PROJECT MANAGEMENT FRAMEWORK

Purpose of PMBOK Guide

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Identifies that subset of project management body of knowledge generally recognized as good practice Provides a common vocabulary for with project management profession A foundational reference neither complete nor all-inclusive

PMBOK Guide Fourth Edition

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A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition 3 sections
The

Project Management Framework The Standard for Project Management The Project Management Knowledge Areas

Is project management.
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2009 Standish Chaos Report

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Year Succeeded
(On Time, On Budget, Fully Functional)

1994 16%

1996 27%

1998 26%

2000 28%

2002 34%

2004 29%

2009 32%

Failed
(Canceled)

31%

40%

28%

23%

15%

18%

24%

Challenged
(Late, Over Budget, And/Or Less than Promised Functionality)

53%

33%

46%

49%

51%

53%

44%

http://www.galorath.com/wp/2009-standish-chaos-report-software-goingdownhill.php

Project
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Project: Temporary endeavor undertaken to create a unique product or service or end result Temporary
a definite beginning and end date. Progressive Elaboration Developing in steps and continuing by increments.
Has

Project Management
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The application of knowledge, skills, tools and techniques to project activities in order to meet the project requirements is Project Management.

Project Management constraints & progressive elaboration

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Typical activities of Project Management include:

requirements Addressing stakeholders needs and concerns Balancing project constraints scope, quality, schedule, budget, resources, risks
Identifying

Progressive elaboration
Continuously

improve and detail the plan as more information is available

Portfolio and Program Management

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Portfolio collection of programs/projects that are grouped together to facilitate effective management and meet strategic business objectives Program A group of related projects managed in a coordinated way to obtain benefits not available from managing the projects individually

Project Management Office

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PMO is usually a centralized organizational unit that oversees the management of projects and programs throughout the organization. The most common reason a company starts a project management office is to establish and maintain procedures, tools and techniques, best practices for project management methodologies and ensure that the project metrics are captured and reported to the Senior Management. PMO does the job of mentoring, coaching and making PM as a profession inside the organization and house for all Project Managers. PMO looks into resource allocation among projects and gets involved resource planning and providing assistance to projects across the organization. PMO plays a pivotal role in developing and managing communication across the organization on projects.

Portfolio, Program, Project, PMO

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Portfolio

Program 1

Program 2

PM O

Project 1

Project 2

Relationship between Portfolio, Program, Project, PMO

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Project and Strategic planning

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Projects are undertaken to meet one or more of strategic considerations:

Legal requirements Market demand Strategic opportunity / business need Technological advance Customer request

Strategic Planning Projects within programs/portfolios which would lead to achieving the organization goals for which these projects were undertaken becomes Strategic Planning.

Project vs. Operations

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Differences between project and operations

Project is always unique. Say if a request comes from operations where in there is need for changing a certain configuration or making a new one to suit the customer requirement, then that requirement is considered as project. Operations are organizational function performing the ongoing execution of activities that produce same product or result. Example can be AMC which is meant to for maintaining a particular product or service or result

Role of Project Manager

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Effective project management requires that project manager possesses following characteristics: Knowledge Performance Personal

Skills for Project Manager

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Communication skills Organizing and Planning Skills Budgeting Skills Conflict Management Skills Negotiation Skills Influencing the Project Organization Leadership Motivation and Team building skills

Enterprise Environmental Factors (EEF)

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Organizational or company culture and structure Governmental or industry standards Product standards, quality standards Infrastructure Existing human resources Personnel administration Company work authorization system Marketplace conditions Stakeholders risk tolerances Commercial databases Project management information systems information

Project Lifecycle
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Process: A series of actions bringing about results. Project phase: Division with in a project where extra control is required to effectively manage completion of a major deliverable Project life cycle: Collectively the project phases are known as the project life cycle; provides a framework for managing the project

Project lifecycle characteristics

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Common Characteristics of Project Life Cycle:

Cost

and Staffing levels are low at start, peak as work is carried out and drops rapidly towards the end Ability to influence the project/product without impacting cost is high at the start and decreases as project progresses Stakeholder influence is high at the beginning and progressively lowers as project continues

Product Vs. Project lifecycle

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Product lifecycle generally sequential, nonoverlapping product phases determined by the manufacturing and control need of the organization. The last phase is generally products retirement. Project lifecycle generally contained within one or more product lifecycles

Project Phases
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Project phases influence: Project governance across lifecycle Phase to- phase relationship
A

sequential relationship An overlapping relationship An iterative relationship

Project Phases sequence

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Stakeholders
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The identification of stakeholders is a continuous process in project life cycle. Either actively involved or their interests are positively/negatively affected by project outcome. Responsibility may vary from occasional contribution to complete sponsorship.

Stakeholders
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Portfolio Manager

Other stakeholders Sponsor

Operations Management Functional Managers

Project Team
Program Manager Project Management Team Project Manager Other Project team members

Sellers / Business Partners

Project Manageme nt Office

Customers/ Users

Project

Roles and Responsibilities Project Sponsor

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Sponsor (Executive Sponsor and Project Sponsor). This is the person who has ultimate authority over the project. The Executive Sponsor provides project funding, resolves issues and scope changes, approves major deliverables and provides high-level direction. They also champion the project within their organization. Depending on the project, and the organizational level of the Executive Sponsor, they may delegate day-to-day tactical management to a Project Sponsor. If assigned, the Project Sponsor represents the Executive Sponsor on a dayto-day basis, and makes most of the decisions requiring sponsor approval. If the decision is large enough, the Project Sponsor will take it to the Executive Sponsor for resolution.

Roles and Responsibilities Steering Committee

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Steering Committee. A Steering Committee is a group of high-level stakeholders who are responsible for providing guidance on overall strategic direction. They do not take the place of a Sponsor, but help to spread the strategic input and buy-in to a larger portion of the organization. The Steering Committee is usually made up of organizational peers, and is a combination of direct clients and indirect stakeholders. The members on the Steering Committee may also sit on the Change Control Board, although in many cases the Change Board is made up of representatives of the Steering Committee.

Roles and Responsibilities Project Team

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Project Team. The project team consists of the full-time and part-time resources assigned to work on the deliverables of the project. This includes the architects, designers, field engineers etc. They are responsible for.

Understanding the work to be completed Planning out the assigned activities in more detail if needed Completing assigned work within the budget, timeline and quality expectations Informing the project manager of issues, scope changes, risk and quality concerns Proactively communicating status and managing expectations

Roles and Responsibilities Functional Manager

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Functional Manager Responsibilities include: Provide expertise on the overall business processes around which the project is focused and provide needed business expertise in those areas Provide direction to the functional resources on managing day-to-day activities and adhering to project deliverable due dates Participate actively in the project with relation to requirements and scope and includes managing risk, time, and cost Help identify change barriers within the business areas Provide two way communication between the affected business area and the Project Team Be available for the indicated percentage of their time allotted for the project.

Roles and Responsibilities Program Manager

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Program Manager The Program Manager provides leadership and management to teams and projects. They perform a variety of functions which include: Oversee and direct, in conjunction with a Project Manager, the strategic plan, development of business requirements, development of functional and program specifications, implementation etc., Involved with analysis and reporting of scope, time, cost, quality and risk. Work with Project Manager to identify the technical approach to be used and the deliverables to be furnished at the completion of the project Assist Project Manager in schedule and assign resources to ensure that applications satisfy users needs and are completed within agreed upon time parameters Develop and maintain technical documentation on computer-based information systems; compile documentation for design changes or creation criteria.

Roles and Responsibilities Project Manager

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The role of the project manager encompasses many activities including:

Planning and Defining Scope Activity Planning and Sequencing Resource Planning Developing Schedules Developing a Budget Understanding and managing Quality Managing Risks and Issues Risk Analysis Benefits Realization Documentation Team Leadership Strategic Influencing Customer Liaison

Who Is A Project Manager

Person who has Knowledge of Organization Work Environment Stakeholders History of similar type of Projects Etc.., Skilled with Communication Leadership Negotiation People Management Etc.., Knowledgeable in MS Project QC tools Domain expertise (Optional) Project selection techniques Vendor selection / Purchasing process Etc..,

Organizational influences on Project Management

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Functional Projectized Matrix

Weak Strong Balanced

Composite

Functional Organization
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Functional Organization
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Advantages Clear reporting relationships Highly specialized expertise/ pool (not locked up) Homogeneous group Drive for technical excellence

Potential Issues Project boundaries limited to discipline Employee development opportunities limited Project manager dependent on personal influence Hierarchical decision and communication processes Fosters part-time roles

Projectized Organization
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Projectized Organization
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Advantages Strong project manager role Clear accountability Fosters co-location Improved focus Cost and performance tracking Decision-making Customer relationships Common processes

Potential Issues Lessening of employee's "profession" identity Reduced focus on technical competence Leadership by the non-technically skilled Focus on administrative work versus technical Devaluing of functional managers

Strong Matrix
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Organization structures Influence on projects

Organization Structure Project Characteristics

Matrix Functional
Little or none

Weak Matrix
Limited

Balanced Matrix
Low to Moderate Low to Moderate Mixed

Strong Matrix
Moderate to High Moderate to High Project Manager Full-time

Projectized

Project Managers Authority Resource Availability Project Budget controlled by Project Managers role Project management administrative staff

High to almost total High to almost total Project Manager Full-time

Little or none

Limited

Functional Manager Part-time

Functional Manager Part-time

Full-time

Part-time

Part-time

Part-time

Full-time

Full-time

Organization Process Assets (OPA)

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Organizations processes & standards Standard product and project life cycles Quality policies and procedures Performance measurement criteria Templates Tailoring guidelines Organization communication requirements Project closure guidelines Evaluations & acceptance criterions Financial control procedures Standard contract provisions Issue and detect identification and tracking

Organization Process Assets (OPA) (contd)

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Change control procedures Risk control procedures Organizational KM Process measurement databases Project files Performance measurement baselines Historical information and lessons learned knowledge based Issue and defect management database Configuration management knowledge base Financial database

Project Management Processes

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Project Management requires active management of Project Processes

Project


Management Processes

Describing and organizing the work to ensure effective flow of the project throughout its existence

Product-Oriented


Processes

Specifying and creating the product

Project Management Processes

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Process Groups: Initiating Define a new project or phase by obtaining authorization. Planning Establish scope, refine objectives, define course of action to required to attain the project objectives. Executing Complete work defined in project plan to satisfy the project specifications Monitoring and Controlling Track, review, regulate the progress and performance; identify areas of change and initiate corresponding changes Closing processes Finalize all activities across all phases to formally close project or phase

Project Management Knowledge areas

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1. 2. 3. 4. 5. 6. 7. 8. 9.

Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resources Management Project Communications Management Project Risk Management Project Procurement Management

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Process Groups and Knowledge area mapping

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Initiating Project Integration Management Project Scope Management Project Time Management Develop Project Charter Planning Develop Project Management Plan Executing Direct and Manage Project Execution Controlling Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Control Schedule Closing Close Project or Phase

Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Estimate Costs Determine Budget Plan Quality Develop Human Resource Plan Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Team Distribute Information Manage Stakeholder Expectations

Project Cost Management Project Quality Management Project HR Management Project Communications Identify Management Stakehol ders Project Risk Management

Control Costs Perform Quality Control

Plan Communications

Report Performance

Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Plan Procurements Conduct Procurements

Monitor and Control Risks

Project Procurement Management

Administer Procurements

Close Procurements