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Project 1. Project
2. Project Management
Management 3. Value of a Project
4. Operation Management
Terms 5.
6.
Portfolio Management
Program Management
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7. Relationship Of Project, Program, Portfolio, And Operations

Mgmt.
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
unique product, service, or result
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15
Temporary in nature and has a definite
Temporary
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 Elaborated
more accurate estimates become
available.

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Project Management

Preparing a business case to justify the investment

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Estimating resources and times

Project
management is the
Developing and implementing a management plan for the project
application of
knowledge, skills,
tools, and Leading and motivating the project delivery team
techniques to
satisfy project Managing the risks, issues, and changes on the project
requirements. It
includes; 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?
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No project should
be done if it does
not deliver value to
a particular Why should we undertake this project? 16
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
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Operations Management are

Considers the acquisition,
ongoing activities that produce long-
Deals with the ongoing production of development, and utilization of
term, repetitive outputs, such as
goods and/or Services resources that firms need to deliver
manufacturing products or supplying
the goods and services
services

Examples of Operations: Sales activates in a company, or Newspaper

publishing

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Question
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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
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A portfolio is a collection of projects, programs,

subsidiary portfolios, and operations managed as a
Responsible for selection, prioritization and control
group to achieve strategic objectives.
of an organization's programs and projects, in line
• Collections of Projects, Programs, subsidiarity
with its strategic objectives and capacity to deliver.
Portfolios
• Achieve strategic (long term) objectives

Portfolio

Program 1 Program 2 Project 1 Project 2

Typical form of Portfolio Structure

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Program Management
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Group of related projects managed in a coordinated

way to obtain benefits and control not available from
managing them individually.
• Must be some value add in managing them
Program
together as a program
• A project may or may not be part of a program, but 18
a program will always have projects Project 1 Project 2 Project 3 Project 4
• Focuses on the project interdependencies and
helps to determine the optimal approach for
managing them Typical form of a Program Structure

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Relationship Of Project, Program, Portfolio, And Operations Mgmt

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Source: Pg. 12 PMBOK 6th Ed.

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

A framework for keeping an organization focused on its 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
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or more deliverables. Phase 1 Phase 2 Phase 3

• The number of the phases
depends on the industry type
and size and the complexity of
the project

Deliverable Deliverable Deliverable

A deliverable is any unique and

verifiable product, service or result. Project Output
• 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

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a project typically goes through from Plan - Driven/ Predictive/

Change – Driven Hybrid
start to finish Traditional

Incremental
20

Adaptive
Can be either predictive or adaptive

Iterative

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Project Governance

Project governance refers to the

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framework, functions, and processes Framework within which

that guide project management
activities in order to create a unique
project decisions are
product, service, or result to meet made.
organizational, strategic, and
operational goals.

There is no one governance framework

that is effective in all organizations. A Three pillars:
governance framework should be • Structure
tailored to the organizational culture, • People
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,
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group, or
organization that customer - uses the project deliverable
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
include:
Functional Manager - Departmental Manager, i.e Manager of Engineering,
Vice President of Marketing, Director of IT. Generally controls resources

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Project Bosses (Sponsor and Program Manager)

Sponsor Program Manager

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• Senior to Project Manager

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

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Project Manager Roles

• Empowered to lead the project

Project Manager • Authorized to make decisions
• Responsible for the success or failure of the project
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Project • Weaker then the PM 22

• May be authorized to make decisions
Coordinator

• Weakest role of the PM world

Project Expeditor • Very limited decision ability

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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.
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Structure that
standardizes the
processes and
facilitates the
sharing of Controlling: Determines the framework or methodology and use
resources, 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
Organizations,
Functional Matrix Hybrid
(Projectized)
Organizations Organizations
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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 the full-time basis. When the Blended type
Functional structures require
project manager's authority in project is complete, the
the project team members to
relation to the functional project team members moves
report directly to the functional
manager's authority. on to other assignments within
manager
the organization.

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Question

Two project managers have just realized that they are in a weak
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management Institute, Inc

matrix organization and that their power as project managers is 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 Balance Strong Matrix Projectized

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

Matrix
PM Little/No Low Low to Moderate Moderate to High/Total
High
Resource Little/No Low Low to Moderate Moderate to High/Total
Availability High 24
Budget Functional Functional Mixed PM PM
Control Manger Manger

PM Role PT PT PT/FT FT FT

PM Staff PT PT PT/FT FT FT

PT: Part Time

FT: Full Time

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

A project team member is talking to another team member and

complaining that many people are asking him to do things. If 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

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1. Integration Management (7)

2. Scope Management (6)
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 (3) 4. Monitor & Control (12)
8. Risk Management (7) 5. Closing (1)
9. Procurement Management (3)
10. Stakeholder Management (4)

49 Processes organized into 5 Process Groups & 10

Knowledge Areas
Source: Page 25, PMBOK 6th Ed.
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Question
“PMI”, “PMBOK” and “PMP” are a registered marks of Project Management Institute, Inc

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 Work Monitor and Control Project Work Close Project or Phase
Manage Project Knowledge Perform Integrated Change Control
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Scope Plan Scope Management Validate Scope

Collect Requirements Control Scope
Define Scope
Create WBS

Schedule Plan Schedule Management Control Schedule

Define Activities
Sequence Activities
Estimate Activity Durations
Develop Schedule
26
Cost Plan Cost Management Control Costs
Estimate Costs
Determine Budget

Quality Plan Quality Management Manage Quality Control Quality

Resource Plan Resource Management Acquire Resources Control Resources

Estimate Activity Resources Develop Team
Manage Team

Communications Plan Communications Management Manage Communications Monitor Communications

Ma

Risk Plan Risk Management Implement Risk Responses Monitor Risks

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

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Project Constraints

Scope
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Resources Schedule
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 Input Process Output
outputs.
• Inputs, Outputs and Tools/Techniques combined to execute a specific purpose
on the project
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Tools &
Tools and Technique
Input Output
Techniques s

27

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

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

Which of the following BEST describes the major constraints on 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 Standard Section 1 Introduction

Section 2 A System for Value Delivery
For Project Section 3 Project Management Principles
1. Be a diligent, respectful, and caring
Management steward
2. Create a collaborative project team
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PMBOK Guide 7th Edition environment

3. Effectively engage with stakeholders
4. Focus on value
5. Recognize, evaluate, and respond to
system interactions 28
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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