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PMACPMAC Consulting Private Limited

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Global R.E.P. PMI, USA

presentspresentspresentspresents

ADVANCED PROJECT MANAGEMENT COURSE

IN CONFORMANCE WITH LATEST PMI STANDARDS

PMBOK GUIDE-2008, FOURTH EDITION

GOOD MORNING FOLKS!

Welcome to

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the world

of

Project Management

Latest PMI Standards

LATEST PMI STANDARDS!

A guide to the Project Management

Body of Knowledge (PMBOK

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Body of Knowledge (PMBOK

Guide) is a recognized standard for

the project management profession

worldwide!


The PMBOK Guide provides Knowledge, Processes, Skills, Tool and Techniques that are generally recognized good practice.

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generally recognized good practice.

Their application enhances the chances of success over a wide variety of projects.

But, all the processes may not apply uniformly to all projects. Hence, it is the RESPONSIBILITY of your organization and/or the project management team to determine what is appropriate for any given project. This is called TAILORING!


In addition to taking advantage of the

PMBOK Guide for the success of your

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PMBOK Guide for the success of your

projects, PMI also requires the practitioners

to demonstrate a commitment to ethical and

professional conduct.

Project Management Institute Code of

Ethics and Professional Conduct.

Purpose of this Course

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To provide a proven, holistic approach to the professional of Project Management. An approach that has been globally recognized to enhance chances of success over a wide range of projects.

Education Agenda

LEARNING OBJECTIVESUpon completion of this course, the students will:

1. Comprehend entire gamut of concepts, tools and

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1. Comprehend entire gamut of concepts, tools and

techniques, and terminology relating to the profession

of Project Management in conformance with per PMI

standards.

2. Master identification of project needs, creation of WBS

and how to plan to avoid scope creep, time and cost

overruns, or quality problems later in the project.

Education Agenda


3. Command the art of estimating project costs and

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3. Command the art of estimating project costs and

schedules using simple and proven techniques.

4. Attain expertise on meeting triple constraints,

assessing and dealing with risks, and establishing a

dependable project control and monitoring system.

Education Agenda


5. Achieve proficiency in vendor management and project

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5. Achieve proficiency in vendor management and project

closure.

6. Acquire knowledge and ability to pass PMP

examination.

Education Agenda

WARMING UP WITH

A PROJECT FORETHOUGHT!

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A PROJECT FORETHOUGHT!

Project forethought

Do you have a vision?

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Do you have a vision?

Your personal vision

Your functional areas vision

Your organizations vision

Project forethought

How do you articulate it in the

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How do you articulate it in the

backdrop of todays

realities?

Project forethought

Backdrop of todays realities?

Over capacity of production facilities

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Over capacity of production facilities

Sharp increases in the cost of material, energy, and

labor

Changing customer values and more exacting quality

requirements

Increased competition among companies in saturated

and dwindling markets

Environmental problems

Project forethought

Backdrop of todays realities?

A need to introduce new products more rapidly

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A need to introduce new products more rapidly

A need to lower breakeven point

Globalization of markets

Social problems, economic problems, political problems

Project forethought

How can your organization balance the need for radical

Questions to help you articulate your vision?

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What will be the new management model for tomorrow,

and how it will be different from todays?

How can your organization balance the need for radical

change with strategic continuity?

What role must managers play in the post hierarchical

organization of future?

Project forethought


How can strategic thinking about the future be embedded

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How can strategic thinking about the future be embedded

within the organization?

Whom should your organization involve in the process of

developing and implementing strategy?

Project forethought


How can a radically-decentralized organization be

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How can a radically-decentralized organization be

created and sustained?

As corporations and their networks become increasingly

complex, how can they be controlled?

Project forethought


How can organizations shift from spreading

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How can organizations shift from spreading

information around to building knowledge?

How to discover better technologies

to increase quality of human life on earth?

Project forethought

Articulating your vision

You can now choose with an end in mind

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It should be worthy of pursuance

Challenging and achievable

To make it happen, take up its realization as a

PROJECT

Project forethought

Articulating your vision

You can now choose with an end in mind

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It should be worthy of pursuance

Challenging and achievable

To make it happen, take up its realization as a

PROJECT

Project forethought

How to train and ensure competency of people to work


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How to train and ensure competency of people to work

together to achieve common goals?

How to make coming generation better equipped to

succeed in life?

Project forethought

Realizing vision

Needs and aspirations of people

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Needs and aspirations of people

are the reasons for organized effort

in society.

Projects have been taken up since

earliest civilizations to fulfill them.

Project forethought

Projects make it possibleProducts

Services

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Needs

Aspirations

Visions

Strategies

Projects

Services

Infrastructure

Monuments

Space research

War victories

Entertainment

Media

Earnings

Growth

Etc.

Operations provide us benefits of the

product of the project on ongoing basis

Fundamental

PM Basics

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Fundamental

Concepts

We begin our discussion on fundamental

concepts under three broad headings:

PM Basics: Fundamental Concepts

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1. Project Management Framework

2. Project Life Cycle and Organization

3. Project Management Processes


PROJECT MANAGEMENT FRAMEWORK

What is a project?

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Projects vs. Operations!

Projects and Strategic Planning!

What is Project Management?

What is a Program?

What is a Portfolio?


PROJECT MANAGEMENT FRAMEWORK

Relationships among Project Management,

Program Management, and Portfolio

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Program Management, and Portfolio

Management!

What is a PMO?

Role of a Project Manager!

PMBOK Guide!

Enterprise Environmental Factors!

PM Basics

A Project is A TEMPORARY ENDEAVOR

What is a project?

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A Project is A TEMPORARY ENDEAVOR

undertaken to create A UNIQUE PRODUCT,

SERVICE, OR RESULT!

Lets understand the definition

PM Basics

- What do we mean by the word

TEMPORARY?

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- What do we mean by the words A UNIQUE

PRODUCT, SERVICE, OR RESULT!

- We would also discuss on a very

important terms called Progressive

Elaboration!Lets understand the definition

Temporary means:

PM Basics: Understanding Project Characteristics

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Temporary means:

- Definite beginning

- Definite end

- With defined project objectives

(scope, time, cost, and quality)

Project end IS REACHED when:


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Project end IS REACHED when:

1) Its objectives are met, or

2) It becomes clear that the project objectives

will or can not be met, or

3) The need for the project no longer exists.

Temporary does not


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Temporary does not

necessarily meanShort in duration!

Projects can last for several years!!

Government of Indias E-governance project is

A multi-year project.

All that temporary means is that

project duration is finite, not ongoing.

Temporary does not mean


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The product of the project will also be temporary.

Most projects are done to produce products,

service or result that is long lasting.

Examples

a bridge, a dam,

a building, a monument, a park

Temporary nature


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Temporary nature

Some projects produce a product or service for a

particular occasion. Examples: Olympics, Fashion show, Grammy awards

Certain others cater to an opportunity or

market window that is short in durationExamples: Sale Campaigns for Christmas, Diwali, Pongal, IId, etc

PROJECT TEAMS ARE FORMED AS IT BEGINS AND

DISBANDED AS IT COMPLETES

Unique product, service, or result


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Unique product, service, or result

Projects involve creating a product, service,

or result that has not been done exactly the

same way before EVEN IF YOU HAVE BEEN

DOING SAME CATEGORY OF PROJECTS

MANY TIMES OVER!

Different CLIENTS, REQUIREMENTS, LOCATIONS,

etc.

A project can create:

1. A product (component of another item or end

PM Basics: Comprehending Project

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1. A product (component of another item or end

item).

2. A service (a business function to support

production or logistics).

3. A result (an outcome or document, such as

R&D project develops Knowledge,

Market Survey).

Progressive elaboration


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is critical to project success

Progressive means proceeding in steps,

continuing steadily with increment.

Elaboration means worked out with care

and detail, developed thoroughly

WHY Progressive elaboration?


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WHY Progressive elaboration? Because projects are temporary and unique!

Example: Project scope is high-level in the beginning. It

becomes more detailed as project team

progresses and develops better understanding

of project objectives and deliverables.

Many people confuse it with scope creep that happens

due to poor scope definition, poor WBS formation and

Uncontrolled changes.

Each projects product is unique.Hence, its characteristics


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Hence, its characteristics

THAT DISTINGUISH ITmust be

PROGRESSIVELY ELABORATED!

Thats why so much emphasis on processes called:

- Identify stakeholders (during initiation)

- Collect requirements (during planning)

Progressive elaboration

is critical to project success!


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The distinguishing characteristics

Broadly defined early in the project

More explicit and detailed as project

progressesTHEN, PROJECT TEAM BEGINS TO GRASP THEM

BETTER

PRODUCT SCOPE

Product Scope and Project Scope

PROJECT SCOPE

PM Basics: Progressively elaborated

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Functions and

features characterizing

the product or service.

COMPLETION

Measured against

product requirements

The work required to

be performed to deliver

a product bearing

specified functions and

features.

COMPLETION

Measured against

project management

plan


Sample

Progressive

Elaboration

ABC CARGO

LOGON PROJECT

BASIC

DESIGN (H) HARDWARE FABRICATION

SITE

OPERATIONS

Project

Management PURCHASE

SOFTWARE

SPECS (L)

L 0

L 1

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DESIGN (H) OPERATIONS Management

DESIGN

(J)

DRAWINGS

(K)PART B

DRAWINGS

(P)

FINALINSTALLATION

(Y)

TEST

(Z)

SOFTWARE

PART A

DESIGN

(I)

DRAWINGS

(O)

SPECS (L)

ASSEMBLY

(U)

PART A

TEST

(W)

ASSEMBLY

(V)

TEST

(X)

PART B

PURCHASE

(N)

DELIVERY

(S)

PURCHASE

(M)

DELIVERY

(R)

PURCHASE

(Q)

DELIVERY

(T)

WORK

PAKCAGES

(H)

through

(Z)

L 2

L 3

PM Basics

Projects Vs. Operations

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Projects Vs. Operations

What do organizations do?

PM Basics: Projects vs. Operational Work

1.

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ORGANIZATIONS

PERFORM WORK

to accomplish

a set of defined objectives

1.


Work can be categorized as

2.

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Work can be categorized as

either

PROJECTS OPERATIONSor

Sometimes they overlap!


What is common to projects and operations?

3.

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Performed by people

Limited by Constraints, including

resource constraint

Planned, executed, monitored and controlled

Performed to achieve organizational objectives

Or strategic plans


Projects are temporary

PROJECTS OPERATIONS

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Operations are ongoing

and repetitive.

The purpose of an

ongoing operation is to

sustain the business.

Operations adopt new

set of objectives and the

work continues.

Projects are temporary

and unique.

The purpose of a project

is to attain its objective

and then terminate.

The project concludes

when its specified

objectives have been

achieved.

PM Basics

Remember:

1. Operations produce same product until the product

becomes obsolete.

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becomes obsolete.

2. Within the life cycle of a product, projects can intersect

with operations at various points:

a) During improving productivity/process,

b) Developing new product or upgrading a product

c) Expanding outputs

d) At each closeout phase or until divestment of the

product, there can be many projects!

PM Basics

Remember:

3. At each point, deliverables and knowledge are

transferred between projects and operations. Why?

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transferred between projects and operations. Why?

Answer: For implementation of the delivered work!

4. How it happens?

Answer: It happens in two way!

a) Transfer of project resources to operations

toward the end of the project.

b) Transfer of operational resources to the project

at the start.

Operation examples

Manufacturing operations

PM Basics: Comprehending Project Examples

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Manufacturing operations

Production operations

Usage of the product of a project, such as a software application, or using network infrastructure

Accounting operations

Project examples

Developing a new product or service


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Developing a new product or service

Starting a new business, or expansion of the existing one

Installing a new facility/ infrastructure

Increasing productivity

Increasing market share

Increasing profitability

Project examples

Cost reduction (operation and maintenance)


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Cost reduction (operation and maintenance)

R & D projects

Technology up-gradation/ new technology projects

Pharmaceutical projects

Organizational Change management projects (work environment, performance management, organization structure, training, etc.)

Projects and Strategic Planning

PM Basics: Projects and Strategic Planning

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Projects and Strategic Planning

Projects are are a means to achieve Strategic Plan of an organization!

PM Basics: Projects implement strategy

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One or more of the following Strategic Considerations give rise to projects:1) Market demand2) Customer request3) Strategic opportunity/Business Need4) Technological advance5) Legal requirements

PM Basics: Projects implement strategy

Hence, Projects (within programs or

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portfolios) are a means by which we

achieve organizational goals and

objectives within the context of strategic

plan!

Projects are

PM Basics: Projects encompass entire organization

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are

-Taken up at all organizational levels

- May require few persons to thousands

- May be undertaken within an organization or involve many outside organizations

YET

Worldwide concern

PM Basics: Hey! Its important

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YETIt is concerning to note

that

only about 34% of all the projects undertaken globally

SUCCEED!

Worldwide concern

This only means that the concept


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of

Managing Projects Effectively is

poorly understood.

Addressing the concern

To master


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To master

the concepts, tools, and techniquesfor

Managing Projects Successfullylets first

understand the genesis of PROJECTS!

What

PM Basics

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What

is

Project Management

PM Basics : Defining Project Management


PROJECT MANAGEMENT IS

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PROJECT MANAGEMENT IS

The application of KNOWLEDGE,

SKILLS, TOOLS AND TECHNIQUES

to project activities to meet the

Project Requirements!

PM Basics


The project management is accomplished through

application and integration of the 42 logically grouped

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application and integration of the 42 logically grouped

Project Management Processes comprising 5 Process

Groups

Initiating

Planning

Executing

Monitoring and Controlling

Closing

THE GIST

Managing a project consists of 3 main items:

Identifying requirements!

1

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Identifying requirements!

Addressing the various Needs,

Concerns, and Expectations

of the stakeholders-

as the project is planned

and executed!

2

THE GIST

Managing a project consists of 3 main items:

Balancing competing project constraints,

3

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Balancing competing project constraints,

such as:

a) Scope,

b) Schedule,

c) Budget,

d) Quality,

e) Resources, and

f) Risk.

PM Basics: Managing a project REQUIRES

Iteration of many of the processes within

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project management

Progressive elaboration in a project throughout the

Projects life cycle

The more a project management team learns about a project,

the better the team can manage to greater level of detail

Because of the existence of and necessity for

HOW TO manage the TRIPLE CONSTRAINTS

PM Basics: Triple Constraints

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Q

Time

Scope

Cost

Dimensions of TRIPLE CONSTRAINTS

PM Basics: Triple Constraints

Time

CostScope

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Customer satisfaction

CostScope

Risk Quality

PM Basics: Program, Portfolio

- What is a program?

- What is a portfolio?

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- What is a portfolio?

- Relationships among project

management, program management,

and portfolio management!

PM Basics: Project Management Context

Wider Perspective of Project Management

Project Management exists in a broader canvas:

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Project Management exists in a broader canvas:

Program Management

Portfolio Management

Project Management exists in

a broader context governed by

PM Basics: Fundamental concepts

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a broader context governed by

Program and Portfolio Management!

Organizational Strategies and Priorities

are linked and have relationships

- Between portfolios and programs,

- Between programs and individual projects!

Organizational Planning decides prioritization

among the projects, having regard to:


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- Strategic plan

- Funding

- RiskThis means finds and support for component projects

is provided on the basis of risk categories, specific

lines of business, or general type of projects ( internal

process improvement or infrastructure projects).

What is a program?


A program is a group of related projects

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A program is a group of related projects

managed in a coordinated way to obtain

benefits and control not available from

managing them individually!

Programs may include elements of related work

outside the scope of the discrete projects in the

program.


Strategic plan

Generally,

there is a hierarchy of

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Portfolio

Program

Project

Subproject

In this hierarchy, a program

consists of several associated

projects that will contribute to

the accomplishment of

a STRATEGIC PLAN!

Space program

Airplane program

Poverty alleviation


Strategic plan

Portfolio

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Poverty alleviation

program

Subprojects

OFTEN OUTSOURCED Externally, or Internally (to other

unit) on the basis:

- Single phase, HR Skill requirement, Technology

Program

Project A Project B Project C

Subproject Subproject


A PROGRAM

1) extends over a longer period of time horizon.

2) consists of several parallel or sequential work efforts

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2) consists of several parallel or sequential work efforts

that are coordinated toward program goals.

3) time scale for projects tends to be shorter, and projects

are often the individual work efforts of a program.

Urban Development

Program

Housing rehabJob & Skill

Training

Small business

Consulting

Assistance

Projects

Program


Typical Aircraft

Weapons System

Development

Program

Senior

Management

Integration

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Program

Management

Aerodynamics

project

Aerodynamics

project

Structures

Project

Structures

Project

Propulsion

Project

Propulsion

Project

Avionics

Project

Avionics

Project

Comptroller Comptroller Processing

Data

Processing

Field

Support

Integration

&

Testing

Procurement


Programs also entail

a series of

Cyclical

undertakings

Fund Raising

Program

of Helpage India

Publishing

India Today

Magazine

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Project 1

Membership drive

Project 2

Advertising

Project 3

Corporate Appeal

Project n

A

series

of

Discrete

Projects

Project 1

Issue January

Project 2

Issue February

Project 3

Issue March

Project n

Issue every month

A

program

where

general

operations

become

MBO


DYNAMICS OF

Portfolio and

Portfolio

Management

Portfolio Management

1. Maximize the value of portfolio by careful scrutiny of

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1. Maximize the value of portfolio by careful scrutiny of

the Proposed Projects and Programs for being

taken within the Portfolio.

2. Timely exclusion of the projects not meeting

Portfolios Strategic Business Objectives.

3. Balance the portfolio AMONG Incremental &

Radical investments AND for efficient utilization of

resources.

Relationships Among Project Management, Program Management and Portfolio Management!

Highest Level Portfolio

Lower Level Portfolios Higher Level Programs Projects

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Higher Level Programs

Projects

Low Level Programs

Projects

Lower Level Programs Projects

Projects

Comparison Project Management, Program Management and Portfolio Management!

Item Projects Programs Portfolios

Scope Defined objectives, progressively elaborated

Larger scope, more

significant benefits

Scope changes with

strategic goals

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Change Project Managers expect change, monitor &

control them.

Program Managers

must expect change

from inside & outside

program, and

manage.

Portfolio Managers

continually monitor

changes in broad

environment.

Planning Project Managers progressively elaborate

hi-level info into detailed

plans throughout project

life cycle

Program Managers

develop overall

program plan, create

hi-level plans for

guiding detailed

planning at

component level

Portfolio Managers

develop and maintain

relevant processes

and communication

at total portfolio level.

Comparison Project Management, Program Management and Portfolio Management!

Item Projects Programs Portfolios

Management Project Managers manage the project team

for meeting project

Program Managers

manage program

staff and project

Manage portfolio

management staff.

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for meeting project

objectives.

staff and project

managers. Provide

overall leadership

and vision.

Success Success criteria: product & project quality, time

and cost and degree of

customer satisfaction.

Success criteria:

degree to which

program satisfies

needs.

Success criteria:

aggregate

performance and

value indicators.

MonitoringProject Manager

monitors & controls the

project work

Program Manager

monitors and

controls program

components

Portfolio Manager

monitors aggregate

performance and

value indicators


Project Management Office

An organizational unit to centralize and coordinate

management of projects under its domain.

PMO

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management of projects under its domain.

At minimum, PMO provides Project Management

Support Functions:

1. Training

2. Software

3. Standardized policies & procedures


PMO

Advanced PMOs:

Can get delegated authority to act as integral

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Can get delegated authority to act as integral

stakeholder and key decision-maker during initiation

of each project.

Can have authority to Recommend or Terminate

projects TO KEEP BUSINESS OBJECTIVES

CONSISTENT.

Be involved in selection, management and

redeployment of shared/dedicated project staff.

PM Basics: Functions of PMO

1) Administer shared and coordinated resources across

all projects.

2) Identify and deploy PM Methodology/Bests Practices/

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2) Identify and deploy PM Methodology/Bests Practices/

Standards.

3) Clearinghouse and management of project policies,

procedures, templates, and other shared documents.

4) Central repository/management for shared & unique

risks for all projects.

5) Central office for operation/management of PM Tools

(enterprise pm software).

6) Mentoring of Project Managers.


7) Central coordination of communication across all

projects.

8) Central coordination of overall project quality standards

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8) Central coordination of overall project quality standards

between PM & other quality staff (internal or external),

or standards organization.

9) Central monitoring: all project timelines and budgets at

enterprise level!

What is the difference between the role of a

Project Manager and a PMO?


Role Differences:

1) Project Mangier focuses on specified project objectives.

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1) Project Mangier focuses on specified project objectives.

PMO manages major program scope changes that

(opportunities to better achieve business objectives).

2) Project manager controls assigned project resources.

PMO optimizes use of shared resources across all

projects.


Role Differences:

3) Project Manager manages constraints of the project.

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3) Project Manager manages constraints of the project.

PMO manages constraints among all projects at the

enterprise level. PMO manages the methodologies,

standards, overall risk/opportunity, and

interdependences among Projects at the enterprise

level!

PM Basic: Role of a Project Manager

Role

The project manager is a person assigned by the

performing organization to achieve project

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performing organization to achieve project

objectives!

Role of project manager is different from the role of a

functional manager or operations manager.

- functional manager is responsible for providing

oversight for and administrative area.

- operations manager is responsible for a facet of core

business.


Reporting- depends on the organizational structure!!

1) May report to functional manager (functional, matrix

organizations).

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organizations).

2) A project manager may one of many other project

managers who report to a program or portfolio manager!


Success

In addition to area-specific skills and general management

proficiencies, a project manager needs to have three

90

proficiencies, a project manager needs to have three

Characteristics for effective project management:

1. Knowledge (about project management knowledge).

2. Performance (what he/she is able to accomplish by

using project management knowledge).


Success

For effective project management, the project manager is

supposed to possess following characteristics:

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supposed to possess following characteristics:

3. Personal (personal effectiveness-attitudes, core

personality traits, and leadership-ability to guide the

project team for success while balancing project

constraints

Project Management Body of Knowledge

The PMBOK is the standard for managing:

1. MOST PROJECT,

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1. MOST PROJECT,

2. MOST OF THE TIMES,

3. ACROSS MANY INDUSTIRES

THIS STANDARD DEFINES:

- The project management processes (42)

- The tools and techniques of each process

Used to manage a project toward a successful

completion!


THIS STANDARD:

- IS unique to the project management

93

- IS unique to the project management

- HAS interrelationships to other project management

disciplines such as program management and

portfolio management!

Note: this standard does not address all the details

of every topic! It contains processes generally

recognized as good practice applicable to single

projects!!


THIS STANDARD:



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projects!!

Projects are done in a broader context of program

and portfolio management. Other standards may also

be consulted to gain the broader view:

-The Standard For Program Management

-The Standard For Portfolio Management


THIS STANDARD:



95



projects!!

Other standards may also be consulted to gain the

broader view:

- Organizational Project Management Maturity Model

(OPM3) for assess project management process

capabilities.

Enterprise Environmental Factors

We need to consider all the external and internal factors

that surround our project!

WHY?

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WHY?

Answer

They may enhance or constraint project

management options! They may have a positive or

negative influence on the outcome!! Remember this.

You will agree when you see what all are these factors.


factors 1) Organization culture, structure, and processes

2) Market conditions

97

2) Market conditions

3) Government or industry standards

4) Stakeholder risk tolerances

5) Infrastructure

6) Existing human resources and their special skills

7) Personnel administration (staffing, retention, training

8) Work authorization system


factors 9) Political climate

10) Organizations established communication channels

98

10) Organizations established communication channels

11) Commercial databases

12) PMIS (project management information system)

PMIS- an automated tool. Examples:

- scheduling software tool

- a configuration management system

- an information collection and distribution system

- web interfaces to other online automated systems

Project Life Cycle and Organization

1) The Project Life Cycle and Project Phases

99

1) The Project Life Cycle and Project Phases

2) Project Stakeholders

3) Organizational Influences


The Project Life Cycle

10

0

The Project Life Cycle

and

Project Phases


What is a project life cycle?

A project life cycle is a collection of generally sequential

10

1

A project life cycle is a collection of generally sequential

and sometimes overleaping project phases!

What leads to deciding their number and names?

Management and control needs of the organization or

Organizations involved in the project determine names

and numbers of the project phases! The industry,

the technology, and unique aspects of the organization!

PM Basics : Project Life Cycle and Project Phases

Project Projects are unique

undertakings.

Involve a degree of

10

2

Phase 1 Phase 2 Phase 3 Involve a degree of

uncertainty.

Hence, each project is divided into several phases

for better management control and providing for

links to the ongoing operations.

Together, the project phases are called the Project

Life Cycle.

Project phases: Sequential Logic

Project

Deliverable I Deliverable II Deliverable n

Makes sure proper

definition of the

projects product

10

3

Deliverable I Deliverable II Deliverable n

Each phase marked by completion of one or more

deliverables.

Takes its name from the item/items, it has to deliver-the

primary phase deliverable.

Output of Preceding phase is input to Succeeding phase

Project phases: What is a deliverable?

DELIVERABLE

is

10

4

is

A TANGIBLE, VERIFIABLE WORK PRODUCT

EXAMPLES

1. A specification,

2. Feasibility report,

3. Detailed design document, or

4. A working prototype

End products or

the components of

Deliverables of the

Project management

Project phases: Types of deliverables

1.

Product deliverables

2.

Project Management Deliverables

10

5

Deliverables, and therefore phases, are part of a

sequential process designed to ascertain proper control

of the project and to accomplish the intended Product/

Service that is the objective of the project.

the components of

end products

for which the project is

undertaken

Project management

process(charter, scope statement,

plan, baseline, etc.)

PM Basics : Project Phases and Project Life Cycle

Phases can be further subdivided into subphases

Project Size, complexity, level of risk,

and cash flow constraints

10

6

Phase 3 Phase 2 Phase 1

Subphase

Subphase

Subphase

and cash flow constraints

decide further division of

phases into subphases.

Each subphase is aligned with

defined deliverable (s) for

monitoring and control, and

are related to primary phase

deliverable.

PM Basics : Phase End Review

Project

Requirements Design Deliverable

n

Completion of each phase

marked by review of:

1) Key deliverable,

10

7

Design n

Determine

- Should project continue

into phase.

- Find out errors cost

effectively, and correct

them if necessary.

1) Key deliverable,

2) Project performance to date

R R

Phase end review = R

phase exits

stage gates

kill points

PM Basics : Fast-tracking Phases

Starting activities of next phase without closing the current

phase! Examples abound:

Often, the management review is conducted to decide

Beware!

10

8

Often, the management review is conducted to decide

beginning activities of next phase before the current

one is closed.

Most IT projects use an iterative cycle in which more

than one phase are undertaken at the same time:

Requirements for a module are collected and analyzed

prior to the design and construction the module.

Requirements of another module are collected while

analysis of previous module is underway!

PM Basics : Project Phases

Common characteristics of phases

1. When they are sequential

10

9

a) at the close transfer of work product

b) phase end review (called phase exit,

milestones, phase gates, decision gates, or

kill points)

2. The work has distinct focus in each phase and involves

different organizations and skill sets.


Common characteristics of phases

2. The primary deliverable requires an extra degree of

11

0

2. The primary deliverable requires an extra degree of

control for success

3. The repetition of process across all 5 process groups

provides that additional degree of control and defines

boundaries of the phase!


Project phases vital points

Many projects may have similar phases, few are

11

1

Many projects may have similar phases, few are

identical.

2. Some projects may have just one phase. Single phase

project.

3. Others may have multiple phases.


Project phases vital points

4. There is no rigid, single way to define ideal structure for

a project. Industry common practices. Some

11

2

a project. Industry common practices. Some

organizations own way of defining phases.

Example: Feasibility Study

- A routine pre-project work OR

- First phase of the project OR

- A separate stand-alone project

Typical Sequence of Phases in a PLC

Phases FINALINITIAL INTERMEDIATE

Inputs Idea Resources

11

3

Project

Deliverable

Project

Management

Outputs

Charter

Scope

Statement

Plan

Baseline

Progress

Acceptance

Approval

Handover

PRODUCT

Each phase is formally initiated to keep focus on project

objectives!

PM Basics: Project Life Cycle

Project Life Cycle

Project life cycle (PLC) defines what one needs to do

to do the work on the project

11

4

to do the work on the project

Construction PLC

Feasibility, planning, design, product, turnover, and

startup.

Information systems PLC

Requirements analysis, high-level design, detailed

design, coding, testing, installation, conversion, and

operation.


BSES

Project

Requirements Test Turnover Build Design Project

Management

11

5

Management

Project life cycle

defines start and finish of the project

determines transactional actions at the start and finish

of the project

START FINISHPLC Characteristics

Uncertainty and risk are highest in the beginning.

PM Basics : Project life cycle characteristics

11

6

The chances of successfully completing the project

are therefore lowest at the start.

But as we proceed, the uncertainty, risk become

progressively reduced, and our chances of

successfully completing the project become

progressively brighter

Project life cycle characteristics


11

7Life Cycle of Project (Time)

High

LowAmount at Stake

Uncertainty of Success AND RISK

The cardinal principle

Stakeholders ability to influence the final



11

8

Stakeholders ability to influence the final characteristics the product of the project is highest only in the beginning .

As project proceeds, it gets diminished progressively and then the cost of any change, or correction becomes very high.

This lays stress proper scope definition to avoid later surprises .


Project life cycle characteristicsPLC Characteristics

opportunity to add High

Opportunity to add value

11

9

opportunity to add

value highest at the

start and lowest at

the end.

Cost of change

lowest at the start

and highest at the

end

Low

High

Cost of change

Opportunity to add value

Time

Project life cycle

COST TO CORRECTION



12

0Life Cycle of Project (Time)

High

Low

Requirements / Architecture / Detailed Design / Construction Maintenance.

COST TO CORRECTION


Project life cycle Example:

BSES Project

12

1

BSES

Project

Requirements Test Turnover Build Design Project

Management

Project life cycle

All the project phases of a project together determine

the project life cycle!

EXAMPLE 1: Project life cycle and project phases

CONSTRUCTION PROJECTS

Full

operation

Engineering and

major contracts

let

P

e

r

c

e

n

t

a

g

e

c

o

m

p

l

e

t

e

Synthetic

Yarn Project

12

2

Life cycle stages

Stage I Stage II Stage III Stage IV

Installation

substantially

complete

let

Project

GO

decision

P

e

r

c

e

n

t

a

g

e

c

o

m

p

l

e

t

e

Yarn Project

Stage handoffs

Operations and

production

Support

EVALUATE IDENTITY

Deploy

TestEvaluation

Unit Requirements


SOFTWARE PROJECTS

12

3 CONSTRUCT DESIGN

Software

Development

Logical Design

Physical

Design

Final Design

First Build

Second Build

Third Build

Proof of

ConceptConceptual

Design

Evaluation

Evaluation

Risk AnalysisBusiness

Requirements

System Requirements

subsystem Requirements

Unit Requirements

APharmaceutical PROJECT

Drug Discovery

Project

Process Development

Formulation Stability


12

4

A

P

P

R

O

V

A

L

Post

Registration

ActivityDrug

Sourcing

Screening

Lead

Identified

Preclinical

IND

Workup

File

IND

Patent Process

File

IND

Metabolism

Toxicology

Phase-I

Clinical

Tests

Phase-II

Clinical

Tests

Phase-III

Clinical

Tests

Ten Plus Years

Preclinical

Discovery Screening DevelopmentRegistration(s)

Workup

Post

Submission

Activity

Project Life Cycle

Most projects are linked to the ongoing operations

of the performing organization

12

5

of the performing organization

Projects are authorized only after due feasibility

study (or preliminary plan/ equivalent analysis),

which may be taken as a separate project.

This sometimes requires extra phases to develop

and test a prototype before initiating a project for

developing the final product.

Certain internal service projects are initiated

informally.

Project Life Cycle: Phase-to-phase relationships

Sequential relationship

Overlapping relationship (another phase can start

12

6

Overlapping relationship (another phase can start

before completion of another one. Fast tracking.

Increases risk and rework. Used for schedule

compression.

Iterative relationship (only one phase is planned at

any given time and the planning for the next is done

as work progresses on the current phase and

deliverables. Useful in undefined, uncertain, or rapidly

changing environments. Research projects.

PM Basics: Project Life Cycle and Product life Cycle

Project life cycle defines start and finish of a project with intermediate

phases. Product life cycle is a broader concept. It begins with business

plan, through idea, to product, ongoing operations and ends with product

divestment. Project life cycle is but a phase of product life cycle!

12

7

Feasibility Product development Operations Disposal

Operation and support

Maintenance and supportRe

q

u

i

r

e

m

e

n

t

s

D

e

s

i

g

n

C

o

n

s

t

r

u

c

t

T

e

s

t

a

n

d

i

n

s

t

a

l

l

Project Life Cycle

Product life cycle

divestment. Project life cycle is but a phase of product life cycle!

Relationship between Project and Product Life Cycle

We must take care to distinguish project life cycle from the product life

cycle, and understand how fast the product will become obsolete, in

view of the technological advances and stiff competition! The design

should withstand longer stay.

12

8

DIVESTMENTProject

Lifecycle FINALINITIAL INTERMEDIATE

Business

plan

PRODUCT

LIFE

CYCLE ID

E

A

OPRNS DIV

OPERATIONS

UPGRADE

PRODUCT

should withstand longer stay.

PM Basics : Project Management Life Cycle

Project Management Life Cycle

Project management life cycle (PMLC) defines

12

9

Project management life cycle (PMLC) defines what one needs to do to manage the

projectPHASE OF PROJECT MANAGEMENT LIFE CYCLE

Initiating, planning, executing, monitoring and controlling, and closing.

Define Goal Plan

project

Execute

plan

Evaluate

project

Close

project

Project Stakeholders

Individuals and organizations

PM Basics: Project Stakeholders

13

0

Actively involved in the project OR

Whose interests may be positively or negatively

affected by the performance or completion of the

project.

Stakeholders may exert influence over the project, its

deliverables, and the project team members!

KEY POINT

The project Manager MUST


13

1

identify all internal and external stakeholders!

determine their requirements and expectations!!

manage the influence of the various stakeholders in

relation to project requirements to ensure successful

outcome!!!

Examples of stakeholders

Customers/users

Sponsor


13

2

Sponsor

Portfolio managers/portfolio review board

Program managers

Project management office

Project managers

Project team

Functional managers

Operations management

Sellers/business partners

Key Project Stakeholders

Government SuppliersPerforming

Sponsor

13

3

Government

Customers/

user

Suppliers

Sub Contractors

Performing

organizationTop

Management Boss

Internal Users

Functional department

personnel

Project Staff Team members

Project Manager

PMO

INFUENCERS

in Customer

organization

Influencers

Project

sponsor PROJECT


Relationship between stakeholders and the project

13

4

Project stakeholders

Project team

Project

Management Team

Project

Manager

sponsor PROJECT


Stakeholders responsibility and project outcomes

Stakeholders Responsibility and

authority Project outcomes

13

5

authority

Varying levels

Changes over the course of

project life cycle

Occasional contributions in

surveys to focus groups to full

project sponsorship (financial /

political support)

Project outcomes

DAMAGING

Project outcomes

HIGHLY

POSITIVE

Stakeholders responsibility and project outcomes

Stakeholders Responsibility


13

6

Stakeholders Responsibility

and authority

Project Managers

who ignore stakeholdersDAMAGING

Project

outcomes

DAMAGING

Positive stakeholders

Positive / Negative Stakeholders

Negative stakeholders


13

7

Positive stakeholders

Those who would benefit

from the project

Community Business leaders gain

from an industrial project as they

find economic benefit for the

community from projects success

- Rs. 100 million Reliance Power

Project in Dadri, U.P. hailed by Amar

Singh Group of Ruling Party.

Negative stakeholders

Those who see negative

outcomes from projects

success

Environmental activists may see

projects success leading to

environmental hazards.

THE CHALLENGE

Stakeholder Management


13

8

THE CHALLENGEStakeholders have differing needs,

perspectives, and expectations to be

managed by the project manager.

Stakeholder expectations: differing objectives

MARKETING DEPT.

High features

TECHNICAL DEPT.

State-of-Art MANAGEMENT

13

9

PRODUCT

of

PROJECT

State-of-Art

Technology,

low cost of

operation

CUSTOMER

Cheaper and

Long lasting

SOCIETY

Comfortable and

Eco-friendly

GOVERNMENT

Satisfying

Government

pollution and

safety norms

MANAGEMENT

profitable

FINANCE

Low cost of

procurement


CONCURRENT ENGINEERING


14

0

provides

Solution to the problem of

differing stakeholder needs, perspectives,

and expectations.





14

1

It refers to the combined early efforts of


That final

product of

the project

satisfies

everyone

designers

developers

producers

salesperson, and

other stakeholders

To ensure

Identify stakeholders

Assess their knowledge and skills



14

2

Assess their knowledge and skills

Analyze the project to make sure their needs will

be met

Get and keep them involved through assigning

them work, using them as experts, reporting to

them, involving them in changes and the creation

of lessons learned

Get them to sign-off and obtain their formal

acceptance

Managing Stakeholders

Resolving stakeholder conflicts is major task on the

project. You have to continuously find ways to satisfy


14

3

project. You have to continuously find ways to satisfy

their needs.

In general, differences between and among

stakeholders should be resolved in favor of the

customer!

But remember, not to disregard needs and expectations

of other stakeholders.

In fact, it is your major challenge to find appropriate

resolutions to such differences!!

PM Basics: organizational influences

Organizational influences on the project

14

4

PROJECTcorporations

Healthcare

Institutions

Other

Organizations



Maturity of the organization with respect to

14

5

organizational SYSTEMS

organizational CULTURE and STYLES

organizational STRCUTURE

role of PMO in ORGANIZATIONAL STRUCTURES

PROJECT MANAGEMENT SYSTEM

Maturity of the organization with respect to

its:




14

6


Project-based

Non-project-based




14

7

derive their revenue from performing projects

engineering/ consultant/ architectural / construction

companies, government contractors

Project-based





14

8

adopted management by projects

like their financial system account, track, and report on

multiple, simultaneous projects

try to have project management systems

generally do not have adequate PM Systems


Non-project-based


Performance of workOrganizational

Culture

14

9

organizational CULTURE and STYLES

Values, norms, beliefs, and expectations

(shared within organization)

Work ethics and work hours

Policies and procedures

View of authority relationships

IMPACT OF ORGANIZATIONAL INFLUENCES on the success of the project

Organization culture can be entrepreneurial, aggressive, participatory, rigid hierarchical, fraught with infighting and politics, friendly and human-

centered, etc.

15

0

centered, etc.

1) Pepsi has a culture that is aggressive, your

high-risk approach is welcome there.

2) Century Cotton Mill has rigid hierarchical culture,

your participatory style will not work there.

3) HCL Corporation has participatory culture, it can not

accommodate anybodys authoritarian style.

REAL LIFE EXAMPLES



Constraints the availability

15

1

Constraints the availability

of

resourcesresources

Functional to Projectized

Functional

MATRIXWeak matrix

Balanced matrix

Strong matrix

Projectized

Impact of organizational structure

Tell me what type of organizational structure you are working in

and I will tell you how much you will SUCCEED as a Project Manager !

15

2

Organizational structure that has served ongoing

organizations for ages is no longer suitable for

performing projects !!

As Project Manager, you are responsible for managing

the project and if you do not have authority to make

resources available, you will fail miserably !!!

Impact of organizational structure

FORMS OF ORGANIZATIONAL STRUCTURE

WEAK

MATRIX

15

3

Functional

MATRIX

BALANCED

MATRIX

STRONG

MATRIX

PROJECTIZED

COMPOSITE

Functional Structure

MOST COMMON / TRADITIONAL FORM

15

4

Organization is structured by functions:

Marketing, Engineering, Manufacturing, Finance, HR.

Each one works

as separate entity

with managers and subordinates.


organizational STRCUTURE Functional

CEOProject

coordination

Staff engaged

in project work

15

5

CEO

Functional

Manager A

Functional

Manager C

Functional

Manager B

Staff

Staff

Staff Staff

Staff

Staff Staff

Staff

Staff

coordination

EXAMPLE

A PRODUCT

DEVELOPMENT

PROJECT

Design phase

called design

project by

engineering

department

Communication

through heads

of departments

only


ADVANTAGES

1) Easier management of

functional specialists.

DISADVANTAGES

1) More emphasis on

functional specialty to

15

6

2) Team members report

to only one supervisor.

3) Similar resources are

centralized to function,

companies are grouped

by functions/specialties.

4) Clearly defined career

path in the functional

area.

2) Project Manager has no

detriment of the project.

2) Project Manager has no

authority.Power with

FMs.

3) Scope of the project

limited to functional

boundary.

4) No career in project

management.

Projectized Structure

PROJECTIZED ORGANIZATIONS ARE

JUST OPPOSITE OF FUNCTIONAL:

15

7

JUST OPPOSITE OF FUNCTIONAL:

All organization is by projects.

The project manager has

total control of projects.

Team members are collocated

Most organizations resources assigned to project work



CEOProject

coordination

Staff engaged

in project work

Projectized

15

8

CEO

Project

Manager A

Project

Manager C

Project

Manager B

Staff

Staff

Staff Staff

Staff

Staff Staff

Staff

Staff

coordination

IDEAL

Project Manager

Sole Authority

Departments

report directly to

the Project

Manager or

provide support

services


ADVANTAGES

1) Project manager has

ultimate authority over

DISADVANTAGES

1) No home for project

team members when

15

9

ultimate authority over

the project.

2) Loyalty to the project.

3) More effective

communication than

functional.

4) Team members are

collocated

team members when

project is completed.

2) Less efficient resource

utilization, though efficient

project organization.

3) Lack of professionalism

in disciplines.

4) Duplication of facilities

and job functions.

Matrix Structure

SINCE BOTH FUNTIONAL AND PROJECTIZED HAVE STRENGTHS

AND WEAKNESSES, we need to maximize strengths and

weaknesses.

16

0

weaknesses.

MATRIX: best of both organizational structures.

Employees in a matrix organization report to

one FM and at least one PM.

PM and FM together conduct performance

review of the employees.

Matrix Structure

Matrix organizations are of three types:

16

1

WEAK

MATRIX

BALANCED

MATRIX

STRONG

MATRIX

Matrix Structure

Weak matrix (more like functional)- Here, the balance

of power rests with the FM and PM is merely an

expeditor or coordinator.

WEAK

MATRIX

16

2

expeditor or coordinator.

Project expeditor acts mainly as a staff assistant and

coordinates communication. Project expeditor can not

make or enforce any decisions.

Project coordinator has some power to make

decisions and reports to higher level manager than

expeditor.

Matrix Structure


CEO

Staff engaged

in project work

Weak matrix

16

3Staff

Project

coordination

CEO

Functional

Manager A

Functional

Manager C

Functional

Manager B

Staff

Staff

Staff Staff

Staff

Staff Staff Staff

Matrix Structure

BALANCED

MATRIX

Balanced matrix- The power is balanced between

project manager and functional manager.

16

4

project manager and functional manager.

Each manager has responsibility for his/her part of the

project or organization, and people get assigned to

projects based on the needs of the project, not

strengths or weakness of the managers position.

Most organizations are Balanced Matrix these

days!

Matrix Structure


CEO

Staff engaged

in project work

Balanced matrix

16

5

Project

coordination

CEO

Functional

Manager A

Functional

Manager C

Functional

Manager B

Staff

Project Manager

Staff Staff

Staff

Staff Staff

Staff

Staff

Matrix Structure

STRONG

MATRIX

16

6

Strong matrix is more like projectized.

Here,

The balance of power rests with

The project manager

not

The functional manager.

Matrix Structure

organizational STRCUTURE Strong matrix

CEO

Staff engaged

in project work

16

7

Project

coordination

CEO

Functional

Manager A

Functional

Manager C

Functional

Manager B

Staff

Staff

Staff Staff

Staff

Staff Staff

Staff

Staff

Manager of

Project Managers

Project

Manager

Project

Manager

Project

Manager

Matrix Structure

RELEVANCE FOR PROJECTS

Highly visible project Not cost effective as

ADVANTAGES DISADVANTAGES

16

8

Highly visible project

objectives.

Improved PM control

over resources.

More support from

functions.

Maximum utilization of

scarce resources.

Better coordination.

Not cost effective as

more administrative

personnel are

needed.

More than one boss for

project team.

More complex to

monitor and control.

Matrix Structure

Better information flow

(both horizontal and

Tougher problems with

resource allocation.

ADVANTAGES DISADVANTAGES

16

9

(both horizontal and

vertical) than functional.

Team members

maintain a home, they

continue to belong to

their respective

departments unlike

projectized.

resource allocation.

Requires extensive

policies and procedures.

FMs may have differing

priorities than PMs.

Higher potential for

conflicts and duplication

of efforts.

Composite Structure

organizational STRCUTURE Composite organization

CEO

Staff engaged

in project work

Project Y

17

0

Project X

coordination

CEO

Functional

Manager A

Functional

Manager C

Functional

Manager B

Staff

Staff

Staff Staff

Staff

Staff Staff

Staff

Staff

Manager of

Project Managers

Project

Manager

Project

Manager

Project

Manager

Project Y

Coordination

Staff

Staff

Functional

Matrix

Weak Balanced Strong

Projectized

Structure

Features

Organizational structure influences on project

17

1

Weak Balanced Strong

Project

Manager

Power

Little or none Limited Low to

Moderate Moderate

to High

FULL

AUTHORITY

Resource

Availability

Little or none Limited Moderate Moderate

to High

ALMOST

TOTAL

Budget

Control

Functional

Manager

Functional Mixed Project

Manager Manager

Project

Manager

Role of Project

Manager

Part time Part time Full time Full time

On projects on projects on projects

FULL TIME ON

PROJECTS

Administrative

Staff

Part time on Part time Full time Full time

On projects on projects on projects

FULL TIME ON

PROJECTS

Features

Organization Process Assets

1. Corporate Knowledgebase

OPAs help us throughout the project!

17

2


2. Policies, Processes and Procedures




17

3


- Historical information from previous projects

- Lessons learned from previous projects

Project files, process measurement databases, issue and

defect management databases, configuration

management databases, versioning and rebaselining info,

Financial databases, overruns, etc.


2. Policies and Procedures


- organization's policy and procedures for conducting work

17

4


Organizational standards, policies, standard product and

project lifecycles, quality policy and procedures, work

instructions, performance measurement criteria, proposal

evaluation criteria, Templates (WBS, Network Diagram,

Contract Templates), ethics policy, project management

policy, Guidelines/criteria for tailoring, Project Closure

Guidelines/Requirements..


2. Policies and Procedures



17

5


Issue and defect management procedures,

Procedures for prioritizing, approving and issuing work

instructions, Change Control Procedures, Risk Control

Procedures, Financial Control Procedures,

Organizational Communication Requirements.

PM Basics

17

6

Project Management Processes

PM Basics: Project Management Knowledge Areas

PM Basics: Last Leg!

The Project Management Processes

17

7

The Project Management Processes

But, before we master its concepts, we

need to know the knowledge areas

which contribute

as building blocks of the

Project Management Process Groups!


Project Management

Knowledge Areas

17

8

Knowledge Areas

Describe Project Management Knowledge and Practice in

terms of THEIR COMPONENT PROCESSES.

9 Knowledge Areas!


o Integration

o Scope WHY

17

9

o Scope

o Time

o Cost

o Quality

o Human Resource

o Communications

o Risk

o Procurement

WHY

NINEKNOWLEDGE

AREAS?

Supports various elements

of project management which

Project Integration Management


Develop Project Charter

Develop Project Management Plan

Direct and Manage project

execution

18

0

of project management which

are identified, defined,

Combined and coordinated

To ensure project includes

all the work required and

Only the Work needed to

complete project

Successfully

Project Scope Management

execution

Monitor and control project work

Perform Integrate change control

Close project or phase

Collect requirements

Define scope

Create WBS

Verify scope

Control scope

To ensure timely completion

Project Time Management


Define Activities

Sequence Activities

Estimate Activity Resources

18

1

To ensure timely completion

of the project

Planning, controlling, and

managing costs so

that project is completed

within approved Budget

Project Cost Management

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Control Schedule

Estimate Costs

Determine budget

Control Costs

To ensure project will satisfy

Project Quality Management


Plan Quality

Perform Quality Assurance

18

2

To ensure project will satisfy

NEEDS for which it was

undertaken

To make most effective

use of people involved

with the project

Project HR Management

Perform Quality Assurance

Perform Quality Control

Develop Human Resource plan

Acquire project team

Develop project team

Manage project team

To ENSURE TIMELY and

APPROPRIATE generation,

Project Com. Management


Identify Stakeholders

Plan Communications

Distribute Information

18

3

APPROPRIATE generation,

collection, dissemination, Storage

and disposition of the

PROJECT INFORMATION

Concerned with

identifying, analyzing, and

responding to project risks

Project Risk Management

Distribute Information

Manage stakeholders expectations

Report Performance

Plan Risk Management

Identify Risks

Perform Qualitative risk analysis

Perform Quantitative risk analysis

Plan Risk responses

Monitor and control Risks

To acquire material, goods

Project Procurement

Management


Plan procurements

Conduct procurements

Administer procurements

18

4

To acquire material, goods

and services outside

performing organization

To meet project scope

Administer procurements

Close procurements

PM Basics

So, here we come!

We will now deal with

18

5

We will now deal with

Project Management Processes

Project Processes

Process Groups

Process Interactions

Customizing Process Interactions

Mapping of Project Management Processes

Just a foundation

talk

at the outset!

PM Basics: Project Management Processes

Project Team must:

1) Select right processes within the process groups.

18

6

1) Select right processes within the process groups.

2) Use defined approach to adapt product specs and

plans to fulfill PROJECT and PRODUCT

Requirements.

3) Adhere to the requirements to fulfill the needs,

wants, and expectations of the stakeholders.

4) Balance competing demands of Scope, Time,

Cost, Quality, Resources, and risk to accomplish

a quality product, service, or result.


We will discuss about what is required to:

18

7

We will discuss about what is required to:

1) Initiate

2) Plan

3) Execute

4) Monitor and control, and

5) Close a project.


What is a process?

Project Processes

18

8

A set of

interrelated

actions

&

activities

To accomplish

A

pre-specified

set

of products,

services, or

results

PERFORMED


Project processes are performed by the project team

and consist of two main categories:

1)

18

9

Project

Processes

Project

Management

Processes

Product-oriented

Processes

1)

2)


1) Are common to most projects most of the

time.

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0

2) Are related with each other by their

performance for an integrated purpose of

initiating, planning, executing, monitoring and

controlling, and closing a project!

3) These processes interact with each other in

complex ways (discussed a little later).

PM Basics: Product-oriented Processes

1) Specify and create projects product.

2) Are typically defined by the respective

project life cycle.

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1

project life cycle.

3) Vary by application area!

Both project management processes and product-oriented

processes overlap throughout the project.

Example: You can not define the project scope without

basic knowledge of how to create the concerned product!

PM Basics: Project Processes

Project management

is an integrative effortA change in scope

Always Though, it may or

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2

Scope, Time,

Cost,

Quality, Risk, etc.

Any action or lack

of it in one area

affects other areas

Project cost

Always

affects

Though, it may or

may not affect

product quality

or morale of the

team

PM Basics: Project Processes SOME TRUTHS!

Project processes interactions require trade

offs among project objectives (scope, time,cost, and performance).

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3

cost, and performance).

Enhancing performance in one area leads to

scarifying SOMETHING in another area.

Hence, project objectives are called triple

constraints shown through a triangle with its

sides or corners representing each constraint

(we have already discussed it).

PM Basics: PM Process Groups

Initiating

Process Group

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4

Process Group

Authorizes the project or phase


Planning

Process Group

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5

Process Group

1) Establish the scope of the project,

2) Refine the objectives,

3) Define the course of action for attaining the

objectives.


Executing

Process Group

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6

Complete the work defined in the project

management plan to satisfy the project

specifications! Coordinates people and resources.


Monitoring & Controlling

Process Group

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7

Process Group

- Track, review, and regulate the progress and

performance of the project.

- Manage changes to the project management

plan


Closing

Process Group

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8

- Finalize all activities across all Process

Groups to formally close the project or phase.

- Brings it to an orderly end.

PM Basics: Project Management Process Groups

Project Management Process Groups

INTERACTIONS

Initiating

Process

Planning

Process

Charter PM process groups are

linked by their outputs.

Output of one is input to

another .

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9

Executing

Process

Closing

Process

Controlling

Process

Project

Plan Recommended

Corrective

actions

Work results

Implemented

Corrective actions

For Project

Plan updates

Correctly

Produced

deliverables

for formal

acceptance

Project Process Groups Interactions: HIGH LEVEL

SOWCulture, PMIS, HR Pool

Defined work processes, Knowledge base

Organization

Environmental factors

Project Initiator

of SponsorINITIATINGProcess Group

CONTRACT

Project Charter

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0

Organizational

Process assets

Customer

PLANNING

Process Group

EXECUTING

Process Group

MONITORING &

CONTROLLING

Process Group

CLOSING

Process Group

Project PLAN

Deliverables

APPROVED DELIVERABLESFinal product

Administrative & contract closure

Org. process assets updates



overlapping in a phase

Executing

Process

Group

Controlling

Process

Group

Closing

Process

Group

PM process groups

overlap and occur at

various levels of intensity

throughout each Project

Phase.

L

e

v

e

l

o

f

a

c

t

i

v

i

t

y Initiating

Process

Group

Planning

Process

Group

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1

Phase.

They are not one-time,

discrete events!

time

L

e

v

e

l

o

f

a

c

t

i

v

i

t

y

Phase

Start

Phase

Finish

Closing

Process

Initiating

Process

Planning

Process

Executing

process

Controlling

Process

Group Group


Closing one phase offers input to initiating the next phase!


cross phases

Design phase Execution phaseOutput:

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2

Later

Phases

Execution phase

Prior

Phases

Output:

Design document

requiring customer

acceptance

Output:

Design

document

Serves as

product

description

for

Execution

phase



Why repeat initiation process at the beginning of each phase?

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3

1) Well, it keeps the project focused on the business

need for which it has been taken up!

2) It helps you halt the project if the project is not likely

to satisfy the business need!

3) It helps you halt the project if the business need

does not exist any more!



PM Process Groups

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4

PM Process Groups

Controlling

Processes Initiating

Processes

Planning processes

Executing processes

Project boundaries

Project boundaries


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5

Project boundaries

Controlling

ProcessesInitiating

Processes

Planning processes

Executing processes

Project

Inputs

Project

Initiator

Sponsor

Project

Deliverables

Project

Records

End

User

Process

Assets

INITIATING PROCESSES

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6

INITIATION PROCESS GROUP

INTEGRATION

COMMUNICATION

Develop

Project Charter

Identify

stakeholders

Planning

process group

Executing

process group

Monitoring &

controlling

process

group

INITIATING PROCESS GROUP

THE PURPOSE

Facilitates formal authorization to begin a new

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7

Facilitates formal authorization to begin a new

project or phase.

Done outside the projects scope of control.

Business needs or requirements are documented.

Normally the feasibility is established by evaluating

various alternatives and choosing the best one.


WHAT IS DONE HERE?

Clear descriptions of project objectives are developed,

noting down the reasons for selecting the project to

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8

noting down the reasons for selecting the project to

best satisfy the requirements Such decision also gives us basic description of

1) project scope

2) deliverables

3) forecast of resources

4) high-level constraints, assumptions, risks


VERY IMPORTANT

Involving stakeholders during initiation

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9

Involving stakeholders during initiation

1) develops Shared Ownership,

2) enhances Chances of Deliverable

Acceptance, And

3) Customer/other stakeholders

Satisfaction!


Simply put, this process group

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0

1. Authorizes/starts a project or phase

2. Defines projects purpose

3. Identifies objectives

4. Empowers project manager to

start the project

Please remember this!

PLANNING processes

Are used to plan and manage a successful project

Purpose of Planning Processes:

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Are used to plan and manage a successful project

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