L1 (PROJECT MANAGEMENT FRAMEWORK)

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MPE: Project Management Lecture 1 Page 1

1.0 PROJECT MANAGEMENT FRAMEWORK

1.1 Definition of Project (a) Temporal

(b) Has a beginning and an end

(c) Create a unique product, service or result (d) Progressively elaborate

1.2 Operational work (a) It is not a project

(b) It is an operation i.e. on-going work (c) Involves managing on-going work 1.3 Project Vs. Operational Work

(a) Common Characteristics:  Performed by people

 Constrained by limited resources  Planned, executed, and controlled (b) Operations Characteristics:  Ongoing  Repetitive (c) Project Characteristics:  Temporary  Unique

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1.4 What is Project Management

(a) Application of knowledge, skills, tools and techniques to project activities to meet project requirements.

(b) Accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and dosing.

(c) Managing a project includes:-  Identify requirements

 Establishing clear and achievable objectives

 Balancing the competing demands for quality, scope, time, and cost

 Adopting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.

1.5 Division of Project Management (a) Process Groups

 Initiating  Planning  Executing

 Monitoring and control  Closing

(b) Knowledge Areas

 Integration Management  Scope

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MPE: Project Management Lecture 1 Page 3  Cost  Quality  Human resource  Communications  Risk  Procurement

 Professional and social responsibility 1.6 Program Management (a) Definition  Group of Projects (b) Purpose of Program  Coordination (c) Advantages of Program  Decreased risk  Economies of scale  Improved management 1.7 Portfolio Management (a) Definition  Management of programs 1.8 Triple Constraint (a) Cost (b) Time (c) Scope (d) Quality

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(e) Risk

(f) Stakeholders satisfaction

1.9 Expertise of Project Management (a) Technical knowledge

(b) People-managing skills (c) Interpersonal skills

(d) General management skills (e) Project environment.

1.10 Project and Strategic Planning

(a) Project are often utilized as a means of achieving an organizations strategic plan (b) Strategic consideration  Market demand  Organizational need  Customer request  Technological advance  Legal requirement

(c) Strategic planning looks at strategic considerations from a bigger perspective (macroscopic level) while project management looka at strategic consideration from a smaller perspective (microscopic level)

1.11. Understanding the Project Environment (a) Cultural and social environment

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(c) Physical environment

1.12 General Management Knowledge and Skills

(a) Financial management & accounting- manufacturing & distribution (b) Purchasing & procurement – Logistics & supply chain

(c) Sales & marketing – Strategic/ tactical/ operational planning (d) Contracts & commercial law – health & safety practices

(e) Organizational structure, organizational behaviour, personnel administration, compensation, benefits, and career paths.

(f) Information technology 1.13 Project Life Cycle

Life cycle is a progression through a series of differing stages of development.

(a) The Project Life Cycle

 Project are divided into phases to provide better management control with appropriate links to the ongoing operations of the performing organization

 Phases are known as the project life cycle.  Characteristics of the Project Life Cycle

 The project Life cycle defines the phases that connect the beginning of a project to its end

 Deliverables from one phase is usually reviewed for completeness and accuracy and approved before work starts on the next phase.

 Overlapping phases is an example of the application of the schedule compression technique called fast tracking

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(b) Project life cycle generally defines:-

 What technical want to do in each phase

 When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified, and validated.

 Who is involved in each phase

 How to control and approve each phase (c) Common Characteristics of project life cycle:-

 Phases are generally sequential and are usually defined by some form of technical information transfer or technical component hand off.

 Cost and staffing levels are low at the start, peak during the intermediate phases, and drop rapidly as the project draws to a conclusion.

 The level of uncertainty is highest, and hence, risk of failing to achieve the objective is greatest at the start of the project. The certainty of completion generally gets progressively better as the project continues.

 The ability of the stakeholders to influence the final Characteristics of the project’s product and the final cost of the project is highest at the start, and get progressively lower as the project continues.

 The cost of changes and correcting errors generally increase as the project continues.

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(d) Characteristics of Project Phases

 The completion and approval of one or more deliverables characterizes a project phase.

 For reasons of size, complexity, level of risk, and cash flow constraints, phases can be further subdivided into sub phases.  A project phase is generally concluded with a review of the work

accomplished and the deliverables to determine acceptances.  A phase can be closed without the decision to initiate any other

phases.

 A phase and review can be hold with the explicit goals of obtaining authorization to close the current phase and to initiate the subsequent one

 Phase and reviews are called phase exits, phase gates, or kill points.

(e) Phase in a Project Life Cycle  Initial- Idea

- Project management team - Charter - Scope statement  Intermediate – Plan - Baseline - Progress - Acceptance  Final –Approval - Handover

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- Product

1.14 Types of Life Cycle (a) Product Life Cycle

 What you need to do to manage the work

 Lasts from conception of a new product to its withdrawal.  Can require or spawn many projects over its life.

 Involves conception, growth, maturity, decline, withdrawal.

(From PMP Exam Prep, Rita Mulcahy, 5th Edition)

(b) Project Life Cycle

 What you need to do to do the work

 Involves initial phases, intermediate phases, and final phases. 1.15 Project Organization

(a) Organizational cultures and styles

 Shared values, norms, beliefs, and expectations  Policies and procedures

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 View of authority relationships  Work ethic and work hours

(b) Organizational Structure – defined in terms of the project manager’s level of authority

i. Functional - specialization (silos) e.g. functional manager

ii. Matrix – combination of functional and projectized (no home) e.g. two bosses and borrowed resources

 Weak matrix – tend to functional

 Balanced matrix – power shared between project and functional manager

 Strong matrix – tend to projectized

iii. Projectized - no home i.e. according to project e.g. project manager

Functional Projectized

Strong Matrix Weak Matrix

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(From PMP Exam Prep, Rita Mulcahy, 5th Edition)

1.16 Project Stakeholders a. Key Project Stakeholders

 Project customer

 Performing organization  Project team

 Project management team  Project sponsor

 Influencers  The PMO

b. Stakeholder Management  Identify all stakeholders

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 Determine all their requirements (stated and well defined expectations)

 Determine their expectations (undefined requirements, intentionally or unintentionally hidden)

 Communicate with them  Manage their influence

1.17 Role of PMO in Organizational Structures  Advisory influence

 Recommendation of specific policies and procedures  Formal grant of authority from executive management  PMO manager is called “manager of project mangers”.

 Recommend and provide policies, methodologies and templates

 Provide support and guidance  Provide project managers

 Centralize the management of projects 1.18 Project Management System

 Is the set of tools, techniques, methodologies, resources, and procedures used to manage a project?

 It can be formal or informal and aids a project manager in effectively guiding a project to completion.

 Is a set of processes and the related control functions that are consolidated and combined into a functioning, unified whole.

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 PMO manage the project management system, in order to ensure consistency in application and continuity on the various projects being performed.

1.19 References

 A guide to the Project Management Body of Knowledge (PMBOK), 3rd_{and 4}th_edition

 Project Management Professional (PMP) Exam Prep by Rita Mulcahy, 5th_edition.