Project Management

1. Project:
- Is a temporary endeavor undertaken to create a unique product service
result
- Definite beginning and end date
- Can be component of another item or an end item itself
- Capability to perform a service
- Result like a outcome or document

1.1 What is project management?

Def.: application of knowledge, skills, tools and techniques to project activities to
meet the project requirements.
5 process groups:
-

Initiating
Planning
Executing
Monitoring/Controlling
Closing

Managing a project includes

-

Identifying requirements
Addressing the various needs, concerns and expectations of stakeholders
Relationship between this factors is, ones changes at least one is affected

1.2 Portfolio management

Def.: portfolio refers to a collection of projects or programs grouped together to
facilitate effective management of that work to meet strategic business
objectives
Scope, Change, Planning, Management, Succes, Monitoring

1.3 Program Management

Def. Program: defined as a group of related projects managed in a coordinated
way to obtain benefits and control not available from managing them individually
(A project may or may not be a part of a program but a program will always have
projects)

Def. Program management: centralized as a coordinated management of a

program to achieve the programs strategic objectives and benefits. Projects
within a program are related through the common outcome or collective
capability

1.4.3 Projects and Strategic Planning

- Projects are often utilized as a means of achieving and organizations
strategic plan
Projects are authorized as a result of one or more of the following strategic
considerations
1.
2.
3.
4.
5.

Market demand
Strategic opportunity/business needs
Costumer request
Technological advance
Legal requirements

1.4.4 Project management office

- Organizational body or entity assigned various responsibilities related to
the centralized and coordinated management of those projects under its
domain
- Primary function of a PMO is to support project managers in a variety of
ways which may include, but are limited:
1. Managing shared resources all the projects administered by the PMO
2. Identifying and developing project management methodology
3. . (more examples page 11)

1.5 Role of the Project manager

Def.: person assigned by the performing organization to achieve the
project objectives
Characteristics:
1. Knowledge
2. Performance (refers to what project manager is able to do or
accomplish while applying their project management knowledge)
3. Personal (behavior while performing project or related activities)

Chapter 2
2.1

Project life cycle

Def.: Collection of generally sequential and sometimes overlapping project

phases whose name and number are determined by the management and control
needs of the organization or organization involved in the project

Characteristics:
-

Starting project
Organizing and preparing
Carrying out the project work
Closing the project

(project charter)
(Project management plan)
(Accepted deliverables)

The generic life cycle structure generally displays following characteristics:

-

Cost/staffing level low at the beginning

Stakeholder influences, risks and uncertainty are greatest at start of the
project
ability to influence the final characteristics of the projects product without
significantly impacting cost, is the highest at the start of the project and
decreases as the projct progresses towards completion

2.1.2 Product vs Project life cycle relationship

-

Product life cycle consists of generally sequential, non-overlapping product

phases determined by the manufacturing and control need of the
organization

2.1.3 Project phases

Def.: divisions within a project where extra control is needed to effectively
manage the completion of a major deliverable, typically completed
sequentially, can overlap
! Project phase is not a Project management Process Group

Characteristics:
-

When phases are sequential the close of a phase ends with some form of
transfer or handoff of the work product produced as phase deliverable
The work has a distinct focus that differs from any other phase
The primary deliverable or objective of the phase requires an extra degree
of control to be successfully achieved
Page 20 and 21
Sequential and overlapping phase to phase relationships

2.2

Projects vs. Operational Work

Organizations perform work to achieve a set of objectives

- performed by individuals
- limited by constraints
- planned, executed, monitored, controlled and performed to achieve
organizational objectives or strategic plans

2.3

Stakeholders

Def.: Persons or organizations, who are actively involved in the project or whose
interests may be positively or negatively affected by the performance or
completion of the project
-

Tasks of the project management team must identify both internal or

external stakeholders in order to determine the projects requirements or
expectations
Stakeholders have varying levels of responsibilities and authorities when
participating on a project but can change of the project life cycle
Stakeholder identification is a continuous process

Examples of typical stakeholders

-

Costumers (will use the projects product/service)

Sponsor (provides financial resources)
Portfolio managers
Program managers
Project management office
Project managers
1. Assigned by the performing organization to achieve the project
objectives
2. Responsible for communication with all stakeholders
Project team
Functional managers

For more information about the stakeholder read page 25-26

2.4.2 Organizational structures

Page 27-35

Chapter 3
Project management processes for a project
In order for a project to be successful, the project team must be:
-

Select appropriate processes required to meet the project objectives

Defined approach that can be adopted to meet the project objectives
Comply with requirements to meet stakeholder needs/expectations

Balance scope, time, costs, quality, resoures,.

2 major categories
-

Project management processes

Product-oriented processes

But the project manager in coll. With the project team is always responsible for
determining which processes are appropriate and the appropriate degree of rigor
for each process

Project Management process Groups (5 elements)

-

Initiating (processes performed to define a new project or new phase of

existing project)
Planning (required to establish the scope of a project, refine the
objectives,..)
Executing (performed to complete the work defined in the projects
management plan to satisfy the project specifications)
Monitoring/Controlling (track, review and regulate progress)
Closing (finalize all activities across all Process groups)

! The Process Groups are not project phases!

Page 42 and 43 Examples of the Process Groups

3.3
Initiating process Group
Within this processes the initial scope is defined and initial financial
resources are committed
Internal and external stakeholders are identified
Task! Develop Project charter!

Def.: process of developing a document that formally authorizes a project

or phase and documenting initial requirements that satisfy the
stakeholders needs and expectations
Inputs are: project statement of work, business case, contract, enterprise
environmental factors
Outputs: Project charter
Task 2! Identifying Stakeholders!
Def.: Process of identifying all people or organizations impacted by the
project and documenting relevant information regarding their interests,
involvement and impact on project success.

3.4 Planning Process Group

Establish the total scope of the effort, define and refine objectives
and develop the course of actions required to attain those
objectives
Develop project management plan and project documents
Page 47 Figure Planning Process

The project management plan and project documents developed as

outputs from the planning process will explore all aspects of the scope,
time, costs, quality

Task 3! Develop Project Management Plan

Def.: Process of documenting the actions necessary to define, prepare,
integrate, and coordinate all subsidiary plans
Primary source of information for how the project will be planned,
executed, monitored, controlled, and closed
Project charter + Outputs from planning processes = Project management
plan
Tasks are:
1. Collect requirements (defining and documenting stakeholders needs
to meet the project objectives
2. Define scope (Process of developing a detailed description of the
project and product)
3. Create WBS (Process of subdividing project deliverables and project
work into smaller more manageable components)
4. Define activities (Process of identifying and documenting relationship
among the project activities)
5. Estimate Activity Resources (Process of estimating the type and
quantities of material, people, equipment,)
6. Estimate Activity Durations (Process of Approximating the number
of work periods to complete individual activities with estimated
resources)

7. Develop Schedule (analyzing activity sequences, durations, resource

requirements =create a project schedule)
8. Estimate costs (monetary resources)
9. Determine budget (aggregating the estimated costs of individual
activities or work packages to establish an authorized cost basline
10.Plan quality (identifying quality requirements to the project and
product
11.Human resources plan
12.Plan communications
13.Plan risk management
14.Identify risks
15.Perform Qualitative risk analysis
16.Perform Quantitative risk analysis
17.Plan risk responses
18.Plan Procurements

3.5 Executing Process Group

-

During this stage results may require planning updates and re/baselining
1. Direct and Manage Project Execution (Process of performing the
work defined in the project management plan to achieve the project
objectives
2. Perform Quality Assurance (Process of auditing the quality
requirements and the results from quality control measurements to
ensure appropriate quality standards and operational definitions are
use)
3. Acquire Project Team (confirming human resource availability and
obtaining the team necessary to complete project assignments)
4. Develop Project Team (Improving the competencies, team
interaction)
5. Manage Project Team (process of tracking team member
performance, feedback,)
6. Distribute Information (process of making relevant information
available to project stakeholders as planned)
7. Manage Stakeholer Expectations (process of communicating and
working with stake holders to meet their needs and addressing issues
as they occur)
8. Conduct Procurements (Process of obtaining seller responses,
selecting a seller, awarding a contract)

3.6 Monitoring and Controlling Process Group

-

Track, review, regulate the process and performance of the project

Key benefit: project performance is observed and measured regularly and
consistently to identify variances from the project management plan)

Includes also:

Controlling changes
Monitoring the ongoing project activities against the project management
plan and the project performance baseline
Page 60 Figure monitoring&controlling Process Group
1. Monitor and Control Project Work (tracking, reviewing and
regulating the progress to meet the performance objectives defined in
the project management plan)
2. Performed Integrated Change Control (reviewing all change
request and approving changes)
3. Verify Scope (formalizing acceptance of the completed deliverables)
4. Control Scope (Monitoring status of the project and product scope)
5. Control Schedule (Monitoring the status of the project)
6. Control costs
7. Perform Quality Control (process of monitoring and recording
results)
8. Report Performance (collecting and distributing performance
information including status reports, progress measurements and
forecasts)
9. Monitor and Control risks
10.Administer Procurements (managing procurement relationships,
contract performance,..)

3.7 Closing Process Group

-

formally complete the project, phase or contractual obligations

Obtain acceptance by the costumer or sponsor
Conduct post-project or phase-end review
Record impacts of tailoring to any process
Close out procurements
1. Close Project or Phase (finalizing all activites across all of the
management to formally complete the project or phase
2. Close Procurements