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Lecture 1 - PM Scope, Standards, BOKs and KAs
Lecture 1 - PM Scope, Standards, BOKs and KAs
Lecture 1 - PM Scope, Standards, BOKs and KAs
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Defining a Project
Professional bodies’ definitions of a project
(Project Management Institute [PMI] and
Association for Project Management [APM]).
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Alternative Definitions
“A set of diversely skilled people working
together on a complex task over a limited time
period.”1
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Project and Strategy
A Strategy is a
Plan.
Strategies are
made in advance
of the actions
to which they
apply.
Strategies are
developed
consciously and
purposively.
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Strategy as a Continuum
Modified
• Perceived / Strategy • Real /
Anticipated Unanticipated
Opportunities • Unanticipated Opportunities
problems and
opportunities
Deliberate Emergent
Strategy Strategy
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Managing Managing Self
(reflection)
Managing Managing
Relationships Context
(collaboration) (situation)
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Management
• Management puts together organizations that work
to accomplish a mission.
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ORGANIZATIONAL STRUCTURES
The Philosophy of Management
T E C H NIC AL S KILLS
HIG H
LOW
H UMA N S KILLS
JU NIO R S E NIO R S U P E R VIS O R MID DL E MA N A G E R S E NIO R P R E SID E N T
CLERK CLERK MA N A G E R O F FIC E R
an engineer to serve as the project manager as well as the project engineer. Here, the
project manager must have technical expertise, not merely understanding. Furthermore, this
Skills and Managerial Levels
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shrink hierarchical distance and bring multiple levels of an
organization together.
Jaser, Z. (2021), The Real Value of Middle Managers. Harvard Business Review, 07 June, 2021, 13
© HBR.org
3. Dixon, M., Freeman, K. and Toman, N. (2010). Stop Trying to Delight Your Customers. Harvard
Business Review, July/August. 14
Project Management (PM)
Accordingly, PM is
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Construction Management (CM)
CM deals with the development, conservation, and
improvement of the built environment (Chartered
Institute of Building [CIOB]).
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Construction Project
Management (CPM)
• PM and CM are two of the narrower specialties
around the main field/s of management.
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Industry Comparison
• The specialties of PM, CM and CPM abound within
the Architecture, Engineering and Construction
(AEC) industry.
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PM Roles
The PMI’s PM Talent Gap Report of 2013 projected
that
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From the 2021 PMI’s Talent Gap Report,
The global economy needs 25 million new project professionals by 2030. To close the
talent gap, 2.3 million people will need to enter PMOE every year just to keep up with
demand—this includes project managers and all changemakers.
By 2030, just
77 million 90M
Project management-oriented
25M
New project management
12M
New employees driven by
project employees currently employees needed to meet expansion and 13 million
management in projectized industries global talent demands driven by retirements
across the world by 2030
employees out
102M
of the current
workforce will
90M
be left due to
retirement.
2019–2030 2.3 million annual job openings
The urgent need for workers with project management skills was further reinforced
by a recent PMI study1 that cited project management as one of the top-five areas
multidimensional units which become geo-
described by Greiner. Changes in both external and
graphically decentralized.
purely internal factors can precipitate these crises. As
* Small Business Growth Models. the external factors are usually beyond the
Maher and Coddington,13 Bruce,14 Steinmetz,4 manager’s control, monitoring the key issues is
Size of 1 1
Phase 1 1 Phase2 1 Phase3 Phase4 Phase5
Organization
Large
5. Crisis of ?
Phase 1:
Inception
Phase 2:
Survival
Managing Phase 3:
Change Growth
Phase 4:
Expansion
Phase 5:
Maturity
2. Growth Through
Small
Young Mature
- Evolution Stages Revolution Stages
PMs then determine the resources, processes, and other materials necessary to
complete the project in the desired timeline, and draw up plans for each phase
of execution.
This may involve delegating tasks or significant portions of the project to the
Project Coordinators or teams of employees to help maintain a broad overall view
of the entire project throughout.
PMs are responsible for the final quality of a project. Following, project
management is more of a leadership role and involves trusting others to complete
specific parts or stages of a plan or process.
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Project Coordinator/Engineer
Project Coordinators (PCs) may work under a PM to help with
administrative tasks on a specific project. PCs help make sure all teams
and departments have what is needed to meet the milestones the PM has
set.
PCs must be familiar with every project aspect, including short- and long-term
goals. Unlike the PM, the PC’s role is more focused on executing specific stages
of a plan, being mindful of the entire project calendar and budgeting details.
The PC enables the PM to focus on broader issues by helping the PM to manage the
day-to-day details of a project. PCs may expand their responsibilities to
include multiple projects or move into project management roles.
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Principal Agent
In the South African law, the term ‘Agency’ refers to the performance of
a juristic act on behalf or in the name of one person (the Principal)
by another (the Agent) who is authorized to act, that creates, alters or
discharges legal relations between the principal and a third person (the
Contractor).
The Client contracts the function of the Principal Agent with one of the project
professionals, either as a supplementary or dedicated service in terms of the
[service⎯building or otherwise] agreement.
Where a Project Manager or Principal Consultant has not been appointed, the role
of the Principal Agent should not be redefined to include such functions to
limit [or undermine] the scope of services or excuse the level of competence or
performance necessary to carry them out.
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Project Manager: Client’s,
Consultant’s, and Contractor’s
Client
Project
Manager
Main
Contractor
Sub-Cons &
Suppliers
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Project Lifecycle
Project Lifecycle
CIOB Code of Practice RIBA Plan of Work 2013 BIM Digital Plan of BS 6079-1:2010 ISO 21500:2012
for PM Work 2013
1. Inception 0. Strategic definition 1. Strategy 1. Conception 1. Initiating
6. Testing and
commissioning
7. Completion, handover 6. Handover & close out 7. Handover & close out 4. Operation
and operation
8. Post-completion review 7. In use 8. Operations & end of life 5. Termination 5. Closing
and in use
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Source: CIOB’s (2014: 5) Code of practice for project management for construction and development (5th ed.),
Wiley Blackwell, UK. 10
Standardizing Project
Management
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ISO 21502
PM World Journal (ISSN: 2330-4480) The New ISO 21502
Vol. X, Issue III March 2021 by Pier Luigi & Maurizio Monassi
www.pmworldjournal.com Featured Paper
Abstract
recently by the International Standardization Organization. It supersedes the previous ISO 21500,
releasing the same number for a new standard which in turn becomes
(project, programme and portfolio management) series. Being more voluminous than the previous
document, the standard changes from a process-based to a practice-based approach, aligning to
the other series documents. Being the authors representatives of the Italian standardization body,
who participated in the ISO Technical Committee for project management, they portray a review
view, may deserve some attention for the thorough interpretation and application of the new
reference.
Keywords: ISO 21500, ISO 21502, project management standards, processes, practices. 28
A new project management standard
The new standard ISO 21502 has recently been published
by ISO, the International Standards Organization - for the complete title see [Ref. 1] -, which
Profession, Communities of
Practice and Book of Knowledge
• A profession consists of a category of people
rendering services based on their indispensable
knowledge and skills.
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PMBoK
The two commonest PMBoKs are PMI’s PMBoK and APM’s
BoK. (Agile versus Waterfall, at least up to the
PMI’s PMBoK Guide 6th edition)
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PMI’s Standards for PM and
PMKAs, PMBoK Guide 6th edition
Standard for PM (5 nos.) PMKAs (10 nos.)
Initiating Integration
Planning Scope
Executing Schedule
Monitoring and Controlling Cost
Closing Quality
Resources
Communications
Risk
Procurement
Stakeholders
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PMI’s construction-specific
PMKAs (4 nos.)
1. Safety management
2. Environment management
3. Financial management
4. Claim management
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PMI’s Performance Domains,
PMBoK Guide 7th edition
Standard for PM (Principles, 12 nos.) PMKAs (Performance Domains, 8 nos.)
Stewardship Stakeholders
Team Team
Stakeholders Development Approach and Life Cycle
Value Planning
Systems Thinking Project Work
Leadership Delivery
Tailoring Measurement
Quality Uncertainty
Complexity
Risk
Adaptability and Resiliency
Change 33
Predictive (Waterfall) Vs.
redictive
Adaptive Adaptive
(Waterfall)
(Agile) PM
PM Life(Agile)
Life CyclesPM Life
ycles Cycles
Stage •Initiating
1 Stage 1 •Initiating
Stage •Planning
2 Stage 2 •Planning
Stage 5 •Closing
Stage •Closing
5
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Conclusion
• People desire PM positions without fully understanding
what the job entails. Project Management is an inch
deep, a mile wide.
• PM is leadership without authority, which lies with the
project sponsor and functional management.
• Project Managers need to have a basic understanding of
the company’s business model.
• Project Managers are not experts in all areas. They
rely on the governance committee and team members for
support.
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Individual Project
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