INTRODUCTION

Purpose of the diploma (Project

Management Course – Level 1)

Basic reference of the course

Purpose of the diploma (Project
Management Course – Level 1)

Is to identify and describe basic

knowledge areas of Project
Management which are applicable to
most of projects most of the time
Basic reference of the course
PMBOK GUIDE
(A guide to the
Project
Management
Body Of
Knowledge)
PROJECT MANAGEMENT

What’s a Project ?

What’s the main function of Management ?

What’s the Project Management ?

PROJECT

•Performed by People
•Temporary •Ongoing
•Resources constrained •Repetitive
•Unique
•Planned, executed & controlled

PROJECT OPERATION
TEMPORARY

Does not necessarily mean short

It means the project has a definite Start and a definite End

End is reached when the project’s objectives have been

achieved or becomes clear that the project’s objectives will
not or cannot be met and the project is terminated
UNIQUE

A project may be unique even if the

category it belongs to is large

Characteristics that distinguish the product

must be progressively elaborated
PROJECT CONSTRAINS

CO
TIM

ST
RESOURCES

PERFORMANCE / TECHNOLOGY
QUALITY
MANAGEMENT
Management have generally five main
functions or principles
– Planning
– Organizing
– Staffing
– Executing
– Controlling
PROJECT MANAGEMENT

The application of knowledge, skills, tools

and techniques to project activities to meet
or exceed stakeholder needs and
expectation
PROJECT MANAGEMENT

Involving balancing competing demands among

– Scope, Time, Cost and Quality

– Identified requirements (needs) and unidentified

requirements (expectation)
 Poject Management Knowledge Areas

Project Integration Project Scope Project Time Project Cost Project Quality Project H.R. Project Comm. Project Risk Project Procuement
Management Management Management Management Management Management Management Management Management

Ensure
timely,appropriate
generation,
Ensure that the Ensure that the
Ensure that all Ensure that the Make the most collection, Identification, Acquire goods
project include all Ensure timely project will satisfy
project element project is effective use of dissemination, analyzing and and services from
the work required completion of the the needs for
are properly completed within the people storage and respond to outside the
and only the work project which it was
coordinated the approved cost involved ultimate project risk organization
required under taken
dispostion of
project
information

> Project Plan > Initiation >Activity > Resource > Quality Planning > Organizational > Comm. Planning > Risk > Pocurment
Development Defination Planning Planning Identification Planning
> Project Plan > Scope Planning > Activity > Cost Estimate > Quality Asurance > Staff > Information > Risk > Solicitation
Execution Sequence Acquisation Distribution Quantification Planning
> Project Plan > Scope Defination > Activity > Cost Budgeting > Quality Control > Team > Performance > Risk Response > Solicitation
Control Duration Estimate Devolpment Reporting Devolpment
> Scope > Schedule > Cost Control > Administrative > Risk Response > Source Selection
Verification Devolpment Closure Control
> Scope Change > Schedule > Contract
Control Control Administrative
> Contract Close-
out
PROJECT PHASES AND
PROJECT LIFE CYCLE

Because Projects:
Are unique
Involving a degree of uncertainty

That’s why each project is divided into several

project phases to provide
- Better management control
- Appropriate links to the ongoing operations
PROJECT PHASES AND
PROJECT LIFE CYCLE

Collectively, the project phases are known

as the Project life cycle
PROJECT PHASES

Project Phases is marked by completion of one or

more deliverables

Deliverable:
Is a work product which is
- Tangible
- Verifiable
PROJECT PHASES
A Project Phases is marked by a review of
- Key Deliverables
- Project Performance

In order to
- Determine if the project should continue
into its next phase
- Detect and correct errors

Which called phase exits, stage gates or kill

points
PROJECT LIFE CYCLE

The Project Life Cycle serves to define the

beginning and the end of a project

Is the feasibility study the first project

phase?
PROJECT LIFE CYCLE

Usually, deliverables from the preceding

phase are approved before works tart on
the next phase

A subsequent phase is sometimes begun

prior to the approval of previous phase
deliverables when the risks are deemed
acceptable
PROJECT LIFE CYCLE

The practice of overlapping phases is

called Fast Tracking
PROJECT LIFE CYCLE

Project life cycle generally define

What technical work should be done in

each phase

Who should be involved in each phase

PROJECT LIFE CYCLE

Project life cycle description may by very

general or very detailed
Highly detailed description may have
numerous forms, charts, and checklists to
provide structure and consistency
Such detailed approaches are often called
Project Management Methodology
PROJECT LIFE CYCLE
Project life cycle description share the
following common characteristics

Cost and staffing levels are low at the

start, higher towards the end, and drop
rapidly as the project draws to a
conclusion
PROJECT LIFE CYCLE
Project life cycle description share the following
common characteristics

The probability of successfully completing the

project is lowest, and hence risk and
uncertainty are highest at the start of the
project. The probability of successfully
completion generally gets progressively higher
as the project continues.
PROJECT LIFE CYCLE
Project life cycle description share the
following common characteristics

The ability of the stakeholders to influence

the final characteristics of the project
product and the final cost of the project
gets progressively lower as the project
continues
PROJECT STAKEHOLDERS
Project Stakeholders are individuals and
organizations who are actively involved in
the project, or whose interest may be
positively or negatively affected as a result
of the project execution or successful
project completion.
PROJECT STAKEHOLDERS
The role of the project management team is to :

Identify the stakeholders

Determine their needs and expectations

Manage and influence those expectation to

ensure a successful project
PROJECT STAKEHOLDERS
Project Stakeholders include

Project Manager

Project Customer (the user of the project

final product)

Performing Organization

Sponsor
KEY GENERAL MANAGEMENT
SKILLS
Leading

Communicating

Negotiating

Problem Solving

Influencing the Organization

KEY GENERAL MANAGEMENT
SKILLS
Leading
– Establishing direction
Developing both a vision of the future and strategies for
producing the changes needed to achieve that vision
– Aligning People
Communicating the vision by words and deeds to all those whose
cooperation may needed to achieve the vision
– Motivating and inspiring
Helping people energize themselves to overcome political,
bureaucratic, and resource barriers to change
KEY GENERAL MANAGEMENT
SKILLS
Communicating (is the exchange of information)

– Sender responsibility
Making the information clear, unambiguous, and complete
The receiver can receive it correctly

– Receiver responsibility
Making sure that the information is received in its entirety.
Making sure that the information is understood correctly
KEY GENERAL MANAGEMENT
SKILLS
Communicating

– Communicating Dimensions
Written and Oral
Internal and External
Formal (reports) and Informal (memos and ad hoc
conversations)
Vertical and Horizontal (with peers)
KEY GENERAL MANAGEMENT
SKILLS
Negotiating (is conferring with other in order to
come to terms or reach an agreement)

– Negotiations occur around any or all of the following

Scope, cost, and schedule
Change to Scope, cost, and schedule
Contract terms and condition
Assignments
Resources
KEY GENERAL MANAGEMENT
SKILLS
Problem Solving (is a combination of
problem definition and decision making)
• Problem definition
• Requires distinguishing between causes and
symptoms

• Decision making
• Analyzing the problem to identify viable solutions, and
then making a choice from among them
 KEY GENERAL MANAGEMENT
SKILLS
Influencing the Organization

It’s the ability to get things done

It requires :
An understanding of both formal and informal
structures of all organizations involved

An understanding of the mechanics of power and

politics
 PROJECT MANAGEMENT
PROCESSES
Project Processes
A process is “a series of actions about a
result”

Project Management Processes

Project Management Processes are
concerned with describing and organizing
the work of the project
 PROJECT MANAGEMENT
PROCESSES
•Processes Groups
Initiating Planning

Processes Processes

Execution
Processes
Controlling
processes

Closing
Processes
 PROJECT MANAGEMENT
PROCESSES
Project Groups
– Initiating Processes
Committing the organization to begin the next
phase of the project
 PROJECT MANAGEMENT
PROCESSES
Project Groups
– Planning Processes
Devising and maintaining a workable
scheme to accomplish the business need
the project was undertaken to address
 PROJECT MANAGEMENT
PROCESSES
Project Groups
– Executing Processes
Coordinate People and other
resources to carry out the plan
 PROJECT MANAGEMENT
PROCESSES
Project Groups
– Controlling Processes
Ensuring that the project objectives
are met by …,….&….
 PROJECT MANAGEMENT
PROCESSES
Project Groups
– Closing Processes
Formalizing acceptance of the project
and bringing it to an orderly end
Initiating Processes
Core Processes P
l
a
n
n
i
Initiation n
g

Facilitating Processes
I
n
Planning Processes
i
Core Processes E
t
x
i
Activity e
a Scope Project
Sequence Schedule c
t Planning Plan
Developm u
i Activities Develop
Activity ent t
n Definition ment
Scope Duration i
g
Definition Estimate n
Resource g
Cost
Planning Cost Budgeting
Estimate
C
o Facilitating Processes
n Risk
Quality Commun. Risk Risk
t Planning planning quantificat. Response
Identificat.
r
o Organizat. Staff Procurement Solicitation
Plan Plan
l Planning Acquisition
P
l
Executing Processes
a
n Core Processes
n C
i o
n n
g t
Project r
plan o
Executing l

C
o Facilitating Processes
n Source
Information Team Solicitation. Contract
t distribution Development Selection. Admin.
r
o Quality Scope
l Assurance Verification
 Controlling Processes
Core Processes P
l
a
n
Performance Overall Change n
Reporting Control i
n
g

E
x
e C
c l
u Facilitating Processes
o
t Scope Schedule s
i Change Control Risk Cost i
n Control Response Control n
g Quality Control g
Control
 Controlling Processes
Core Processes

Contract Administrative
Close out Closure

C
o
n
t
r Facilitating Processes
o
l
l
i
n
g
Project Integration Management
Project Plan Development
Inputs
1-Other planning outputs
2-Historical information
3-Organizational policies
4-Constraints
5-Assumptions
Tools and Techniques
1-Project Planning Methodology
2-Stakeholder skills and knowledge
3-Project management information
system (PMIS)
Outputs
1-Project plan
2-Supporting detail
Project Plan Execution
Inputs
1-Project plan
2-Supporting detail
3-Organizational policies
4-Corrective actions
Tools and Techniques
1-General management skills
2-Product skills and knowledge
2-work authorization system
4-Status review meetings
5-Project management information
system (6-Organizational procedure
Outputs
1-Work result
2-Change request
Overall Change Control
Inputs
1-Project plan
2-Performance reports
3-Change requests
Tools and Techniques
1-Change control system
2-Configuration management
3-Performance management
4-Additional planning
5-Project management information
system
Outputs
1-Project plan updates
2-Corrective action
3-Lesson learned
PROJECT INTEGRATION MANAGEMENT
Project Plan Development

Inputs Tools & Techniques Outputs

1-Other planning 1-Project Planning 1-Project plan
outputs Methodology
2-Supporting detail
2-Historical 2-Stakeholder skills
information and knowledge
3-Organizational 3-Project management
policies information system
(PMIS)
4-Constraints
5-Assumptions
PROJECT INTEGRATION MANAGEMENT
Project Plan Execution

Inputs Tools & Techniques Outputs

1-Project plan 1-General 1-Work result
management skills
2-Supporting detail 2-Change request
2-Product skills and
3-Organizational
knowledge
policies
3-work authorization
4-Corrective actions
system
4-Status review
meetings
5-Project management
information system (6-
Organizational
procedure
PROJECT INTEGRATION MANAGEMENT
Overall Change Control

Inputs Tools & Techniques Outputs

1-Project plan 1-Change control 1-Project plan updates
system
2-Performance reports 2-Corrective action
2-Configuration
3-Change requests 3-Lesson learned
management
3-Performance
management
4-Additional planning
5-Project management
information system
Project Scope Management
Initiation Scope Planning Scope Definition
Inputs Inputs
1-Product description
Inputs 1-Scope statement
2-Strategic plan 1-Product description 2-Constraints
3-project selection criteria 2-Project Charter 3-Assumptions
4-Historical information 3-Constraints 4-Other planning outputs
4-Assumptions 5-Historical information
Tools and Techniques
1-project selection methods
Tools and Techniques Tools and Techniques
2-Expert judgment 1-Product analysis 1-Work breakdown structure (WBS)
2-Benfit/cost analysis 2-Decomposition
Outputs 3-Alternative identification
1-Project charter 4-Expert judgment
Outputs
2-Project manager identified/assigned 1-Work breakdown structure (WBS)
3-Constraints
Outputs
4-Assumptions 1-Scope statement
2-Supporting detail
3-Scope management plan

Scope Verification Scope Change Control

Inputs Inputs
1-Work results 1-Work breakdown structure (WBS)
2-Product documentation 2-Performance reports
Tools and Techniques 3-Change requests
1-Inspection 4-Scope management plan
Outputs Tools and Techniques
1-Formal acceptance 1-Scope change control system
2-Performance measurements
3-additional planning
Outputs
1-Scope changes
2-Corrective action
3-Lesson learned
 PROJECT SCOPE MANAGEMENT
Initiation

Inputs Tools & Techniques Outputs

1-Product description 1-project selection 1-Project charter
methods
2-Strategic plan 2-Project manager
2-Expert judgment identified/assigned
3-project selection
criteria 3-Constraints
4-Historical 4-Assumptions
information
 PROJECT SCOPE MANAGEMENT
Scope Planning

Inputs Tools & Techniques Outputs

1-Product description 1-Product analysis 1-Scope statement
2-Project Charter 2-Benfit/cost analysis 2-Supporting detail
3-Constraints 3-Alternative 3-Scope management
identification plan
4-Assumptions
4-Expert judgment
 PROJECT SCOPE MANAGEMENT
Scope Definition

Inputs Tools & Techniques Outputs

1-Scope statement 1-Work breakdown 1-Work breakdown
structure (WBS) structure (WBS)
2-Constraints
2-Decomposition
3-Assumptions
4-Other planning
outputs
5-Historical
information
 PROJECT SCOPE MANAGEMENT
Scope Verification

Inputs Tools & Techniques Outputs

1-Work results 1-Inspection 1-Formal acceptance
2-Product
documentation
 PROJECT SCOPE MANAGEMENT
Scope Change Control

Inputs Tools & Techniques Outputs

1-Work breakdown 1-Scope change 1-Scope changes
structure (WBS) control system
2-Corrective action
2-Performance reports 2-Performance
measurements
3-Change requests 3-Lesson learned
3-additional planning
4-Scope management
plan
 Project Time Management
Activity Definition
Inputs
1-Work breakdown structure
2-Scope statement
3-Historical information
4-Constraints
5-Assumptions
Tools and Techniques
1-Decomposition
2-Templates
Outputs
1-Activity list
2-Supporting Detail
3-Work breakdown structure (WBS)
updates
Schedule Development
Inputs
1-Project network diagram
2-Activity duration estimate
3-Resource requirements
4-Resource pool description
5-Calendars
6-Assumptions
7-Constraints
8-Leads an lags
Tools and Techniques
1-Mathmatical analysis
2-Duration compression
3-Simulation
4-Resource leveling heuristics
5-Project Management software
Outputs
1-Project schedule
2-Supporting details
3-Schedule management plan
4- Resource requirements updates
Activity Sequencing Activity Duration Estimate
Inputs
1-Activity list Inputs
2-Product description 1-Activity list
3-Mandatory dependencies 2-Constraints
4-discretionar dependencies 3-Assumptions
5-External dependencies 4-Resource requirements
6-Constraints 5-Resource capability
7-Assumptions 6-Historical information
Tools and Techniques Tools and Techniques
1-Precedence Diagramming Method 1-Expert judgment
2-Arrow Diagramming Method 2-Analogous estimating
3-Conditional Diagramming Method 3-Simulation
4-Network Templates Outputs
Outputs 1-Activity duration estimates
1-Project network diagram 2-Basis of estimates
2-Activity list updates 3-Activity list updates
Schedule Control
Inputs
1-Project schedule
2-Performance report
3-Change request
4-Schedule management plan
Tools and Techniques
1-Schedule change control
2-Performance measurements
3-Additional planning
4-Project Management software
Outputs
1- Schedule updates
2-Corrective action
3-Lesson Learned
 PROJECT TIME MANAGEMENT
Activity Definition

Inputs Tools & Techniques Outputs

1-Work breakdown 1-Decomposition 1-Activity list
structure (WBS)
2-Templates 2-Supporting Detail
2-Scope statement
3-Work breakdown
3-Historical structure (WBS)
information updates
4-Constraints
5-Assumptions
 PROJECT TIME MANAGEMENT
Activity Sequencing

Inputs Tools & Techniques Outputs

1-Activity list 1-Precedence 1-Project network
Diagramming Method diagram
2-Product description
2-Arrow Diagramming 2-Activity list updates
3-Mandatory
Method
dependencies
3-Conditional
4-discretionary
Diagramming Method
dependencies
4-Network Templates
5-External
dependencies
6-Constraints
7-Assumptions
 PROJECT TIME MANAGEMENT
Schedule Development

Inputs Tools & Techniques Outputs

1-Project network 1-Mathmatical 1-Project schedule
diagram analysis
2-Supporting details
2-Activity duration 2-Duration
3-Schedule
estimate compression
management plan
3-Resource 3-Simulation
4- Resource
requirements
4-Resource leveling requirements updates
4-Resource pool heuristics
description
5-Project Management
5-Calendars software
6-Assumptions
7-Constraints
8-Leads an lags
 PROJECT TIME MANAGEMENT
Schedule Control

Inputs Tools & Techniques Outputs

1-Project schedule 1-Schedule change 1- Schedule updates
control
2-Performance report 2-Corrective action
2-Performance
3-Change request 3-Lesson Learned
measurements
4-Schedule
3-Additional planning
management plan
4-Project Management
software
 Project Cost Management
Resource Planning Cost Estimating Cost Budgeting
Inputs Inputs
1-Product description
Inputs 1-Scope statement
2-Strategic plan 1-Product description 2-Constraints
3-project selection criteria 2-Project Charter 3-Assumptions
4-Historical information 3-Constraints 4-Other planning outputs
4-Assumptions 5-Historical information
Tools and Techniques
1-project selection methods
Tools and Techniques Tools and Techniques
2-Expert judgment 1-Product analysis 1-Work breakdown structure (WBS)
2-Benfit/cost analysis 2-Decomposition
Outputs 3-Alternative identification
1-Project charter 4-Expert judgment
Outputs
2-Project manager identified/assigned 1-Work breakdown structure (WBS)
3-Constraints
Outputs
4-Assumptions 1-Scope statement
2-Supporting detail
3-Scope management plan

Cost Control
Inputs
1-Work breakdown structure (WBS)
2-Performance reports
3-Change requests
4-Scope management plan
Tools and Techniques
1-Scope change control system
2-Performance measurements
3-additional planning
Outputs
1-Scope changes
2-Corrective action
3-Lesson learned
 PROJECT COST MANAGEMENT
Resource Planning

Inputs Tools & Techniques Outputs

1-Work breakdown 1-Expert judgment 1-Resource
structure (WBS) requirment
2-Alternatives
2-Scope statement identiication
3-Historical
information
4-Resource pool
description
5-Organizational
policies
 PROJECT COST MANAGEMENT
Cost Estimating

Inputs Tools & Techniques Outputs

1-Work breakdown 1-Analogous 1-Cost estimates
structure (WBS) estimating
2-Supporting detail
2-Resource 2-Parametric modeling
3-Cost management
requirements
3-Bottom-up plan
3-Resource rates estimating
4-Activity duration 4-Computrized tools
estimating
5-Historical
information
6-Chart of account
 PROJECT COST MANAGEMENT
Cost Budgeting

Inputs Tools & Techniques Outputs

1-Work breakdown 1-Decomposition 1-Activity list
structure (WBS)
2-Templates 2-Supporting Detail
2-Scope statement
3-Work breakdown
3-Historical structure (WBS)
information updates
4-Constraints
5-Assumptions
 PROJECT COST MANAGEMENT
Cost Control

Inputs Tools & Techniques Outputs

1-Work breakdown 1-Decomposition 1-Activity list
structure (WBS)
2-Templates 2-Supporting Detail
2-Scope statement
3-Work breakdown
3-Historical structure (WBS)
information updates
4-Constraints
5-Assumptions