01 project management framework
Transcript of 01 project management framework
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Company
LOGO
Project Management
Framework
Waleed El-Naggar, MBA, PMP
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Agenda
1. Introduction to Project Management
2. Organizational Structures
3. Project Lifecycle Definition
4. Project Management Processes
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5. PMP Certificate
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What Is a Project?
Temporary endeavor
• Every project has a definite beginning and a definite end
• Does not mean short duration
Undertaken to create a unique product, service or result
• A product or artifact that is produced, is quantifiable, and can be
either an end item in itself or a component item
• A capability to perform a service, such as business functions
supporting production or distribution
• A result, such as outcomes or documents
A temporary endeavor undertaken to create
a unique product or service
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Project, Portfolio and Program
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Subproject
A manageable component of a project
May be performed by a separate organization
Could be a project phase
Subprojects are typically referred to as projects and
managed as such
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What Is Project Management?
Application of knowledge, skills, tools, & techniques to
project activities to meet project requirements
Project manager must balance the competing project
constrains which are:
• Scope
• Quality
• Schedule
• Budget
• Resources
• Risk
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Project Management vs. Operation
Operations are an organizational function performing an
ongoing execution of activities.
Examples: Production, manufacturing, and accounting
operations.
Projects help achieve the organizational goals when they
are aligned with the organization’s strategy.
Projects require project management while operations
require business process management (BPM) or
operations management.
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Project Phases & the Project Life Cycle
A project can be divided up into phases
The completion of a phase is marked by a deliverable
Collectively the project phases make up the project life
cycle
Cost and
Staffing
Level
Start
Time
Intermediate Phase
Initial Phase
Final
Phase
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Cost & Staffing levels across the
project life cycle
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Stakeholders Influence
Stakeholders are individuals or organizations that are
actively involved in the project, or whose interests may be
affected as a result of project execution or project
completion
Start Finish
Low
Project Time
Influence of stakeholders
Cost of changes
High
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Standard vs. Regulation
A Standard is :
A document approved by a recognized body
providing a set of rules to achieve an optimum
degree of order in a given context.
There is no penalty for non-compliance.
A regulation is:
A requirement which specifies the characteristics
of a product/service .
Compliance is mandatory.
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Project Stakeholders
Key Stakeholders
Project manager Manages the project
Customer Uses the product or service
Performing organization Enterprise that does the project
work
Sponsor Provides financial resources
Individuals and organizations who are actively
involved in the project and whose interests
may be positively or negatively affected by
the project success or failure
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Project Stakeholders
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Project Phases
Divides the project into phases that
provide better management control and
the appropriate links to the ongoing
operations of the organization
Project Governance Across the Life Cycle
Phase-to-Phase Relationship
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Project Groups & Phases
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Project Management Skills
General Management knowledge and skills: Planning,
organizing, staffing, executing and controlling.
Interpersonal skills:
Effective Communication.
Influencing the organization: “getting things done”
Leadership: Vision – strategy -Direction.
Motivating people: Energizing people.
Negotiation and conflict management.
Problem solving: Problem definition, alternatives
identification and decision making.
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Project Management Office (PMO)
An organizational unit to centralize and
coordinate the management of projects under its
domain.
Involved in the selection, management,
redeployment of shared project personnel.
Provides dedicated training for project managers.
Provides enterprise- wide project management
software.
Centrally monitors all PMO timelines and budgets.
Coordinates overall project quality standards.
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What Is a Deliverable?
A tangible, verifiable product, result or
capability to perform a service that must be
produced to complete a process, phase, or
project.
A deliverable often marks the end of a phase
of the project
Phase end = Phase exit, stage gates, or kill
points
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Organizational Structures
Functional
Projectized
Weak Matrix
Balanced Matrix
Strong Matrix
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Functional Organization
Project
CoordinationChief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff
Staff
Staff Staff
Staff Staff
Staff
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Projectized Organization
Project
Manager
Project
Manager
Project
Manager
Staff Staff Staff
Staff
Staff
Staff Staff
Staff Staff
Chief
Executive
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Weak Matrix Organization
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff
Staff
Staff
Staff Staff
Staff Staff
Project
Coordination
Chief
Executive
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Balanced Matrix Organization
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff
Staff
Staff
Staff Staff
Manager Staff
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Strong Matrix Organization
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff
Staff
Staff
Staff Staff
Staff Staff
Manager of Project
Managers
Project Manager
Project Manager
Project Manager
Chief
Executive
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Organizational Structure Influences
Matrix Functional
Weak Matrix Balanced Matrix Strong Matrix
Projectized
Project Manager's Authority
Little or None Limited Low to Moderate Moderate to High High to Almost
Total
Resource Availability Little or None Limited Low to Moderate Moderate to High High to Almost
Total
Who controls the project budget
Functional Manager
Functional Manager
Mixed Project Manager Project Manager
Project Manager's Role Part-time Part-time Full-time Full-time Full-time
Project Management Administrative Staff
Part-time Part-time Part-time Full-time Full-time
Organization
TypeProject
Characteristics
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Advantages/Disadvantages of Organizations
I. Functional Organization
Grouped by areas of specialization/ functions.
Power is with the functional leader.
Advantages: Access to specialists; members
reporting to only one supervisor, clearly defined
career paths
Disadvantages: less focus on project deliverables,
no career path on Project Management, PM has
no authority
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Organization is by projects. Personnel report to
PM/has total power.
Advantages: Efficient project organization -
Loyalty to the project - effective communications.
Disadvantages: No “home” after the project is
completed - duplication of facilities.
II. Projectized Organization
Advantages/Disadvantages of Organizations
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Power varies between Project & Functional managers according to its type (strong, balanced or weak)
Advantages:
Maximum utilization of scarce resources
Efficient horizontal and vertical dissemination of information
Retention of home after project closure.
Disadvantages:
Different priorities between PM & FM (Conflicts)
Dual reporting
Complex to monitor and control
Duplication of effort
III. Matrix Organization
Advantages/Disadvantages of Organizations
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Balance of Power in an Organization
Pure
Functional
Weak
Matrix
Balanced
Matrix
Strong
Matrix
Pure
Projectized
Functional Influence in Decision Making
Project Influence in Decision Making
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Quiz
What type of organization is BEST for
managing complex projects involving cross
disciplinary efforts?
A. Projectized
B. Functional
C. Line
D. Matrix
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The answer is: D
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Types of Life Cycles
Product Life Cycle
A Project is undertaken to present only one aspect
of the Product life cycle.
The product life cycle may be composed of several
projects.
Project Management Life Cycle vs. Project Life
Cycle:
Project life cycle is customizable for each project;
example; e.g. Plan – design – implement – test: in
IT projects.
Each step of the Project Life Cycle may contain the
whole project management life cycle.
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Project Management Process Groups
Initiating
Processes
Planning
Processes
Executing
Processes
Closing
Processes
Monitoring &
Controlling Processes
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Project Management Process Groups
Initiating Process Group Defines and authorizes the project or a project phase
Planning Process Group Defines and refines objectives, and plans the course of action
required to attain the objectives and scope that the project was undertaken to address
Executing Process Group Integrates people and other resources to carry out the project
management plan for the project
Monitoring and Controlling Process Group Regularly measures and monitors progress to identify variances
from the project management plan so that corrective action can be taken when necessary to meet project objectives
Closing Process Group Formalizes acceptance of the product, services or result and
brings the project or a project phase to an orderly end
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Project Process Group Overlaps
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Project
Management
Process Groups
and Knowledge
Areas Mapping
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Quiz
The project life cycle is comprised of which
of the following?
A. Phases
B. Milestones
C. Estimates
D. Activities
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The answer is: A
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Quiz
Of the following, which is the logical order of the project
management processes?
A. Initiating, planning, controlling, executing, closing
B. Planning, initiating, controlling, executing, closing
C. Initiating, planning, executing, controlling, closing
D. Planning, initiating, executing, closing
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The answer is: C
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Project Management Institute
Founded in 1969, the Project Management
Institute (PMI) has grown to be the organization
of choice for project management professionals
world wide.
200,000 members representing 125 countries
Establishes project management standards,
provide seminars, educational programs and
professional certification.
http://www.pmi.org
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Project Management Professional (PMP)
The PMP certification is the most widely recognized and
respected certification in the field of project
management. The purpose and goal of this certification
program is the development, maintenance, evaluation,
promotion, and administration of a rigorous,
examination-based, professional certification program of
the highest caliber.
Worldwide there are over 50,000 PMPs who provide
project management services in 26 countries.
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Certification Test Eligibility Requirements
Category 1• Baccalaureate/equivalent degree
• Minimum of 4,500 hours of project
management experience within the five
process groups (Initiation, Planning,
Execution, Control, Closing)
• 3 years of project management
experience within the last 6 years (36
months of non-overlapping months of
PM experience).
• 35 contact hours of project management
education.
Category 2• High School diploma/equivalent degree
• Minimum of 7,500 hours of project
management experience within the five
process groups (Initiation, Planning,
Execution, Control, Closing)
• 5 years of project management
experience within the last 8 years (60
months of non-overlapping months of
PM experience).
• 35 contact hours of project management
education.
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After Passing Examination
Each PMP must satisfy the PMI Continuing
Certification Requirements Program (formerly
called Professional Development Program) in
order to maintain the PMP certification.
Attain no less than 60 Professional
Development Units (PDUs) within a three-year
cycle.
Agree to continue to adhere to PMI’s
Professional Code of Conduct.
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PMP Areas
Scope Management 14%
Time Management 7%
Cost Management 7%
Quality Management 8%
Procurement Management 7%
Risk Management 7%
HR Management 12%
Communications Management 12%
Integration Management 12%
Professional Responsibility 14%
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PMP Resources
Project Management Body of Knowledge
(PMBOK) Guide, 4th Edition
PMP Exam Prep, 5th Edition by Rita Mulcahy
Project Management Professional Study
Guide, 5th Edition, Kim Heldman
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Thank You
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