project management framework
DESCRIPTION
Project Management FrameworkTRANSCRIPT
Project Management Framework
A GuideA Guide
Training guide for new project team member
Learning guide for Project management framework
Training guide to new team member for in-house project management procedure
Training guide for new project team member
Learning guide for Project management framework
Training guide to new team member for in-house project management procedure
Project DefinitionProject Definition
Temporary endeavor with beginning and end date
Creates unique product, service, or result
It is progressively elaborated
Temporary endeavor with beginning and end date
Creates unique product, service, or result
It is progressively elaborated
Operational WorkOperational Work
Ongoing work Repetitive Sustains the business Adopts a new set of objective to
continue the work
Ongoing work Repetitive Sustains the business Adopts a new set of objective to
continue the work
Project vs. OperationalProject vs. Operational
Title Project Operation
Organizational work Temporary Ongoing
Organizational work Unique Repetitive
Objective of business
Obtain and Terminate
Sustain
Objective Concludes when attained
Adopt new set of objective and continues
Project ManagementProject Management
A Profession Both Science and an Art Follows Systematic Process Having Professional and Social
Responsibility Iterative throughout the Project
Lifecycle Comprising of 5 Process Groups and 9
Knowledge Areas
A Profession Both Science and an Art Follows Systematic Process Having Professional and Social
Responsibility Iterative throughout the Project
Lifecycle Comprising of 5 Process Groups and 9
Knowledge Areas
Project ManagementProject Management
Monitoring &
Controlling
Planning
Executing
Closing
Initiating
Process GroupsProcess Groups
Project ManagementProject ManagementKnowledge AreasKnowledge Areas
Integration Management
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Program DefinitionProgram Definition
A Program is a Group of Projects Their management is coordinated to
provide decreased risk, economies of scale and improved management
Includes elements of related work outside of the project in the program
Eg. A new car model program can be broken up into projects for each component design and upgrade.
Involves series of repetitive or cyclical undertaking
Publishing a newspaper or magazine with each individual issue managed as a project
A Program is a Group of Projects Their management is coordinated to
provide decreased risk, economies of scale and improved management
Includes elements of related work outside of the project in the program
Eg. A new car model program can be broken up into projects for each component design and upgrade.
Involves series of repetitive or cyclical undertaking
Publishing a newspaper or magazine with each individual issue managed as a project
Project Management office
Project Management office
PMO or Program office A Department that centralizes
management of projects PMO is an organizational structure and
not a person All those who are in PMO must be PMP Oversees the management of project,
program or combination of both Existence of PMO provides more
benefit to an organization
PMO or Program office A Department that centralizes
management of projects PMO is an organizational structure and
not a person All those who are in PMO must be PMP Oversees the management of project,
program or combination of both Existence of PMO provides more
benefit to an organization
Project Management office
Project Management office
One or more of the followings Providing the policies, methodologies,
templates for managing project Providing supports and guidance to
others on managing projects, training others in the project, and assisting in the management tool
Providing PMs for different projects and being responsible for the result of those projects.
One or more of the followings Providing the policies, methodologies,
templates for managing project Providing supports and guidance to
others on managing projects, training others in the project, and assisting in the management tool
Providing PMs for different projects and being responsible for the result of those projects.
PMO’s RolesPMO’s Roles
Project Management office
Project Management office
Manage the independencies between the projects
Help to provide resources Terminate Projects Gather Lesson Learnt document to
avail other projects Provide Template and Guidance Provide EMP Software Involve heavily more on initiation than
the other phases
Manage the independencies between the projects
Help to provide resources Terminate Projects Gather Lesson Learnt document to
avail other projects Provide Template and Guidance Provide EMP Software Involve heavily more on initiation than
the other phases
PMO’s AuthoritiesPMO’s Authorities
ObjectivesObjectives
Project Objectives Contained in the Project Preliminary Scope
Statement and Scope Statement. Projects are considered complete when the
objective is being met. Considered terminating when it was not met the
objectives. PM’s role is to accomplish the project objectives
Management by Objective Establish unambiguous & realistic objectives Periodically evaluate if the objectives are being
met Implement Corrective Action
Project Objectives Contained in the Project Preliminary Scope
Statement and Scope Statement. Projects are considered complete when the
objective is being met. Considered terminating when it was not met the
objectives. PM’s role is to accomplish the project objectives
Management by Objective Establish unambiguous & realistic objectives Periodically evaluate if the objectives are being
met Implement Corrective Action
Triple ConstraintTriple Constraint
SCOPETIM
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Quality
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New Triple Constraints
Old Triple Constraints
OPM3OPM3
Organizational Project Management Maturity Model Helps the organization to determine the level of maturity
model in the project management 3 - Interlocking elements
KNOWLEDGE ASSESSMENT IMPROVEMENT
Definition“ Organizational project management focuses on the clear correlation between an organization’s capabilities in the management of projects, programs and portfolios and its effectiveness in implementing strategy, which directly impacts on financial results.
The degree to which an organization practices this type of project management is
referred to as its OPM3”
Organizational Project Management Maturity Model Helps the organization to determine the level of maturity
model in the project management 3 - Interlocking elements
KNOWLEDGE ASSESSMENT IMPROVEMENT
Definition“ Organizational project management focuses on the clear correlation between an organization’s capabilities in the management of projects, programs and portfolios and its effectiveness in implementing strategy, which directly impacts on financial results.
The degree to which an organization practices this type of project management is
referred to as its OPM3”
Knowledge
Assessment
Improvement
Elements of OPM3
AOE-Area of expertiseAOE-Area of expertise
A Project Manager can successfully manage a project irrespective of his technical knowledge
Effective Project Management requires that the project management team understand and use the knowledge and skill from 5 AOE.
PMBOK PMBOK guide provides Project Life Cycle Definition, Project Management Process Groups(5)
and Knowledge Areas(9) Application Area Knowledge, Standards, and regulations
Application areas are, Functional department and supporting disciplines such as legal, production, inventory , marketing,logistics and personnel.
Technical Elements such as Software development or engineering or others(sanitation, water engineering…) Management Elements such as agreements, policy, etc. Industry Groups such as Automotive, chemical, financial, healthcare.
Understanding the project environment Physical, Cultural , social, international, political environments
General management knowledge and skill Financial, a/c, procurement, sales and marketing, logistics & supply chain, contracts…
Interpersonal skill Effective communication, Influencing the organization, Leadership, motivation, Negotiation, conflict management, problem solving
A Project Manager can successfully manage a project irrespective of his technical knowledge
Effective Project Management requires that the project management team understand and use the knowledge and skill from 5 AOE.
PMBOK PMBOK guide provides Project Life Cycle Definition, Project Management Process Groups(5)
and Knowledge Areas(9) Application Area Knowledge, Standards, and regulations
Application areas are, Functional department and supporting disciplines such as legal, production, inventory , marketing,logistics and personnel.
Technical Elements such as Software development or engineering or others(sanitation, water engineering…) Management Elements such as agreements, policy, etc. Industry Groups such as Automotive, chemical, financial, healthcare.
Understanding the project environment Physical, Cultural , social, international, political environments
General management knowledge and skill Financial, a/c, procurement, sales and marketing, logistics & supply chain, contracts…
Interpersonal skill Effective communication, Influencing the organization, Leadership, motivation, Negotiation, conflict management, problem solving
PMBOK
Application Area
knowledge
Understanding the project environment
General Management
Skill
Interpersonal Skill
Project Team’s AOE
Project Life CycleProject Life Cycle
Project Life Cycle defines What Technical work to do in each phase When the deliverables are to be generated in each phase How each deliverable is reviewed, verified and validated Who is involved in each phase How to control and approve each phaseCharacteristics
Phases are generally sequenced and defined in the form of technical handoff Cost and staffing level is low at the start and peak during the intermediate phase, and drop rapidly as the project draws to a conclusion The ability of the stakeholders to influence the final characteristics and final cost of the project is highest at the start and progressively
lower as project continues Cost of changes and correcting errors generally increases as the
project continues
Project Life Cycle defines What Technical work to do in each phase When the deliverables are to be generated in each phase How each deliverable is reviewed, verified and validated Who is involved in each phase How to control and approve each phaseCharacteristics
Phases are generally sequenced and defined in the form of technical handoff Cost and staffing level is low at the start and peak during the intermediate phase, and drop rapidly as the project draws to a conclusion The ability of the stakeholders to influence the final characteristics and final cost of the project is highest at the start and progressively
lower as project continues Cost of changes and correcting errors generally increases as the
project continues
Project Life CycleProject Life Cycle
Cost of
changes
Stakeholder’s influence
High
Low
Project time
Stakeholder ’s infl uence
Initial Phase Intermediate Phase
Final Phase
Project Cost & Staffi ng Level
Project time
Cost
& S
taffi
ng
level
Project PhasesProject Phases
Characteristics of Project phases are Initial Intermediate Final
Characteristics of Project phases are Initial Intermediate Final
Initial FinalIntermediate
IdeaProject Management Team
Charter
Scope Statement
PlanBaseline
Progress
Acceptance
ApprovalHandover
Product
Input
Phases
Project Management Outcome
Project Output
Project vs. Product Life Cycle
Project vs. Product Life Cycle
Initial FinalIntermediate
Idea
B u s i n e s s P l a n P ro d u c t
Operation
Divestment
Upgrade
Product Life Cycles
Project Life Cycles
Relationship between the Product and the Project Life Cycles
StakeholdersStakeholders
P r o j e c t S t a ke h o l d e rs
P r o j e c t Te a m
P r o j e c t M a n a g e m e n t Te a m
P r o j e c t M a n a g er
Pro ject Sponsor
Key Stakeholders Project Manager Customer / User Performing Organization Project Team Members Project Management Team Sponsors Influencers PMO
Key Stakeholders Project Manager Customer / User Performing Organization Project Team Members Project Management Team Sponsors Influencers PMO
Organizational InfluenceOrganizational Influence
Organizational Systems Organizational Cultures & Styles Organizational Structure Role of PMO in the Organizational Structure Project Management System
Organizational Systems Organizational Cultures & Styles Organizational Structure Role of PMO in the Organizational Structure Project Management System
Muthu Swamy SThank You !!!