Project Management Framework: Instructor: Phùng Thanh C Ư NG MSC, PMP

Project Management Framework
Instructor: Phùng Thanh Cường Msc, PMP
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All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Project Management Framework Summary
• Project phase • PMI’s Project Management Process

• Phase gate Groups
• Project Lifecycle • Project Management Processes
• Predictive lifecycle Interactions
• Agile lifecycle • Apply Project Management processes
to Project lifecycle
• Hybrid lifecycle
– Small project
• Characteristics of Project Lifecycle
– Large Project
• Project Lifecycle vs Project
Management Processes
Product lifecycle vs Project lifecycle
All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn 38
1. Project phase
What is it?
• A collection of logically related project activities that culminates in the completion
of one or more deliverables
• The transition from one phase to another within a project's lifecycle generally
involves some form of technical transfer or handoff. These are also called as phase
gate
Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Maintenance

Phase gate
What is it?
• A review at the end of a phase in which a decision is made to continue to the next
phase, to continue with modification, or to end a project or program.
• Maybe reffered to by other terms: Phase review, stage gate, kill point, phase
entrance or phase exit.
• Decison made maybe: Go, Hold, Kill, Recycle...
2. Project Lifecycle
What is it?
• The series of phases that a project passes through from its initiation to its closure
• There are many different types of project life cycles, depending on the industry ,
or on the organization’s preferences.
• IT Project: Requirement -> Design • Construction: Feasibility->

-> Program -> Test -> Implement Planning -> Design -> Production -
> Turnover -> Startup

Characteristics of Project Lifecycle
• All projects, large or small, have a similar characteristics
Generic model of project lifecycle
Complexity Matrix by Stacey
• Simple: cause and effect linkages can

be clear
• Complicated: cause and effect
requires analysis or expertise; there is
a range of right answers.
• Complex: Cause and effect can only
be deduced in retrospect. There are
no right answers.
• Anarchy: Cause and effect are
unclear
• The art of management is having an
array of approaches and being aware
of when to use which approach.

Cynefin framework by Dan Snowden
Predictive vs Agile
Predictive
Agile/adaptive
Predictive
Agile/ adaptive

Agile/adaptive lifecycles
Iteration-based lifecycle (Iterative)
Feature-based lifecycle (Incremental)
Hybrid Lifecycles As Fit-for-purpose
Predictive Agile/adaptive
Process-based Principle-based
Definable work High-uncertainty work
Plan-driven Value-driven
Prescriptive Descriptive
• The goal of project management is to produce business value in the best

possible way given the current environment. It does not matter if that way
is agile or predictive. The question to ask is: “How can we be most
successful?”

Hybrid lifecycles
3. Process
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 Tools and Techniques Outputs

4. PMI’s Project Management Process Groups
Monitoring
Initiating Planning Executing and Closing
Controlling
Project Management Processes Interactions

Project Lifecycle vs Project Management Processes
Apply Project Management processes to Project lifecycle
• Small project
IT Project: Requirement -> Design -> Program -> Test -> Implement

53
Apply Project Management processes to Project lifecycle
• Large Project
Construction: Feasibility-> Planning -> Design -> Production -> Turnover

54
Project Managment Knowledge Areas
4. Integration
5. Scope
6. Schedule
Scope 7. Cost
8. Quality
9. Resource
Quality
10. Communication
11. Risk
12. Procurement
Cost Time
13. Stakeholder
Integration
Resources Communication Risk Procurement
Stakeholders

Process Groups vs Knowledge Areas

9. Product Lifecycle
• Product lifecyle is the series of phases that represent the evolution of a product,
from concept through delivery, growth, maturity and to retirement

58

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Initiating Process Group

Instructor: Phùng Thanh Cường Msc, PMP
Pre-Project Work
Project Business Documents
Need Business Project

Assessment case Charter
Benefit
Management
Pre-Project Work Plan Starting the Project
Pre-Project Work: Need Assessment
1. Need assessment
• The needs assessment involves understanding business goals and objectives,
issues, and opportunities and recommending proposals to address them.
• The results of the needs assessment may be summarized in the business case
document.
Technological
advance
Customer Legal
request requirements
Organizational
need Social need
Market Business ...

demand
Needs

Pre-Project Work: Project Selection
Short-list selection Investment Appraisal

• Feasibility analysis • Payback period/Breakeven analysis
• Murder board (shoot down a new • Present value (PV)
project idea) • PV = FV/(1 + r)n
• Peer review – PV: Present value
• Scoring models – FV: Future value
Benefit Cost analysis – r: interest rate
• Benefit Cost Ratio (BCR) – n: number of time periods
• Opportunity Cost • Net present value (NPV)
• Sunk Costs • NPV = PV of Income – PV of Cost
• Internal Rate of Return (IRR)
• Return on Investment (ROI)
Pre-Project Work: Project Business Documents
1. Project business case

• Economic feasibility study used to
validate of the benefits of a project
• The business case lists
– the objectives
– and reasons for project initiation.
• Project Business Case used as a basis:
– for the authorization of further
project management activities.
– to measure success and progress
throughout the project life cycle
by comparing the results with
the objectives and the identified
success criteria.

Pre-Project Work: Project Business Documents
2. Project benefits
management plan
• The document that describes how
and when the benefits of the project
will be delivered
• And describes how the benefits will
be measured
• In some organizations, the business
case and benefits management plan
are maintained at the program level.
4.1 Develop Project Charter
What?
The document that:
1. Formally recognizes the existence of
the project. (This means that a
project does not exist without a
project charter.)
2. Gives the authority to Project
Manager to apply organizational
resources to project activities
When?
• Take place on a project/or phase
before it becomes official
Who?
• Project Sponsor and Project Manager,
in collaboration with initiating entity

Why we need a project charter?
Do you really understand? Who you think you are?
How?
• Validate project alignment with • The Project Charter is issued by a
organizational strategy and expected sponsor, not the project manager
business value.
• A Project Manager is identified and
• Identify key deliverables, initial
milestones, based on the business assigned as early as in the project as
requirements is feasible, and always prior to the
• Identify high level risks, assumptions, start of planning.
and constraints
• Evaluation of the feasibility of new
products or services within the given
assumptions and/or constraints.
• Propose an implementation strategy
• Obtain project charter approval from
the sponsor
• Inform stakeholders of the approved
project charter

• Project success should be measured

with consideration toward
achievement of the project
objectives.
• Project objectives should be
documented and agreed upon by the
key stakeholders and the project
manager.
• Project managers needs to be able
to:
– Clearly document the project
objectives (S.M.A.R.T objectives)
– Resolve competing objectives,
balance the demands
– Prioritize project objectives
4.1 Develop Project Charter: Tools & Techniques
1. Expert Judgment 2. Meetings

Who have training, specialized Meetings are held with relevant
knowledge, or skills in the areas you’re stakeholders in order to:
assessing and is available from various • Manage stakeholder expectations and
sources including : direct the achievement of project
• Consultants goals.
• Subject Master Experts • Ensure common understanding of the
• Professional and technical key deliverables, milestones, and their
associations roles and responsibilities.
• Industry groups
• PMO

4.1 Develop Project Charter: Tools & Techniques
3. Data Gathering Brainstorming:

• Interview • Go for quantity, not quality
• Brainstorming • No criticise
• Focus group: meeting with targeted
stakeholder group
4. Interpersonal and team skills
• Conflict resolution
• Facilitation
• Meeting management
4.1 Develop Project Charter: Outputs
1. Project Charter
• Documents the business need or
demand that the project was initiated
to address and the project
justification
• Provides the description, high-level
requirements of the product, service
or key deliverables of the project.
• Formalize the authority assigned to
the project manager.
• Broad enough so it does not NEED to
change as the project changes
2. Assumption log
• High-level strategic and operational
assumptions and constraints

4.1 Develop Project Charter: Inputs
1. Business Documents
1A. Business Case
• Describe why project is worth doing.
(Project benefits)
• Typically, business case is justified by
business need or cost-benefit analysis
1B. Benefits management
plan
• How desired benefits will be
delivered, and measured
2. Agreements
• A contract is an input to this process,
if the project is being done for an
external customer
• Memorandums of understanding
(MOUs)
• Service level agreements (SLA)
• Letter of agreements
• Letters of intent,
• Verbal agreements, email, or other
written agreements.

3. Enterprise Environmental 4. Organizational Process

Factor Assets
• Organizational or company culture • Policies, guidelines, templates,
and structure
• Procedures, plans, approaches, or
• Governmental or industry standards standards for conducting work,
• Existing Human Resources including project work.
• Personnel Administration
• Historical Information, lessons
• Company work authorization system
• Marketplace conditions learned etc
• Stakeholder risk tolerances
• Commercial databases
• Project Management Information
Systems

Inputs Tools & Techniques Outputs
1. Business Documents 1. Expert judgment 1. Project charter
• Business case 2. Meeting 2. Assumption log
2. Agreements 3. Data gathering
3. Enterprise 4. Interpersonal and team
environmental factors skills
4. Organizational process
assets

Who are stakeholders?
• Any individual, group, or organization who:
– may affect
– be affected by
– or perceive itself to be affected by a decision, activity, or outcome of a
project.
13.1 Identify Stakeholders
What?
• It this process, Project Manager and
Project Team identify all people or
organizations impacted by the project
Why?
• An un-identified key stakeholder can
potentially turn high risk to project.
• Identify the appropriate focus for
engagement of each stakeholder or
group of stakeholders.
When?
• As early as possible, preferably during
initiation and definitely prior to
starting of planning.
• Periodically throughout the project
1. Identify potential project stakeholders

• Identify all stakeholders, not just a Customer
limited set Manage

Regulator ment
• Directions of influence (Upward,
downward, outward, sideward)
• Stakeholder wheel: Customer,
Suppliers, Management, Project Competit
or Project Partners
Team …
2. Analyze Stakeholder
• Determine all of their major
Employee Owner
requirements, expectations,
interests, level of influence, Suppliers
knowledge, role, Etc.
• Key stakeholders: decision-makers
Stakeholder wheel
3. Classify Stakeholders
• Prioritize the key stakeholders to
ensure the efficient use of effort to
communicate and manage their
expectations.
• There are multiple classification
models
4. Define Management Strategy
• How you will communicate with them

13.1 Identify Stakeholders : Outputs
1. Stakeholder Register
• Identification information : Name,
organizational position, location, role
in the project, contact information
• Assessment Information : Major
requirements, main expectations,
potential influence in the project,
phase in the life cycle with the most
interest
• Stakeholder Classification :
internal/external,
supporter/neutral/resistor, etc
13.1 Identify Stakeholders : Outputs
2. Change requests 3. Project management plan

• During the first iteration of updates
identifying stakeholders, there will • Stakeholder engagement plan.
not be any change requests.
• Communications management plan.
• As stakeholder identification
• Requirements management plan.
continues throughout the project,
new stakeholders, or new • Risk management plan.
information about stakeholders, may 4. Project documents updates
result in a change request to the
• Assumption log
product, project management plan,
or project documents. • Issue log
• Risk register

13.1 Identify Stakeholders : Inputs
1. Project Charter 3. Project documents

• Key stakeholders: Project sponsor, • Change log
Customer, Pre-assigned team member • Issue log
2. Project management plan • Requirement documentation
• The project management plan is not • Groups, organizations, etc.
available when initially identifying 4. Business Documents
stakeholders; however, once it has
been developed, project • Beneficiairies of the outcomes of the
project
management plan components
include but are not limited to: 5. Agreement
• Stakeholder Engagement Plan • Supplier, subcontractor
• Communication Management Plan • Addititional stakeholders
6. Enterprise Environmental Factors
7. Organizational Process Assets

Inputs Tools & Techniques Outputs
1. Project Charter 1. Stakeholder analysis 1. Stakeholder Register
2. Project management 2. Power/ Interest Grid 2. Change requests
plan 3. Salience model 3. Project management
3. Project documents 4. Stakeholder cube plan updates
4. Business Documents 5. Expert Judgment 4. Project documents
5. Agreements 6. Meeting updates
6. Enterprise 7. Brainstorming
environmental factor
7. Organizational process
assets

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Project Management Framework

Instructor: Phùng Thanh Cường Msc, PMP

Copyright & Disclaimer

• PMI, PMP, and PMBOK are registered trademarks of Project Management

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

• Project phase • PMI’s Project Management Process

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn 38

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

• IT Project: Requirement -> Design • Construction: Feasibility->

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Generic model of project lifecycle

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Complexity Matrix by Stacey

• Simple: cause and effect linkages can

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn 43

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn 44

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Feature-based lifecycle (Incremental)

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Hybrid Lifecycles As Fit-for-purpose

• ﻿The goal of project management is to produce business value in the best

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Input Tools and Techniques Outputs

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Project Management Processes Interactions

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Apply Project Management processes to Project lifecycle

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Construction: Feasibility-> Planning -> Design -> Production -> Turnover

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Project Managment Knowledge Areas

Resources Communication Risk Procurement

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn

Initiating Process Group

Project Business Documents

Need Business Project

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Pre-Project Work: Need Assessment

Market Business ...

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Short-list selection Investment Appraisal

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn 64

Pre-Project Work: Project Business Documents

1. Project business case

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All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn 66

4.1 Develop Project Charter

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Do you really understand? Who you think you are?

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn 68

4.1 Develop Project Charter

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn 69

• Project success should be measured

All Rights Reserved © Professional Management Academy – 2020 www.pma.edu.vn 70

4.1 Develop Project Charter: Tools & Techniques

• The goal of project management is to produce business value in the best