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THE PROJECT

MANAGEMENT FRAMEWORK

Project Life Cycle andOrganization

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Project Life Cycle

Project Life Cycledefinesthe phases that connect thebeginning of the project to itsend

Deliverablesfrom onephase are usually reviewedfor completeness andaccuracy and approved

before work starts on thenext phase

Project managers or the organization can divide projects into phases

to provide better management control with appropriate links to the

ongoing operations of the performing organization

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Project Management

Framework

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Project Stakeholders

Stakeholdersare individuals and organizations that are actively

involved in the project, or whose interests may be affected as aresult of the project execution or project completion The project management team must identify the stakeholders,

determine their requirements and expectations, and to the extendpossible, manage their influence in relation to the requirements to

ensure a successful project Stakeholders include

Project manager Customers/users Performing organization

project team member Project management team Sponsor influencers Project management office

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Project Stakeholders

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PROJECT MANAGEMENT KNOWLEDGE AREAS

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Project Management Tools and

Techniques Project management tools and

techniquesassist project managers andtheir teams in various aspects of projectmanagement

Some specific ones includeProject Charter and WBS templates (scope)

Gantt charts, network diagrams, critical pathanalysis, PERT (time)

Cost estimates and earned value

management (cost)

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Organizational Influence

Organizational Systems (consultants or

contractors, management by projects) Organizational Cultures and Styles (share

values, beliefs, policies, work ethics) Organizational Structure (Functional,

Matrix, Projectized, PMO)

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Organizational Structure

Functional Organization; staff members are grouped byspecialty, such as production, marketing, engineering, andaccounting at the top level and have one clear superior

Projectized Organization; most of the organizations resourcesare involved in the project work, and project managers have a

great deal of independence and authority, and team members areoften collocated Matrix Organization; including

Weak matrix, maintain many of the characteristics of a functionalorganization and PM role as a coordinator or expediter project

Balanced matrix, recognizes the need for a PM, but not provide thePM with the full authority over the project and project funding

Strong matrix, have many of the characteristics of the projectizedorganization, and can have full-time PM with considerable authorityand full-time project administrative staff

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Functional Organization

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Projectized Organization

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Weak Matrix Organization

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Balanced Matrix Organization

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Strong Matrix Organization

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Composite Organization

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Organizational Structure

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Project Management Office

A PMOsfunction in an organization mayrange from an advisory influence, limited to therecommendation of specific policies and

procedures on individual projects, to a formalgrant of authority to the individual projectmanager

In organization structure (functional, matrix,projectized), PMO should be between theproject manager layer and the chief executive

layer, or the manager of the project manager

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Project Management System

Is the set of tools, techniques, methodologies,resources, and procedures used to manage a

project The system is a set of processes and the related

control functions that are consolidated andcombined into a functioning, unified whole

One of the functions of the PMO would typically

be to manage the project management system,in order to ensure consistency in application andcontinuity on the various projects being

performed