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Project Management Framework Chapter 1 Rev 3
Project Management Framework Chapter 1 Rev 3
MANAGEMENT
Chapter 1: Understanding
Project Management
What is a Project?
What is a Project?
Temporary means that every
project has a definite beginning and
end.
Unique means that the product,
service, or result is different from
others.
r
o
d
e
ne ortu
opp
nity
WHAT IS A
PROJECT?
A project is an activity that :
is temporary having a start and
end date
is unique
ATTRIBUTES OF PROJECTS
A project MUST contain a well defined
objective.
Brings about change
(problem/need/opportunity)
Organizes work toward a predefined goal
or objective
Is multifunctional (i.e., cut across several
functional lines)
Project objective impact on the scope
ATTRIBUTES OF PROJECTS
A project has a degree of UNCERTAINTY
arising from:
access to resources.
resources capability.
assumptions that support decisions.
impact on environmental factors.
Project Management vs
Operation Management
What is an Operation?
Operations are permanent activities that
produce repetitive results (with resources
assigned to do the same set of tasks and
produce a standard output)
Manufacturing operations and accounting
operations are examples of operations
In the life of a product, the manufacturing
of the product will continue as usual but
there will be many projects to improve the
WHICH OF THE
FOLLOWING ARE
PROJECTS?
Building a deck
Implementing a new
system
Mowing the lawn
Planning a wedding
Planning a fundraiser
Planning a student
graduation
Yes
Yes
Yes
Yes
Yes
Yes
No
No
No
No
No
No
MEASURING PROJECT
SUCCESS
SCOPE
On time
On budget
On scope
Meeting customer
s expectations
(quality)
TIME
QUALIT
Y
COS
T
What is Project
Management?
Project management
deals with people,tools
and processes
Projects are people, and
Tool
people engage in
processes to get results. s
If the people do not work
well, neither will the
processes; and if the
processes dont work,
goals wont be achieved .
Peopl
e
Proce
ssess
Project Management is
about People
Assets by themselves wont make any
money for you.
It is only people who create value and
money for you.
Project management is all about dealing
with people to create value
What is Project
Management?
Project management is the application
of knowledge, skills, tools, and
techniques to project activities to
meet the project requirements
(stakeholder's needs and
expectations)
Is anything missing in this
definition?
Project Constraints
A project constraint is a limiting
factor that affects the achieving of
the project goal
Traditional Triple
Constraints
PMBOK Project
Constraints
Project Management involves balancing
limitations (project constraints) for
successful completion of the project. For
example:
Scope : Work as defined in contract
Schedule: Customer imposed completion
dates
Budget: Sponsor imposed funding limits
Quality : Conformance to a quality model as
defined in contract
Resources: Unavailability of skilled &
competent human resources
Risks: Threats due to natural calamities
Project Managers
must :
Managing a Project
Areas of
Knowledge that
a Project Manager
is required to
manage
Scope
Time
Cost
Quality
Human Resources
Communication
Procurement
Risks
Stakeholders
INTEGRATION
Plan
Do
End
Project
Overvi
ew
Statem
ent
Busine
ss
Case
Project
Charte
r
Project
Plan
Project Initiation
Initiating a project includes recognizing and starting a
new project or project phase.
Some organizations use a pre-initiation phase, while
others include items such as developing a business case
as part of the initiation.
The main goal is to formally select and start off projects.
Key outputs include:
Project Charter
The Project Charter is used to set the project direction and defines the measures of
success.
A Project Charter is created at the beginning of a project, approved by the stakeholders,
and signed off before work can begin.
There is no official project without an approved Project Charter
The Project Charter provides a high-level overview of the project.
It allows all stakeholders to agree and document project scope, objectives, timeframe,
and deliverables.
A Project Charter will be the single most important tool the project manager/lead
utilizes for managing the expectations of the project sponsor and all other stakeholders.
Preparing and using a Project Charter is one of a project managers most important
jobs.
Project Goal/s
Scope Statement
Deliverables
Key Stakeholders
Assumptions
Constraints
Initial Risks
Schedule Estimates
Cost Estimates
Success Criteria
Signatures
Project Planning
Keyn purpose of project planning is to guide
execution.
Every knowledge area includes planning
information.
Key outputs include:
A team contract.
A scope statement.
A work breakdown structure (WBS).
A project schedule, in the form of a Gantt chart with
all dependencies and resources entered.
A list of prioritized risks (part of a risk register).
Project Executing
Project execution usually takes the most time and
resources.
Project managers must use their leadership skills
to handle the many challenges that occur during
project execution.
Table 3-9 on page 99 lists the executing
processes and outputs. Many project sponsors
and customers focus on deliverables related to
providing the products, services, or results
desired from the project.
A milestone report (see example on page 100)
can keep the focus on completing major
milestones.
Process Group
Closing Process
Project Closing
Involves gaining stakeholder and customer
acceptance of the final products and services.
Even if projects are not completed, they should be
formally closed in order to reflect on what can be
learned to improve future projects.
Outputs include project archives and lessons
learned, which are part of organizational process
assets.
Most projects also include a final report and
presentation to the sponsor or senior management.
Project Stakeholders
A stakeholder is an individual, group, or organization with
interest in a decision, activity, or outcome of a project.
Stakeholders may have interests that may be positively or
negatively affected by the performance or completion of the
project and may be actively involved in the project .
Different stakeholders may have competing expectations that
might create conflicts within the project (conflict of interests).
Stakeholders may also exercise influence over the project, its
deliverables, and the project team in order to achieve a set of
outcomes that satisfy their own interest or needs.
Project Stakeholders
A project can be perceived by the stakeholders as having
positive or negative results over their interests.
Overlooking negative stakeholder interests can result in an
increased likelihood of failures, delays, or other negative
consequences to the project. When some members of a
community benefit from an industrial expansion project in the
form of additional jobs and supporting infrastructure. But,
other members may lose their property, be forced to relocate
or accept unwanted changes in the environment ( adversely
affected by the project).
An important part of a project managers responsibility is to
manage stakeholder expectations,
Project Stakeholders
Stakeholders also include all members of the project team as
well as all interested parties that are internal or external to the
organization.
The project team identifies stakeholders in order to determine
the project requirements and the expectations of all parties
involved.
The project manager should manage the influences of these
various stakeholders in relation to the project requirements to
ensure a successful outcome.
Project Stakeholders
Stakeholder identification is a continuous process throughout the
entire project life cycle.
Identifying stakeholders, understanding their relative degree of
influence on a project, and balancing their demands, needs, and
expectations are critical to the success of the project.
Failure to do so can lead to delays, cost increases, unexpected issues,
and other negative consequences including project cancellation.
An example is late recognition that the legal department is a
significant stakeholder, which results in delays and increased
expenses due to legal requirements that are required to be met
before the project can be completed or the product scope is
delivered.
Project Stakeholders
Project Governance
Project governance the alignment of the project with
stakeholders needs or objectivesis critical.
Project governance provides a framework in which the
project manager and sponsors can make decisions that satisfy
stakeholders needs and expectations, and
organizational strategic objectives .
Project Management
Process
WORK-BREAKDOWN
STRUCTURE
Hierarchy of tasks required to complete project
Each task is broken into smaller tasks that can
be managed and estimated
Define task dependencies
Some tasks must begin at the same time,
some must end at the same time and some
cannot start until the other tasks have finished.
Estimate task durations and cost
May be inputted into project management
software
Final WBS plan is called baseline WBS
An Overview to Portfolios,
Programs, Projects and Operations
Portfolio
Managem
ent
Program
Managem
ent
Project
Managem
ent
Portfolio
Operatio
ns
Progra
m
Proje
ct
Proje
ct
Proje
ct
Proje
ct
Proje
ct
Proje
ct
Servic
es
Operation
s
Managem
ent
Product
Product Managem
s
ent