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Project 1. Project
Management 2.
3.
Project Management
Value of a Project

Terms
4. Operation Management
5. Portfolio Management
6. Program Management
7. Relationship Of Project, Program, Portfolio, And
Operations Mgmt.
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

8. Phases and Deliverables

9. Project Life Cycle
10. Project Governance
11. Stakeholders
12. Project Bosses (Sponsor and Program Manager)
13. Project Manager Roles
14. PMO - Project Management Office
15. Organization Structures
16. Organizational Structures Chart
17. Process Groups and Knowledge Areas
18. Project Constraints
19. Process

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Project

Project Definition:
A temporary endeavor that produces
a unique product, service, or result
Unique
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

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Temporary in nature and has a
Temporary
definite beginning and ending

Project is Progressively Elaborated:

It is the iterative process of increasing the
level of detail in a project management
Progressively
plan as greater amounts of information
and more accurate estimates become Elaborated
available.

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Project Management

Preparing a business case to justify the investment

Estimating resources and times

Project
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

management is
Developing and implementing a management plan for the
the application of
knowledge, skills,
tools, and project Leading and motivating the project delivery team
techniques to
satisfy project Managing the risks, issues, and changes on the
requirements. It
includes; project Monitoring progress against plan

Closing the project in a controlled fashion when appropriate

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Value of a Project

What value will this project bring to the company upon

completion?

No project should
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

be done if it does
not deliver value
to a particular 16
Why should we undertake this project?
company or to the
stakeholders that
would be involved
in the project.
Money, Brand Reputation, customer Service, New or
Change product or Service

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Operation Management

Operations Management are

ongoing activities that produce long- Considers the acquisition,
term, repetitive outputs, such as Deals with the ongoing production development, and utilization of
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

manufacturing products or of goods and/or Services resources that firms need to

supplying services deliver the goods and services

Examples of Operations: Sales activates in a company, or

Newspaper publishing

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Question
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

All of the following are characteristics of a project EXCEPT:

A. It is temporary.
17
B. It has a definite beginning and end.
C. It has interrelated activities.
D. It repeats itself every month.

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Portfolio Management

A portfolio is a collection of projects, programs,

subsidiary portfolios, and operations managed as
a group to achieve strategic objectives. Responsible for selection, prioritization and
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

• Collections of Projects, Programs, subsidiarity control of an organization's programs and

Portfolios projects, in line with its strategic objectives and
• Achieve strategic (long term) objectives capacity to deliver.

Portfolio

Program 1 Program 2 Project 1 Project 2

Typical form of Portfolio

Structure

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Program Management

Group of related projects managed in a coordinated

way to obtain benefits and control not available from
managing them individually.
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

• Must be some value add in managing Program

them together as a program
• A project may or may not be part of a program,
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but a program will always have projects
• Focuses on the project interdependencies Project 1 Project 2 Project Project 4
and helps to determine the optimal approach 3
for managing them
Typical form of a Program Structure

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Relationship Of Project, Program, Portfolio, And Operations Mgmt

“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

Source:Pg.12PMBOK6th Ed.
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Question

A framework for keeping an organization focused on its

“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

overall strategy is:

A.
Organizational project management. 19
B.
The PMBOKQ Guide.
C.
Project governance.
D.
Portfolio management.

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Phases and Deliverables

A phase is a collection of logically

related project activities that
culminates in the completion of
one or more deliverables.
• The number of the phases Phase 1 Phase 2 Phase 3
depends on the industry type
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

and size and the complexity

of the project

Deliverable Deliverable
Deliverabl
e

A deliverable is any unique and

verifiable product, service or Project Output
result.
• May be tangible or intangible
• Must be accepted by the
customer or sponsor for
the phase

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Project Life Cycle

Project Life Cycle

A representation of the phases that

a project typically goes through
Plan - Driven/
from start to finish Change – Hybrid
Predictive/
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

Driven
Traditional

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Incremental

Can be either predictive or

adaptive

Adaptive

Iterative

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Project Governance

Project governance refers to the

framework, functions, and
processes that guide project Framework within
management activities in order to which project decisions
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

create a unique product, service, or are made.

result to meet organizational,
strategic, and operational goals.

There is no one governance

framework that is effective in all Three pillars:
organizations. A governance • Structure
framework should be tailored to the • People
organizational culture, types of
projects, and the needs of the
• Information
organization in order to be effective.

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Stakeholders

Project Manager - manages the project

Are individuals,
group, or
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

organization customer - uses the project deliverable

that may affect,
be affected, or 21
perceive to be Project team - the collection of individuals completing the project work
affected by the
project.
Project Sponsor – Provides resources and support
Key
Stakeholders
Functional Manager - Departmental Manager, i.e Manager of
include: Engineering, Vice President of Marketing, Director of IT. Generally
controls resources

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Project Bosses (Sponsor and Program Manager)

Sponsor Program Manager

“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

• Senior to Project Manager

• Internal or External • Maybe responsible for
• Project Champion several projects executing at
• Funding the project the same time
• Maybe used to resolve conflicts • Maybe used to resolve conflicts in
in the project the project

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Project Manager Roles

• Empowered to lead the project

• Authorized to make decisions
Project • Responsible for the success or failure of the project
Manager
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

• Weaker then the PM 22

Project • May be authorized to make decisions
Coordinat
or

Project Expeditor

• Weakest role of the PM world

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• Very limited decision ability 2

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PMO - Project Management Office

Supportive: Supports the project manager, such as providing

Organizational templates, training, or lessons learned form other projects.
Structure that
standardizes
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

the processes
and facilitates
the sharing of Controlling: Determines the framework or methodology and
resources, use of specific forms

methodologies,
tools, and
techniques
Directive: Controls the project. PM will be assigned and report to
Types of PMO: the PMO.

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Organization Structures

Project
Oriented
Functional Matrix Hybrid
Organizations,
Organizations Organizations
(Projectized)
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

Structure where the PM has

Structure that groups staff 23
There are three matrix the greatest amount of
members according to their
structures: weak, balanced, authority. The project team is
area of expertise (sales,
and strong. The different assigned to the project on a
marketing, construction, etc.).
structures are reflective of full-time basis. When the Blended type
Functional structures require
the project manager's project is complete, the
the project team members to
authority in relation to the project team members moves
report directly to the
functional manager's on to other assignments
functional manager
authority. within the organization.

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Question

Two project managers have just realized that they are in a weak
matrix organization and that their power as project managers is
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

quite limited. One figures out that he is really a project expediter,

and the other realizes he is really a project coordinator.
How is a project expediter different from a project coordinator?
A. The project expediter cannot make decisions.
B. The project expediter can make more decisions.
C. The project expediter reports to a higher-level manager.
D. The project expediter has some authority.

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Organizational Structures Chart

Functional Weak Matrix Balanc Strong Matrix Projectized

e
Matrix
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

PM Little/No Low Low to Moderate Moderate to High/Total

High
Resource Little/No Low Low to Moderate Moderate to High/Total
High 24
Availabilit
y Function Function Mixed PM PM
Budge al al
Manger Manger
t PT PT PT/FT FT FT
Contro
l PT PT PT/FT FT FT
PT: Part Time
FT: Full Time

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Question

A project team member is talking to another team member and

complaining that many people are asking him to do things. If
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

he works in a functional organization, who has the power to

give direction to the team member?
A. The project manager
B. The functional manager
C. The team
D. The PMO

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Process Groups and Knowledge Areas

10 Knowledge Areas 5 Process Groups

1. Integration Management (7)

2. Scope Management (6)
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

3. Schedule Management (6)

4. Cost Management (4) 1. Initiation (2)
5. Project Quality(3) Management 2. Planning (24)
6. Resources Management (6) 3. Execution (10) 25
7. Communications Management 4. Monitor & Control (12)
(3) 5. Closing (1)
8. Risk Management (7)
9. Procurement Management (3)
10. Stakeholder Management (4)

49 Processes organized into 5 Process Groups &

10 Knowledge Areas
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Source: Page 25, PMBOK 6th Ed. 2

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Question
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

In a projectized organization, the project team:

A. Reports to many bosses.
B. Has no loyalty to the project.
C. Reports to the functional manager.
D. Will not always have a “home.”

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Process Groups and Knowledge Areas Source: Page 25, PMBOK 6th Ed.

Knowledge Areas Project Management Process Groups

Initiating Planning Executing Monitoring & Controlling Closing

Integration Develop Project Charter Develop Project Management Plan Direct and Manage Project Monitor and Control Project Close Project or Phase
Work Manage Project Work Perform Integrated Change
Knowledge Control

Scope Plan Scope Validate

Management Collect Scope
Requirements Define Control
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

Scope Scope
Create WBS
Schedule Plan Schedule Management Control Schedule
Define Activities
Sequence Activities
Estimate Activity
Durations Develop 26
Schedule
Cost Plan Cost Control Costs
Management Estimate
Costs Determine
Budget
Quality Plan Quality Management Manage Quality Control Quality

Resource Plan Resource Acquire Control Resources

Management Estimate Resources
Activity Resources Develop Team
Manage Team
Communications Plan Communications Manage Communications Monitor Communications
Management Ma

Risk Plan Risk Implement Risk Responses Monitor Risks

Management Identify
Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses

Procurement Plan Procurement Management Conduct Procurements Control Procurements

Stakeholder Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
g 51

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Project Constraints

Scope

Resources Schedule
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

1. Scope
2. Schedule
3. Cost Constraint
4. Risk s
5. Quality
6. Resources
Quality Cost

Risk

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Process
• A Process is a systematic series of activities directed towards causing an
end result such that one or more inputs will be acted upon to create one or
more outputs. Input Process Output
• Inputs, Outputs and Tools/Techniques combined to execute a specific
purpose on the project

Tools &
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

Input Tools and Techniqu

Output
Technique es
s

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• ITTO
• Starting point for • I – Input
• The end result of
the process, the • The actions or • TT – Tools & Techniques
our efforts. The
raw materials to methods that are
raw materials into • O – Output
begin the execution used to
transform the a polished stone
• Could be the
raw materials • Maybe the input
output of a
into the output into another
previous process
process

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Question

Which of the following BEST describes the major constraints on

“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

a project?
A. Scope, number of resources and cost
B. Scope, cost, and time
[Link], time, cost, quality, risk, resources, and
customer satisfaction
D. Time, cost, and number of changes

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The Section 1 Introduction

Section 2 A System for Value Delivery
Standard For Section 3 Project Management Principles
1. Be a diligent, respectful, and caring
Project steward
2. Create a collaborative project
Management team environment
3. Effectively engage with stakeholders
PMBOK Guide 7th 4. Focus on value
Edition 5. Recognize, evaluate, and respond to
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management

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system interactions
6. Demonstrate leadership behaviors
7. Tailor based on context
8. Build quality into processes
and deliverables
9. Navigate complexity
10. Optimize risk responses
11. Embrace adaptability and resiliency
12. Enable change to achieve the
envisioned future state

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