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Project Management Framework Based on PMBOK 5 th Edition PROJECTSAvvy Inc, USA www.projectsavvy.net [email protected]

PMP- CAPM Project management framework - PMBOK5th Edition Video Training Tutorials 85 Videos duration up to 70 hours visit at

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  • 1. Project Management Framework Based on PMBOK 5th EditionPROJECTSAvvy Inc, USA www.projectsavvy.net [email protected]

2. Agenda What is a Project What is Project ManagementPMOOrganizational StructureProject StakeholdersProject PhasesProject Management Process GroupsPMI/PMI2 3. What is a Project? A temporary endeavor undertaken to create a unique product, service or result Definite beginning and a definite end Does not mean short duration Produce a product or artifact, quantifiable, an end item or a component item A capability to perform a service, such as call center A result, such as research results or documents An improvement in an existing product or service 3 4. Project vs. Operation Operations are an organizational function performing an ongoing execution of activities. Examples: Production, manufacturing, and accounting operations. Projects help achieve the organizational goals when they are aligned with the organizations strategy. Projects require project management while operations require business process management (BPM) or operations management. 4 5. Project or Operation?5 6. Project or Operation?6 7. Project or Operation?7 8. Projects and Strategic Planning Projects start as a result of: Market demand Strategic opportunity and business need Social need Environmental consideration Customer request Technological Advance Legal requirements 8 9. The Triple Constraints9 10. 10 11. Portfolio, Program and Projects11 12. Subproject A manageable component of a project May be performed by a separate organization Could be a project phase Subprojects are typically referred to as projects and managed as such12 13. What Is Project Management? The application of knowledge, skills, tools, & techniques to project activities to meet project requirements Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes categorized into 5 process groups: Initiation Planning Execution Monitoring and Controlling Closure 13 14. 14 15. Program Management A program is a group of related project, sub-projects, and program activities managed in a coordinated way. Projects are related through common outcome or collective capability. Focus on project interdependencies and help determine the optimal approach for managing them. Interdependencies such as: Resource Constraints Aligning organizational direction Resolve issues and change management 15 16. Project Management Office (PMO) A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques.Provides dedicated training, enterprise-wide project management software, Coordinates overall project quality standards.PMO may have the authority to act as an integral stakeholder and a key decision maker through the life of the project16 17. PMO Structure17 18. The Role of Project Manager The project manager is responsible to satisfy needs: task needs, team needs and individual needs to achieve project goals. Project managers need interpersonal skills such as: Team BuildingPolitical and culture awarenessMotivationNegotiationCommunicationTrust BuildingInfluencingConflict Management 18LeadershipDecision makingCoaching 19. 19 20. Organizational Structures FunctionalProjectizedWeak MatrixBalanced MatrixStrong Matrix20 21. Functional Organization Chief ExecutiveFunctional ManagerFunctional ManagerProject CoordinationFunctional ManagerStaffStaffStaffStaffStaffStaffStaffStaffStaff21 22. Projectized Organization Chief ExecutiveProject ManagerProject ManagerProject ManagerStaffStaffStaffStaffStaffStaffStaffStaffStaff22 23. Weak Matrix Organization Chief ExecutiveFunctional ManagerStaffFunctional ManagerStaffFunctional ManagerStaffStaffStaffStaffStaffStaffStaff23Project Coordination 24. Balanced Matrix Organization Chief ExecutiveFunctional ManagerFunctional ManagerFunctional ManagerStaffStaffStaffStaffStaffStaffManagerStaffStaff24 25. Strong Matrix Organization Chief ExecutiveFunctional ManagerFunctional ManagerFunctional ManagerManager of Project ManagersStaffStaffProject ManagerStaffStaffStaffProject ManagerStaff25StaffStaffStaffProject Manager 26. Organizational Structure Influences26 27. Advantages/Disadvantages of Organizations I. Functional Organization Grouped by areas of specialization/ functions. Power is with the functional leader. Advantages: Access to specialists; members reporting to only one supervisor, clearly defined career paths Disadvantages: less focus on project deliverables, no career path on Project Management, PM has no authority 27 28. Advantages/Disadvantages of Organizations II. Projectized Organization Organization is by projects. Personnel report to PM/has total power. Advantages: Efficient project organization Loyalty to the project - effective communications.Disadvantages: No home after the project is completed - duplication of facilities. 28 29. Advantages/Disadvantages of Organizations III. Matrix Organization Power varies between Project & Functional managers according to its type (strong, balanced or weak) Advantages: Efficient horizontal & vertical dissemination of informationMaximum utilization of scarce resources Retention of home after project closure.Disadvantages: Different priorities between PM & FM (Conflicts)Dual reportingComplex to monitor and controlDuplication of effort29 30. Quiz: Salma is a project manager in a company that regularly builds teams to create products for clients. When the product is delivered, the team is dissolved & assigned to other projects. What kind of organization is that? A. Weak matrix B. Projectized C. Functional D. Strong matrix 30 31. Balance of Power in an OrganizationProject Influence in Decision MakingFunctional Influence in Decision MakingPure Functional31Weak MatrixBalanced MatrixStrong MatrixPure Projectized 32. Authority/Responsibility Balance32 33. Organizational Process Assets33 34. Enterprise Environmental Factors34 35. Quiz: Which of the following is NOT part of the enterprise environmental factors?: A. Lessons learned from previous projects B. Knowledge of which departments in your company typically work on projects C. The work authorization system D. Government and industry standards that affect your project 35 36. Project Stakeholders Individuals and organizations who are actively involved in the project and whose interests may be positively or negatively affected by the project success or failure Key Stakeholders Project managerManages the project CustomerUses the product or service Performing organizationEnterprise that does the projectwork SponsorProvides financial resources 36 37. Project Stakeholders37 38. What Is a Deliverable? A unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase or project.A deliverable often marks the end of a phase of the project or a major milestone.Phase end = Phase exit, stage gates, or kill points38 39. Cost & Staffing levels across the project life cycle39 40. Impact of Variable Based on Project Progress40 41. Project Phases Divides the project into phases that provide better management control and the appropriate links to the operations of the organizationProject Governance Across the Life CyclePhase-to-Phase Relationship41 42. Project Phases42 43. Predictive Lifecycle43 44. Iterative/Incremental Lifecycle44 45. Adaptive/Agile Lifecycle45 46. Project Management Process Groups46 47. Project Management Process Groups (1) Initiating Process Group Defines and authorizes the project or a project phasePlanning Process Group Defines and refines objectives, and plans the course of action required to attain the objectives and scope that the project was undertaken to addressExecuting Process Group Integrates people and other resources to carry out the project management plan for the project 47 48. Project Management Process Groups (2) Monitoring and Controlling Process Group Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectivesClosing Process Group Formalizes acceptance of the product, services or result and brings the project or a project phase to an orderly end48 49. Process Groups Interaction49 50. Quiz The project life cycle is comprised of which of the following? A.PhasesB.MilestonesC.EstimatesD.Deliverables50 51. Quiz What type of organization is BEST for managing complex projects involving cross disciplinary efforts? A. Projectized B. Functional C. Line D. Matrix 51 52. Quiz Of the following, which is the logical order of the project management processes? A.Initiating, planning, controlling, executing, closingB.Planning, initiating, controlling, executing, closingC.Initiating, planning, executing, controlling, closingD.Planning, initiating, executing, closing52 53. Project Management Institute 53Founded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide. 600,000 members representing 184 countries Establishes project management standards, provide seminars, educational programs and professional certification. http://www.pmi.org 54. Project Management Professional (PMP) The PMP certification is the most widely recognized and respected certification in the field of project management. The purpose and goal of this certification program is the development, maintenance, evaluation, promotion, and administration of a rigorous, examination-based, professional certification program of the highest caliber.Worldwide there are 510,434 PMPs all over the world (Dec 31st, 2012). 54 55. Certification Test Eligibility Requirements Category 2Category 1 Baccalaureate/equivalent degree High School diploma/equivalent degree Minimum of 4,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing) Minimum of 7,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing) 3 years of project management experience within the last 6 years (36 months of non-overlapping months of PM experience). 5 years of project management experience within the last 8 years (60 months of non-overlapping months of PM experience). 35 contact hours of project management education. 35 contact hours of project management education.55 56. PMP Over the Years56 57. Project Management Institute Certificates Certified Associate in Project Management (CAPM)Project Management Professional (PMP)Program Management Professional (PgMP)PMI Agile Certified Practitioner (PMI-ACP)PMI Risk Management Professional (PMI-RMP)PMI Scheduling Professional (PMI-SP)OPM3 Professional Certification 57 58. Thank you58