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Dokumen - Tips - Project Management Fundamentals 5584a2deaed39
Dokumen - Tips - Project Management Fundamentals 5584a2deaed39
Fundamentals of Project
Management
Mas Jaffar
impossible is just an excuse
Key Concepts
Project Project process groups
Program Project knowledge area
Project manager
Project management office
Project management
Portfolio
Project life cycle
Functional organization Project risk
Key Techniques
Project management framework
Differences between projects and operational activities
Project management interaction with general management
Project characteristics throughout the life cycle
Stakeholder responsibilities
Triple constraint interactions and dependencies
Project Management knowledge areas (9)
Project Management process groups (5)
Project Management processes (44)
A Project Is Temporary
Unlike day-to-day operation, a project has specific starting and
ending dates. Of the two dates, the ending date is the more
important. A project ends either when its objectives have been met
or when the project is terminated due to its objectives not being
met. If you can’t tell when an endeavor starts or ends, it’s not a
project. This characteristic is important because projects are, by
definition, constrained by a schedule.
Project Stakeholders
All people and organizations that have an interest in the project or its
outcome are called project stakeholders. The stakeholders provide
input to the requirements of the project and the direction the project
should take throughout its life cycle
Key stakeholders can include
➤ Project manager—The person responsible for managing the project.
➤ Customer or user—The person or organization that will receive and use the project’s output.
➤ Performing organization—The organization that performs the work of the project.
➤ Project team members—People who are directly involved in performing project work.
➤ Project management team—Members who are directly involved in managing the project.
➤ Sponsor—The person or organization that provides the authority and financial resources.
➤ Influencers—People not directly related to the project’s product but with the ability to affect the
project in a positive or negative way.
➤ Project management office (PMO)—If the PMO exists, it can be a stakeholder if it has
responsibility for the project’s outcome.
Fundamentals of Project Management Mas Jaffar
impossible is just an excuse
Project Management
“Project management is the application of knowledge, skills,
tools, and techniques to project activities to meet project
requirements.”
Project management is taking what you know and proactively
applying that knowledge to effectively guide your project
through its life cycle.
The purpose of applying this knowledge is to help the project
meet its objectives.
Functional Organization
A functional organization structure is a classical hierarchy in
which each employee has a single superior. Employees are then
organized by specialty and work accomplished is generally
specific to that specialty.
Of all the organizational structures, this one tends to be the
most difficult for the project manager.
The project manager lacks the authority to assign resources
and must acquire people and other resources from multiple
functional managers. In many cases, the project’s priority is
viewed lower than operations by the functional manager.
Matrix Organization
A matrix organization is a blended organizational structure.
Although a functional hierarchy is still in place, the project
manager is recognized as a valuable position and is given more
authority to manage the project and assign resources. Matrix
organizations can be further divided into weak, balanced, and
strong matrix organizations. The difference between the three
is the level of authority given to the PM.
Projectized Organization
In a Projectized organization, there is no defined hierarchy.
Resources are brought together specifically for the purpose of a
project. The necessary resources are acquired for the project,
and the people assigned to the project work only for the PM for
the duration of the project. At the end of each project,
resources are either reassigned to another project or returned
to a resource pool.
➤ Executing—Puts the project plan into motion and performs the work of the project
➤ Monitoring and controlling—Measures the performance of the executing activities
and compares the results with the project plan
➤ Closing—Documents the formal acceptance of the project’s product and brings all aspects of
the project to a close
2. Scope Management : Processes that ensure the project includes the work required to
successfully complete the project, and no more. This includes scope planning, definition,
verification, and control. This area also includes the work breakdown structure creation
3. Time Management : Processes that ensure the project completes in a timely manner.
Activity sequencing and scheduling activities occur in this area.
4. Cost Management : Processes that ensure the project completes within the approved
budget. Basically, any cost management activity goes here.
5. Quality Management: Processes that ensure the project will meet its objectives. This
area includes quality planning, assurance, and control.
8. Risk Management: Processes that conduct risk management activities for the project.
These activities include risk analysis, response planning, monitoring, and control.
Closing Group
Formalizes acceptance of product, service, or result and brings
project or project phase to an end. The following two processes are
included:
1. Close project—Finalizing all activities across process groups to
formally close project or project phase.
2. Contract closure—Completing each contract, including
resolution of open items, and closing each contract relevant to
project or project phase.
PM Interpersonal Skills
Required interpersonal skills includes
➤ Fostering effective communication
➤ Influencing decisions
➤ Developing and providing leadership
➤ Providing individual and team motivation
➤ Managing conflict
➤ Solving problems