Introduction To Project Management Framework

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Assiut University
Faculty of Computers and Information
Project Management Body

Of Knowledge
Elective Course Year 4
Academic Year 2014/ 2015

Term (1)
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1
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What is a Project?
What is a Project Management?
Relationships among Portfolio Management, Program
Management, Project Management, and Organizational
Project Management
Relationship Between Project Management, Operations
Management and Organizational Strategy
Business Value
Role of the Project Manager
Copyright 2014 Dr. Hossam Ragab

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What is a project?
A project is temporary endeavor undertaken to
create a unique product, service, or result.
Temporary means that every project has a definite
beginning and a definite end.
The end is reached when the project's objectives have been achieved, or
when it becomes clear that the project objectives will not or cannot be met
and the project is terminated because its objectives will not or can not be
met. (project may also be terminated if the client wishes to do so)
Create a unique product, service, or results
Progressive elaboration Continuously improving and detailing a plan as more
detailed and specific information and more accurate estimates become available as the
project progresses.

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What is Project management?

The project Management is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements
The project Management includes, but is not limited to;
Identifying requirements
Addressing the various needs, concerns, and expectations of the
stakeholders in planning and executing the project
Setting up, maintaining, and carrying out communications among
stakeholders that are active, effective, and collaborative in nature
Managing stakeholders towards meeting project requirements and
creating project deliverables
Balancing the competing project constraints, which include, but are
not limited to;
Scope, Quality, Schedule, Budget, Resources, and Risks

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Relationships Among Portfolios, Programs and Projects

Portfolio refers to a collection of projects, programs, sub-
portfolios, and operations managed as a group to achieve strategic
objectives.
Program is comprised of sub-programs, projects, and/or other
work that are managed in a coordinated fashion in support of the
portfolio.
Sub-Project is a set of work units assigned to a single project
organizational unit to divide the project into more manageable
components.
Individual projects that are either within or outside of a program

are still considered part of a portfolio
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Program Management is defined as a group of

related projects, subprograms, and program
activities managed in a coordinated way to obtain
benefits not available from managing them
individually.
Portfolio Management is how the top
management manage projects, programs, sub
portfolios and operations as a group to achieve
strategic objectives of the organization.
Projects and Strategic Planning, projects are
often utilized as a means of directly or indirectly
achieving objectives within an organizations
strategic plan.
Project Management Office (PMO) is a
management structure that standardizes the
project-related governance processes and
facilitates the sharing of resources,
methodologies, tools, and techniques. The PMO
responsibilities can range from providing Support
, controlling, and Direct
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Operations management is responsible of overseeing, directing, and
controlling business operations.
Operations evolve to support the Day-To-Day business, and are necessary to

achieve strategic and tactical goals of the business.
Project in nature is a temporary endeavor undertaken, which means project

has a definite beginning and a definite ending.
Projects can help achieve the organizational goals when they are aligned
with the organization
s strategy.
Projects require project management activities and skills sets, while

operations require business process management, operations management
activities, and skills set.
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Operations and Project Organizations and Project

Management Management
Operations are ongoing endeavors that produce Organizations use governance to establish
repetitive outputs with resources assigned to do strategic direction and performance
basically the same set of tasks parameters.
Operation management is an area of Strategic direction provides the purpose,
management concerned with ongoing expectations, goals, and action necessary to
production of goods and/or services. guide business pursuit and is aligned with
Projects can intersect with operations at various business objectives.
points during the product life cycle, such as; Project management activities should be
At each closeout phase aligned with top-level business direction, and
When developing a new product, upgrading a in case of change project objectives need to
product, or expanding outputs be realigned.
While improving operations or the product
development process
Until the end of the product life cycle.

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Business Value
Business Value is a concept that is unique to each Organization, and can be defined as
the entire value of the business. It is the total sum of all tangible and intangible
elements.
Tangible elements include;
Monetary assets ( ) ,
Fixtures () ,
Stockholder equity ()
Utility ()
Intangible elements include;
Good will ( / )
Brand recognition ()
Public benefit ()
Trademarks ()
Business value scope can be short, medium or long-term, and is created through the
effective management of ongoing operations.
Whether an organization is a privet, government agency or a nonprofit organization, all
organizations focus on attaining business value for their activities.
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Role of the Project Manager

Project Manager is the person assigned by the performing
organization to lead the team that is responsible for achieving the
project objectives
Based on the organizational structure and management type, the
project manager may report to a functional manager or be may be
one of several project managers report to program or portfolio
manager.
Project manager requires to possess the following competencies;
Knowledge : W hat the project manager knows about project management
Performance: W hat the project manager is able to do or accomplish
Personal : How the project manager behaves when performing the project
e.g. attitudes, core personality characteristics, and leadership.

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A project manager is the individual responsible for:

Planning and organizing the work
Managing the day-to-day activities of a project
Delivering the project deliverables to the client
Identifying potential stakeholders
A project manager enhances the probability that a project will

v Produce quality products
v Stay on schedule
v Complete within budget
v Satisfy the client's requirements
v Lead to follow-on business
v Achieve success

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Key Competencies of a Successful Project Manager

Team development
Responsibilities
Assertiveness
Feedback to team members
Relations with functional managers
Standards of performance
Drive & Goal pressure
Delegation (permissiveness)
Recognizing performance
Enhances Success probability

q Long-range perspective
q Risk-taking
q Clarification of goals
q Innovation and creativity
q Participative problem solving
q Systematic thinking and planning
q Strategic inquiry
q Political awareness
q Team member facilitation
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Single Point of Contact

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Organizational Influences on Project

Management
Project Stakeholders and Governance
Project Team
Project Life Cycle

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ORGANIZATIONAL INFLUENCES ON
PROJECT MANAGEMENT
Organizational Cultures & Styles
Organizational Communications
Organizational Structures
Organizational Process Assets
Enterprise Environmental Factors
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Organizational Cultures and Styles

Culture and styles are group phenomena known as
cultural norms, which develop over time, norms
include established approaches to initiating and
planning projects.
Organizational culture is shaped by the common
experiences of members of the organization;
Shared visions, mission, values, beliefs, and expectations
Regulations, policies, methods, and procedures
Risk tolerance
View of leadership, hierarchy, and authority relationships
Code of conduct, work ethic
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Organizational Communications
The success of project management in any organization is
highly dependent on the effectiveness of the
organizational style.
Organizational communications capabilities have great
influence on the way of the organization conduct /
manage projects
The Org. Comm. Influence the project management team
building (virtual teams) and the communication with
projects stakeholders.

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Organizational Structures
Organizational structure is an enterprise environmental
factor, which can affect the availability of resources and
influence how projects are conducted / managed.
Organizational structures range from functional to
Projectized, with a variety of matrix structures in
between.

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Functional Organization
Is a hierarchy where each
employee has one clear
superior
Staff members are grouped by
specialty, e.g. Marketing,
Production, Accounting,
Project approval comes from
the executive level (CEO / MD)
Project coordination takes
place at the level of function
managers
No direct communication on
the level of project team
members.

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Projectized Organization
Projectized Org. is the opposite end of
the spectrum to the functional Org.
Team members are often collocated,
and Virtual collaboration techniques
are often used to accomplish the
benefits of collocated teams (No-
Home)
Org.s resources are involved in project
work, and project managers have great
deal of independence and authority.
Projectized Org. often have
Organizational units called Dep., but
they can either report directly to
project manager or provide support
services to the various projects
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Matrix organizations
In Matrix Org. structure project manager shares responsibility with the functional
managers for assigning priorities and for directing the work of persons assigned to the
project.
Matrix Org. reflect a blend of Functional & Projectized characteristics.
Weak matrix Org.
Balanced matrix Org.
Strong matrix Org.
Composite Organization involves all of the previous structures at various levels

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Matrix organizations - Weak matrix org.

Weak Matrix Org. maintain many of the Functional Org
The role of project manager is more of a coordinator or expediter.
Expediter works as staff assistant and communication coordinator, he can not make
or influence a decision.
Coordinator has some limited power / authority
Project Manager and Project team members are all part-time working in the project.
Still in weak matrix Org. function managers are those who officially run the project

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Matrix organizations - Balanced matrix org.

Balance Matrix Org. recognizes the need for a project manager.
But still the project manager dose not have the full authority over the
project and its funding
Project Manager usually appointed from the functional Dep. as a full-
time , however the project team are working on a part-time bases

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Matrix organizations - Strong matrix org.

Strong Matrix Org. have many of the Projectized Org characteristics
Project Manager and Project team members are all Full-Time working in the
project.
Project Manager has a considerable authority over all project management
process and officially run the project

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Composite Organization
Organizations involve Function & Matrix structures at various levels, are called
COMPOSITE Org.
Composite Org. manage most of its projects in a strong matrix, but allow small projects
to be managed by functional departments.
Fundamentally functional organizations may create a special project team to handle a
critical project

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Influence of Organizational Structures on Projects

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Organizational process assets

Organizational process assets are the plans, processes,
policies, procedures, and knowledge bases specific to and
used by the performing organization.
The Organizational process assets include the Org. knowledge
bases such as lessons learned, and historical information. It
also include completed schedules, risk data, and earned value
data.
Organizational process assets are input to most planning
processes
Organizational process assets may be grouped into TWO
categories;
Processes and Procedures
Corporate Knowledge base
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Enterprise environmental factors

Enterprise Environmental Factors refer to conditions, not under the control
of the project team, that influence, constrain, or direct the project.
Enterprise Environmental Factors are considered input to most planning
processes
Enterprise Environmental Factors vary widely in type or nature;
Org. Culture, Structure, and Governance
Geographic distribution of the facilities and resources
Infrastructure
Company Work authorization System
Stakeholder Risk Tolerances
Marketplace conditions
Political Climate
Commercial databases

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PROJECT STAKEHOLDERS AND

GOVERNANCE
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Project stakeholders
Project Stakeholders Individuals, group and/or organizations such
as customers, sponsors, performing organization and the public, that
are actively involved in the project, or whose interests may be
positively or negatively affected by execution or completion of the
project; they may also exert influence over the project and its
deliverables
Stakeholder analysis - Provides an important input for your approach to
managing a project Identifies the influence and interests of the various
stakeholders and documents their needs, wants, and expectations Selects,
prioritizes, and quantifies the needs, wants, and expectations to create
requirements
Know your stakeholder groups Their profile, their concerns, their
expectations, and the channels by which they can be reached

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Examples of project
Stakeholders;
Sponsor
Customers & Users
Sellers
Business Partners
Organizational Groups
Functional Managers
Procurement , SME, .
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project Stakeholders
Sponsor is an individual or an organization that has
the authority to perform, delegate, or ensure
completion of the following project commitments:
Formalization of an agreement with the delivery
organization
Approval to proceed with the start of the project
or of a phase
Acceptance of the deliverables from the project
Spending for the cost or price, or both, of the
project as specified in the agreement

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Relationship between stakeholders & the project

Stakeholders have varying levels of responsibility and authority
when participating on a project, this level can be change over the
projects life cycle.
Stakeholders involvement may range from occasional
contributions is surveys and focus groups to full project
sponsorship, which includes providing financial, political, or any
other support.
Stakeholder identification is a continuous process throughout the
entire project life cycle.
An important part of a Project Manager s responsibility is to
manage stakeholder expectations.

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Project governance
Project governance is an oversight function that is aligned with the

organization s governance model and that encompasses the project
life cycle. (PM Methodology)
Project governance framework- Provides the project manager and team
with structure, processes, decision-making models and tools for managing the
project, while supporting and controlling the project for successful delivery.
Project governance framework include;
Project Success and deliverable acceptance criteria
Process to identify, escalate, and resolve issues that arise during the project
Relationship among the project tem organizational groups and external stakeholders
Project organization chart that identifies project roles
Project decision-making processes
Project life cycle approach
Process for stage gate or phase reviews
Process to align internal stakeholders with project process requirements

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PROJECT TEAM
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Project team
The project team includes the project manager and the group of individuals
who act together in performing the work of the project to achieve its
objectives.
The project manager is responsible and accountable for setting realistic and
achievable boundaries for the project and to accomplish it within the
approved baselines (within the constraints of scope, time, cost, quality, resources and risk)
The team is comprised of individuals from different groups with specific
subject matter knowledge or skills set to carry out the required work of the
project.
Composition of project teams varies based on factors such as org. culture,
scope, and location. However, the relationship between project manager
and project team varies depending on the authority of the project manager.
Examples of basic project team compositions;
Dedicated. All or a majority of the team members are assigned to work Full-time on the
project, team may be collocated or virtual and report to the project manager
Part-Time. Project established as temporary additional work for all project team including
project manager, usually in this type of teams the functional manager will control over the
team members and other resources allocated to the project.

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Project Management Staff (PMO)

Project Staff
Supporting Experts - SME

Business Partners
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PROJECT LIFE CYCLE

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Project life cycle

A project life cycle is the series of phases that a project passes through
from its initiation to its closure.
Phases are sequential and their names and numbers are determined by
the management and control needs of the org. or org. involved in the
project.
Phases can be broken down by functional or partial objectives,
intermediate results or deliverables, specific milestones within the overall
scope of work, or financial availability.
Phases are generally time bounded, with a start and ending or control
point.
The life cycle provides the basic framework for managing the project,
regardless of the specific work involved.

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Characteristics of the Project life cycle
All projects can be mapped to the following generic life cycle

structure;
Starting the project
Organizing and preparing
Carrying out the project work
Closing the project
The life cycle should not be confused with the Project Management
Process Groups, which consist of activities performed within each
project phase.
The project life cycle is independent from the life cycle of the
product produced / modified by the project.

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Characteristics of the Project

life cycle
Cost and Staffing levels are low at the start,
peak as the work is carried out, and drop
rapidly as the project draws to a close
The typical cost and staffing curve may not
apply to all projects, some projects may
require secure the needed resources early in
its life cycle
Risk and uncertainty are greatest at the start
of the project, and then decreases over the
life of the project as decisions are reached
and as deliverables are accepted
The ability to influence the final
characteristics of the projects product,
without significantly impacting cost, is
highest at the start and decreases as the
project progresses towards completion
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Project phases
A project phase is a collection of logically related project activities
that culminates in the completion of one or more deliverables.
Project Phases typically are completed sequentially, but can
overlap in some project situations.
The phase structure allows the project to be segmented into logical
subsets for ease of management, planning, and control.
A project can have several phases or only one, according to its
complexity, size, and the degree of control applied.
In the multiple-phase project, at the closure of each phase some
form of transfer or hand-off of the work will happen. This point is
called; Stage Gate, Milestone, Phase review point, phase gate or kill point.

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Phases and process groups

Project management is achieved through the 5 process groups;
Initiation
Planning
Execution
Monitoring & Controlling
Closing
Project may have one or more stages/phase, however, the project
management 5 process groups can be applied to each project
stage/phase.
Phase-to-phase relationships; if project has more than one phase then the
relation
s type between phases is either
Sequential relationship, or
Overlapping relationship
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Project life cycle

Project life cycle can be;
Predictive or Plan-driven
Adaptive or Change-driven
(Agile)
Iterative and Incremental
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Predictive Life Cycle

Known as a fully plan-driven
The scope, time, and cost
required to deliver the project
scope are determined as early
in the project life cycle as
possible.
The project proceed through a
series of sequential or
overlapping phases, each phase
focusing on a subset of project
activities and project
management processes.

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Adaptive Life Cycle

Known also as change-driven or Agile
methods.
Agile focuses on early delivery of
business value, continuous improvement
of the project
s product and processes,
scope flexibility, team input, and
delivering well-tested products that reflect
customer needs.
Adaptive methods are generally preferred
when dealing with a rapidly changing
environment, when requirements and
scope are difficult to define in advance.
And when it is possible to define small
incremental improvements that will deliver
value to stakeholders

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Iterative and Incremental Life Cycle

It is in which project phases intentionally repeat one or more
project activities as the project team s understanding of the
product increases.
Iterations develop the product through a series of repeated
cycles, while increments successively add to the functionality of
the product. So the product be developed both iteratively and
incrementally.
Iterative and incremental projects may proceed in phases, and
the iterations themselves will be performed in a sequential or
overlapping.
In most iterative life cycles, a high-level vision will be developed
for the overall undertaking, but the detailed scope is elaborated
one iteration at a time.
Generally preferred when an organization needs to manage
changing objectives and scope, to reduce the complexity of a
project, or when the partial delivery of a product is beneficial
and provides value for one or more stakeholders groups without
impact to the final deliverable or set of deliverables
Large and complex project are frequently executed iteratively to
reduce risk by allowing team to incorporate feedback and
lessons learned between iterations

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Print and send PDF files as Emails with any application, ad-sponsored and

Project Management Body

Academic Year 2014/ 2015

Copyright 2014 Dr. Hossam Ragab

Copyright 2014 Dr. Hossam Ragab

What is Project management?

Copyright 2014 Dr. Hossam Ragab

Relationships Among Portfolios, Programs and Projects

Individual projects that are either within or outside of a program

Program Management is defined as a group of

Relationship Between Project Management, Operations

Operations evolve to support the Day-To-Day business, and are necessary to

Project in nature is a temporary endeavor undertaken, which means project

Projects require project management activities and skills sets, while

Relationship Between Project Management, Operations

Operations and Project Organizations and Project

Copyright 2014 Dr. Hossam Ragab

Role of the Project Manager

Copyright 2014 Dr. Hossam Ragab

A project manager is the individual responsible for:

A project manager enhances the probability that a project will

Copyright 2014 Dr. Hossam Ragab

Key Competencies of a Successful Project Manager

Enhances Success probability

Single Point of Contact

Organizational Influences on Project

Project Stakeholders and Governance

Project Life Cycle

Copyright 2014 Dr. Hossam Ragab

Organizational Cultures and Styles

Copyright 2014 Dr. Hossam Ragab

Copyright 2014 Dr. Hossam Ragab

Copyright 2014 Dr. Hossam Ragab

Copyright 2014 Dr. Hossam Ragab

Matrix organizations - Weak matrix org.

Copyright 2014 Dr. Hossam Ragab

Matrix organizations - Balanced matrix org.

Copyright 2014 Dr. Hossam Ragab

Matrix organizations - Strong matrix org.

Copyright 2014 Dr. Hossam Ragab

Copyright 2014 Dr. Hossam Ragab

Influence of Organizational Structures on Projects

Organizational process assets

Enterprise environmental factors

Copyright 2014 Dr. Hossam Ragab

PROJECT STAKEHOLDERS AND

Copyright 2014 Dr. Hossam Ragab

Copyright 2014 Dr. Hossam Ragab

Relationship between stakeholders & the project

Copyright 2014 Dr. Hossam Ragab

Project governance is an oversight function that is aligned with the

Copyright 2014 Dr. Hossam Ragab

Copyright 2014 Dr. Hossam Ragab

Project Management Staff (PMO)

Supporting Experts - SME

PROJECT LIFE CYCLE

Project life cycle

Copyright 2014 Dr. Hossam Ragab

Characteristics of the Project life cycle

All projects can be mapped to the following generic life cycle

Copyright 2014 Dr. Hossam Ragab

Characteristics of the Project

Copyright 2014 Dr. Hossam Ragab