01 Project Management Framework

Project Management Framework
Waleed El-Naggar, MBA, PMP
Company
LOGO
Agenda
1. Introduction to Project Management 2. Organizational Structures 3. Project Lifecycle Definition 4. Project Management Processes
5. PMP Certificate
5/5/2009
Compiled by: Waleed El-Naggar
What Is a Project?
A temporary endeavor undertaken to create a unique product or service
Temporary endeavor
Every project has a definite beginning and a definite end Does not mean short duration
Undertaken to create a unique product, service or result

A product or artifact that is produced, is quantifiable, and can be either an end item in itself or a component item A capability to perform a service, such as business functions supporting production or distribution A result, such as outcomes or documents
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Project, Portfolio and Program
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Subproject
A manageable component of a project May be performed by a separate organization Could be a project phase Subprojects are typically referred to as projects and managed as such
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What Is Project Management?

Application of knowledge, skills, tools, & techniques to project activities to meet project requirements Project manager must balance the competing project constrains which are:
Scope Quality Schedule Budget Resources Risk

Project Management vs. Operation

Operations are an organizational function performing an
ongoing execution of activities.

Examples: Production, manufacturing, and accounting operations. Projects help achieve the organizational goals when they are aligned with the organizations strategy. Projects require project management while operations require business process management (BPM) or operations management.
Project Phases & the Project Life Cycle

A project can be divided up into phases
The completion of a phase is marked by a deliverable

Collectively the project phases make up the project life cycle
Intermediate Phase
Cost and Staffing Level

Initial Phase
Final Phase
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Cost & Staffing levels across the project life cycle
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Stakeholders Influence
Stakeholders are individuals or organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion
High
Influence of stakeholders
Cost of changes
Low Start 5/5/2009 Project Time Compiled by: Waleed El-Naggar Finish 10
Standard vs. Regulation

A Standard is :
A document approved by a recognized body

providing a set of rules to achieve an optimum degree of order in a given context.
There is no penalty for non-compliance.

A regulation is: A requirement which specifies the characteristics
of a product/service .
Compliance is mandatory.
Project Stakeholders
Individuals and organizations who are actively involved in the project and whose interests may be positively or negatively affected by the project success or failure
Key Stakeholders
Project manager Customer Manages the project Uses the product or service
Performing organization
work Sponsor
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Enterprise that does the project

Provides financial resources
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Project Stakeholders
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Project Phases
Divides the project into phases that provide better management control and the appropriate links to the ongoing operations of the organization Project Governance Across the Life Cycle Phase-to-Phase Relationship
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Project Groups & Phases
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Project Management Skills
General Management knowledge and skills: Planning, organizing, staffing, executing and controlling. Interpersonal skills: Effective Communication. Influencing the organization: getting things done
Leadership: Vision strategy -Direction.

Motivating people: Energizing people. Negotiation and conflict management.
Problem solving: Problem definition, alternatives identification and decision making.
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Project Management Office (PMO)

An organizational unit to centralize and coordinate the management of projects under its domain. Involved in the selection, management, redeployment of shared project personnel. Provides dedicated training for project managers. Provides enterprise- wide project management software.
Centrally monitors all PMO timelines and budgets.

Coordinates overall project quality standards.
What Is a Deliverable?
A tangible, verifiable product, result or
capability to perform a service that must be

produced to complete a process, phase, or project. A deliverable often marks the end of a phase of the project
Phase end = Phase exit, stage gates, or kill

points
Organizational Structures
Functional Projectized
Weak Matrix
Balanced Matrix
Strong Matrix
Functional Organization
Chief Executive
Project Coordination
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Staff Staff
Staff Staff
Staff Staff
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Projectized Organization
Chief Executive
Project Manager
Project Manager
Project Manager
Staff
Staff
Staff
Staff Staff
Staff Staff
Staff Staff
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Weak Matrix Organization
Chief Executive
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Project Coordination
Staff Staff
Staff Staff
Staff Staff
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Balanced Matrix Organization
Chief Executive
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Staff Manager
Staff Staff
Staff Staff
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Strong Matrix Organization

Chief Executive
Functional Manager
Functional Manager
Functional Manager
Manager of Project Managers
Staff
Staff
Staff
Project Manager
Staff Staff
Staff Staff
Staff Staff
Project Manager Project Manager
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Organizational Structure Influences
Project Characteristics
Organization Type
Matrix Functional Weak Matrix Little or None Limited Balanced Matrix Low to Moderate Strong Matrix Moderate to High High to Almost Total High to Almost Total Project Manager Projectized
Project Manager's Authority Resource Availability Who controls the project budget Project Manager's Role Project Management Administrative Staff
Little or None Functional Manager Part-time
Limited Functional Manager Part-time
Low to Moderate
Moderate to High
Mixed
Project Manager
Full-time
Full-time
Full-time
Part-time
Part-time
Part-time
Full-time
Full-time
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Advantages/Disadvantages of Organizations
I. Functional Organization Grouped by areas of specialization/ functions. Power is with the functional leader.
Advantages: Access to specialists; members

reporting to only one supervisor, clearly defined career paths
Disadvantages: less focus on project deliverables, no career path on Project Management, PM has
no authority
II. Projectized Organization
Organization is by projects. Personnel report to

PM/has total power. Advantages: Efficient project organization Loyalty to the project - effective communications. Disadvantages: No home after the project is
completed - duplication of facilities.
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III. Matrix Organization
Power varies between Project & Functional managers according to its type (strong, balanced or weak) Advantages:

Maximum utilization of scarce resources Efficient horizontal and vertical dissemination of information Retention of home after project closure. Different priorities between PM & FM (Conflicts) Dual reporting Complex to monitor and control Duplication of effort
Compiled by: Waleed El-Naggar 28
Disadvantages:

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Balance of Power in an Organization
Project Influence in Decision Making
Functional Influence in Decision Making
Pure Functional
Weak Matrix
Balanced Matrix
Strong Matrix
Pure Projectized
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Quiz
What type of organization is BEST for managing complex projects involving cross disciplinary efforts? A. Projectized B. Functional C. Line
D. Matrix
The answer is: D

Types of Life Cycles

Product Life Cycle
A Project is undertaken to present only one aspect of the Product life cycle. The product life cycle may be composed of several projects.
Project Management Life Cycle vs. Project Life Cycle:
Project life cycle is customizable for each project; example; e.g. Plan design implement test: in IT projects.
Each step of the Project Life Cycle may contain the whole project management life cycle.
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Project Management Process Groups

Monitoring & Controlling Processes Planning Processes
Initiating Processes
Closing Processes
Executing Processes
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Project Management Process Groups

Initiating Process Group
Defines and authorizes the project or a project phase Defines and refines objectives, and plans the course of action required to attain the objectives and scope that the project was undertaken to address
Planning Process Group
Executing Process Group
Integrates people and other resources to carry out the project management plan for the project
Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives Formalizes acceptance of the product, services or result and brings the project or a project phase to an orderly end
Monitoring and Controlling Process Group
Closing Process Group
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Project Process Group Overlaps
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Project Management Process Groups and Knowledge Areas Mapping
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Quiz
The project life cycle is comprised of which of the following? A. Phases B. Milestones C. Estimates D. Activities The answer is: A
Quiz
Of the following, which is the logical order of the project
management processes?
A. Initiating, planning, controlling, executing, closing B. Planning, initiating, controlling, executing, closing
C. Initiating, planning, executing, controlling, closing

D. Planning, initiating, executing, closing
The answer is: C

Project Management Institute

Founded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide.
200,000 members representing 125 countries

Establishes project management standards, provide seminars, educational programs and professional certification. http://www.pmi.org
Project Management Professional (PMP)

The PMP certification is the most widely recognized and respected certification in the field of project management. The purpose and goal of this certification program is the development, maintenance, evaluation, promotion, and administration of a rigorous, examination-based, professional certification program of the highest caliber. Worldwide there are over 50,000 PMPs who provide project management services in 26 countries.
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Certification Test Eligibility Requirements
Category 1
Baccalaureate/equivalent degree
Minimum of 4,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing) 3 years of project management experience within the last 6 years (36 months of non-overlapping months of PM experience). 35 contact hours of project management education.
Category 2
High School diploma/equivalent degree
Minimum of 7,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing) 5 years of project management experience within the last 8 years (60 months of non-overlapping months of PM experience). 35 contact hours of project management education.
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After Passing Examination

Each PMP must satisfy the PMI Continuing Certification Requirements Program (formerly called Professional Development Program) in order to maintain the PMP certification.
Attain no less than 60 Professional Development Units (PDUs) within a three-year cycle.
Agree to continue to adhere to PMIs Professional Code of Conduct.
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PMP Areas
Scope Management Time Management Cost Management Quality Management Procurement Management Risk Management HR Management Communications Management Integration Management Professional Responsibility
14% 7% 7% 8% 7% 7% 12% 12% 12% 14%

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PMP Resources
Project Management Body of Knowledge
(PMBOK) Guide, 4th Edition

PMP Exam Prep, 5th Edition by Rita Mulcahy
Project Management Professional Study

Guide, 5th Edition, Kim Heldman
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Thank You
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Project Management Framework

Waleed El-Naggar, MBA, PMP

Compiled by: Waleed El-Naggar

Undertaken to create a unique product, service or result

Project, Portfolio and Program

Compiled by: Waleed El-Naggar

Compiled by: Waleed El-Naggar

What Is Project Management?

Scope Quality Schedule Budget Resources Risk

Project Management vs. Operation

ongoing execution of activities.

Project Phases & the Project Life Cycle

The completion of a phase is marked by a deliverable

Cost and Staffing Level

Start Time 5/5/2009 Compiled by: Waleed El-Naggar 8

Cost & Staffing levels across the project life cycle

Compiled by: Waleed El-Naggar

Standard vs. Regulation

A document approved by a recognized body

There is no penalty for non-compliance.

Enterprise that does the project

Compiled by: Waleed El-Naggar

Compiled by: Waleed El-Naggar

Compiled by: Waleed El-Naggar

Project Groups & Phases

Compiled by: Waleed El-Naggar

Project Management Skills

Leadership: Vision strategy -Direction.

Problem solving: Problem definition, alternatives identification and decision making.

Compiled by: Waleed El-Naggar

Project Management Office (PMO)

Centrally monitors all PMO timelines and budgets.

capability to perform a service that must be

Phase end = Phase exit, stage gates, or kill

Compiled by: Waleed El-Naggar

Compiled by: Waleed El-Naggar

Weak Matrix Organization

Compiled by: Waleed El-Naggar

Balanced Matrix Organization

Compiled by: Waleed El-Naggar

Strong Matrix Organization

Manager of Project Managers

Project Manager Project Manager

Compiled by: Waleed El-Naggar

Organizational Structure Influences

Little or None Functional Manager Part-time

Limited Functional Manager Part-time

Compiled by: Waleed El-Naggar

Advantages: Access to specialists; members

Organization is by projects. Personnel report to

completed - duplication of facilities.

Compiled by: Waleed El-Naggar

Balance of Power in an Organization

Project Influence in Decision Making

Functional Influence in Decision Making

Compiled by: Waleed El-Naggar

The answer is: D

Types of Life Cycles

Project Management Life Cycle vs. Project Life Cycle:

Project Management Process Groups

Compiled by: Waleed El-Naggar

Project Management Process Groups

Planning Process Group

Executing Process Group