Project Management Framework

Dr Bharathi V
Senior Faculty - HMA
 Program Objectives

• The new version of the PMP certification exam is launched on 2

January 2021.

• PMBoK content in line with the People, Process and Business

Environment.

• To rejuvenate and reorient Officers to become PMP Certified

Professionals.
Project Management Terminologies and
Framework
OUTCOMES OF THE PROJECTS
PROJECT MANAGEMENT BODY
OF KNOWLEDGE
(PMBoK)
 PMI DEFINES THE

PROJECT MANAGEMENT BODY OF

KNOWLEDGE (PMBOK)

as a term that describes the knowledge within the

profession of project management.

The PMBoK includes proven traditional practices

that are widely applied as well as innovative practices
that are emerging in the profession.
 FOUNDATIONAL ELEMENTS OF

PROJECT MANAGEMENT

.
A project is defined as a specific, finite activity
that produces an observable and measurable
results under certain preset requirements.
Key characteristics
a temporary endeavor
 Not a routine work
 definite starting and ending
 Performed by people
 requires resources
 undertaken to create a unique
product , service or result
A PROJECT CAN CREATE
A product that can be either a component of another item,
an enhancement of an item, or an end item in itself.
A service or a capability to perform a service.
An improvement in the existing product or service lines.
A result, such as an outcome or document.
PROJECTS
DRIVE CHANGE – Current state to Future State
ENABLE BUSINESS VALUE CREATION – Tangible
and Intangible elements
Regulatory, Legal Implement or change
or Social Business or
requirements Technological
Strategies

Project

Create, Improve
products, Stakeholder requests
processes or
services
Projects, Programs and Portfolios
 Portfolio

Sub
Projects Portfolio

Program Projects

Projects Sub
Program

Projects
Boeing Commercial Airplanes

707
717
727
737-Classic
737 MAX
737 NG
737 - Original
747
747-8
757
767
777
777X
787
 DIFFERENCE BETWEEN
PROJECT AND OPERATIONS
MANAGEMENT
Organizational Project Management (OPM) and Strategies
Portfolios, Programs and Projects are aligned with or driven by
organizational strategies and differ in the way each contributes to
the achievement of strategic goals.
• Portfolio Management aligns by selecting
the right programs or projects
•Program Management harmonizes its
program components and controls
interdependencies in order to realize
specified benefits.
•Project Management enables the
achievement of organizational goals and
objectives.
PROJECTS CAN INTERSECT WITH OPERATIONS AT VARIOUS POINTS
DURING THE PRODUCT LIFE CYCLE

When developing a new product, upgrading a product or

expanding outputs.
While improving operations or the product development
process;
At the end of the product life cycle; and
At each closeout phase.
NEED FOR PROJECT MANGEMENT

PROJECT PROJECT
MANAGEMENT MANAGEMENT

OPERATIONS OPERATIONS
MANAGEMENT MANAGEMENT

SIMPLE COMPLEX
COMPLEXITY
 PROJECT MANAGEMENT
Project Management is the application of knowledge, skills,
tools and techniques to project activities to meet the project
deliverables.
 Questions

1. A Project is

A) A set of sequential activities performed in a process or system.

B) A revenue generating activity that needs to

be accomplished while achieving customer
satisfaction.

C) An ongoing endeavor undertaken to meet

customer or market requirements.

D) A temporary endeavor undertaken to create

a unique product, service or result.
 Questions

1. A Project is

A) A set of sequential activities performed in a process or system.

B) A revenue generating activity that needs to

be accomplished while achieving customer
satisfaction.

C) An ongoing endeavor undertaken to meet

customer or market requirements.

D) A temporary endeavor undertaken to create

a unique product, service or result.
 Questions

2. Project Management is :

A)The integration of the critical path method and the Earned

Value Management system.
B)The application of knowledge, skills, tools and techniques to
project activities to meet the project requirements.
C)The application of knowledge, skills, wisdom, science and art to
organizational activities to achieve operational excellence.
D)A subset of most engineering and other technical disciplines.
 Questions

2. Project Management is :

A)The integration of the critical path method and the Earned

Value Management system.
B)The application of knowledge, skills, tools and techniques to
project activities to meet the project requirements.
C)The application of knowledge, skills, wisdom, science and art to
organizational activities to achieve operational excellence.
D)A subset of most engineering and other technical disciplines.
 Questions

3. Portfolio Management refers to:

A)Managing various contents of the project file.

B)Managing the levels of financial authority to facilitate project

decision making.

C)The centralized management of one or more portfolios to

achieve strategic objectives.

D)Applying resource-levelling heuristics across all the

organization’s projects to achieve the organization’s strategic
objectives.
 Questions

3. Portfolio Management refers to:

A)Managing various contents of the project file.

B)Managing the levels of financial authority to facilitate project

decision making.

C)The centralized management of one or more portfolios to

achieve strategic objectives.

D)Applying resource-levelling heuristics across all the

organization’s projects to achieve the organization’s strategic
objectives.
 Questions

4. A Program is a:

A)Group of related tasks lasting one year or less.

B)Group of related projects, subsidiary programs and program

activities managed in a coordinated manner.

C)Large projects with significant cost and revenue requirements.

D)Sequence of activities constituting a major project.

 Questions

4. A Program is a:

A)Group of related tasks lasting one year or less.

B)Group of related projects, subsidiary programs and

program activities managed in a coordinated manner.

C)Large projects with significant cost and revenue requirements.

D)Sequence of activities constituting a major project.

 Questions

5. The PMBOK Guide is the standard for :

A)Managing all projects all of the time.

B)Managing all projects most of the time.

C)Managing most projects most of the time.

D)Managing some projects some of the

 Questions

5. The PMBOK Guide is the standard for :

A)Managing all projects all of the time.

B)Managing all projects most of the time.

C)Managing most projects most of the time.

D)Managing some projects some of the

 PROJECT MANGEMENT OFFICE (PMO)
A PMO is a management Structure that standardizes the project-related
governance processes and facilitates the sharing of resources, methodologies,
tools and techniques.
 Role of a Project Manager

 The Project Manager is the person assigned by the performing

organisation to lead the team that is responsible for achieving
the project objectives.

 Project Managers have the responsibility to satisfy task, team

and individual needs.

 He becomes the link between strategy and the team.

 Project Manager possess Knowledge, Performance and
Personal.
 Organisational process assets

• plans, processes, policies, procedures and knowledge bases

specific to and used by the performing organisation.

• It may include completed schedules, risk data and earned value

data.

• OPA are inputs to most of the planning processes.

 Enterprise Environmental Factors (EEF)

EEF refers to the conditions not under the control of the project
team that influence, constrain or direct the project. EEF are
considered as inputs to most planning processes.

Eg: Organisational culture, structure and governance, Geographic

distribution of facilities and resources Government or industry
standards etc.
 STAKEHOLDERS

An individual, group or organization who directly or

indirectly impact or are impacted by the project
 Project stakeholders

•Stakeholders include all members of the project team as well as all interested
entities that are internal or external to the organisation.

•The project team identifies internal and external, positive and negative and
performing and advising stakeholders in order to determine the project
requirements and the expectations of all parties involved.

•Stakeholder identification is a continuous process throughout the entire project

life cycle.
 project sponsor

A person or group who provides resources and support

for the project, program, or portfolio and is accountable
for enabling success.
The sponsor may be external or internal to the project
manager’s organization.
 project manager
The person assigned by the performing organization to
lead the team that is responsible for achieving project
objectives.
Knowledge ; Performance; Personal

Project management team

The members of the project team who are directly

involved in project management activities.
 Project Governance
It provides the PM and team with structure, processes, decision
making models and tools for managing the project while
supporting and controlling the project for successful delivery.

Project Team

• Project Manager

• group of individuals who act together in performing the work of

the project to achieve its objectives.
PRODUCT LIFE CYCLE

Is series of phases that represent the evolution of product from

concept, growth, maturity and retirement.
 

Project life cycle

A project life cycle is the series of phases that project passes through
from its initiation to closure. The phases are generally sequential.
 Predictive life cycle :

• traditional approach

• bulk of planning occurring up front,

• executing in a single pass, sequential process.

• Water fall model (Each phase must be completed before the next phase can
begin and there is no overlapping in the phases)

• fully plan driven.

 Project Life Cycle
Predictive life cycle :
The project scope, time and cost required to deliver the scope are
•

determined as early in the project life cycle as practically possible.

These projects proceed through a series of sequential or

•

overlapping phases.

Examples: Production of a car, electrical appliance, or home after

the design is complete. The production domain and processes
involved are usually well understood and there are low levels of
execution uncertainty and risk
 B) Iterative project life cycle:

Analyse Analyse Build Deliver

Design
Test

• An approach that allows feedback on partially completed or unfinished work

to improve and modify that work.
• complexity is high
• when the project incurs frequent changes, or when the scope is subject
differing stakeholder views of the desired final product.
• Iterative life cycle may take longer time period. because they are optimized
for learning rather than speed of delivery.
C) Incremental life cycle:
• provides finished deliverables that the customer may be able to use
immediately.
• Project phases intentionally repeat one or more project activities as
the project team’s understanding of the product increases.
• High level vision will be developed for the overall undertaking, but
the detailed scope is elaborated one iteration at a time.
• Large and complex projects are frequently executed in an iterative
fashion to reduce risk by allowing the team to incorporate feedback
and lesson learned between iterations.
d) Agile (Adaptive) life cycle:

An approach that is both iterative and incremental to refine work

items and deliver frequently. They are intended to respond to high
levels of change and ongoing stakeholder involvement. They are also
iterative and incremental but iterations are very rapid.
E) Hybrid Life Cycle:
•Is a combination of predictive and agile (Adaptive) life
cycles.
•Those elements of project that are well known or have
fixed requirements follow predictive life cycle
•those elements that are still evolving follow an agile
(adaptive) life cycle.
 PROJECT LIFE CYCLE

5. Requirements

A Project Lifecycle is the series of phases that a project passes through from its
initiation to its closure.
 Monitoring and Control
Initiation Planning Execution Closure
PROJECT MANAGEMENT PROCESS GROUPS
PROJECT MANAGEMENT APPROACH
 BASELINES

• Scope Baseline
• Cost Baseline
• Schedule Baseline
THE IRON-TRIANGLE OF
PROJECT MANAGEMENT
 PROJECT CHARTER

The document that formally authorizes a project and

contains the deliverables that satisfy the stake holders’
expectations
 Project Management Framework

Process Group
Knowledge
Monitoring &
Area Initiating Planning Executing
Controlling
Closing

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

Process Group
Knowledge
Monitoring &
Area Initiating Planning Executing
Controlling
Closing

Monitor and
Control Project
Project Work
 Develop  Direct and
Develop Project  Close Project
Integration Project
Management Plan
Manage
Perform or Phase
Management Charter Project Work
Integrated
Change Control
Develop Project Charter:
It is the process of developing initial project starting document and authorizing the project
to begin and assign the project manager to the project.

Develop Project Charter

Inputs Tools & Techniques Outputs

 Project Charter
 Expert Judgment
 Business Documents  Assumption Log
 Data gathering
- Business case  
- Brain storming
- Benefits management  
- Focus groups
plan  
- Interviews
 Agreements  
 Interpersonal & Team skills
 Enterprise Environmental  
- Conflict management
Factors  
- Facilitation
 Organisational Process  
- Meeting management
Assets  
 Meetings
 
Business Case

In the case of multiphase projects, the business case may be

periodically reviewed to ensure that the project is on track to
deliver the business benefits.

The Project Manager is responsible for ensuring that the

project effectively and efficiently meets the goals of the
organisation and those requirements of a broad set of
stakeholders, as defined in the business case.
 Project Charter
Project charter is the document issued by the
project initiator or sponsor that formally
authorizes the existence of the project and
provides the project manager with the authority to
apply organizational resources to the project
activities.
Project Charter
• The approved project charter formally initiates the
project.
• A project manager is identified and assigned .
• The Project charter should be authored by the
sponsoring entity.
• It provides the Project Manager with the authority to
plan and execute
• the project.
• A project charter is not considered to be a
contract.
 Project Charter elements

 Project Title and description

 Project Objectives
 Assumptions
 Project Scope
 Project Milestones
 Impact Statement
 Roles and Responsibilities
 Resources
 Constraints
 Project Risks
 High level Budget
 Success Measurements
PROJECT STAKEHOLDER MANAGEMENT
 Project Stakeholder Management Processes

• Identify Stakeholders: Identifying everyone involved in the project

or affected by it, and determining the best ways to manage
relationships with them.
• Plan Stakeholder Engagement: Determining strategies to
effectively engage stakeholders
• Manage Stakeholder Engagement: Communicating and working
with project stakeholders to satisfy their needs and expectations,
resolving issues, and fostering engagement in project decisions and
activities
• Monitor Stakeholder Engagement: Monitoring stakeholder
relationships and adjusting plans and strategies for engaging
stakeholders as needed

74
 Identify Stakeholders
Inputs Tools & Techniques Outputs
[Link] Charter [Link] Judgment [Link] Register
[Link] documents [Link] Gathering [Link] Requests
• Business case • Questionnaire & [Link] Plan Updates
• Benefits Mgmt plan Surveys [Link] documents
[Link] Plan • Brainstorming updates
[Link] Documents [Link] Analysis • Assumption
• Change log • Stakeholder Analysis Log
• Issue Log • Document Analysis • Issue Log
• Requirements [Link] Representation • Risk Register
documentation • Stakeholder
[Link] Mapping/
[Link] Representation
[Link] [Link]
 Stakeholder Identification
• Brainstorming with Project team and key
stakeholders
• Identify advocates and road blockers
• Identify interconnections and groups
• Mapping expectations
– Do not assume, ask
– Ask as many details as possible to avoid
confusion or conflict later
Project Stakeholders
 Project Stakeholders
– Project sponsor
– Customers
– Users
– Management
– Project manager
– Project team
– Support staff
– Functional Managers
– Suppliers
– Service Providers
– Regulatory Bodies
– Community/Society
– Media
– Opponents to the project
 Power/Interest Grid

80
SALIENCE MODEL

For Large Complex Projects

 Directions of Influence

• Upward – Senior Management of the performing or

customer organization, , Sponsor, Steering committee
• Downward – team or specialists contributing knowledge or
skills
• Outward – Stakeholder groups and their representatives
outside the project team, such as suppliers , government
departments, the public, end-users and regulators
• Sideward – the peers of PM, Functional Managers ( those
who compete or share scarce resources)
 Principles of Stakeholder Engagement
• Engage as early as possible
• Listen and create an emotional connect
• Build relationships(Trust)
• Create communication strategy based on the power
influence
• Communicate, communicate & communicate some more.
• Engage stakeholders in Decision making – feeling
involved is important
• Seek feedback – lessons learnt and improvements
 Best Practices
• Project managers are often faced with challenges, especially in
managing stakeholders
• Sometimes they simply cannot meet requests from important
stakeholders
• Suggestions for handling these situations include the following:
– Be clear from the start
– Explain the consequences
– Have a contingency plan
– Avoid surprises
– Take a stand