Project Management Framework

PMBOK - The Purpose of PMBOK Guide is to identify that subset of Project Management Body of Knowledge that is generally recognized as good practice. Project and project characteristics: 1. Temporary (also applies to project team) 2. Unique 3. limited resources 4. Completed when their goals and objectives have been met or canceled 5. Signed off and accepted by the stakeholders (meet or exceed expectation) Progressive Elaboration developing in steps, and continuing by increments Project management: the application of knowledge, skills, tools, and techniques to project activities to meet project objectives. Portfolio a collection of projects or programs and other work that are grouped together to facilitate effective management of the work to meet strategic business objectives Portfolio management the centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work to achieve specific strategic business objectives Program a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program Projects vs. Operations Common Characteristics 6. Performed by People 7. Constrained By limited Resources 8. Planned, Executed and Controlled Different 1. Operation: ongoing and repetitive, Project: Temporary and unique 2. Operation: sustain the business, Project: attain its objective and then terminate 3. Operation: adopt a new set of objectives and the work continues, Project: concludes when its specific objectives have been attained Projects and Strategic Planning Projects are typically authorized as a result of one or more of the following strategic considerations (market demand, organizational need, customer request, technological advance, legal requirement) Triple Constraint: cost, time, scope and quality Areas of Expertise 1. PMBOK: 1. Project Life cycle Definition 2. 5 PM process groups 3. 9 Knowledge areas 2. Application area knowledge, standards and regulations 3. Understanding Project environment (Cultural and Social, International and political, Physical Environment) 4. General Management Knowledge and Skills (Financial management and accounting, Purchasing and procurement, Sales and marketing, Contracts and commercial law, Organizational structures, personnel administration, Information technology, etc.) 5. Interpersonal Skills (Communication, Influencing the organization, Leadership, Motivation, Negotiation, Conflict resolution, Problem Solving, Team building) Standard - is a document approved by a recognized body, that provides, for common and repeated use, rules, guidelines, or characteristics for products, processes or services with which compliance is not mandatory. Standards start out as guidelines and later with widespread adaptation becomes accepted as if they were regulations. Regulation - is a document, which lays down product, process or service characteristics, including the applicable administrative provisions, with which compliance is mandatory. Project and strategic planning: a means of achieving an organizations strategic plan Subprojects: Projects are frequently divided into more manageable components or subprojects Management by Objectives (MBO): An organization that adopts this approach defines its activities as projects in a way that is consistent with definition of project. PMO: Project/program management office, Centralize and Coordinate the management of project, oversee or administer project, program or both, can exist in any kind of organization including the functional organization A formal structure that supports project management within an org; usually takes one of three forms: 1) Providing the policies, methodologies, and templates for managing projects within the org. 2) Providing support and guidance to others in the org on how to manage projects, training others in PM or PM software and assisting with specific PM tools Page 1 of 3 8/1/09 Last Updated

3) Providing PMs for different projects and being responsible for the results of the projects. All projects (or projects of certain size, type, or influence) are managed by this office To make a project office work, should remember: 1) The role of the project office must be clearly defined 2) The commitment of senior management is required The project office will not improve your project performance without also using proper project management process and techniques OPM3: organizational project management maturity model, designed to help organizations determine their level of maturity in project management practices. Project life cycle 1. Divided into Phases based on project ( complexity, nature, type, size) 2. What technical work to be done in each phase 3. When the deliverables are to be generated 4. How they are reviewed, verified & validated. 5. Who is involved in each phase 6. How to control and approve each phase 7. Product-oriented processes Project Phase: 1. Each project phase is marked by completion of one or more deliverables, technical transfer, hand-off. 2. Deliverable is a tangible, verifiable work product. 3. The conclusion of a project phase is generally marked by a review 4. Phase exits, stage gates, or kill points. 5. Fast tracking. Stakeholders (interests may be positively or negatively impacted by the project) 1. Definitions 2. Influences 3. Management 3.1. Identify 3.2. Proactive 3.3. Determine their requirements, expectations, needs, objectives and agenda 3.4. Determine their position, power, influence, roles & responsibilities, strength & weakness in the organization 3.5. Manage and influence those requirements to ensure a successful project 3.6. Assess their knowledge and skills 3.7. Identify and implement strategy to manage them and predict their reaction towards it 3.8. Communicate with them, well-informed and keep them up-to-date and take their buy-in, acceptance and sign-off 3.9. Conflict resolved in favor of customer Organizational Influences 1. Organizational system (revenue, MBO, Non-project-based) 2. Organizational culture and style (Shared values, norms, beliefs, and expectations, Policies and procedures, view of authority relationships, work ethic and work hours) 3. Organizational structure 4. The role of PMO in organizational structure Organizational Structure Influence on Projects: Functional PM authority Resource Availability Project Budget control Little or None Little or None Weak Matrix Limited Limited Functional manager Part Time Part Time Page 2 of 3 8/1/09 Balanced Matrix Low to Moderate Low to Moderate Mixed Full Time Part Time Strong Matrix Moderate to High Moderate to High PM Full Time Full Time Disadvantages Projected High to Total High to Total PM Full Time Full Time

Functional manager PM Role Part Time Administrative Staff Part Time Advantages Projectized Efficient Project Organization Loyalty to the project More effective communications than functional

No home when project is completed Lack of professionalism in disciplines Duplication of facilities and job functions Less efficient use of resources Last Updated

Matrix Highly visible project objectives Improved PM control over resources More support from functional orgs Max utilization of scarce resources Better coordination Better horizontal & vertical dissemination of information than functional Team members maintain a home Functional Easier management of specialists Team members report to only one manager Similar resources are centralized Clearly defined career paths

Not cost effective because of extra admin personnel More that one boss for project teams More complex to monitor and control Tougher problems with resource allocation Need extensive policies and procedures Functional managers may have different priorities than Project manager Higher potential for conflict & duplicate effort People place more emphasis on functional specialty than project No career path in project management Project manager has no authority

Composite Organization: Most modern organizations involve all these structures at various levels Expeditor: Staff Assistant and Communication coordinator. No Power to make decisions Coordinator: Some authority, power and reports to higher-level manager. Project Management System: Set of tools, techniques, methodologies, resources, and procedures used to manage a project. It can be formal or informal System: a set of processes and the related control functions that are consolidated and combined into a functioning, unified whole Process: set of interrelated actions and activities performed to achieve a specified set of products, results, or services. 2 major categories: 1- The project management processes 2- Product-oriented processes Overlap and interact throughout the project Should be appropriately aligned and connected Project management process groups 5 (initiating, planning, executing, controlling, closing) Project management knowledge area processes 9 (Integration, Scope, Time, Cost, HR, Communication, Quality, Risk, and Procurement) Project Management process groups and project life cycle Project management process mapping (group vs. knowledge area) 42 Processes (initiating 2, planning 20, executing 8, controlling 10, closing 2) (Integration 7, Scope 5, Time 6, Cost 3, HR 4, Communication 4, Quality 3, Risk 6, and Procurement 6) PMI Members Adhere to Code of Ethics PMP adhere to Code of Professional Conduct

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