INTRODUCTION

Session 1
Chapter 1
INTRODUCTION

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 Unique product, Temporary Progressively
service, or result endeavor elaborated

Any unique and A definite beginning and there is always new

verifiable product, end information to deal with

Project result, or capability to

perform a service
(tangible or intangible)
as your project
progresses, and always
have to make decisions
to keep it on track
A project is a temporary endeavor undertaken to (iterative).
create a unique product, service, or result. Operational work is ongoing (repetitive) work to support the business and systems of the organization,
whereas project work ends when the project is closed. (iterative different with repetitive)

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 Project Project Project
Management Management Management

is the application of is accomplished through enables organizations to

Project Management knowledge, skills, tools,
and techniques to
project activities to
meet the project
Projects are a key way to create value and benefits in requirements processes identified for
organizations.
the appropriate
application and
execute projects
effectively and
integration of the efficiently.
project management
the project

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PROJECT, PROGRAM, PORTFOLIO, AND OPERATIONS
Project Program
• A project is any work that • A program is a group of
produces a specific result related projects that are
and is temporary. Projects closely linked to obtain
always have a beginning benefits NOT available
and an end. Progressively from managing them
elaborated. individually.
• Project management • Program management
enables the achievement harmonizes its program
of organizational goals components and controls
and objectives. interdependencies in
order to realize specified
benefits
Portfolio Operations
• A portfolio is a collection • An operations is
of projects, programs, concerned with the
subsidiary portfolios, and ongoing production of
operations managed as a goods and/or services.
group to achieve strategic
objectives • Projects can intersect with
operations at various
• Portfolio management points during the product
aligns portfolios with life cycle
organizational strategies
by selecting the right
programs or projects,
prioritizing the work, and
providing the needed
resources.
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Organizational Project
Management
Organizational Project Management (OPM) provides a
strategic framework to use and guide portfolio,
program, and project management to achieve the
organization's strategic goals 6
Impact of Variables Over Time

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Interrelationship of Key
Components in projects
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 A project life cycle is the series of phases that a project passes
through from its start to its completion.

Development Approach
1. Predictive life cycle: the project scope, time, and cost are
determined in the early phases of the life cycle. Waterfall.
2. Iterative life cycle: the project scope is generally
determined early in the project life cycle, but time and
cost estimates are routinely modified 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.
3. Incremental life cycle: the deliverable is produced through
a series of iterations that successively add functionality
within a predetermined time frame.
4. Adaptive life cycles: are agile, iterative, or incremental.
Project and Development Life Also referred to as agile or change-driven life cycles.
5. Hybrid life cycle: is a combination of a predictive and an
Cycles adaptive life cycle. Those elements of the project that are
well known or have fixed requirements follow a predictive
development life cycle, and those elements that are still
evolving follow an adaptive development life cycle. 9
 Plan-Driven Project Life Cycle

predictive development life cycles (sometimes referred to as

waterfall or traditional life cycles) that require scope, schedule,
and cost to be determined in detail early in the life of a
project— before the work begins to produce the project
deliverable

Change-Driven Project Life Cycle

Change-driven projects use iterative, incremental, or adaptive

(agile) development life cycles, and have varying levels of early
planning for scope, schedule, and cost

PROJECT LIFE CYCLE Hybrid Development Life Cycle

A life cycle is a progression of phases through a series
of developmental stages. The project life cycle for a A hybrid life cycle is a combination of a predictive and an
adaptive development life cycle.
particular project is selected based on factors such as
the type of product being developed, the industry,
and the organization’s preferences.
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 PROJECT LIFE CYCLE
Plan-Driven

Predictive In predictive lifecycles the project’s schedule, scope, and costs are defined up front. The early phases of the project determine
how the rest of the project will be executed, and the project team does its best to execute the plan and minimize the impact of changes as
they happen. Predictive lifecycles are all about predicting what will happen, preparing the best plan possible, and then working to follow it

Incremental and iterative life cycles involve early planning of high-level scope sufficient enough to allow for preliminary estimates of time
and cost; scope is developed a little more with each iteration.
An incremental development life cycle delivers a complete, usable portion of the product for each iteration.
Change-Driven

An iterative development life cycle, the complete concept is built in successive levels of detail to create the end result.
A project may use a combination of incremental and iterative life cycles throughout the project or for phases of the project.
Adaptive development life cycles involve a fixed schedule as well as fixed costs. Scope is broadly defined with the understanding that it will
be refined throughout the life of the project. The customer’s requirements are documented and prioritized in a backlog, which can be
adjusted as the project progresses. Work is planned in short increments to allow the customer to change and reprioritize requirements
within the time and cost constraints.

A hybrid life cycle is a combination of a predictive and an adaptive development life cycle. With such an approach, a predictive life cycle is
Hybrid

used to manage the project requirements that are well defined, while an adaptive life cycle is used to manage the requirements that are
less clear

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The Continuum of Project Life Cycle

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PROJECT MANAGEMENT PROCESS GROUPS
Those processes
performed to define a new
project or a new phase of
an existing project by
obtaining authorization to
start the project or phase.
Those processes required Those processes Those processes required Those processes
to establish the scope of performed to complete the to track, review, and performed to formally
the project, refine the work defined in the project regulate the progress and complete or close the
objectives, and define the management plan to performance of the project, phase, or contract.
course of action required satisfy the project project; identify any areas
to attain the objectives requirements. in which changes to the
that the project was plan are required; and
undertaken to achieve. initiate the corresponding
changes.
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Process Group Interactions Within a Project or Phase

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 PROJECT MANAGEMENT KNOWLEDGE AREAS
Integration identify, define, combine, unify,
and coordinate the various processes & and
project management activities.
Scope ensure the project includes all the work
required, and only the work required.
Schedule manage the timely completion
of the project.
Cost planning, estimating, budgeting, financing,
funding, managing, and controlling costs
Quality incorporating the organization’s quality
policy regarding planning, managing, and controlling
project and product quality requirements
Resource identify, acquire, and manage the
resources needed
Communications ensure timely and appropriate
planning, collection, creation, distribution, storage,
retrieval, management, control, monitoring, and
ultimate disposition of project information.
Risk conducting risk management planning,
identification, analysis, response planning,
response implementation, and monitoring risk
Procurement purchase or acquire products, services,
or results needed from outside the project team
Stakeholder identify the people, groups, or organizations;
analyze stakeholder expectations and their impact on the
project; develop appropriate management strategies
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PROJECT MANAGEMENT PROCESSES
Project Management Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Controlling Closing
4. Integration 4.1 Develop Project 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close Project
Charter 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control or Phase
5. Scope 5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6. Schedule 6.1 Plan Schedule Management 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7. Cost 7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8. Quality 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Resource 9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10. Communications 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
11. Risk 11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12. Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
13. Stakeholder 13.1 Identify 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement
Stakeholders

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 o Work performance data (WPD). The raw observations and
measurements identified during activities performed to
carry out the project work (Executing). Examples include
reported percent of work physically completed, quality and
technical performance measures, start and finish dates of
schedule activities, number of change requests, number of
defects, actual costs, actual durations, etc.
o Work performance information (WPI). The WPD collected
from various controlling processes, analyzed in context and
integrated based on relationships across areas (Monitoring
& Controlling). Examples of performance information are
status of deliverables, implementation status for change
requests, and forecast estimates to complete.
o Work performance reports (WPR). The physical or
electronic representation of WPI compiled in project
documents, which is intended to generate decisions or raise
WPD - WPI - WPR issues, actions, or awareness. Examples include status
reports, memos, justifications, information notes, electronic
dashboards, recommendations, and updates.

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PROJECT MANAGEMENT DATA AND INFORMATION

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PROJECT BENEFITS MANAGEMENT PLAN
The project benefits management plan is the document that describes how and when the benefits of the project will be
delivered, and describes the mechanisms that should be in place to measure those benefits. The benefits management
plan describes key elements of the benefits and may include but is not limited to documenting the following:
• Target benefits (e.g., the expected tangible and intangible value to be gained by the implementation of the project; financial value is
expressed as net present value);
• Strategic alignment (e.g., how well the project benefits align to the business strategies of the organization);
• Timeframe for realizing benefits (e.g., benefits by phase, short-term, long-term, and ongoing);
• Benefits owner (e.g., the accountable person to monitor, record, and report realized benefits throughout the timeframe established
in the plan);
• Metrics (e.g., the measures to be used to show benefits realized, direct measures, and indirect measures);
• Assumptions (e.g., factors expected to be in place or to be in evidence); and
• Risks (e.g., risks for realization of benefits).

X management plan: is a plan describes HOW X will be managed!

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Chapter 2
THE ENVIRONMENT IN WHICH PROJECTS
OPERATE

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 INTERNAL
o Organizational culture, structure, and governance
o Geographic distribution of facilities and resources
o Infrastructure
o Information technology software
o Resource availability
o Employee capability

EXTERNAL
o Marketplace conditions
o Social and cultural influences and issues
EEF - ENTERPRISE o Legal restrictions
ENVIRONMENTAL FACTORS o Commercial databases
o Academic research
EEFs refer to conditions, NOT under the control of o Government or industry standards
the project team, that influence, constrain, or direct
o Financial considerations
the project. EEFs originate from environment outside
of the project and often outside of the enterprise. o Physical environmental elements
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 OPA include
o any artifact, practice, or knowledge from any or all of the
performing organizations involved in the project
o the organization’s lessons learned from previous projects
and historical information
o completed schedules, risk data, and earned value data

Processes, policies, and procedures usually established by the

project management office (PMO) or another function outside
of the project. The project management team should tailor
those assets to meet the needs of the project.

OPA - ORGANIZATIONAL Organizational knowledge bases are updated throughout the

project with project information
PROCESS ASSETS
Organizational process assets (OPAs) are the plans,
processes, policies, procedures, and knowledge
bases specific to and used by the performing
organization. OPAs are internal to the organization.
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PROCESSES, POLICIES, AND PROCEDURES
• Guidelines and criteria for tailoring the
organization’s set of standard processes and
procedures
• Specific organizational standards such as
policies
• Product and project life cycles, and methods
and procedures
• Templates
• Preapproved supplier lists and various types of
contractual agreements
• Change control procedures (the steps by which performing • Project closure guidelines or
organization standards, policies, plans, and procedures or any requirements
project documents)
• Traceability matrices
• Financial controls procedures
• Issue and defect management procedures
• Resource availability control and assignment management
• Organizational communication requirements
• Procedures for prioritizing, approving, and issuing work
authorizations
• Templates
• Standardized guidelines, work instructions, proposal
evaluation criteria, and performance measurement criteria
• Product, service, or result verification and validation
procedures
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ORGANIZATIONAL KNOWLEDGE REPOSITORIES
• Configuration management, including file structure, file-naming conventions, baselines of organizational standards, and templates of
project documents
• Financial data, including budgets and actual costs of completed projects
• Issue logs and documentation regarding defects on projects
• Metrics that may be useful for other projects
• Project management plans and baselines, as well as project documents, such as network diagrams, risk registers, and stakeholder
registers
• Historical information can include:
• Activities
• WBSs
• Benchmarks
• Reports
• Risks and risk response plans
• Estimates
• Resources used
• Project management plans
• Project documents
• Baselines
• Correspondence

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ORGANIZATIONAL SYSTEMS
The interaction of multiple factors within an
individual organization creates a unique system that
impacts the project operating in that system.
Governance refers to organizational or structural
arrangements at all levels of an organization designed to
determine and influence the behavior of the organization’s
members. That the concept of governance is
multidimensional and:
• Includes consideration of people, roles, structures, and
policies;
• Requires providing direction and oversight through data
and feedback.
Management elements are the components that comprise
the key functions or principles of general management in the
organization. The general management elements are
allocated within the organization according to its governance
framework and the organizational structure type selected.
Appropriate organizational structure type is a result of the
study of tradeoffs between two key variables. The variables
are the organizational structure types available for use and
how to optimize them for a given organization. There is not a
one-size-fits-all structure for any given organization.
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Influences of Organizational Structures on Projects

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Influences of Organizational Structures on Projects

• Project expediter: The project expediter acts primarily as a staff assistant and communications coordinator.
The expediter cannot personally make or enforce decisions.

• Project coordinator: This position is similar to the project expediter, except the coordinator has some
authority and power to make decisions, and reports to a higher-level manager.

• Note:
• Tight Matrix is not is not a matrix organization.
• Tight Matrix = Collocation = War room

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PROJECT MANAGEMENT
OFFICE (PMO)
A project management office (PMO) is an
organizational structure that standardizes the
project-related governance processes and facilitates
the sharing of resources, methodologies, tools, and
techniques.
Supportive. Supportive PMOs provide a consultative role to
projects by supplying templates, best practices, training, access
to information, and lessons learned from other projects. This
type of PMO serves as a project repository. The degree of
control provided by the PMO is low.
Controlling. Controlling PMOs provide support and require
compliance through various means. The degree of control
provided by the PMO is moderate. Compliance may involve:
• Adoption of project management frameworks or
methodologies;
• Use of specific templates, forms, and tools; and
• Conformance to governance frameworks.
Directive. Directive PMOs take control of the projects by
directly managing the projects. Project managers are assigned
by and report to the PMO. The degree of control provided by
the PMO is high
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 A PMO may have the authority to act as an integral stakeholder
and a key decision maker throughout the life of each project in
order to keep it aligned with the business objectives.
A primary function of a PMO is to support project managers in
a variety of ways:

• Managing shared resources across all projects administered

by the PMO;
• Identifying and developing project management
methodology, best practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management
standards, policies, procedures, and templates by means of
PROJECT MANAGEMENT project audits;

OFFICE (PMO) (cont.) • Developing and managing project policies, procedures,

templates, and other shared documentation (organizational
process assets); and
A project management office (PMO) is an • Coordinating communication across projects.
organizational structure that standardizes the
project-related governance processes and facilitates
the sharing of resources, methodologies, tools, and
techniques. 29
Chapter 3
THE ROLE OF THE PROJECT MANAGER

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 Function Manager Operations Project manager
managers

focuses on providing are responsible for is the person assigned

management oversight ensuring that business by the performing
for a functional or operations are efficient organization to lead the
business unit team that is responsible
for achieving the project

PROJECT MANAGER objectives.

The project manager plays a critical role in the
leadership of a project team in order to achieve the
project’s objectives. This role is clearly visible
throughout the project.
Depending on the organizational structure, a project manager may report to a
functional manager. In other cases, a project manager may be one of several
project managers who report to a PMO or a portfolio or program manager.
In some situations, the project manager may be an external consultant
placed in a temporary management role

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THE PROJECT MANAGER’S SPHERE OF INFLUENCE
Project managers fulfill numerous roles within their sphere of influence.
THE PROJECT
• leads the project team to meet
the project’s objectives and
stakeholders’ expectations
• works to balance the competing
constraints on the project with
the resources available
• performs communication roles
between the project sponsor,
team members, and other
stakeholders
• uses soft skills to balance the
conflicting and competing goals
of the project stakeholders in
order to achieve consensus
THE ORGANIZATION THE INDUSTRY
• proactively interacts with other project managers to • stays informed about
helps to create a positive influence for fulfilling the current industry
various needs of the project trends
• works with the project sponsor to address internal • takes this
political and strategic issues that may impact the team
information and sees
or the viability or quality of the project
how it may impact
• work toward increasing the project management
competency and capability within the organization
or apply to the
current projects
• works closely with all relevant managers to achieve
the project objectives and to ensure the project
management plan aligns with the portfolio or program
plan.
• works closely and in collaboration with other roles,
such as organizational managers, subject matter
experts, and those involved with business analysis.
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PROJECT MANAGER
COMPETENCES
PMI studies applied the Project Manager
Competency Development (PMCD) Framework to the
skills needed by project managers through the use of
The PMI Talent Triangle®

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PMI TALENT TRIANGLE
TECHNICAL PROJECT MANAGEMENT
Effective project managers have a great
grasp on all of the tools and techniques
that guide a project from initial concept
to finished project. This aspect of the
triangle is all about the technical
knowledge a project manager needs to
use to make the right decisions when
directing a project team’s work
STRATEGIC AND BUSINESS
MANAGEMENT
Keeping a project on track means
understanding the strategic purpose
behind it. Successful project managers
know how to interpret the environment
of the organizations they work in and
how to navigate that organization and
position their projects for success. They
constantly keep tabs on the project’s
direction and make sure that it’s
delivering as much value as possible for
the organization that’s sponsoring it
LEADERSHIP
Teams look to project managers to help
them understand the project’s goals
and visualize what a successful outcome
will look like. Effective project managers
know how to inspire the teams they
work with to work together to
accomplish strategic goals
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Management vs. Leadership

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PERFORMING INTEGRATION
The role of the project manager is twofold when
performing integration on the project
Project managers play a key role in working with the
project sponsor to understand the strategic objectives
and ensure the alignment of the project objectives and
results with those of the portfolio, program, and business
areas. In this way, project managers contribute to the
integration and execution of the strategy
Project managers are responsible for guiding the team to
work together to focus on what is really essential at the
project level. This is achieved through the integration of
processes, knowledge, and people.
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RITA’s PROCESS CHART

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Questions
1. A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on
completing process-related work, and the project manager has little authority to assign resources. What form of organization must the project manager be
working in?
A. Functional
B. Matrix
C. Expediter
D. Coordinator
Answer. A
Explanation. In a functional organization, the project manager has the least support for the project and has little authority to assign resources. Project
expediter and project coordinator are roles in a weak matrix organization.

2. Your management team has decided that all orders will be treated as projects and that project managers will be used to update orders daily, to resolve
issues, and to ensure the customer formally accepts the product within 30 days of completion. Revenue from the individual orders can vary from $100 to
$150,000. The project manager will not be required to perform planning or provide documentation other than daily status. How would you define this
situation?
A. Because each individual order is a “temporary endeavor,” each order is a project.
B. This is program management since there are multiple projects involved.
C. This is a recurring process.
D. Orders incurring revenue over $100,000 would be considered projects and would involve project management.
Answer. C
Explanation. Because orders are numerous and of short duration, this situation is a recurring process, not a project.

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Questions
3. The project charter is created in which project management process group?
A. Executing
B. Planning
C. Closing
D. Initiating
Answer. D
Explanation. The project charter is needed before planning and execution of the work can begin.
Therefore; it is created and approved in project initiating.

4. The poject sponsor has just signed the project charter. What is the next thing to do?
A. Begin to complete work packages.
B. Validate scope.
C. Start integrated change control.
D. Start to create management plans.
Answer. D
Explanation. To answer this type of question, look for the choice that occurs closest to the process group you are in. The project charter is created during
project initiating. Completing work packages is done during project executing. Validating scope and performing integrated change control are done during
project monitoring and controlling. Starting to create management plans is the best choice, as it is part of project planning.

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Thank You
Atoha Institute of Project Management
+84 28 6684 6687

cs@atoha.com