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INTRODUCTION OF PROJECT
MANAGEMENT
Purpose of PMBOK® Guide

Applying PMBOK can make significant impact

on project success.

recognized as good practice.

It also provides and promotes a common

vocabulary

The PMI Code of Ethics and Professional

Conduct is specific about the basic obligation
of responsibility, respect, fairness, and honesty.
 Trying to manage a
project without project
management is like
trying to play a
football game without
a game plan.

K. Tate
What is a Project
 Project & Operations
Perform Some Work

Change Routine

Projects Operations

UNIQUE: REPETETIVE:
Not Done Before Identical Replication
TEMPORARY: CONTINUOUS:
Definite START & END Non-Stop

Build a Road Use a Road

Construct a Dam Daily Water Supply
Build a Refinery Produce / Refine Oil
Change Accounting System Daily Accounting Entries
Construct Home Live in Home
 Projects - continued

 Temporary does not necessarily mean a project has a

short duration.
 The end of the project is reached when one or more
of the following is true:
 The project’s objectives have been achieved;
 The objectives will not or cannot be met;
 Funding is exhausted or no longer available for allocation to
the project;
 The need for the project no longer exists (e.g., the
customer no longer wants the project completed, a change
in strategy or priority ends the project, the organizational
management provides direction to end the project);
 The human or physical resources are no longer available;
or
 The project is terminated for legal cause or convenience.
 Projects - continued

 Projects derive change in

organizations. For a business
perspective, a project is aimed
at moving an organization
from one state to another
state in order to achieve a
specific objective.
 Projects - continued

 Projects enable business value creation. PMI defines

business value as the net quantifiable benefit derived from a
business endeavor. The benefit may be tangible, intangible,
or both.
 In business analysis, business value is considered the return,
in the form of elements such as time, money, goods, or
intangible in return for something exchanged.

Examples of tangible elements include: Examples of intangible elements include:

Monetary assets, Stockholder equity, Utility, Goodwill, Brand recognition, Public benefit,
Fixtures, Tools, and Market shares. Trademarks, Strategic alignment, and
Reputation
 Projects - continued

Project Initiation Context.

 Organizational Leaders initiate
projects in response to factors acting
upon their organizations.
 There are four fundamental
categories for these factors, which
illustrate the context of a project.

Project Constraints.
 There can literally be hundreds of
constraints on a project.
 Constraints are limiting factors that set
up boundaries for the project.
 Projects and strategic planning

Strategic Considerations
• Market Demand
• Business need
• Customer request
• Technological advancement
• Legal requirements
 What is Project Management

• Application of knowledge, skills, tools and techniques to meet

project requirements and Objectives of the stakeholders / end users

• Getting a Unique Undertaking done through the Active Support of

others / stakeholders

• The art of deciding & coordinating human / Materials resources

through out the life of the project by using modern management
techniques to achieve predetermined objectives of Scope, Time,
Cost & Quality (STCQ)
 What is Project Management

• Project management is accomplished through the appropriate

application and integration of the 49 logically grouped project
management processes Comprising the 5 Process Groups:
i.e. Initiating, Planning, Executing, Monitoring and Controlling, and
Closing.

• Managing a project typically includes:

– Identifying requirements,
– Addressing the various needs, concerns, and expectations of the stakeholders
as the project is planned and carried out,
– Balancing the competing project constraints including, but not limited to:
Scope, Quality, Schedule, Budget, Resources and
Risk
 The Importance of Effective Project Management

 Meet business objectives;

 Satisfy stakeholder expectations;
 Be more predicable;
 Increase chances of success;
 Deliver the right products at the right time;
 Resolve problems and issues;
 Respond to risks in a timely manner;
 Optimize the use of organizational resources;
 Manage constraints (e.g., scope, quality, schedule, costs, resources)
 Balance the influence of constraints on the project (e.g., increased
scope may cost or schedule); and Manage change in a better manner.
 Poorly managed projects or the absence of project
management may result in:
 Missed deadlines;
 Cost overruns;
 Poor quality;
 Rework;
 Uncontrolled expansion of the project;
 Loss of reputation for the organization;
 Unsatisfied stakeholders; and
 Failure in achieving the objectives for which the project was
undertaken.
RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND
OPERATIONS MANAGEMENT

 A project may be managed in three separate scenarios: as

a stand-alone project (outside of a portfolio or program),
within a program, or within a portfolio.

 A program is defined as a group of related projects,

subsidiary programs, and program activities managed in
a coordinated manner to obtain benefits not available from
managing them individually. Programs are not large projects.

 A portfolio is defined as projects, programs, subsidiary portfolios,

and operations managed as a group to achieve strategic objectives.
RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND
OPERATIONS MANAGEMENT - continued
 Atlas Pvt. Ltd Portfolio

Atlas
Atlas Autos
Program Constructions

Atlas Trucks Atlas High

Atlas Cars Atlas Homes
Rises

Project

Xem 850cc Pearl 1600 cc

 PORTFOLIO,PROGRAM AND PROJECT
 The differences lie primarily in scope
and time horizon.

 “A portfolio refers to a
collection of projects or
programs and other work that
are grouped together to
facilitate the management to
meet business objectives”.

 “A program is a series of
coordinated, related, multiple
projects that continue over
extended time intended to
achieve a goal”.
Project Management Office (PMO)

A PMO is an organizational body or

entity assigned various
responsibilities related to the
centralized and coordinated
management of those projects
under its domain.

Responsibilities of a PMO can

range from providing project
management support function to
actually being responsible for the
direct management of a project.

42
 Project Management Office (PMO)

A department that centralizes the management of projects. A

PMO usually takes one of three roles:

• Project Support: Provide project management guidance

to project managers in business units.

• Project Management Process/Methodology: Develop

and implement a consistent and standardized process.

• Training: Conduct training programs or collect

requirements for an outside company.
Project Management Office (PMO) – Cont…
 Authority of PMO

Manage the Help gather

interdependen lessons learned
cies between Help provide Terminate and make them
projects resources projects available to
other projects

Provide Be more heavily

Provide enterprise involved during
Provide
templates project project initiating
guidance
management than later in the
software project
 Differences Between Role of
Project Managers and PMO

Project manager: PMO

• focuses on the specified project objectives • manages major program scope changes which may be seen
• controls the assigned project resources to best as potential opportunities to better achieve business
meet project objectives objectives
• manages the constraints of the individual • optimizes the use of shared organizational resources across
projects all the projects
• manages the methodologies, standards, overall
risk/opportunity and interdependencies among projects at the
enterprise level
 THE ROLE OF THE PROJECT MANAGER
 The project manager plays a critical role in the leadership of
a project team in order to achieve the project’s objectives.

 Many project managers become involved in a project from

its initiation through closing. However, in some
organizations, a project manager may be involved in
evaluation and analysis activities prior to project initiation.

 The role of a project manager is distinct from that of a

functional manager or operations manager.
 Responsibilities of a Project
Manager
PM responsibilities includes:
• Planning the work
• Organizing the work
PM – The only Key • Managing the day-day activities
Contact point for the • Delivering the project
project. deliverables to the client
• Identifying potential
stockholders
• Balancing the competing
demands

BALANCING THE CONSTRAINTS

Scope Schedule

Resources Risk Budget Quality

Balance

44
 Role of Project Manager

is the person The role of a

assigned by the project manager is
performing distinct from a
organization to functional manager
achieve the project or operations
objectives. manager.

Effective PM A project manager

requires: may report to;

• Knowledge • a functional
• Performance manager
• Personal • a portfolio or
program manager
The Project
Manager’s
Sphere of
Influence
 Project
Manager’s
Competenc
es
 Suggested Skills for Project Managers

Knowledge of the following:

 All 10 project management knowledge areas

 The application area, including specific
standards and regulations
 The project environment
 General management
 Human Relations (Interpersonal Skills)
Interpersonal Skills of a PM
Leadership

Coaching Team Building

Conflict
Management Motivation

Trust Building Communication

Negotiation Influencing

Political and
Cultural Decision Making
awareness
 Reading Assignment

• Rita PMI-isms for

– General Practices
– Initiating
– Planning the Project
– Execution
– Monitoring
– Closing the Project
 Organizational Systems

 Projects operate within the constraints imposed by the

organization through their structure and governance
framework.

• To operate effectively and efficiently, the project manager

needs to understand where responsibility,
accountability, and authority reside within the
organization.

• This understanding will help the project manager

effectively use his or her power, influence, competence,
leadership, and political capabilities to successfully
complete the project.
 Organizational Systems - continued

 The interaction of multiple factors within an individual

organization creates a unique system that impacts the
project operating in that system. The resulting
organizational system determines the power, influence,
interests, competence, and political capabilities of the
people who are able to act within the system.

 The system factors include but are not limited to:

 Management elements,
 Governance frameworks, and
 Organizational structure types.
 Organizational Systems - continued

 A system is a collection of various components that together can

produce results not obtainable by the individual components alone.
 A component is an identifiable element within the project or
organization that provides a particular function or group of related
functions.
 The interaction of the various system components creates the
organizational culture and capabilities. There are several principles
regarding systems:
 Systems are dynamic, Systems can be optimized, System
components can be optimized, Systems and their components cannot
be optimized at the same time, and Systems are nonlinear in
responsiveness (a change in the input does not produce a
predictable change in the output).
 Organizational Governance Framework
 Concept of governance is multidimensional and:

 Includes consideration of people, roles, structures, and policies; and

 Requires providing direction and oversight through data and feedback.

 Governance is the framework within which authority is exercised in

organizations. This framework includes but is not limited to:

 Rules, Policies, Procedures, Norms, Relationships, Systems, and Processes.

 This framework influences how:

 Objectives of the organization are set and achieved, Risk is monitored

and assessed, and Performance is optimized.
 Management Elements

 Management elements are the components that comprise

the key functions or principles of general management in
the organization.

 The general management elements are allocated within the

organization according to its governance framework
and the organizational structure type selected.

 The key functions or principles of management include but

are not limited to:
 Division of work using specialized skills and availability to
perform work;
 Authority given to perform work;
 Management Elements - continued

 Responsibility to perform work appropriately assigned based

on such attributes as skill and experience;
 Discipline of action (e.g., respect for authority, people, and
rules);
 Unity of command (e.g., only one person gives orders for
any action or activity to an individual);
 Unity of direction (e.g., one plan and one head for a group
of activities with the same objective);
 General goals of the organization take precedence over
individual goals;
 Paid fairly for work performed;
 Optimal use of resources;
 Management Elements - continued

 Clear communication channels;

 Right materials to the right person for the right job at the right
time;
 Fair and equal treatment of people in the workplace;
 Clear security of work positions;
 Safety of people in the workplace;
 Open contribution to planning and execution by each person; and
 Optimal morale.
 Performance of these management elements are assigned to
selected individuals within the organization. These individuals may
perform the noted functions within various organizational
structures.
Organizational Structure Types
System & Environment Influence on Projects

 Projects exist and operate in environments that may have an

influence on them. These influences can have a favorable or
unfavorable impact on the project.
 Two major categories of influences are:
 Enterprise Environmental Factors (EEFs, and
 Organizational Process Assets (OPAs)
 EEFs originate from the environment outside of the project
and often outside of the enterprise.
 EEFs may have an impact at the organizational, portfolio,
program, or project level.
 Overview - continued

 OPAs are internal to

the organization. These
may arise from the
organizational itself, a
portfolio, a program,
another project , or a
combination of these.
 Enterprise Environmental Factors

 EEFs refer to conditions not under the control of the

project team, that influence, constrain, or direct the
project.
 These conditions can be internal and /or external to the
organization.
 EEFs are considered as inputs to many project
management processes, specifically for most planning
processes.
 These factors may have a positive or negative influence
on the outcome.
 EEFs Internal to the Organization

 Organization Culture, Structure, and Governance.

Examples include vision, mission, values, beliefs, cultural norms,
leadership style, hierarchy and authority relationships,
organizational style, ethics, and code of conduct.
 Geographic distribution of facilities and resources.
Examples include factory locations, virtual teams, shared systems,
and cloud computing.
 Infrastructure: Examples include existing facilities, equipment,
organizational telecommunications channels, Information
technology hardware, availability, and capacity.
 EEFs Internal to the Organization – continued

 Information Technology Software: Examples include

scheduling software tools, configuration management systems, web
interfaces to other online automated systems, and work
authorization systems.
 Resource availability: Example includes contracting and
purchasing constraints, approved providers and subcontractors, and
collaboration agreements.
 Employee capability: Examples include existing human
resources expertise, skills, competencies, and specialized
knowledge.
 EEFs External to the Organization

 Marketplace conditions. Examples include competitors,

market share brand recognition, and trademarks.
 Social and cultural influences and issues. Examples
include political climate, codes of conduct, ethics and perceptions.
 Legal restrictions. Examples include country or local laws and
regulations related to security, data protection, business conduct,
employment, and procurement.
 Academic Research. Examples include industry studies,
publications, and benchmarking results.
 EEFs External to the Organization – continued

 Commercial databases. Examples include benchmarking results,

standardized cost estimating data, industry risk study information, and
risk database.

 Government or industry standards. Examples include

regulatory agency regulations and standards related to products,
production, environment, quality, and workmanship.

 Financial considerations. Examples include currency exchange

rates, interest rates, inflation rates, tariffs, and geographic location.

 Physical environment elements. Examples include working

conditions, weather, and constraints.
 Organizational Process Assets (OPAs)

 OPAs are the plans, processes, policies, procedures, and

knowledge bases specific to and used by the performing
organization. These assets influence the management of the
project.
 OPAs include any artifact, practice, or knowledge from
any or all of the performing organizations involved in the
project that can be used to execute or govern the project.
 The OPAs also include the organization’s lessons learned
from previous projects and historical information.
 Organizational Process Assets (OPAs) -
continued

 OPAs may include completed schedules, risk data, and

earned value data.
 OPAs are inputs to many project management processes.
Since OPAs are internal to the organization, the project
team members may be able to update and add to the OPAs
as necessary throughout the project.
 OPAs may be grouped into two categories:
 Processes, policies, and procedures
 Organizational knowledge bases.
 Organizational Process Assets (OPAs) -
continued

 The organization’s processes and procedures for conducting

project work include but are not limited to:

• Initiating and Planning (policies e.g., human resources policies,

health and safety policies, security and confidentiality policies, quality
policies, procurement policies, and environmental policies); (Product and
project life cycles, and methods and procedures e.g., project
management methods, estimation metrics, process audits, improvement
targets, checklists, and standardized process definitions

• for use in the organization); (Templates e.g., project management plans,

project documents, project registers, report formats, contract templates,
risk categories, risk statement templates, probability and impact
definitions, probability and impact matrices, and stakeholder register
templates); and (Preapproved supplier lists and various types of
contractual agreements (e.g., fixed-price, cost-reimbursable,

• and time and material contracts).

 Organizational Process Assets (OPAs) -
continued

 Executing, Monitoring, and Controlling (Change control

procedures, including the steps by which performing organization standards,
policies, plans, and procedures or any project documents will be modified, and
how any changes will be approved and validated); (Traceability matrices);
(Financial controls procedures e.g., time reporting, required expenditure
and disbursement reviews, accounting codes, and standard contract
provisions); (Issue and defect management procedures e.g., defining issue
and defect controls, identifying and resolving issues and defects, and tracking
action items); (Resource availability control and assignment
management); (Procedures for prioritizing, approving, and issuing work
authorizations; (Templates e.g., risk register, issue log, and change log); and
(Product, service, or result verification and validation procedures.)

• Closing (Project closure guidelines or requirements (e.g., final project

audits, project evaluations, deliverable acceptance, contract closure, resource
reassignment, and knowledge transfer to production and/or operations).
 Organizational Knowledge Repositories

 The organizational knowledge repositories for storing and

retrieving information include but are not limited to:
 Configuration management knowledge repositories
containing the versions of software and hardware components
and baselines of all performing organization standards, policies,
procedures, and any project documents;
 Financial data repositories containing information such as
labor hours, incurred costs, budgets, and any project cost
overruns;
 Organizational Knowledge Repositories
 Historical information and lessons learned knowledge
repositories (e.g., project records and documents, all project
closure information and documentation, information regarding
both the results of previous project selection decisions and
previous project performance information, and information from
risk management activities);

 Issue and defect management data repositories containing

issue and defect status, control information, issue and defect
resolution, and action item results;

 Data repositories for metrics used to collect and make

available measurement data on processes and products; and

 Project files from previous projects (e.g., scope, cost,

schedule, and performance measurement baselines, project
calendars, project schedule network diagrams, risk registers, risk
reports, and stakeholder registers).
 Project Life Cycle – Overview

• Collection of project phases that are generally sequential and sometimes overlapping
• A Project life cycle can be documented with a methodology
• The unique aspects of the organization, industry or technology can determine or shaped
the project life cycle.
• The life cycle provides the basic framework for managing the project, regardless of the
specific work involved
Project Life Cycle – Structure
 Project Life Cycle – Characteristics

• Vary in Size and Complexity

• No matter what is size & complexity level, it is mapped in:
– Starting Project
– Organizing & Preparing
– Carry out / Execution of Project Work and
– Closing the Project
• Cost & Staffing Level
• Stakeholders’ influences, risk, and uncertainty are greatest at the start
of the project. These factors decrease over the life of the project.
• Cost of Change increases as the project progresses and the product is
getting maturity.
Project Life Cycle – Characteristics
Product vs. Project Life Cycle Relationships

Project

Product
 Project Phases: Characteristics

• When phases are sequential, at close of a phase some work product is

transfer or handoff as phase deliverable.
• This phase end represents a natural point to reassess the effort underway
and to change or terminate the project if necessary.
• These points are referred to as phase exits, milestones, phase gates,
decision gates, stage gates, or kill points.
• Distinct Work & Responsibilities in different phases
• Repetition of processes across all five Process Groups, provides the
desired additional degree of control, and defines the boundaries of the
phase.
 Project Phases: Characteristics

• Project Governance across life cycle. ( PM Plan)

• Phase to Phase Relationship (3-types)
– Sequential
– Overlapping
– Iterative
• more than one phase-to-phase relationship may occur during the
project life cycle.
Project Phases: Characteristics
 PM Process Groups
Process Groups and their constituent processes are guides for applying appropriate project
management knowledge and skills during the project.
1. Initiating Process Group
Defines and authorizes the project or project phase
2. Planning Process Group
Defines and refines the objectives, plans the course of action to be taken to attain the objectives
and scope undertaken
3. Executing Process Group
Integrates people and other resources to carry out the project management plan for the project
4. Monitoring and Controlling Process Group
Regularly measure and monitor the progress to identify variance from project management plan
so that corrective actions can be taken to meet project objectives
5. Closing Process Group
Formalize acceptance of the project and brings the project or project phase to orderly end
 Project Management KA for a Project

PM Knowledge Areas
4. I: Project Integration Management
5. S: Project Scope Management
6. S: Project Schedule Management
7. C: Project Cost Management
8. Q: Project Quality Management
9. R: Project Resource Management
10. C: Project Communications Management
11. R: Project Risk Management
12. P: Project Procurement Management
13. S: Project Stakeholder Management
 Knowledge Areas

Scope

Stakeholder Schedule

Procurement Cost
Integration

Risk Quality

Communication Resources
 PM Processes

• A process is a set of interrelated actions and activities performed to

achieve project deliverables.
• Each process is characterized by its inputs, the tools and techniques (
ITTOs) that can be applied, and the resulting outputs.

• Organizational process assets and enterprise environmental factors

must be taken into account for every process, even if they are not
explicitly listed as inputs in the process specification.
 Common PM Process Interaction
• The application of the project management processes is iterative,
and many processes are repeated during the project.
• PM Processes are discrete elements with well-defined interfaces,
however, in practice they overlap and interact.
 PM Process Groups

Process Groups vs. Project Boundaries

 Q&A

• What did I forget to tell you ?

• What is still on your mind about PMP Exam Cram Program?

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