PMP Exam Preparation 2023 - Presentation 2

Chapter 2
Project Life cycle and organization
Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

PMP Project Life cycle and organization
Session Objectives:
 Understand Project Life Cycle
 Identify characteristics of Project Life Cycle
 Understand and identify characteristics of Project Phase.
 What is Project Governance
 Understand the Agile Project Management
 Knowing about “Scrum”, “Kanban” and “Lean” agile methodologies
 Identify Project Stakeholders
 Understand importance of stakeholders in influencing the project
 Understand different types of organizations and their influences on the project
 Enterprise Environmental Factors
 Organizational Process Assets
 Assumption & Constraints

Life Cycle
There are two life Cycle:

1. Product Life Cycle
2. Project Management Life Cycle.

Product Life Cycle
Maturity
Growth Decline
Introduction Withdrawal
Time

Life Cycle
❑To complete the work project you need to know two methodologies:
1. Project Life Cycle.
• “what you need to do to Complete the work”
• The series of phases that a project passes through from its start to its
completion
• There are many different types of project life Cycle depending on the
type of industry.
• Project Life Cycle = Collection of Phases.
2. Project Management Life Cycle.

• “what you need to do to Manage the work”
(Project Management Processes)
• Project Management Process spans through Phases.


Life Cycle
➢ The phases may be sequential, iterative, or overlapping
➢ Project life cycles can be predictive or adaptive
➢ Development life cycle: one or more phases within the Project life cycle
related to the development of the product, service, or result
➢ Development life cycles can be:
✓ Predictive,
✓ Iterative,
✓ Incremental,
✓ Adaptive,
✓ Hybrid Model

Project Life Cycle

Development Life Cycle
Predictive Iterative Increment Agile

Sprint 3
Phase Sprint Sprint
3 1
Phase 3 Sprint 2
Iterative Increment
Phase 2
1 Sprint Sprint 1


Sprint 3
Phase Sprint Sprint
3 1
Phase 3 Sprint 2
Iterative Increment
Phase 2
1 Sprint Sprint 1
✓Scope, Time, Cost determined in early

✓Changed managed carefully
✓Also be referred to as “waterfall life cycles, plan-driven, traditional”


Sprint 3
Phase Sprint Sprint
3 1
Phase 3 Sprint 2
Iterative Increment
Phase 2
1 Sprint Sprint 1
✓High-level Scope defined early , Time &Cost routinely modified as team increased their
understanding of the product
✓Develop the product through a series of repeated cycles.
✓Enhance the feature of the product
✓This approach is optimized for learning rather than speed


Sprint 3
Phase Sprint Sprint
3 1
Phase 3 Sprint 2
Iterative Increment
Phase 2
1 Sprint Sprint 1
✓The deliverable is produced through a series of iterations that successively add

functionality within a predetermined time frame
✓The final product after final iteration.
✓Are best when speed of delivery is necessary


Sprint 3
Phase Sprint Sprint
3 1
Phase 3 Sprint 2
Iterative Increment
Phase 2
1 Sprint Sprint 1
✓Agile are both iterative and incremental.

✓The detailed scope is defined and approved before the start of an iteration
✓also referred to as “agile or change-driven life cycles”.

The types of development life Cycle:
5. Hybrid Model:
✓combination of a predictive and an adaptive life cycle.
✓Clear project element follow a predictive life cycle and
unclear project element follow an adaptive life cycle.

Approaches’ Characteristics Summary
Prepared By:
Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP
ENG.ABDULAZIZ GASIM, MBA, PMP, PMI-RMP
www.Selfelearn.com \Selfelearn +201551127600 +249123009776
Project Phase
Phase
 The completion and approval of one or more deliverables
characterizes a PROJECT PHASE
Deliverable
 A DELIVERABLE is a measurable, verifiable work
product

Project Phase
• Sub-Phase
• Phases can be decomposed into sub-phases, depending on the project
size, complexity.
• Phase End Review

• Evaluation of deliverables and project Performance
• Determine if project should go to next phase
• A phase gate, is held at the end of a phase

Project Phase Characteristics
➢Work differs from one to another
➢End of each phase, a deliverable is produced
➢Phase end deliverables are reviewed whether to continue or to

abort the phase / project

Project Governance
• Is a method of controlling the project and ensuring its success.
• The Phase structure provides basis for control.
• Project Manager & team determines appropriate method of

control.
• Phase end Reviews are also known as Phase Exit, Milestone,

Phase Gates, Decision Gates, Stage Gates or Kill Points.
• In Agile use the term of “retrospective” rather than the

“phase gate”

Characteristics of Project Life Cycle
• Characteristics are
• Phases are sequential
• Cost and Staffing
• Low at the Start
• High in Intermediate
• Low at the End

• Level of uncertainty
• High at the Start
• Drop to minimum at End
• Stakeholders’ influence
• High at the Start
• Low at the End

 Cost of Changes
Low at the Start
Increases to maximum towards end

PMP
Project Phase
Phase to Phase Relationships
1. Sequential Relationship
2. Overlapping Relationship
3. Iterative Relationship

PMP
Agile Methodologies
Agile project management:
➢ is a method of managing projects in small,
incremental portions of work that can be easily
assigned, easily managed, and completed within a
short period of time.
➢allows the team to quickly adapt to new requirements,
continual assessment of the goals, deliverables, and
functionality of the product.
➢Required when:
➢Active participation of stakeholders is required
throughout the project.
➢Not certain of all the requirements at the beginning of the
project
➢Work in a changing environment

PMP
Agile Methodologies
Example of Agile methodologies:
➢Scrum
➢Kanban
➢Lean

PMP
Agile Methodologies
Scrum:
 most commonly used in software development projects
 teams consist of cross functional team members (self-organized , self-
directed)
 Emphasizes daily communication and the flexible reassessment of plans
 Works plan in short and iterative phases called “Sprints”
 Sprints are always time-bound and generally consist of two-week time
periods
 End of each Sprint = Deliverable / portion tangible of deliverable.
 Prototypes can be delivered early
 Scrum is customer focused, project team gather the wish list of the
customer/end user and documented in “User stories” and kept in a
“Product backlog” which will contain all user stories
 Prioritize the user stories by customer in order of importance.
 Then, a few user stories are chosen from the backlog and worked on during
each sprint

PMP
Agile Methodologies
Scrum:
 Scrum team estimates the amount of work involved to complete each
user story at the beginning of the sprint.
 The completed results are released at the end of the sprint for the
customer to validate.
 User stories that were not completed in the previous sprint, or those
that require changes, along with new user stories, are worked on in the
next sprint, and the cycle repeats until the project is completed

PMP
Agile Methodologies
Scrum:

PMP
Agile Methodologies

PMP
Agile Methodologies
Kanban:
 Is a lean scheduling agile methodology.” developed by the Toyota Co.”
 Suitable for IT & manufacturing projects
 the work is balanced against available resources or available
capacity for work.
 It's a pull-based concept where work progresses to the next step only
when resources are available
 Also known as “on-demand scheduling methodology”
 Kanban means “billboard” or “sign.”
 Product owners, who are responsible for creating the work list
 You can use the terms story, task, or card interchangeably
 Each Task is time-bound modularized tasks with discrete deliverables
 Like Scrum, Both are called “Pull systems”
 Unlike Scum as “No sprint”; Kanban is a continuous system

PMP
Agile Methodologies
Kanban:

PMP
Agile Methodologies
Lean:
 Is concerned with making work processes as efficient as possible while
also assuring that the quality of the output is excellent
 Lean thinking aim to reduce/ eliminate waste
 Kaizen is a lean methodology “continuous improvement”
Seeking to eliminate or reduce “the seven wastes”
1. Motion “employees’ amount of motion while performing their work”
2. Waiting “find ways to decrease that wasted time”
3. Transportation “put the items needed to complete a task next to the
employee”
4. Storage “Organize goods and supplies & easily accessible to employee”
5. Defects “Examine these causes of defects and find ways to eliminate them”
6. Processing “Reducing efforts in processing will reduce waste”
7. Overproduction “making too much of something”

PMP
Project Management Data & Information
Data
• Collected
• Analyzed
• transformed Report
Information
• Stored
• Distributed in
various formats

PMP
Project Management Data & Information
 Key Terminology
➢ Work performance data.
✓ The raw observations and measurements identified during activities
performed to carry out the project work
✓ Example: start and finish dates, quality and technical performance
measures
➢ Work performance information.
✓ The performance data collected from various controlling processes,
analyzed in context and integrated based on relationships across
areas
✓ Example: performance information are status of deliverables ,
implementation status for change requests
➢ Work performance report.
✓ The physical or electronic representation of work performance
information compiled in project documents, which is intended to
generate decisions or raise issues, actions, or awareness
✓ Example: status reports, status reports

PMP
Project Data ,
Information
& Report flow

PMP
Tailoring
 Usually, project managers apply a project
management methodology to their work.
 A methodology is a system of practices,
techniques, procedures, and rules used by
those who work in a discipline.
 PMBOK Guide is not a methodology
 The appropriate project management
processes, inputs, tools, techniques,
outputs, and life cycle phases should be
selected to manage a project.
 This selection activity is known as
Tailoring project management to the
project

PMP
Business Documents
 The Project Business Case:
 A documented economic feasibility study used to establish the validity of
the benefits of a selected component lacking sufficient definition and that is
used as a basis for the authorization of further project management
activities.
 Project benefits management plan:
 The documented explanation defining the processes for creating,
maximizing, and sustaining the benefits provided by a project.
➢ Note: the Project Sponsor is generally accountable for the

development and maintenance of the project business document.

PMP

PMP
Project Stakeholders
• Identify Stakeholders
• Determine requirements and Expectations
• Influences
• Positive
• Negative
• Project Stakeholders are individuals and organizations who
are actively involved in the project, or whose interests may be
positively or negatively affected as a result of project execution
or successful completion

PMP
Project
Sponsor
Other Customer
Stakeholders
Project
Programme Manager Operational
Manager Management
Project
Vendors &
Management
Portfolio Partners
Manager Team
Project Team

PMP
• Key Stakeholders are:

• Customer
• Project Manager
• Performing Organization
• Project Team
• Project Management Team
• Sponsor
• Influencers (Positive and Negative)
• PMO

PMP
Governance
Every organization is different, and governance is designed to support
the specific culture and attributes of the organization
 Organizational Governance:
➢ Refers to the overall structure of an organization
➢ Involve setting the policies and procedures for how work will be
performed to meet strategic goals and to support organizational
operations and decision-making
➢ A board of directors is responsible to ensure that work throughout
the organization conforms to external (government or regulatory)
and internal standards and requirements.
 Project Governance
 Responsibility of Project Manager/PMO
 It should be aligned with the organizational governance
 Predictive Project Governance: involves formal documentation and
upfront analysis and agreement
 Agile Project Governance: less structured but still aligns with the
necessary policies and procedures of the organization

PMP
Organization
Organizational Culture:
 Organizational culture will have a direct influence
on the success of the project.
 Organizational culture includes:
Values
Organizational policies and procedures
View of authority relationships
Work ethic and work hours

PMP
Organization
Types of Organization Structure

 Functional- “Silo”.
 Projectized “No Home”.
 Matrix – “Two Bosses”.
Weak
Balanced
Strong
 Virtual – “Different place”.
 Hybrid

PMP
Organization
• Functional Organization
Prepared By:
Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP
ENG.ABDULAZIZ GASIM, MBA, PMP, PMI-RMP
www.Selfelearn.com \Selfelearn +201551127600 +249123009776
PMP
Organization
Functional Organization-
 Project Manager’s Authority
 Little or None and known as Project Coordinator /
Project Expeditor
 Resources Availability
Little or None
 Control of the Project
Functional Manager
 Project Manager’s Role
Part-Time
 Project Management Admin Staff
Part-Time

PMP
Organization
Functional Organization
Advantages
 Clear reporting relationships
 Highly specialized expertise
 Drive for technical excellence
 Disadvantages
 Hierarchical decision and communication processes
 Employee development opportunities limited
 PM is dependent on his personal influence
 Limitations to customer satisfaction and influence

PMP
Organization
Projectized Organization "no Home”
 High to almost Total.
High to almost Total.
Project Manager.
Full-Time.
Full-Time.

PMP
Organization
Projectized Organization "no Home”

PMP
Organization
Projectized Organization
Advantages
 Efficient project organization.
 Loyalty to the project.
 More effective communication than functional.
 Disadvantages
 “No Home” when project is completed.
 Lack of specialization in disciplines.
 May result in less efficient use of resources.

PMP
Organization
• Week Matrix Organization

PMP
Organization
Week Matrix Organization
Project Manager’s Authority
 Limited and known as Project Coordinator
Resources Availability
Limited
Control of the Project
Functional Manager
Project Manager’s Role
Part-Time
Project Management Admin Staff
Part-Time

PMP
Organization
• Balanced Matrix Organization

PMP
Organization
Balanced Matrix Organization
 Low to Moderate.
Low to Moderate.
Mixed.
Full-Time.
Part-Time.

PMP
Organization
• Strong Matrix Organization

PMP
Organization
Strong Matrix Organization
 Moderate to high.
Moderate to high.
Project Manager.
Full-Time.
Full-Time.

PMP
Organization
Virtual
 Low to Moderate .
Low to Moderate.
Mixed.
Full-Time or Part Time.
Full-Time or Part Time.

PMP
Organization
Virtual Organization
Advantages
 Use the skilled team.
 No required physical presence
 Disadvantages
 Need a good communication plan.

PMP
Organization

PMP
Project Influences

PMP
Enterprise Environmental Factors
Originate from the environment outside of the project and often outside
of the enterprise, may have impact at the organizational and project level
1. Organizational Structure
2. Organizational Culture
EEF
3. Governmental/Industry standards
4. Infrastructure
5. Existing Human Resources
(Internal & External)
6. Personnel Administration
7. Organization’s Work Authorization System
8. Marketplace conditions
9. Stakeholders’ risk tolerance
10. Project Management Information System
PMP
Organizational Process Assets
Originate internal to the organization
1. Organizational processes, standards & procedures
2. Configuration management (file structure, file naming, Templates.)
3. Organizational communications requirements.
4. Financial controls procedures.
5. Issues and Defect Management procedures. OPA
6. Change control procedures
7. Risk Control procedures.
8. Procedures approving and issuing work authorizations.
9. Organizational knowledge base.
10. Historical information (PM plans, WBS, reports, resource used, estimates)
11. Lesson learned documents and register

PMP
Assumptions & Constraints
Assumptions
✓What the stakeholders believe to be true about the projects
✓Incorrect assumptions introduce risks to the project.
✓Should be identified and managed by the project manager
✓Assumptions log develop first after the project charter produced.
✓Assumption log is an input to many project processes and updates
frequently as outputs.
Constraints
✓Easier to identify rather than assumptions.
✓Imposed by management or sponsor.
✓Constraints limit the option during the planning and beyond.
PMP
To Sum Up..
We know characteristics of Project Phase.
We know what Project Governance is.
 We know to identify Project Stakeholders.
 We know the importance of stakeholders in influencing the project.
 We know the Organizational & Project Governance
 We know the Agile project management and methodologies
 We know different types of organizations and their influences on the
project.
 We know what Enterprise Environmental Factors are.
 We know what Organizational Process Assets are.
 We know what project assumptions and constraints are.

PMP
Questions?
THANK YOU

PMP Exam Preparation 2023 - Presentation 2

Uploaded by

Copyright:

Available Formats

You might also like

PMP Exam Preparation 2023 - Presentation 2

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PMP Exam Preparation 2023 - Presentation 2

Uploaded by

Copyright:

Available Formats

Chapter 2

Project Life cycle and organization

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

There are two life Cycle:

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

2. Project Management Life Cycle.

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Predictive Iterative Increment Agile

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Predictive Iterative Increment Agile

✓Scope, Time, Cost determined in early

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Predictive Iterative Increment Agile

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Predictive Iterative Increment Agile

✓The deliverable is produced through a series of iterations that successively add

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Predictive Iterative Increment Agile

✓Agile are both iterative and incremental.

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Approaches’ Characteristics Summary

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

• Phase End Review

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

➢Work differs from one to another

➢End of each phase, a deliverable is produced

➢Phase end deliverables are reviewed whether to continue or to

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

• The Phase structure provides basis for control.

• Project Manager & team determines appropriate method of

• Phase end Reviews are also known as Phase Exit, Milestone,

• In Agile use the term of “retrospective” rather than the

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

➢ Note: the Project Sponsor is generally accountable for the