Lecture IV

Those who plan do better than those who do not plan even
though they rarely stick to their plan
~ Winston Churchill

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 Recap : Lecture III

 Project Constraints

 Why Projects Fail?

 Success Criteria for Projects

 Organization’s Management Hierarchy

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 New Trends in PM (Study by PMI Y 2014)

I Better Collaboration in the Cloud

II Geographically Dispersed Project Teams
III Agile Project Management
IV Virtual Learning
V Compressed Project Management Life Cycles

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 Organizational Structures
 The structure of the performing organization often constrains the
availability of resources for a project
 Various organizational structures generally are:-

 Functional Organization

 Projectized Organization

 Weak Matrix Organization

 Balanced Matrix Organization

 Strong Matrix Organization

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Functional Organization
 Functional Organization
Each Department will do its project work independent of other departments
Weak Matrix Organization
Balanced Matrix Organization
Strong Matrix Organization
Projectized Organization
Organizational Structure Influences on Projects

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Portfolio
VS

Program
VS

Project
VS

Sub-Project

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 Sub-Projects
 Projects are frequently divided into more manageable

components or subprojects
 Individual subprojects can be referred to as projects and

managed as such
 On very large projects, the subprojects can consist of a

series of even smaller subprojects

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 Projects

 A temporary endeavor to create a unique

product service or a result
 Contains a series of processes to achieve the
project objectives

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 Programs and Program Management
 A program is a group of related projects managed in a
coordinated way to obtain benefits and control not available
from managing them individually

 Programs may include elements of related work outside of

the scope of the discrete projects in the program

 In contrast with project management, program management

is the centralized, coordinated management of a group of
projects to achieve the program's strategic objectives and
benefits

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Programs and Program Management
IMPROVE RESIDENTIAL / OFFICE SETUPS IN CITY

in a city..

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 Portfolio and Portfolio Management
 A portfolio is a collection of programs and projects
that are grouped together to facilitate effective
management of that work to meet strategic business
objectives

 The projects or programs in the portfolio may not

necessarily be interdependent or directly related

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Example : Portfolios & Portfolio Mgt
 An Infrastructure Firm that has the strategic
objective of maximizing ROI may put together a
portfolio that includes a mix of projects & programs
in oil & gas, water, power, roads, rails and airports

 The firm may choose to manage related projects as a

program e.g all power related projects may be
grouped together as a power program

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Project vs Program vs Portfolios Mgt.
Project Level Questions

Are we conducting the project well?

Is project on time within scope & budget?

Program Level Questions

Have we selected the right projects?

Are projects being managed well and in a coordinated manner?

Portfolio Level Questions

Are we working on right Programs and right projects?

Are programs and projects being managed well and in a coordinated manner?

Are we investing in right areas? 19

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Handout No 2
 PMO
 A PMO is an organizational unit to centralize and coordinate the
management of project/ projects, program/programs,
portfolio/portfolios under its domain

 A PMO can also be referred to as a

 Project Management Office
 Program Management Office
 Portfolio Management Office

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 Key Features of a PMO
 Shared and coordinated resources across all projects administered by the
PMO
 Identification and development of project management methodology,
best practices, and standards
 Clearinghouse and management for project policies, procedures,
templates, and other shared documentation
 Centralized
A clearing configuration management
house is a financial department that forprovides
all projects
clearingadministered
and settlement by
the PMO Centralized repository and management
services for financial transactions for both shared and
unique risks for all projects
 Central office for operation and management of project tools, such as
enterprise-wide project management software
 A mentoring platform for project managers
 Central monitoring of all PMO project timelines and budget

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Project Management Framework Based on
PM BoK & PMI Standards

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 Project Management Framework

 Based on PMBoK 5.0

 Includes Good Practices means that there is general
agreement that the correct application of these skills, tools,
and techniques can enhance the chances of success over a
wide range of different projects
Includes :
Knowledge Areas
Process Groups
Processes
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 PMI Standards
1. PMBOK 5th Edition
Released in Feb 2013
1. PMI Practice Standard for Work
Breakdown Structures
2. PM Competency Development
Framework
3. Government Extension of the
PMBOK® Guide
4. Construction Extension to the
PMBOK® Guide
5. Organizational Project Management
Maturity Model (OPM3)
6. U.S. DoD Extension of the
PMBOK® Guide

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8. Practice Standard for Earned Value
Management
9. Combined Standards Glossary
10. Translating Corporate Strategy into
Project Strategy – Realizing
Corporate Strategy through Project
Management
11. Exposure Draft Portfolio
Management
12. Exposure Draft Program
Management
13. PMI Member Ethical Standards
14. PMP Code of Conduct

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PMI Certifications

 Project Management Professional (PMP)

 Certificate in Associate Project Management
(CAPM)

www.pmi.org

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 Laws of Project Management
Projects progress quickly until they are 90% complete. Then they
remain at 90% complete forever

When things are going well, something will go

wrong.

When things just can’t get worse, they will. When things
appear to be going better, you have overlooked something

If project content is allowed to change freely, the rate of change will

exceed the rate of progress

Project teams despise progress reporting because it manifests their

lack of progress 28
Expect Quiz 1 in Next Lecture

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