THE PROJECT

MANAGEMENT FRAMEWORK

Project Life Cycle and

Organization
 Project Life Cycle
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

• Project Life Cycle defines

the phases that connect the
beginning of the project to its
end
• Deliverables from one
phase are usually reviewed
for completeness and
accuracy and approved
before work starts on the
next phase
Project Management
Framework
 Project Stakeholders
• Stakeholders are individuals and organizations that are actively
involved in the project, or whose interests may be affected as a
result of the project execution or project completion
• The project management team must identify the stakeholders,
determine their requirements and expectations, and to the extend
possible, 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
Project Stakeholders
PROJECT MANAGEMENT KNOWLEDGE AREAS
Project Management Tools and
Techniques
• Project management tools and
techniques assist project managers and
their teams in various aspects of project
management
• Some specific ones include
– Project Charter and WBS templates (scope)
– Gantt charts, network diagrams, critical path
analysis, PERT (time)
– Cost estimates and earned value
management (cost)
 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)
 Organizational Structure

• Functional Organization; staff members are grouped by

specialty, such as production, marketing, engineering, and
accounting at the top level and have one clear superior
• Projectized Organization; most of the organization’s resources
are involved in the project work, and project managers have a
great deal of independence and authority, and team members are
often collocated
• Matrix Organization; including
– Weak matrix, maintain many of the characteristics of a functional
organization and PM role as a coordinator or expediter project
– Balanced matrix, recognizes the need for a PM, but not provide the
PM with the full authority over the project and project funding
– Strong matrix, have many of the characteristics of the projectized
organization, and can have full-time PM with considerable authority
and full-time project administrative staff
Functional Organization
Projectized Organization
Weak Matrix Organization
Balanced Matrix Organization
Strong Matrix Organization
Composite Organization
Organizational Structure
 Project Management Office

• A PMO’s function in an organization may

range from an advisory influence, limited to the
recommendation of specific policies and
procedures on individual projects, to a formal
grant of authority to the individual project
manager
• In organization structure (functional, matrix,
projectized), PMO should be between the
project manager layer and the chief executive
layer, or the “manager of the project manager”
 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 and
combined 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 and
continuity on the various projects being
performed