PMP and PMBOK are registered marks of the Project Management Institute, Inc.

Table of Contents

Session 1: Project Management Fundamentals

1. Project Description and Examples. . . . . . . . . . 1

2. Program, Portfolio , Operations, and OPM. . . 2

3. Project Components . . . . . . . . . . . . . . . . . . . . . 3

4. Project and Development Life Cycles . . . . . . . 4

5. Processes, Process Groups and KAs. . . . . . . . . .6

6. Data and Information flow . . . . . . . . . . . . . . . . 11

7. Tailoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

8. Project Management Business Documents . . .11

9. Measuring a Project’s Success . . . . . . . . . . . . .12

 INTRODUCTION AND OVERVIEW
This session predominantly focuses on the fundamentals of project management
including the key concepts. This covers description and examples of projects, how it is
initiated, how it is related or contributing to achieve the strategy of an enterprise and
introducing the core components - process groups, knowledge areas and processes of
the prescribed curriculum.
Project – Description & Examples
‘Project’ is a very familiar term and known to all professionals across the globe
irrespective of their industry. The definition of a project is given below for your
reference.

Project

• It is a temporary endeavor undertaken to create a unique product, service,

or result.
• It has a definite start and end date, but the outputs produced by projects
may exist beyond its life cycle.

A project may be authorised for developing or modifying a computer software,

construction of a building or plant , and making a non-ISO certified company into an
ISO certified company. Projects mostly Drive Changes and they are intended to move
an organisation from its current state (as is) to future state (to be) for achieving any
specific strategic objective.
Projects are approved or meant to obtain benefits in an enterprise for its stakeholders,
and the benefits are called as ‘Business Value’ . Business value may be tangible,
intangible or both. Tangible benefits may be monetary assets or increased market
share and intangible benefits may be the reputation or brand value.
Project Initiation Context - There are four fundamental categories of factors
▪ Meet regulatory, legal, or social requirements
▪ Satisfy stakeholder requests or needs
▪ Implement or change business or technological strategies; and
▪ Create, improve, or fix products, processes, or services

All projects fall under one of the above categories and the leaders in an enterprise are
expected to respond to these factors during initiation of any projects.

Project management is nothing but the application of knowledge, skills, tools and
techniques to project activities to meet the project requirements. Effective and
efficient project management helps the respective stakeholders in many ways to
complete the projects successfully and yield intended benefits, and poorly managed
projects may lead to many havocs including failures.

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 Program

• It is a group of related projects, subsidiary programs, and program activities

that are managed by program manager in a coordinated manner to obtain
benefits not available from managing them individually.

Example : Communications satellite system. Design and construction of the satellite

system, ground stations, launching of the system and integration of the system.

The success of the said program relies on launching the satellite successfully and
establishing the connection to ground stations.

Portfolio

• It is defined as projects, programs, subsidiary portfolios, and operations

managed by a portfolio manager as a group to achieve strategic
objectives.

Example : An infrastructure organization that has the strategic objective of

maximising the return on its investments. The portfolio can have mixed projects in
power, water and roads.

The success is measured in terms of the aggregate investment performance.

Program management and Portfolio management are not version 2.0 or version 3.0 of
project management, They from project management in their life cycles, activities,
objectives, focus, and benefits.

Operations Management

Operation Management is focused on the day today activities - business as usual -

production of goods or services. It is outside the scope of project management.
Projects can intersect with operations during product life cycle for transferring
knowledge and deliverables as part of implementations.

OPM – Organizational Project Management

The organizational strategy drives the aligned portfolios, programs, and projects. OPM
is a framework to integrate portfolio, program, and project management to achieve
strategic objectives of an enterprise.

The main purpose of OPM is to ensure that the organization undertakes the right
projects and allocates critical resources appropriately.

The below picture illustrates how the portfolio, programs, projects, and operations
interact in an organizational environment.
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Source: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –Sixth Edition, Project Management Institute,
Inc.,

Project Components
The components are interrelated to one another during the project management and
it requires efficient and effective management for successful completion.

Project Life Cycle Series of phases that a project passes through from its
intiation to its completion . Example : Predictive or Adaptive

A collection of logically related project activities to accomplish

Project Phase of one or more deliverables. Example : Requirement
Gathering , Design, and Development

Phase Gate A review at the end of a phase to make a 'go' or 'no go'
decision.

Project
Management A systematic series of activities directed toward causing an
Processes end result.

Project
Management A logical grouping of project management inputs, tools and
Process Groups techniques, and outputs.

Project
Management Knowledge requirements and expertise needed for
Knowledge Areas performing the project activities.

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Project and Development Life Cycles
A project life cycle can be predictive (plan driven) or adaptive (change driven) and it
acts a framework for managing the project. This project life cycle contains the generic
phases. They are starting the project, organizing or preparing, carrying out the work
and completion of the project. Within this life cycle, development of a product, service
or result can be called as a development life cycle.
Example: SDLC – Software Development Life Cycle
Development life cycles can be predictive, iterative, incremental, adaptive, or a
hybrid model.
Predictive is suitable when the scope is very clear. This is also called as water fall life
cycles.
The project team is responsible for the selection of appropriate life cycle for each
project and it is independent of product life cycle.

Predictive life cycle

• Project scope, time and cost are determined in the early phases.
Changes are considered as disruptive and managed carefully

Iterative life cycle

• Project scope is generally determined early in the project life cycle,

but time and cost estimates are routinely modified based on the
understanding of project team.

Incremenal life cycle

• The deliverable is produced through a series of iterations that

successively add functionality.

Adaptive life cycle

• Agile, Iterative, or Incremental

• The detailed scope is defined and approved before the start of an
iteration
• This is also referred to as change -driven

Hybrid life cycle

• It is a combination of a predictive and an adaptive life cycle

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The below diagrams explain the various models.

Requirements

Design

Development

Verification /
Testing

Maintenance
Waterfall model

Initial Planning

Testing Planning

Iteration 1 Testing Planning

Requirement
Building
Analysis

Designing
Iteration 2
Requirement
Building
Analysis

Designing
Deployment
Incremental & Iterative

Deploy Analyze

Accept Design

Implement

Adaptive

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Project Management Processes, Process Groups, and Knowledge Areas
Processes are series of activities and these produces one or more outputs from one or
more inputs by using appropriate tools and techniques.
The output of one process generally results in either:
• An input to another process, or
• A deliverable of the project or project phase

• Input A
Inputs
• Input B

Tools & • Technique A

Techniques • Tool B

• Project Output 1
Outputs
• Project Output 2

Processes generally may fall into one of three below categories:

• Processes used once or at predefined points: The processes Develop Project
Charter and Close Project or Phase are examples.
• Processes that are performed periodically: The process Acquire Resources is
performed as resources are needed. The process Conduct Procurements is
performed prior to needing the procured item.
• Processes that are performed continuously throughout: The process Define
Activities may occur throughout the project life cycle, especially if the project
uses rolling wave planning or an adaptive development approach. Many of the
monitoring and control processes are ongoing from the start of the project,
until it is closed out.
Process Groups are not phases and they are independent of phases. They are logical
grouping of project management processes to achieve specific project objectives.
There are five process groups.

Monitoring and Controlling

Intiating Planning Executing Closing

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 Initiating
• Define a new project
• Define a new phase of existing project
• Obtain authorization to start the project

Planning
• Establish the scope of the project
• Refine the objectives
• Define the course of action to attain the objectives

Executing
• Complete the work defined
• Refer the project management plan
• Satisfy the project requirements

Monitoring and Controlling

• Track, review and regulate the progress and performance of
the project
• Identification of areas for plan changes
• Initiating the corresponding changes

Closing
• Complete or close the project
• Complete or close the phase
• Complete or close the contract

Knowledge Areas and Processes

The framework contains 10 knowledge areas, 49 processes across 5 process
groups. They are listed below for reference.

Project Integration Management

Monitoring &
Initiating Planning Executing Closing
Controlling

Develop Project Monitor and

Develop Project Direct Manage Close Project or
Management Control Project
Charter Project Work phase
Plan Work

Perform
Manage Project
Integrated
Knowledge
Change Control

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Project Scope Management

Monitoring &
Initiating Planning Executing Closing
Controlling

Plan Scope Validate

Management Scope

Collect
Control Scope
Requirements

Define Scope

Create WBS

Project Schedule Management

Monitoring &
Initiating Planning Executing Closing
Controlling

Plan Schedule Control

Management Schedule

Define
Activities

Sequence
Activities

Estimate
Activity
Durations

Develop
Schedule

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Project Cost Management

Monitoring
Initiating Planning Executing Closing
& Controlling

Plan Cost
Control Cost
Management

Estimate
Costs

Determine
Budget

Project Quality Management

Monitoring &
Initiating Planning Executing Closing
Controlling

Plan Quality Manage Control

Management Quality Quality

Project Resource Management

Monitoring &
Initiating Planning Executing Closing
Controlling

Plan Resource Acquire Control

Management Resources Resources

Estimate
Activity Develop Team
Resources

Manage Team

Project Communications Management

Monitoring &
Initiating Planning Executing Closing
Controlling

Plan
Manage Monitor
Communications
Communications Communications
Management

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Project Risk Management

Monitoring &
Initiating Planning Executing Closing
Controlling

Implement
Plan Risk
Risk Monitor Risks
Management
Responses

Identify Risks

Perform
Qualitative
Risk Analysis

Perform
Quantitative
Risk Analysis

Plan Risk
Responses

Project Procurement Management

Monitoring &
Initiating Planning Executing Closing
Controlling

Plan
Conduct Control
Procurement
Procurements Procurements
Management

Project Stakeholder Management

Monitoring &
Initiating Planning Executing Closing
Controlling

Plan Manage Monitor

Identify
Stakeholder Stakeholder Stakeholder
Stakeholders
Engagement Engagement Engagement

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Data and Information Flow
During the project life cycle, work performance data is collected as part of executing
processes and controlling processes convert them into work performance information.
This information is used in various reports and circulated to project team members
and key stakeholders.

Tailoring
The uniqueness of each project triggers the tailoring of the approach and should
address the project constraints - scope, schedule, cost, resources, quality, and risk
accordingly. Tailoring involves selection of appropriate processes, tools and
techniques for managing the project.

Project Management Business Documents

The below two business documents are important and are interdependent. These are
used to initiate the project and help to understand the reason(s) behind the initiation
of any project.

• 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.
These documents are created as part of pre-project work. A needs assessment is
performed, and a business case is created. A business case includes business needs,
situation statement along with options to address a problem or opportunity.
Benefit management plan focuses on how and when the benefits of the project will
be delivered along with the mechanisms to measure the benefits associated.
Project Charter and Project Management Plan
Project charter is created using the business documents during initiation stage and
formally authorises the existence of a project. A project manager with necessary
authority is appointed and introduced to apply organisational resources to project
activities.
Project management plan is a document that describes how the project will be
executed, monitored, and controlled. The project manager is supposed to work with
sponsor to ensure that the project charter, project management plan, and benefits
plan remain in alignment throughout the life cycle of the project.

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How to measure a Project’s Success
A project may be successful by meeting the timelines, completing the scope with
quality with in the budget, and may be unsuccessful from business point of view due
to the change in market or business needs before it is completed.
The project manager should document the measurement criteria with most important
factors with the help of key stakeholders. The project should also consider the benefits
management plan during documentation and it should address the measurement
criteria, the factors that may affect the success, and how does the success look like
from the stakeholders’ point of view.

-- End of Session --

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