Key Concepts

&

Organization

Influences

Project Management Framework PMBOK 5th edition

Hossam Maghrabi, PMP

Key Concepts

What is the Project ?

What is Project Management?

Relationships Between - Portfolio Management - Program Management - Project Management

- Organizational Project Management

Relationships Between - Project Management - Operations Management - Organizational Strategy

Business Value.

Role of the Project Manager.

It’s a temporary endeavor undertaken to create a unique

Product, Service or Result. Projects have a specific purpose and definite beginning and end point

Note: The operation goes on continuously .

When the end of a project is reached?

– The project's objectives have been achieved.

– The organization terminate the project because,

Its objectives will not or cannot be met,

The need for the project no longer exists

– A project may also be terminated if the client (customer, sponsor, or

champion) wishes to terminate it.

Every project creates a unique product, service, or result.

Examples of Projects …..

What is a Project?

Project management is the application of knowledge, skills, tools, and

techniques to project activities to meet the project requirements.

– Project management is accomplished through the appropriate application and integration of 47 logically grouped project management processes,

which are categorized into five Process Groups.

Initiating,

Planning,

Executing,

Monitoring and Controlling,

Closing.

– It is an iterative & progressively elaborated activity .

Which means,

1. Continuously improving and detailing a plan

2. More accurate estimates become available.

3. Define work and manage it in a greater level of detail.

What is Project Management?

Relationship Portfolio, Program & Project

A portfolio refers to a collection of projects, programs, sub portfolios,

and operations managed as a group in a coordinated fashion to

achieve strategic objectives.

Relationship Portfolio, Program & Project

A projects or programs are linked to The organization’s strategic plan by Means of

the organization’s portfolio.

A Projects or programs within the Portfolio may not necessarily be

interdependent or directly related

A projects within or outside of a program

are still considered part of a portfolio.

Projects are typically authorized as a result of one or more of the

following strategic considerations:

- Market demand - Strategic opportunity/business need -Environmental consideration

- Social need - Customer request - Technological advance - Legal requirement

Projects are often utilized as a means of directly or indirectly achieving

objectives within an organization’s strategic plan.

Relationship Projects & Strategic Planning

Is a management structure that standardizes the project-related

governance processes and facilitates the sharing of resources,

methodologies, tools, and techniques.

The PMO responsibilities can range from providing project management support functions to actually being responsible for the direct management of one or more projects.

The specific form, function, and structure of a PMO are dependent upon the

needs of the organization that it supports.

Project Management Office (PMO)

Required BPM, Operations

Management Activities

& Skill Sets.

Required Project Management

Activities & Skill Sets

Organizational Strategy & Project / Operations Management

Projects Vs. Operational Work ( Intersection )

Operations are an organizational

function performing the ongoing

execution of activities that produce

the same product or repetitive service

Project Is a temporary endeavor

Undertaken To Create a unique

Product, Service or Result.

Role of the Project Manager

A project manager is the person assigned by the performing organization to

achieve the project objectives through overall responsibility for the successful

initiation, planning, execution, monitoring, controlling and closure of a project.

Effective Project Manager requires

1. Understanding and applying the knowledge, tools and techniques recognized as

goodpractice

2. Possessing the needed characteristics of:

1. Knowledge

2. Performance

3. Personal (APPENDIX X3 in PMBOOK)

Influences (EEF) Organizational Cultures & Styles

Cultures and styles called a cultural norms.

Organization’s culture is shaped by the common experiences of the

organization's members, which develop over time. – Common experiences include, but are not limited to:

Shared visions, mission, values, beliefs, and expectations;

Regulations, policies, methods, and procedures;

Motivation and reward systems;

Risk tolerance;

View of leadership, hierarchy, and authority relationships;

Code of conduct, work ethic, and work hours; and

Operating environments.

Organization’s culture & Project's success – In light of globalization

– knowing which individuals in the organization are the decision makers or influencers

Influences(EEF) Organizational Communications

Project management success in an organization is highly dependent on an

effective organizational communication style.

Organization’s Communication & Project's success

Organizational communications capabilities and conducting projects.

Stakeholders and project team members.

decision making.

Globalization (electronic communications)

Influences (EEF) Organizational Structures

Influences Organizational Structures

1. Staff members are grouped by specialty,

Production, marketing , ,,,,,.

2. Specialties may be further subdivided into

functional units mechanical, electrical,

engineering,,,,.

3. Each department in a functional organization

will do its project work independently of other

departments.

1. Its organizational units called departments.

2. Department directly to the project manager or provide

support services to the various projects

3. Project managers have a great deal of independence and

authority

4. Team members are often co-located.

5. Most of the organization’s resources are involved in

project work

Influences Organizational Structures

1. Expediter works as staff

assistant and communications

coordinator.

2. Expediter can't personally make

or enforce decisions.

3. Project coordinators have

power to make some decisions,

have some authority, and report

to a higher-level manager.

The role of a project manager is

more of a Coordinator

or Expediter.

Weak matrix organizations maintain

many of the characteristics of

a functional organization.

Does not provide the PM

with the full authority over

the project & project funding.

1. Have full-time project

managers with

considerable authority

2. Have full-time project

administrative staff.

Influences Organizational Structures

Influences Organizational Process Assets

Organizational process assets may be grouped into two categories:

processes and procedures.

corporate knowledge base.

Throughout the project, the project team members may update and add to the

organizational process assets as necessary.

Inputs to most planning processes.

Influences Enterprise Environmental Factors

EEF refer to conditions, not under the control of the project team, that influence,

constrain, or direct the project.

EEF may enhance or constrain project management options, and may have a

positive or negative influence on the outcome (Risk Management).

Inputs to most planning processes.

Project Stakeholders, Gavernance & success

Project Team

The project team includes the project manager and the group of individuals who act together in

performing the work of the project to achieve its objectives.

Project teams include roles such as

– Project management staff. ( Perform project management activities )

– Project staff (Creating the project deliverables)

– Supporting experts

– User or Customer Representatives.(Accept project‘s deliverables or products)

– Sellers.(Vendors, Suppliers or contractors)

– Business partners. (external companies Provide specialized expertise or fill a specified role )

– Business partner members.(Members of business partners’ organizations)

Composition of Project Teams. The composition of project teams varies based on factors such as

organizational culture, scope, and location.

– Examples of basic project team compositions

Dedicated. In a dedicated team, all or a majority of the project team members are assigned to work full-

time on the project.

Part-Time.

Project Life Cycle Product, Projects & Phases

Project Lifecycle

Project Life Cycle Characteristics

Project Life Cycle Characteristics

While these characteristics

remain present to some

extent in almost all project life cycles, they are not always

present to the same degree. For example,

Adaptive life cycles are

developed with the intent of keeping stakeholder

influences higher and the costs of changes lower

throughout the life cycle than

in predictive life cycles.

Project Life Cycle Characteristics & Project Phases

The life cycle provides the basic framework for managing the project,

regardless of the specific work involved

Project life cycles can range from Predictive (plan-driven) approaches to

adaptive (change-driven) approaches.

A project life cycle is the series of phases that a project passes through

from its initiation to its closure.

Project Life Cycle Predictive

Project Life Cycle Iterative and incremental

Project Life Cycle Adaptive

Project Life Cycle Phase-to-Phase Relationships

Phase

• A project phase is a collection of logically related activities in the project that

aimed to complete one or more deliverables.

• A project may be divided into any number of phases.

• The phase is closed with transfer(hand-off) the Work Product (deliverables of

phase) and approved it.

• The end of phase is called a stage gate, milestone, phase review, phase gate or

kill point.

Project Management Process Groups

Project Management Process Groups

The links among the processes in the

Project Management Process Groups are

often iterative in nature. For example, the

Planning Process Group provides the Executing Process

Group with a documented project management plan early

in the project and then updates the project management

plan if changes occur as the project progresses.

Project Information

The project data are continuously

collected and analyzed during the

dynamic context of the project execution and transformed to become

project information during various Controlling processes through

analyzed in context and integrated

based on relationships across areas.

Work performance reports. The physical or electronic representation of work performance information