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Project Management FrameworkProject Management Framework

Muhammad Waseem

MS-IT/ PMP

[email protected]



OrganizationalStructure

Functional Organization

Matrix Organization

Projectized Organization



Organizational Structure

Infuences On Projects



Advantages andDisadvantages

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Project Lie Cycle

Typical Sequence of Phases in a Project Life Cycle



Project Lie Cycle

Project Management Process roups Mapped to the Plan-!o-

Chec"-#ct Cycle



Project Lie Cycle

Project Management Process roup Triangle



#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



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.



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



Project 5ife 1)cle

Project *oundaries



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.



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!



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



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



!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



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.



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



Develo" Project 1(arter

&NP9/

Project #tatement Of 'or-

usiness 1ase 1ontract


Organizational Process Assets



/ools and /ec(ni$uesEx"ert =udgment


ene2t Measurement Met(od >1om"arative

A""roac(?

1onstrained O"timization Met(od

>Mat(ematicalA""roac(?




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




Economical Met(ods

Present alue >P?

Net Present alue >NP?

&nternal rate of eturn >&?

Pa)3ac- Periodene2t@1ost atio



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




'(at is t(e "resent alue of ++%+++received from now if we ex"ect t(e interestrate to 3e *+, "er )ear!

G




'(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




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!



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!




"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



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!




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(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



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





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



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 *



evelop Project !anagement Plan

&NP9/Project 1(arter

Out"ut from Planning Processes




O9/P9/

Project Management Plan

Management

Planning



irect &n" !anage Project E#ecutions &NP9/

Project management Plan

A""roved 1(ange e$uest



/OO5# and /E1;N&<9E#

Ex"ert =udgment

Project Management &nformation s)stem

Management

Execution



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



!onitor an" Control Project $or%s &NP9/Project Management Plan

Performance e"ortsEnter"rise Environmental Factor



Ex"ert =udgment O9/P9/

1(ange e$uest



Management

Monitor and 1ontrol



Perorm Integrate" Change Control &NP9/


'or- Performance &nformation

1(ange e$uest




1(ange 1ontrol Meetings

Management

Monitor and 1ontrol



Perorm Integrate" Change Control

O9/P9/

1(ange e$uest status u" dates



Management

Monitor and 1ontrol



Close Project Or Phase &NP9/


Acce"ted Delivera3les



Ex"ert =udgment

O9/P9/

Final Product % #ervice or result

Organizational Process Assets 9"dates

Management

1losing



/(e End /(an- 6ou ver) Muc( For )our

attention and "atience

<uestions &f an)

G