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Project Management FrameworkProject Management Framework
Muhammad Waseem
MS-IT/ PMP
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OrganizationalStructure
Functional Organization
Matrix Organization
Projectized Organization
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Organizational Structure
Infuences On Projects
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Advantages andDisadvantages
E:\PMP New\Meterial for Project Mangmnt\ite PMP six edition!"df
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Project Lie Cycle
Typical Sequence of Phases in a Project Life Cycle
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Project Lie Cycle
Project Management Process roups Mapped to the Plan-!o-
Chec"-#ct Cycle
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Project Lie Cycle
Project Management Process roup Triangle
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#e$uential% Overla""ing
and &teration'(en )our "roject (as sequential phases% eac(
"(ase starts after t(e "revious "(ase is *++,com"lete!
#ometimes )ou need teams to wor- inde"endentl)on di.erent "arts of t(e "roject% so t(at one teamdelivers t(eir results w(ile anot(er team is stillwor-ing! /(at0s w(en )ou0ll ma-e sure t(at )our
"(ases (ave an overlapping relationship!
Iteration means executing one "(ase w(ile"lanning t(e next
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1om"arison In Overlapping t(e 2rst "(ase is set to deliver w(ile t(e
second is still executing! 3ut for some "rojects )ou mig(t(ave an overla""ing "(ase t(at ends 3efore t(e "revious"(ase!As a result% overla""ing "(ases can get "rett)com"licated to manage4 /(at0s w() overla""ing "(asescan increase ris-% 3ecause )our team mig(t (ave to do alot of rewor-!
Iteration is a really effective way to run certain kinds of software
projects. #gile soft$are de%elopment is an approach to
managing and running software projects that’s based on the idea
of iterative phases.
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Managing "rojectconstraints
Time & Cost& Scope & 'esources& (uality& 'is"
If you don’t manage all si constraints at the same time! you risk
managing in favor of just one constraint.
#ny time your
project
changes&
you)ll need to"no$ ho$ that
change affects
all of the
constraints
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Project 5ife 1)cle
Project *oundaries
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6ou can0t manage )our
"roject in a vacuumEnterprise Environmental Factors
People"he skills and organi#ational culture where you work.
Market"he way your company is performing in the market can affect the way
you manage your project.
$isk "olerance%ome companies are highly tolerant of risk and some are really risk averse.
%tandards%ome companies depend on government standards to run their business
and when they change! it can have a big impact
&atabases'here your company stores its data can make a big difference in the
decisions you make on your project.
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Project &ntegration
Management
Descri3es t(e "rocesses and activities t(atintegrate t(e various elements of "rojectmanagement% w(ic( are identi2ed% de2ned%com3ined% uni2ed and coordinated wit(in t(eProject Management Process 7rou"s!
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Project &ntegration
Management
+no$ledge #rea
Project management Process roup
Initiating Planning ,ecuting
Monitorin
g andControl Closing
Project IntegrationManagement
&evelopProjecct(harter
&evelop
ProjectManagement
Plan
&irect and
ManageProject
eecutions
Monitor and(ontrolProject 'ork
(lose
Projector
PhasePerformIntegrated(hange(ontrol
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evelop Project Charter 8
develo"ing t(e "roject c(arter t(at formall) aut(orizes a "rojector a "roject "(ase!
evelop Project !anagement Plan 8
documenting t(e actions necessar) to de2ne% "re"are% integrate%and coordinate all su3sidiar) "lans into a "roject management"lan!
irect an" !anage Project E#ecution 8
executing t(e wor- de2ned in t(e "roject management "lan toac(ieve t(e "roject0s re$uirements de2ned in t(e "rojectsco"e statement!
Project &ntegration
Management
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!onitor an" Control Project $or% 8
monitoring and controlling t(e "rocesses used to
initiate% "lan% execute% and close a "roject to meet t(e
erformance o3jectives de2ned in t(e "rojectmanagement "lan!
Integrate" Change Control 8 reviewing all c(ange
re$uests% a""roving c(anges% and controlling c(anges
to t(e delivera3les and organizational "rocess assets! Close Project 8 2nalizing all activities across all of
t(e Project Management Process 7rou"s to formall)
close t(e "roject or a "roject "(ase!
Project &ntegration
Management
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Project &ntegration
Management&evelop Project (harter "he very first thing that’s done on a new project is the
development of the project charter. "hat’s the document that
authori#es you to do your work. )ut you’re not alwaysinvolved in making it*oftentimes it’s handed to you by the
sponsor.
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Management
Develo" Project 1(arter &NP9/Project #tatement Of 'or-
usiness 1ase
1ontract
Enter"rise Environmental Factor
Organizational Process assets
/OO5# and /E1;N&<9E#Ex"ert =udgment
Project #election Met(od
O9/P9/
Project 1(arter
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Develo" Project 1(arter
&NP9/
Project #tatement Of 'or-
usiness 1ase 1ontract
Enter"rise Environmental Factor
Organizational Process Assets
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/ools and /ec(ni$uesEx"ert =udgment
Project #election Met(od
ene2t Measurement Met(od >1om"arative
A""roac(?
1onstrained O"timization Met(od
>Mat(ematicalA""roac(?
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Project #election Met(od
ene2t Measurement Met(od
Murder oard
Peer eview#coring Model
Economical Met(ods
1onstrained O"timization Met(od
5inear ProgramingD)namic Programing
&nteger Programing
Multi@o3jective Programing
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Project #election Met(od
Economical Met(ods
Present alue >P?
Net Present alue >NP?
&nternal rate of eturn >&?
Pa)3ac- Periodene2t@1ost atio
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Present alue
Present alue means t(at value toda) of Futurecas( Bow and can 3e found wit( t(is formula@
FPC @@@@@@@@@@@
> *r?n
P C Present alue
FCFuture alue
r C &nterest rate
N C num3er of )ears
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Project #election Met(od
'(at is t(e "resent alue of ++%+++received from now if we ex"ect t(e interestrate to 3e *+, "er )ear!
G
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Project #election Met(od
'(at is t(e "resent alue of ++%+++
received from now if we ex"ect t(e interestrate to 3e *+, "er )ear!
F+
P+, -----------
/0r1n
P+, 2333334/0./12
, 2333334/.22/
, 556278.88
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Project #election Met(od
Net Present alue >NP?
/(is is t(e actual value at a given time of t(e
"roject minus all of t(e costs associated wit(it! /(is includes t(e time it ta-es to 3uild itand la3or as well as materials! Peo"lecalculate t(is num3er to see if it0s wort(
doing a "roject!
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6ou (ave two "rojects to c(oose from! Project A will ta-et(ree )ears to com"lete and (as an NP of HI%+++! Project will ta-e six )ears to com"lete and (as an NP ofJI%+++! '(ic( one would )ou "referG
=ust -now t(at it is t(e "resent value of total 3ene2t>evenue or income? minus t(e cost over man) time
"eriods! NP is useful 3ecause it allows for a com"arison ofman) "roject to select t(e 3est "roject to intiate! 7enerall)%if t(e NP is "ositive t(e investment is a good c(oice unlessan even 3etter investment o""ortunit) exist!
/(e "roject wit( greatest NP is selected!
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Project #election Met(od
"ime Income4$evenue P+ @/39 (ost P+ of (ost
3 3 3 533 533
/ 63 86 /33 7/
5 /33 :2 3 3
2 233 556 3 3
262 57/
.P 010 - 234 52
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Internal rate of return
/(is is t(e amount of mone) t(e "roject willreturn to t(e com"an) t(at is funding it! &t0s(ow muc( mone) a "roject is ma-ing t(ecom"an)! &t0s usuall) ex"ressed as a"ercentage of t(e funding t(at (as 3eenallocated to it!
Project #election Met(od
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Benet cost ratio (BCR)
/(is is t(e amount of mone) a "roject is goingto ma-e versus (ow muc( it will cost to 3uildit! 7enerall)% if t(e 3ene2t is (ig(er t(an t(ecost% t(e "roject is a good investment!
Project #election Met(od
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Project #election Met(odan- return of K , ever) )ear
&f a com"an) (as more t(an one "roject inw(ic( to invest % t(e com"an) ma) loo-!Project at t(e di.erent "rojects return andt(en select t(e (ig(est one!
<uestion
6ou (ave two "rojects to c(oose from! ProjectA wit( an & of K* L or Project wit( an &of *I , ! '(ic( one u "referredG
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Pa)3ac- Period
/(is term efers to t(e num3er of time
"eriods it ta-es to recover )our investment int(e "roject 3efore )ou start accumulating"ro2t!
6ou (ave two "roject from w(ic( to c(oose!Project A wit( a "a)3ac- "eriod of six mont(sor "roject wit( a "a)3ac- "eriod of *Jmont(s! '(ic( one would u "referGGG
Project #election Met(od
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Project #election Met(od
6ou (ave two "roject from w(ic( toc(oose! Project A wit( a "a)3ac- "eriod ofsix mont(s or "roject wit( a "a)3ac-"eriod of *J mont(s! '(ic( one would u
"referGGG
Project A
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Project #election Met(odene2t@1ost atio 8
ene2t 1ost atio relates to costing "rojectand to determining w(at wor- s(ould 3edone! /(is ratio com"ares t(e 3ene2t to t(ecosts of di.erent o"tions! &n t(is case %3ene2ts are t(e same as revenue !
emem3er 8 >evenue is not t(e same as "ro2t?
atio * % atio *% atio C *
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evelop Project !anagement Plan
&NP9/Project 1(arter
Out"ut from Planning Processes
Enter"rise Environmental Factor
Organizational Process assets
/OO5# and /E1;N&<9E#Ex"ert =udgment
O9/P9/
Project Management Plan
Management
Planning
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irect &n" !anage Project E#ecutions &NP9/
Project management Plan
A""roved 1(ange e$uest
Enter"rise Environmental Factor
Organizational Process assets
/OO5# and /E1;N&<9E#
Ex"ert =udgment
Project Management &nformation s)stem
Management
Execution
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Management
Executionirect &n" !anage Project E#ecutions
O9/P9/
Project Delivera3les
'or- Performance
1(ange e$uest
Project Management Plan 9"dates
Project Management Documents 9"dates
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!onitor an" Control Project $or%s &NP9/Project Management Plan
Performance e"ortsEnter"rise Environmental Factor
Organizational Process assets
/OO5# and /E1;N&<9E#
Ex"ert =udgment O9/P9/
1(ange e$uest
Project Management Plan 9"dates
Project Management Documents 9"dates
Management
Monitor and 1ontrol
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Perorm Integrate" Change Control &NP9/
Project Management Plan
'or- Performance &nformation
1(ange e$uest
Enter"rise Environmental Factor
Organizational Process assets
/OO5# and /E1;N&<9E#Ex"ert =udgment
1(ange 1ontrol Meetings
Management
Monitor and 1ontrol
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Perorm Integrate" Change Control
O9/P9/
1(ange e$uest status u" dates
Project Management Plan 9"dates
Project Management Documents 9"dates
Management
Monitor and 1ontrol
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Close Project Or Phase &NP9/
Project Management Plan
Acce"ted Delivera3les
Organizational Process assets
/OO5# and /E1;N&<9E#
Ex"ert =udgment
O9/P9/
Final Product % #ervice or result
Organizational Process Assets 9"dates
Management
1losing
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/(e End /(an- 6ou ver) Muc( For )our
attention and "atience
<uestions &f an)
G