.


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! PRO"ECT #IFE C$C#E %ND

OR&%NI'%TION

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The Project /ife &)cle

0he project life cycle i the agglomeration of all phae in the

project

'll project are di&ided into phae# and all project# large or

mall# ha&e a imilar life cycle tructure/4 ,tarting the project #

organizing and preparing # carrying out the project (or. and

cloing the project 't a minimum# project (ill ha&e a "eginning or initiation phae# an

intermediate phae or phae# and an ending phae/

)ach phae ha a defined endpoint

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&haracteristics of Project /ife &)cle

Cost and staffing levels are lo( at the tart#pea. a the (or. i carried out# and drop

rapidly a the project dra( to a cloe/

Stakeholder influences" risk" anduncertainty# are greatet at the tart of the

project/ 0hee factor decreae o&er the life

of the project/

#bility to influence the final

characteristics of the projects product"without significantly impacting cost# i

highet at the tart of the project and

decreae a the project progree to(ard

completion/

DorD0he cost of changes and correcting errors

typically increae u"tantially a the project

approache completion/

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Project Phases and the Project /ife &)cle

' project life cycle i a collection of project phae that define4

>hat (or. (ill "e performed in each phae

>hat deli&era"le (ill "e produced and (hen >ho i in&ol&ed in each phae

-o( management (ill control and appro&e (or. produced in each phae

' deli&era"le i a product or er&ice produced or pro&ided a part

of a project

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+andoffs

Project phae e&ol&e through the life cycle in a erie of phae

e*uence called handoff# or technical tranfer/ 0he end of onephae e*uence typically mar. the "eginning of the ne6t/

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Phase7to7Phase 0elationshi$s

0here are three "aic type of phaetophae relationhip 4

# Sequential relationship 4 (here a phae can only tart once

the pre&iou phae i complete

#n $verlapping relationship 4 (here the phae tart prior to

completion of the pre&iou one !


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Organi(ational .nfluences

,ome organizational apect that influence ho( project are

performed4

Culture and tyle !Cultural norm$

Organizational tructure

egree of project management maturity

Project management ytem

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T)$es of Organi(ational ,tructures 182


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T)$es of Organi(ational ,tructures 192

>ea. Matri6 Po(er ret (ith the functional

manager

Po(er of project manager

coordinatoror expediter

+alanced Matri6 Po(er i hared "et(een the

project manager and thefunctional manager

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T f O i i l , 1:2


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T)$es of Organi(ational ,tructures 1:2

,trong Matri6 Po(er ret (ith the project

manager

Compoite

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O i ti l ,t t


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Organi(ational ,tructure

Influence of organizational tructure on project

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O i ti l ,t t


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Organi(ational ,tructure

#dvantages Disadvantages

&unctional )aier management of pecialit 0eam mem"er report to only one

uper&ior

,imilar reource are centralized# a thecompany i grouped "y pecialtie Clearly defined career path in area of

(or. pecialization

People place more emphai on theirfunctional pecialty to the detriment of the

project

=o career path in project management 0he project manager ha little or no authority

'rojectized )fficient project organization

Loyalty to the project More effecti&e communication than

functional

=o ?home@ (hen project i completed

Lac. of profeionalim in dicipline uplication of facilitie and jo" function Le efficient ue of reource

(atrix -ighly &ii"le project o"jecti&e Impro&ed project manager control o&er

reource

More upport from functional area Ma6imum utilization of carce reource +etter coordination

)6tra adminitration i re*uired More than one "o for project team More comple6 to monitor and control 0ougher pro"lem (ith reource allocation =eed e6teni&e policie and procedure

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O i ti l P A t


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Organi(ational Process Assets

Procee B Procedure

Organizational tandard procee uch a tandard# policie

,tandardized guideline# (or. intruction# propoal e&aluation criteria# and

performance meaurement criteria

0emplate


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( PRO"ECT )%N%&E)ENT PROCE**

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Project Management Process


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Project Management Process

0(o categorie of project proce4

'roduct)oriented process

hould "e conidered in project "ut not e6plained in PM+OE

'roject management process

Enter phase/Start project

Exit phase/End project

InitiatingProcesses

ClosingProcesses

PlanningProcesses

ExecutingProcesses

Monitoring &Controlling Processes

Project

Boundaries

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Process .nteraction


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Process .nteraction

Project management

procee are

repreented a dicrete

element (ith (ell9defined

interface

In practice# they o&erlap

and interact

I

E

C

P

M&C

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Process Grou$s ; Knowledge Areas Ma$$ing


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Process Grou$s ; Knowledge Areas Ma$$ing

*nowledge #rea'rocess

Initiating Planning )6ecuting Monitoring B Control Cloing

Integration e&elop ProjectCharter

e&elop Project Management Plan irect and Manage Project

)6ecution

Monitor and Control Project >or.

Perform Integrated Change Control

Cloe Project

,cope Collect e*uirement

efine ,copeCreate >+,

Aerify ,cope

Control ,cope

0ime efine 'cti&itie,e*uence 'cti&itie

)timate 'cti&itie eource

)timate 'cti&itie uration

e&elop ,chedule

Control ,chedule

Cot )timate Cotetermine +udget

Control Cot

;uality Plan ;uality Perform ;uality 'urance Perform ;uality Control

-uman

eourcee&elop -uman eource Plan 'c*uire Project 0eam

e&elop Project 0eam

Manage Project 0eam

Communication Identify

,ta.eholder

Plan Communication itri"ute Information

Manage ,ta.eholder )6pectation

eport Performance

i. Plan i. ManagementIdentify i.

Perform ;ualitati&e i. 'nalyi

Perform ;uantitati&e i. 'nalyi

Plan i. epone

Monitor and Control i.

Procurement Plan Procurement Conduct Procurement 'dminiter Procurement Cloe

Procurement

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T+an, $ou

-e6t to$ic

Documents

02. Chapters 01-02-03- Introduction Framework - ESPOL