PMPBOK Chapter 1

Project Management Framework
Based on PMBOK 5th Edition
Waleed El-Naggar, MBA, PMP
https://www.facebook.com/waleed.naggar
Agenda

What is a Project What is Project Management PMO Organizational Structure Project Stakeholders
Project Phases
Project Management Process Groups
PMI/PMP
https://www.facebook.com/waleed.naggar 2
PMP - Project Management Framework
What is a Project?
A temporary endeavor undertaken to create a unique product, service or result
Definite beginning and a definite end
Does not mean short duration Produce a product or artifact, quantifiable, an end item or a component item A capability to perform a service, such as call center A result, such as research results or documents An improvement in an existing product or service
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 3
Project vs. Operation

Operations are an organizational function performing an ongoing execution of activities.
Examples: Production, manufacturing, and accounting

operations. Projects help achieve the organizational goals when they are aligned with the organizations strategy. Projects require project management while operations
require business process management (BPM) or

operations management.
Project or Operation?
Projects and Strategic Planning

Projects start as a result of: Market demand Strategic opportunity and business need Social need Environmental consideration Customer request Technological Advance Legal requirements
The Triple Constraints
10
Portfolio, Program and Projects
11
Subproject
A manageable component of a project May be performed by a separate organization Could be a project phase Subprojects are typically referred to as projects and managed as such
12
What Is Project Management?

The application of knowledge, skills, tools, & techniques to project activities to meet project requirements Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes categorized into 5 process groups: Initiation Planning Execution Monitoring and Controlling Closure
14
Program Management
A program is a group of related project, sub-projects, and program activities managed in a coordinated way. Projects are related through common outcome or collective capability. Focus on project interdependencies and help determine the optimal approach for managing them. Interdependencies such as: Resource Constraints Aligning organizational direction Resolve issues and change management
Project Management Office (PMO)
A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques. Provides dedicated training, enterprise-wide project management software, Coordinates overall project quality standards. PMO may have the authority to act as an integral stakeholder and a key decision maker through the life of the project
PMO Structure
17
The Role of Project Manager
The project manager is responsible to satisfy needs: task needs, team needs and individual needs to achieve project goals. Project managers need interpersonal skills such as:

Leadership Team Building
Political and culture awareness
Motivation
Communication Influencing Decision making
Negotiation
Trust Building Conflict Management
Coaching
18
19
Organizational Structures
Functional
Projectized Weak Matrix Balanced Matrix Strong Matrix
Functional Organization
Chief Executive
Project Coordination
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Staff Staff
Staff Staff
Staff Staff
21
Projectized Organization
Chief Executive
Project Manager
Project Manager
Project Manager
Staff
Staff
Staff
Staff Staff
Staff Staff
Staff Staff
22
Weak Matrix Organization

Chief Executive
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Project Coordination
Staff Staff
Staff Staff
Staff Staff
23
Balanced Matrix Organization

Chief Executive
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Staff Manager
Staff Staff
Staff Staff
24
Strong Matrix Organization

Chief Executive
Functional Manager
Functional Manager
Functional Manager
Manager of Project Managers
Staff
Staff
Staff
Project Manager
Staff Staff
Staff Staff
Staff Staff
Project Manager Project Manager
25
Organizational Structure Influences
26
Advantages/Disadvantages of Organizations
I. Functional Organization
Grouped by areas of specialization/ functions. Power is with the functional leader. Advantages: Access to specialists; members
reporting to only one supervisor, clearly defined

career paths Disadvantages: less focus on project deliverables, no career path on Project Management, PM has no authority
II. Projectized Organization Organization is by projects. Personnel report to PM/has total power.
Advantages: Efficient project organization Loyalty to the project - effective communications.
Disadvantages: No home after the project is completed - duplication of facilities.

III. Matrix Organization Power varies between Project & Functional managers according to its type (strong, balanced or weak) Advantages:
Maximum utilization of scarce resources Efficient horizontal & vertical dissemination of information Retention of home after project closure.
Different priorities between PM & FM (Conflicts) Dual reporting Complex to monitor and control Duplication of effort
Disadvantages:

Quiz:
Salma is a project manager in a company that regularly builds teams to create products for clients. When the product is delivered, the team is
dissolved & assigned to other projects. What kind

of organization is that?
A. Weak matrix
B. Projectized C. Functional D. Strong matrix
Balance of Power in an Organization
Project Influence in Decision Making
Functional Influence in Decision Making
Pure Functional
Weak Matrix
Balanced Matrix
Strong Matrix
Pure Projectized
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Authority/Responsibility Balance
32
Organizational Process Assets
33
Enterprise Environmental Factors
34
Quiz:
Which of the following is NOT part of the enterprise environmental factors?: A. Lessons learned from previous projects
B. Knowledge of which departments in your

company typically work on projects
C. The work authorization system

D. Government and industry standards that affect your project
Project Stakeholders
Individuals and organizations who are actively involved in the project and whose interests may be positively or negatively
affected by the project success or failure

Key Stakeholders Project manager Customer Performing organization Manages the project Uses the product or service Enterprise that does the project Provides financial resources
work
Sponsor
Project Stakeholders
37
What Is a Deliverable?
A unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase or project.
A deliverable often marks the end of a phase of the project or a major milestone.
Phase end = Phase exit, stage gates, or kill points

Cost & Staffing levels across the project life cycle
39
Impact of Variable Based on Project Progress
40
Project Phases
Divides the project into phases that provide better management control and the appropriate links to the operations of the organization
Project Governance Across the Life Cycle Phase-to-Phase Relationship
41
Project Phases
42
Predictive Lifecycle
43
Iterative/Incremental Lifecycle
44
Adaptive/Agile Lifecycle
45
Project Management Process Groups
46
Project Management Process Groups (1)
Initiating Process Group
Defines and authorizes the project or a project phase
Planning Process Group
Defines and refines objectives, and plans the course

of action required to attain the objectives and scope that the project was undertaken to address
Executing Process Group
Integrates people and other resources to carry out the
project management plan for the project

Project Management Process Groups (2)
Monitoring and Controlling Process Group
Regularly measures and monitors progress to identify variances from the project management plan so that
corrective action can be taken when necessary to meet

project objectives
Closing Process Group
Formalizes acceptance of the product, services or result and brings the project or a project phase to an
orderly end
Process Groups Interaction
49
Quiz
The project life cycle is comprised of which of the following?
A. B. C. D.
Phases Milestones Estimates Deliverables
50
Quiz
What type of organization is BEST for managing complex projects involving cross disciplinary efforts?
A. Projectized
B. Functional
C. Line
D. Matrix
Quiz
Of the following, which is the logical order of the
project management processes?
A. B. C. D.
Initiating, planning, controlling, executing, closing Planning, initiating, controlling, executing, closing Initiating, planning, executing, controlling, closing Planning, initiating, executing, closing
52
Project Management Institute
Founded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide. 600,000 members representing 184 countries Establishes project management standards, provide seminars, educational programs and professional certification.
http://www.pmi.org
Project Management Professional (PMP)
The PMP certification is the most widely recognized and respected certification in the field of project management. The purpose and goal of this certification
program is the development, maintenance, evaluation,

promotion, and administration of a rigorous, examination-based, professional certification program of
the highest caliber.
Worldwide there are 510,434 PMPs all over the world
(Dec 31st, 2012).

Certification Test Eligibility Requirements

Category 1
Baccalaureate/equivalent degree Minimum of 4,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing) 3 years of project management experience within the last 6 years (36 months of non-overlapping months of PM experience). 35 contact hours of project management education.
Category 2
High School diploma/equivalent degree Minimum of 7,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing) 5 years of project management experience within the last 8 years (60 months of non-overlapping months of PM experience). 35 contact hours of project management education.
55
PMP Over the Years
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Project Management Institute Certificates

Certified Associate in Project Management (CAPM) Project Management Professional (PMP) Program Management Professional (PgMP) PMI Agile Certified Practitioner (PMI-ACP) PMI Risk Management Professional (PMI-RMP) PMI Scheduling Professional (PMI-SP) OPM3 Professional Certification
Thank you
58

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Project Management Framework

Based on PMBOK 5th Edition

Waleed El-Naggar, MBA, PMP

PMP - Project Management Framework

Project vs. Operation

Examples: Production, manufacturing, and accounting

require business process management (BPM) or

PMP - Project Management Framework

PMP - Project Management Framework

PMP - Project Management Framework

Projects and Strategic Planning

The Triple Constraints

PMP - Project Management Framework

PMP - Project Management Framework

Portfolio, Program and Projects

PMP - Project Management Framework

PMP - Project Management Framework

What Is Project Management?

PMP - Project Management Framework

Project Management Office (PMO)

PMP - Project Management Framework

PMP - Project Management Framework

The Role of Project Manager

Leadership Team Building

Political and culture awareness

PMP - Project Management Framework

PMP - Project Management Framework

PMP - Project Management Framework

PMP - Project Management Framework

PMP - Project Management Framework

Weak Matrix Organization

PMP - Project Management Framework

Balanced Matrix Organization

PMP - Project Management Framework

Strong Matrix Organization

Manager of Project Managers

Project Manager Project Manager

PMP - Project Management Framework

Organizational Structure Influences

PMP - Project Management Framework

reporting to only one supervisor, clearly defined

Advantages: Efficient project organization Loyalty to the project - effective communications.

Disadvantages: No home after the project is completed - duplication of facilities.

PMP - Project Management Framework

dissolved & assigned to other projects. What kind

Balance of Power in an Organization

Project Influence in Decision Making

Functional Influence in Decision Making

PMP - Project Management Framework

PMP - Project Management Framework

Organizational Process Assets

PMP - Project Management Framework

Enterprise Environmental Factors

PMP - Project Management Framework

B. Knowledge of which departments in your

C. The work authorization system

affected by the project success or failure

PMP - Project Management Framework

Phase end = Phase exit, stage gates, or kill points

PMP - Project Management Framework

Cost & Staffing levels across the project life cycle

PMP - Project Management Framework

Impact of Variable Based on Project Progress

PMP - Project Management Framework