Upload
hisham-haridy
View
1.013
Download
0
Embed Size (px)
Citation preview
PPROJECT ROJECT MMANAGEMENTANAGEMENT
FFRAMEWORK RAMEWORK
Hisham Haridy, PMP, PMI-RMP, PMI-SPFebruary 2016
IINTRODUCTIONNTRODUCTION
Hisham Haridy, PMP, PMI-RMPFebruary 2016
Who Am I?
� Project Management Professional Certified (PMP).
� Risk Management Professional Certified (PMI-RMP).
� Scheduling Professional Certified (PMI-SP)
� BS in Civil Engineering.
� 17 years Construction and Project Management Experience.
INTRODUCTION February 2016
� Managing Safely in Construction Certified (IOSH).
� Primavera Project Management Certified.
� More than 1500 PM training hours.
� Freelance “Project Management Consultant”
� Ex-FP Program Manager (LafargeHolcim): Manage the Fire protection program for Middle
East and Africa Plants.
� Ex-Project Manager (LafargeHolcim): Carried out previous long assignments in different
countries from concept phase to operation.
Hisham Haridy Elsayh
Who Are You?
INTRODUCTION February 2016
What’s your Expectations?
INTRODUCTION February 2016
Course Content
Introduction
Organizational Influences and Project life cycle
Project Management Processes
Project Scope management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Reasource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Integration Management
Project Stakeholder Management
INTRODUCTION February 2016
Course Outline
Project Management Framework� Project and Project management� Portfolio, Program, and PMO� Organization Structure� Project life cycles � Areas of knowledge� Project management processes
Project Stakeholder Management� Stakeholder register and management strategy� Issue log � Manage and control stakeholder engagement.
Project Quality Management� Quality planning� Quality assurance� Quality control� Statistical process controlProject Human Resource Management� Motivation and leadership� Team developmentProject Communications Management� Communications planning� Information distribution� Performance reportsProject Risk Management
� Manage and control stakeholder engagement.Project Scope Management� Project initiation definition� Work breakdown structure (WBS)� Scope verification� Scope change controlProject Time Management � Duration estimation� Resource estimation and loading� Schedule network development� Resource leveling� Schedule compressionProject Cost Management� Definitions, types of costs� Economic analysis� Cost estimating and budgeting� Cost control� Earned value
Project Risk Management� Risk Planning� Risk identification� Qualitative and quantitative risk management� Risk response development and controlProject Procurement Management� Procurement planning� Solicitation and source selection� Contract administration and closeout Project Integration Management� Project plan development� Project plan execution� Overall change controlProfessional Responsibility� PMI® Code of Conduct� Professional responsibility performance domain� Legal, ethical and professional behaviors� International cultural sensitivities
INTRODUCTION February 2016
Introduction
� The Project Management Professional (PMP)® certification is the profession’s most
globally recognized and respected certification credential.
� The PMP® designation following your name tells current and potential employers that
you have a solid foundation of project management knowledge that can be readily
applied in the workplace.
� Worldwide there are thousands of Project Management Professionals (PMPs)® who
provide project management services in 120 countries.
� Many corporations require that for individual advancement within the corporation or
for employment, the individual must have the PMP® credential.
� The Project Management Professional (PMP)® certification is the project management
credential of choice for numerous industries and companies.
� By attaining the PMP® credential your name will be included in the largest and most
prestigious group of certified professionals in the project management community.
INTRODUCTION February 2016
Introduction
Who should attend?
� Project managers
� Project team members
� Professionals from various industries, such as IT,� Professionals from various industries, such as IT,
construction, etc.,
� Who are interested to become PMP certified.
INTRODUCTION February 2016
Introduction
What will you get?
�Enhance the skills and give a details for the methods, techniques and tools to manage
projects more effectively.
�Increase participants understanding of managing projects with an emphasis on the�Increase participants understanding of managing projects with an emphasis on the
deliverables and discussion points.
�Participants will be able to reflect on their
experience managing projects, learning to build
on their strengths and identify areas for
improvement.
INTRODUCTION February 2016
Introduction
�This program will rely on PMBOK “Project
Management Body of Knowledge
terminology for consistency across projects,
practices, organizations, and industries.
�Provides a common language.�Provides a common language.
�Serves as a reference resource.
�Recognized as a standard.
It describes the project managementprocesses, tools & techniques used tomanage a project towards a successfuloutcome.
INTRODUCTION February 2016
Introduction
PMP Exam Requirements
1. 35 Contact Hours
� You will get these at the end of this course.
2. Education2. Education
� Bachelors Degree
– 4500 hours of PM Experience
• Three years within the last eight years
� High School Graduate
– 7500 hours of PM Experience
• Five years within the last eight years
INTRODUCTION February 2016
Introduction
PMP Exam Format
No. of Scored QuestionsNo. of Pretest (Unscored)
Questions
Total Examination
Questions
175 25 200
� Passing score is 106 out of 175 questions (approx 61%)
� Questions may be poorly worded
� Requires memorization of Inputs/Outputs/ Tools & Techniques
Allotted Examination Time
4 hours
INTRODUCTION February 2016
Introduction
PMP Certification Examination measures
The application of knowledge, tasks, skills, tools and techniques that are
utilized in the practice of project management.
Project Management is accomplished through the appropriate application and
integration of:
the 47 logically grouped processes
comprising the 5 PROCESS GROUPS
INTRODUCTION February 2016
Introduction
Initiation
13%
Closing
7%
Exam Guidelines (Domains)
Planning
24%
Executing
31%
Controlling
25%
INTRODUCTION February 2016
Why Why dodo we need Project Management?we need Project Management?
INTRODUCTION February 2016
INTRODUCTION February 2016
INTRODUCTION February 2016
INTRODUCTION February 2016
Project characteristic
� Projects are temporary.
Has definite beginning and end, the end is reached when the project’s objective havebeen achieved.
A project is a temporary endeavor undertaken to create a unique product or service.
A project is a sequence of unique and connected activities having one goal that must be
completed by a specific time, within a budget and according to specification.
PProjectroject
been achieved.
� Projects are unique.
Every project creates a unique product, service, or results.
� Progressively elaborated.
Progressively: proceeding in steps.
Elaborated: worked with care and detail.
Rolling Wave Planning: Rolling wave planning refers to the
progressive detailing of the project plan which is an iterative and
ongoing process.
INTRODUCTION February 2016
PProjectroject OObjectivesbjectives
� Something toward which work is to be directed, a strategic position to be attained,
or a purpose to be achieved, a result to be obtained, a product to be produced, or a
service to be performed.
� Each project must have at LEAST one objective.
� The objectives of the project MUST be made known to all project personnel and all
managers, at every level of the organization.
� If this information is NOT communicated accurately, then it is entirely possible that� If this information is NOT communicated accurately, then it is entirely possible that
upper-level manager, project managers, and functional managers may all have a
different interpretation of the ultimate objective , a situation that invites Conflicts.
� Project objective MUST follow the SMART rule;
� S = specific
� M = measurable
� A = attainable
� R = realistic or relevant
� T = time bound
INTRODUCTION February 2016
• Identify all work required to complete project successfully.
ScopeScope
• Ensure the project is completed on time.
TimeTime
• Ensure the project is completed within the approved budget.
CostCost
PProject roject CConstrainsonstrains
• Effectively identify, analyze and respond to the project risks.
RiskRisk
• Ensure the project will satisfy the customer requirement.
QualityQuality
• Effective usage of needed resources (manpower, equipment, and materials)
ResourcesResources
• Adapting and approach to the different concerns and expectations of the various stakeholders.
Customer Customer SatisfactionSatisfaction
Customer Customer SatisfactionSatisfactionCustomer Customer SatisfactionSatisfaction
SafetySafety
INTRODUCTION February 2016
PProjects vs. rojects vs. OOperationsperations
Similarities Differences
� Performed by people. � Operations do NOT have any timelines.
Projects are temporary and have finite� Constrained by limited resources.
� Planned executed and controlled.
Projects are temporary and have finite
time duration.
� Objective of Operations is usually to
sustain the business.
� Objective of a project is to attain the
objective and close the project.
INTRODUCTION February 2016
Strategic Plan
� Strategic plan
� The strategy of an organization is an action plan to achieve its business goals
and objectives.
� It’s also called a strategic plan or a strategic business plan.
PPortfolio, ortfolio, PProgram, and rogram, and PProject roject RRelationshipselationships
� Portfolio
� A collection of projects, programs, sub-
portfolios, and operations managed as a Strategic Planportfolios, and operations managed as a
group to achieve strategic objectives.
� Program
� Grouped within a portfolio and are
comprised of subprograms, projects, or
other work that are managed in a
coordinated fashion in support of the
portfolio.
INTRODUCTION February 2016
It is the application of knowledge, skills, tools, and techniques to project activities to
meet the project requirements.
� Managing a project includes:
� Identifying requirements.
� Establishing clear and achievable objectives.
PProject roject MManagementanagement
� Balancing the competing demands for quality, scope, time, resource, risk and
budget.
� Adapting the specifications,
plans, and approach to the
different concerns and
expectations of the various
stakeholders.
INTRODUCTION February 2016
PProject roject MManagementanagement
� Project Management is accomplished through the appropriate application and
integration of
� the 47 logically grouped
processes comprising the 5
PROCESS GROUPS
INTRODUCTION February 2016
� The program is a group of related projects managed in a coordinated way to
obtain benefits and control not available from managing them individually.
� This coordination may provide decreased risk, economies of scale, and improved
management that could not be achieved if the projects were not managed as parts of
a program.
PProgram rogram MManagementanagement
a program.
� Program management is the application of knowledge, skills, tools, and techniques
to a program in order to meet the program requirements and to obtain benefits and
control not available by managing projects individually.
INTRODUCTION February 2016
� Portfolio is the collection of projects or programs and associated operational
work.
� Portfolio Management is the selection and support of projects or program
investments.
� Portfolio Management is important because :
PPortfolio ortfolio MManagementanagement
� Portfolio Management is important because :
� It satisfies the strategic business
objectives.
� Helps in selecting of appropriate projects
and programs to maximize the value
of the portfolio.
INTRODUCTION February 2016
� OPM is a strategy execution framework utilizing project, program, and portfolio
management as well as organizational enabling practices to consistently and
predictably deliver organizational strategy producing better performance, better
results, and a sustainable competitive advantage.
OOrganizational rganizational PProject roject MManagementanagement
� OPM provides a strategic framework to use and� OPM provides a strategic framework to use and
guide portfolio, program, and project management
to deliver organizational strategy.
� OPM3!
PMI’s organizational project management maturity
model
INTRODUCTION February 2016
� An organizational unit or body assigned responsibility to coordinate the
management of projects under its domain.
� There are several types of PMO structures in organizations:
PProject roject MManagement anagement OOfficeffice
Supportive Controlling Directive
� Provide a consultative role � Provide support and � Take control of the projects
INTRODUCTION February 2016
� Provide a consultative role
to projects by supplying
templates, best practices,
training, access to
information and lessons
learned from other projects.
� The degree of control
provided by the PMO is low.
� Provide support and
require compliance
through various means.
� The degree of control
provided by the PMO is
moderate.
� Take control of the projects
by directly managing the
projects.
� The degree of control
provided by the PMO is
high.
� Management by objectives (MBO) is a philosophy that aligns project goals with
organizational goals.
� This management philosophy has three steps:
1. Establish clear and realistic objectives.
2. Periodically evaluate if objectives are being met.
MManagement by anagement by OObjectives (bjectives (MBOMBO))
2. Periodically evaluate if objectives are being met.
3. Implement corrective action.
� Project Manager MUST know that if project is not aligned or support corporate
objectives, the project is likely to lose resources, assistance and attention.
� MBO only works if management supports it.
INTRODUCTION February 2016
OORGANIZATION RGANIZATION IINFLUENCES AND NFLUENCES AND
PPROJECT ROJECT LLIFE IFE CCYCLEYCLE
Hisham Haridy, PMP, PMI-RMPFebruary 2016
OOrganizational rganizational SStructurestructures
� Projects are impacted by, and have impact on, the cultural norms, management
policies, and procedures of the organizations of which they are a part.
� The best project managers look for these influences and manage them for the
benefit of the project and the organization.
� One of the main forms of influence is how the company is organized.
� This will dictate who the project manager goes to for help with resources, how
communications must be handled, and many other components of project
management.
� Organizational structures can be defined in terms of the project manager's level
of authority.
� Types of organizations
� Functional organizations
� Projectized organizations
� Matrix organizations
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizationalrganizational SStructurestructures –– FFunctionalunctional
e
f
E
x
e
c
u
t
i
v
e
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f Project Coordination
(Green boxes represent staff engaged in project activities)(Green boxes represent staff engaged in project activities)
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizational rganizational SStructurestructures –– PProjectizedrojectized
Project Coordination
C
h
i
ef
E
x
e
c
u
ti
v
e
P
r
oj
e
c
t
M
a
na
g
e
r
S
t
a
ff
S
t
a
ff
S
t
a
ff
P
r
o
je
c
t
M
a
n
ag
e
r
S
t
a
ff
S
t
a
ff
S
t
a
ff
P
r
o
je
c
t
M
a
n
ag
e
r
S
t
a
ff
S
t
a
ff
S
t
a
ff
(Green boxes represent staff engaged in project activities)
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizational rganizational SStructurestructures ––WWeek eek MMatrixatrix
i
e
f
E
x
e
c
u
t
i
v
e
c
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
c
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
c
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
Project Coordination
(Green boxes represent staff engaged in project activities)
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizational rganizational SStructurestructures –– BBalanced alanced MMatrixatrix
i
e
f
E
x
e
c
u
t
i
v
e
c
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
o
j
e
c
t
M
a
n
a
g
e
r
c
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
c
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
(Green boxes represent staff engaged in project activities)
Project Coordination
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizational rganizational SStructurestructures –– SStrong trong MMatrixatrix
i
e
f
E
x
e
c
u
t
i
v
e
c
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
c
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
c
t
i
o
n
a
l
M
a
n
a
g
e
r
S
t
a
f
f
S
t
a
f
f
S
t
a
f
f
o
f
P
r
o
j
e
c
t
M
a
n
a
g
e
roject
Manager
roject
Manager
roject
Manager
e
r
s
(Green boxes represent staff engaged in project activities)
Project Coordination
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizational rganizational IInfluencesnfluences onon PProjectsrojects
Organization Structure
Project Characteristics
Functional
Matrix
ProjectizedWeak Matrix
BalancedMatrix
StrongMatrix
Project Manager’s
AuthorityLittle or None Limited
Low to
Moderate
Moderate to
High
High to Almost
Total
Low to Moderate to High to Almost Resource Availability Little or None Limited
Low to
Moderate
Moderate to
High
High to Almost
Total
Who controls the project
budget
Functional
Manager
Functional
ManagerMixed
Project
Manager
Project
Manager
Project Manager's Role Part- time Part- time Full-time Full-time Full-time
Project Management
Administrative StaffPart-time Part- time Part- time Full-time Full-time
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizational rganizational SStructurestructures –– CCompositeomposite
� Many organizations involve all these structures at various levels.
� Even a fundamentally functional organization may create a special project team to
handle a critical project.
� This special type of organization is called Composite organization.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizational rganizational PProcessrocess AAssetsssets
� Information, tools, documents, or knowledge your organization possess that can
help you plan for your project:
� Anything that your organization owns or has developed that can help you on a
current or future project.
� Organizational process assets may be grouped into two categories;
1. Processes and Procedures
2. Corporate Knowledge Base
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
EEnterprise nterprise EEnvironmentalnvironmental FFactorsactors
� Appears as an input into most planning processes.
� Can be anything external to your project that affects your project.
� The things that impact your project that are not part of the project itself, such as:
� Company's organizational structure
� Organization's values and work ethic
� Government standards, laws and regulations where the work is being performed
or where the product will be usedor where the product will be used
� The characteristics of project's stakeholders (their expectations and willingness
to accept risk)
� The overall state of the marketplace for the project
� Business infrastructure systems
� Personnel policies
� PMIS (Project Management Information Systems)
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizational rganizational PProcessrocess AAssetsssets
1. Processes and Procedures
� Standards, policies, standard product and project life cycles, and quality policies
and procedures.
� Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria.
� Templates.
� Guidelines and criteria for tailoring the organization’s set of standard processes.� Guidelines and criteria for tailoring the organization’s set of standard processes.
� Organization communication requirements.
� Project closure guidelines or requirements
� Financial controls procedures .
� Issue and defect management procedures.
� Change control procedures.
� Risk control procedures.
� Procedures for prioritizing, approving, and issuing work authorizations.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
OOrganizational rganizational PProcessrocess AAssetsssets
2. Corporate Knowledge Base
� Process measurement databases used to collect and make available
measurement data on processes and products.
� Project files.
� Historical information and lessons learned knowledge bases.
� Issue and defect management databases containing issue and defect status,
control information, issue and defect resolution, and action item results.control information, issue and defect resolution, and action item results.
� Configuration management knowledge bases containing the versions and
baselines of all official company standards, policies, procedures, and any project
documents.
� Financial databases containing information such as labor hours, incurred costs,
budgets and any project cost overruns.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
� Stakeholders are people or organizations whose interests may be positively or
negatively impacted by the project.
� Positive stakeholders see positive outcomes from the existence of the project.
� Negative stakeholders see negative outcomes from the existence of the project.
� It is important to:
� Indentify all stakeholders.� Indentify all stakeholders.
� Determine all of their requirements.
� Determine all of their expectations.
� Communicate with them.
� Manage their influence.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
The Relationship Between Stakeholders and the Project
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders� Key Stakeholders on Every Project such as
� Project Manager
� Customer
� Performing Organization
� Team Members
� Sponsor
� PMO� PMO
� Additional Categories of Stakeholders such as;
� Internal and external
� Owners and sources of funding
� Sellers and contractors
� Government agencies and media outlets
� Individual citizens
� Temp or permanent organizations
� Society at large
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
� Project Manager
� The person ultimately responsible for the
outcome of the project – deliverables.
� Not required to be a technical expert.
� Formally empowered to use organizational� Formally empowered to use organizational
resources in control of the project.
� Authorized to make decisions and spend
the project's budget.
� Found in a matrix or projectized
organization.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
� Project Manager Key Management General Skills
Negotiating
LeadingInfluencing the
Organization
Negotiating
Communicating
Problem Solving
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
EVOLUTION
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
� Project Coordinator
� In some organizations, project managers do not
exist; instead, they use the role of a project
coordinator.
� Weaker than a project manager. This person may
not be allowed to make budget decisions or overall
project decisions, but they may have some authority
to reassign resources.
� Acts as the communications link to Senior
Management and have some limited decision-
making abilities.
� Found in weak matrix or functional
organizations
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
� Project Expeditor
� The weakest of the three project management roles.
� Staff assistant who has little or NO formal authority.
� This person reports to the executive who
ultimately has responsibility for the project.
� Performs activities such as verifying that some
assignment is complete, checking on the status of
some undertaking, and communicating the
information to senior management.
� Usually found in a functional organization - may
be only part-time in many organizations.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
� Sponsor
� The person paying for the project.
� May be internal or external to the company.
� Called the project champion.
� The sponsor and the customer may be the same person,
although the usual distinction is that the sponsor is internal
to the performing organization and the customer is
external.
� May provide valuable input on the project, such as due
dates and other milestones, important product features,
and constraints and assumptions.
� If a serious conflict arises between the project
manager and the customer, the sponsor may be called in
to help work with the customer and resolve the dispute.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
� Project Team or Project Staff
� The people who actually do the work that goes
toward meeting the scope of the project.
� Can be analysts, programmers, technical
writers, construction personnel, testers, etc.
� Project Manager assumes that they know
enough to manage their own workload without
the need for micromanagement. If team
members are unclear about their
workload, they can contact the Project Manager
for direction.
� One main difference between team members
and other stakeholders is that a team member
typically bills (is a cost) to the project.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
� Senior Manager
� Role on the project is to help prioritize
projects and make sure the project
manager has the proper authority and
access to resources.access to resources.
� Issues strategic plans & goals and makes
sure that the company's projects are
aligned with them.
� May be called upon to resolve conflicts
within the organization.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
StakeholdersStakeholders
� Functional Manager
� Departmental manager such as the manager of
engineering, director of marketing or information
technology manager.
� Usually "owns" the resources that are loaned to the
project, and has human resources responsibilities
for them.
� May be asked to approve the overall project plan.
� Functional managers can be a rich source of
expertise and information available to the project
manager and can make a valuable contribution to
the project.
� Typically, you see this role conflicting with the
Project Manager and direction of the project.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
PProject roject Life CycleLife Cycle
Opportunity
Collectively the project phases are known as the project life cycle.
Project life cycle includes all the phases required for a project – defines the
beginning and end of a project.
Feasibility
Tender
Implement
Close
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
PProject roject Life CycleLife Cycle
Typical Cost and Staffing Levels Across the Project Life Cycle
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
PProject roject Life CycleLife Cycle
Impact of Variable Based on Project Time
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
PProduct vs. roduct vs. PProject roject LLifecycle ifecycle RRelationshipselationships
New Idea,
Product Life Cycle(Life Cycle Management)
New Project
Transition to
Operations
New Idea, Upgrade, New
version
(Life Cycle Management)
Project Life Cycle
Begin Middle End
Initiated, Plan, Execute, Monitor and Control, Closed
Business Plan
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
PProject roject PPhaseshases
A collection of logically related project activities usually culminating in the
completion and approval of a major deliverable.
Example of a Single-Phase Project
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
PProject roject PPhaseshases
Example of a Three-Phase Project FigureExample of a Three-Phase Project Figure
Example of a Project with Overlapping Phases
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
� Project management life cycle: describes what is required to manage the
project and follows PMI’s process groups (i.e. Initiating, planning, execution, control
and closeout).
Initiate
PProject roject MManagement anagement PProcess rocess GGroupsroups
Plan
Execute
Control
Close Out
Continuous improvement
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
PProject roject MManagement anagement PProcess rocess GGroupsroups
• Defines and
authorizes the
project or a
project phase.• Defines and
refines
objectives, and
the course of
Planning • Integrates
people and
other
resources to
implement the
project
• Measures
project
progress to
identify
Monitoring
and Control• Formalizes the
acceptance of
a
project, project
phase, or
termination of
the project.
� Project management processes are mapped onto the lifecycle and organized into
groups:
Initiating
the course of
action required
to attain the
scope of the
project.
project
management
plan.
Execution
identify
variances from
the plan.
the project.
Closing
The process groups are linked by the results
they produce; the results of one process
group becomes input to another.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
PProject roject MManagement anagement PProcessesrocesses
A process is “a series of actions bringing about a result”A process is “a series of actions bringing about a result”
InputTools and
Techniques Output
InputTools and
Techniques Output
Process 1
Process 2
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
Refreshments
Q1: All of the following are parts of the team's stakeholder management effort EXCEPT:
A. Giving stakeholders extras.
B. Identifying stakeholders.
C. Determining stakeholders' needs.
D. Managing stakeholders' expectations.
Q2: Operational work is different from project work in that it is:
A. Unique
B. Temporary
C. On-going and repetitive.
D. A part of every project activity.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
Refreshments
Q3: A project manager is managing his second project. It started one month after the
first and both are ongoing. Though his first project is small, this one seems to be
growing in size every day. As each day passes, the project manager is beginning to feel
more and more in need of help. The project manager has recently heard that there was
another project in the company last year that is similar to his second project. What
should he do?
A. Contact the other project manager and ask for assistance.
B. Obtain historical records and guidance from the project management office (PMO).
C. Wait to see if the project is impacted by the growth in scope.
D. Make sure the scope for the project is agreed to by all the stakeholders.
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
Refreshments
Q4: A project manager is trying to complete a software development project, but
cannot get enough attention for the project. Resources are focused on completing
process-related work and the project manager has little authority to properly assign
resources. What form of organization must the project manager be working in?
A. Functional
B. MatrixB. Matrix
C. Expediter
D. Coordinator
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
Refreshments
Q5: Four project managers are having lunch together and discussing their projects.
Most of the time they are just complaining about how hard projects are to manage in
their company. Some complain about the stakeholders and the number of changes they
cause. Others talk about how hard it is to get people to cooperate and perform, One
project manager wants to focus on the advantages of the matrix-type organization they
all work in for their projects. Which of the following would he mention?
A. Improved project manager control over resources
B. More than one boss for project teams
C. Communications are easier
D. Reporting is easier
ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016
PPROJECT ROJECT MMANAGEMENTANAGEMENT
PPROCESSESROCESSES
Hisham Haridy, PMP, PMI-RMPFebruary 2016
PProject roject Management Management PProcess rocess GGroupsroups
Initiation (Start)
Planning (Plan)
Executing (Do)Executing (Do)
Monitoring and Controlling (check and Act)
Closing (End)
PROJECT MANAGEMENT PROCESSES February 2016
PProject roject Management Management PProcess rocess GGroupsroups
Controlling
Project Management Process Groups
Initiating ClosingPlanning Executing
PROJECT MANAGEMENT PROCESSES February 2016
PProject roject MManagement anagement PProcess rocess GGroups roups IInteractionsnteractions
Process 1
PROJECT MANAGEMENT PROCESSES February 2016
PProject roject Management Management PProcess rocess GGroupsroups
Project Boundaries
PROJECT MANAGEMENT PROCESSES February 2016
IInitiating nitiating PProcess rocess GGrouproup
Initiating Process Group
Begin a new phase of the
project
Business need
Project has so many problems that you re-evaluate the business need
� The initiating processes formally start a
new project or project phase by officially
authorizing the project and providing the
project manager with the information
necessary to begin the project.
� In well-run organizations, there is a formal
project selection process or established Groupproject selection process or established
selection criteria.
� Once a project is selected, it is chartered
and, therefore, authorized.
� Project manager is assigned.
� Stakeholders and the strategy to
manage are identified.
� The project charter is issued.
PROJECT MANAGEMENT PROCESSES February 2016
Planning Process
Project initiating is completed
PPlanning lanning PProcess rocess GGrouproup
� Project planning determines whether
the objectives as stated in the
project charter can be achieved,
as well as how the project will be
accomplished, and addresses all
appropriate project managementProcess Group
� Project management plan
� Project documents.
processes and knowledge areas.
PROJECT MANAGEMENT PROCESSES February 2016
Executing Process Group
Project planning is completed
Integrated change control results in a changed project management plan
EExecuting xecuting PProcess rocess GGrouproup
� The executing process is a
process group that refers to
integrates people and other
resources to implement the
project management plan and to
meet the project objectives
� Executing means executing the project management
plan or the latest revision of the project management
plan.
� The focus is on managing people, following
processes, and distributing information.
PROJECT MANAGEMENT PROCESSES February 2016
Work performance
data
DeliverablesProject initiating to review the project charter
Project executing to repair defects and implement
approved changes, including
corrective or preventive actions.
MMonitoringonitoring andand CControlling ontrolling PProcess rocess GGrouproup
� Monitoring and controlling
means measuring the
performance of the
project to the project
management plan and
approving change
requests, including
Monitoring and
Controlling Process Group
Requested changes, including
recommended corrective and
preventive actions and defect repair from all sources
actions.
Project closing if the project is completed or terminated
requests, including
recommended corrective
and preventive actions
and defect repair
� A project manager spends time and focused
effort controlling scope, time,
communications, risks, etc
PROJECT MANAGEMENT PROCESSES February 2016
Closing Process Group
Project is complete
Project Phase is complete
Procurement is complete
Project or procurement is terminated
CClosing losing PProcess rocess GGrouproup
� The closing process is a process
group that refers to those processes
that have been conducted to formally
terminate and conclude all tasks,
activities, and component parts of a
particular project, or phase of aGroup
project.
� The final step of the closing process will then typically
involve either the transfer, acceptance, and
approval of the final deliverables to the assigning
party, or, in the event the activity did not end up
taking place, initiating and completing the
cancellation process.
PROJECT MANAGEMENT PROCESSES February 2016
PProject roject WWork ork PPerformanceerformance
Work Performance
Data
Work Performance
Information
Work Performance
Reports
� The raw observations and
measurements identified during
activities performed to carry
out the project work.
� Examples include reported
� The performance data collected
from various controlling
processes, analyzed in context
and integrated based on
relationships across areas.
� The physical or electronic
representation of work performance
information compiled in project
documents, intended to generate
decisions or raise issues, actions, or� Examples include reported
percent of work physically
completed, quality and
technical performance
measures, start and finish
dates of schedule activities, etc
relationships across areas.
� Examples of performance
information are status of
deliverables, implementation
status for change requests, and
forecasted estimates to complete.
decisions or raise issues, actions, or
awareness.
� Examples include status reports,
memos, justifications, information
notes, electronic dashboards,
recommendations, and updates.
PROJECT MANAGEMENT PROCESSES February 2016
PProject roject Management Management KKnowledgenowledge AArearea
Project Scope management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Reasource ManagementProject Human Reasource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Integration Management
Project Stakeholder Management
PROJECT MANAGEMENT PROCESSES February 2016
Processes
Knowledge AreasInitiating Planning Executing
Monitoring and Controlling
Closing
Integration (6)
1.Develop Project Charter
2. Develop Project Management Plan 2. Direct and Manage Project Work
4.Monitor and Control Project Work
5.Perform Integrated Change Control
6.Close Project or Phase
Scope (6)
1.Plan Scope Management2.Collect Requirements3.Define Scope4.Create WBS
5.Validate Scope6.Control Scope
Time (7)
1.Plan Project Schedule2.Define Activities3.Sequence Activities4.Estimate Activity Resource5.Estimate Activity Durations6.Develop Schedule
7.Control Schedule
PProjectroject MManagementanagement PProcesses rocesses GGroups and roups and KKnowledge nowledge AAreasreas
6.Develop Schedule
Cost (4)1.Plan Cost Management2.Estimate Costs3.Determine Budget
4.Control Costs
Quality (3) 1.Plan Quality Management 2.Perform Quality Assurance 3.Control Quality
Human Resources (4)
1.Plan Human Resource Management 2.Acquire Project Team3.Develop Project Team4.Manage Project Team
Communications (3) 1.Plan Communication Management 2.Manage Communication 3.Control Communication
Risk (6)
1.Plan Risk Management2.Identify Risks3.Perform Qualitative Risk Analysis4.Perform Quantitative Risk Analysis5.Plan Risk Responses
6.Control Risks
Procurement (4)1.Plan Procurement Management 2.Conduct Procurements 3.Control Procurements 4.Close
Procurements
Stakeholder (4)1.Identify Stakeholders
2.Plan Stakeholder 3.Manage Stakeholder Engagement
4.Control Stakeholder Engagement
PROJECT MANAGEMENT PROCESSES February 2016
InitiatingInitiating PlanningPlanning ExecutingExecutingMonitoring Monitoring
and and ControllingControlling
ClosingClosing
Processes GroupProcesses Group
Knowledge Area
Knowledge Area
PProjectroject MManagementanagement PProcesses rocesses GGroups and roups and KKnowledge nowledge AAreasreasKnowledge Area
Knowledge Area
PROJECT MANAGEMENT PROCESSES February 2016
Scope Management
“The processes involved in ensuring the project includes all the work required,
and only the work required, for completing the project successfully”
Plan Scope Management
Collect Requirements
Define Scope Create WBSValidate Scope
Control Scope
PROJECT MANAGEMENT PROCESSES February 2016
Time Management
Plan Define Sequence
Estimate Estimate Develop Control
“The processes that are used to help ensure the timely completion of the
project”
Plan Schedule
Management
Define Activities
Sequence Activities
Estimate Activity Resource
Estimate Activity Durations
Develop Schedule
Control Schedule
PROJECT MANAGEMENT PROCESSES February 2016
“The processes involved in estimating, budgeting, and controlling costs so
that the project can be completed within the approved budget”
Cost Management
Plan Cost Management
Estimates Costs
Determine Budget
Control Costs
PROJECT MANAGEMENT PROCESSES February 2016
“The processes involved in planning for, monitoring, controlling, and assuring
the quality requirements of the project are achieved”
Quality Management
Plan Quality Management
Perform Quality Assurance
Control Quality
PROJECT MANAGEMENT PROCESSES February 2016
Plan Human Resource
Acquire Project Develop Manage Project
“The processes involved in the planning, acquisition, development, and
management of the project team”
Human Resource Management
Resource Management
Acquire Project Team
Develop Project Team
Manage Project Team
PROJECT MANAGEMENT PROCESSES February 2016
Plan Communications Manage Control
“Processes required to ensure timely and appropriate development, collection,
dissemination, storage, and ultimately disposition of project information”
Communication Management
Plan Communications Management
Manage Communications
Control Communications
PROJECT MANAGEMENT PROCESSES February 2016
Plan Risk Identify Perform
Qualitative Perform
Quantitative Plan Risk Control
“The processes involved with identifying, analyzing, and controlling risks for
the project”
Risk Management
Plan Risk Management
Identify Risks
Qualitative Risk
Analysis
Quantitative Risk
Analysis
Plan Risk Responses
Control Risks
PROJECT MANAGEMENT PROCESSES February 2016
Plan Procurement
Conduct Control Close
“The processes involved with purchasing or acquiring products, services, or
results for the project”
Procurement Management
Procurement Management
Conduct Procurements
Control Procurements
Close Procurements
PROJECT MANAGEMENT PROCESSES February 2016
Develop Project
Develop Project
Management
Direct and Manage Project
Monitor and Control Project
Perform Integrated Change
Close Project or
“The processes and activities that integrate the various elements of project
management”
Integration Management
Project Charter
Management Plan
Project Work
Project Work
Change Control
Project or Phase
PROJECT MANAGEMENT PROCESSES February 2016
Identify Stakeholders
Plan Stakeholder Management
Manage Stakeholder
Control Stakeholder
Stakeholder Management
The processes required to identify the people, groups, or organizations that could
impact or be impacted by the project
Stakeholders ManagementStakeholder Engagement
Stakeholder Engagement
PROJECT MANAGEMENT PROCESSES February 2016
PROJECT MANAGEMENT PROCESSES February 2016
Refreshments
Q1: The project charter is created in which project management process group?
A. Executing
B. Planning
C. Closing
D. Initiating
Q2: Which of the following is NOT an input to the initiating process group?
A. Company processes
B. Company culture
C. Historical WBSs
D. Project scope statement
PROJECT MANAGEMENT PROCESSES February 2016
Refreshments
Q3: The WBS and WBS dictionary are completed. The project team has begun working
on identifying risks. The sponsor contacts the project manager, requesting that the
responsibility assignment matrix be issued. The project has a budget of US $100,000
and is taking place in three countries using 14 human resources. There is little risk
expected for the project, and the project manager has managed many projects similar
to this one. What is the NEXT thing to do?
A. Understand the experience of the sponsor on similar projects.
B. Create an activity list.
C. Make sure the project scope is defined.
D. Complete risk management and issue the responsibility assignment matrix.
PROJECT MANAGEMENT PROCESSES February 2016
Refreshments
Q4: A project manager gets a call from a team member notifying him that there is a
variance between the speed of a system on the project and the desired or planned
speed. The project manager is surprised because that performance measurement was
not identified in planning. If the project manager then evaluates whether the variance
warrants a response, he is in what project management process?
A. Initiating
B. Executing
C. Monitoring and controlling
D. Closing
PROJECT MANAGEMENT PROCESSES February 2016
Refreshments
Q5: Which process groups must be included in every project?
A. Planning, executing, and closing
B. Initiating, planning, and executing
C. Initiating, planning, executing, monitoring and controlling, and closing
D. Planning, executing, and monitoring and controlling
PROJECT MANAGEMENT PROCESSES February 2016
THANK YOU
Feedback (Q&A)Feedback (Q&A)
Duration
15 min.
PROJECT MANAGEMENT PROCESSES February 2016
THANK YOU
PROJECT MANAGEMENT PROCESSES February 2016