02-03 Project Management Framework
Transcript of 02-03 Project Management Framework
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PROJECT MANAGEMENTFRAMEWORK
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Purpose of PMBOK Guide2
Identifies that subset of project management body
of knowledge generally recognized as good
practice
Provides a common vocabulary for with project
management profession
A foundational reference neither complete nor
all-inclusive
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PMBOK Guide Fourth Edition3
A Guide to the Project Management Body of
Knowledge (PMBOK Guide) Fourth Edition
3 sections
The Project Management Framework
The Standard for Project Management
The Project Management Knowledge Areas
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Is project management.4
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2009 Standish Chaos Report
Year 1994 1996 1998 2000 2002 2004 2009
Succeeded(On Time, On
Budget, FullyFunctional)
16% 27% 26% 28% 34% 29% 32%
Failed(Canceled)
31% 40% 28% 23% 15% 18% 24%
Challenged(Late, Over Budget,
And/Or Less thanPromisedFunctionality)
53% 33% 46% 49% 51% 53% 44%
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http://www.galorath.com/wp/2009-standish-chaos-report-software-going-
downhill.php
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Project6
Project: Temporary endeavor undertaken to create a
unique product or service or end result
Temporary
Has a definite beginning and end date.
Progressive Elaboration Developing in steps and
continuing by increments.
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Project Management7
The application of knowledge, skills, tools and
techniques to project activities in order to meet
the project requirements is Project
Management.
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Project Management constraints &
progressive elaboration8
Typical activities of Project Management include:
Identifying requirements
Addressing stakeholders needs and concerns
Balancing project constraints scope, quality, schedule,
budget, resources, risks
Progressive elaboration
Continuously improve and detail the plan as moreinformation is available
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Portfolio and Program Management
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Portfolio collection of programs/projects that are
grouped together to facilitate effective
management and meet strategic business objectives
Program A group of related projects managed in
a coordinated way to obtain benefits not available
from managing the projects individually
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Project Management Office
PMO is usually a centralized organizational unit that oversees themanagement of projects and programs throughout the organization.
The most common reason a company starts a project management office isto establish and maintain procedures, tools and techniques, best practices
for project management methodologies and ensure that the project metricsare captured and reported to the Senior Management.
PMO does the job of mentoring, coaching and making PM as a profession
inside the organization and house for all Project Managers.
PMO looks into resource allocation among projects and gets involved
resource planning and providing assistance to projects across theorganization.
PMO plays a pivotal role in developing and managing communicationacross the organization on projects.
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Portfolio, Program, Project, PMO11
Portfolio
Program 1
Project 1
Program 2
Project 2
PM
O
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Relationship between Portfolio, Program, Project,
PMO
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Project and Strategic planning
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Projects are undertaken to meet one or more of strategicconsiderations: Legal requirements
Market demand
Strategic opportunity / business need Technological advance
Customer request
Strategic Planning
Projects within programs/portfolios which would lead toachieving the organization goals for which these projectswere undertaken becomes Strategic Planning.
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Project vs. Operations
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Differences between project and operations
Project is always unique.
Say if a request comes from
operations where in there is need
for changing a certain configurationor making a new one to suit the
customer requirement, then thatrequirement is considered as project.
Operations are organizational
function performing the ongoing
execution of activities that produce
same product or result.Example can be AMC which is
meant to for maintaining a particularproduct or service or result
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Role of Project Manager15
Effective project management requires that project
manager possesses following characteristics:
Knowledge
Performance
Personal
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Skills for Project Manager
Communication skills
Organizing and Planning Skills
Budgeting Skills
Conflict Management Skills
Negotiation Skills
Influencing the Project Organization
Leadership
Motivation and Team building skills
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Enterprise Environmental Factors (EEF)
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Organizational or company culture and structure
Governmental or industry standards
Product standards, quality standards
Infrastructure
Existing human resources
Personnel administration
Company work authorization system
Marketplace conditions
Stakeholders risk tolerances Commercial databases
Project management information systems information
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Project Lifecycle18
Process: A series of actions bringing about results.
Project phase: Division with in a project where extra control is
required to effectively manage completion of a majordeliverable
Project life cycle: Collectively the project phases are known asthe project life cycle; provides a framework for managing the
project
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Project lifecycle characteristics19
Common Characteristics of Project Life Cycle:
Cost and Staffing levels are low at start, peak as work
is carried out and drops rapidly towards the end
Ability to influence the project/product withoutimpacting cost is high at the start and decreases as
project progresses
Stakeholder influence is high at the beginning and
progressively lowers as project continues
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Product Vs. Project lifecycle20
Product lifecycle generally sequential, non-
overlapping product phases determined by the
manufacturing and control need of the organization.
The last phase is generally products retirement.
Project lifecycle generally contained within one or
more product lifecycles
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Project Phases21
Project phases influence:
Project governance across lifecycle
Phase to- phase relationship A sequential relationship
An overlapping relationship
An iterative relationship
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Project Phases sequence22
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Stakeholders23
The identification of stakeholders is a continuous
process in project life cycle.
Either actively involved or their interests are
positively/negatively affected by project outcome.
Responsibility may vary from occasional contribution
to complete sponsorship.
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Stakeholders24
Project Team
ProjectManageme
nt Office
ProgramManager
PortfolioManager
Customers/Users
Functional
Managers
Sellers /
Business
Partners
Operations
ManagementOther
stakeholders
Other Project
team
members
Project
Manager
Project
Management
Team
Sponsor
Project
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Roles and Responsibilities Project Sponsor
Sponsor (Executive Sponsor and Project Sponsor).
This is the person who has ultimate authority over the project. The Executive
Sponsor provides project funding, resolves issues and scope changes,approves major deliverables and provides high-level direction.
They also champion the project within their organization. Depending on theproject, and the organizational level of the Executive Sponsor, they maydelegate day-to-day tactical management to a Project Sponsor.
If assigned, the Project Sponsor represents the Executive Sponsor on a day-to-day basis, and makes most of the decisions requiring sponsor approval.
If the decision is large enough, the Project Sponsor will take it to theExecutive Sponsor for resolution.
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Steering Committee.
A Steering Committee is a group of high-level stakeholders who are
responsible for providing guidance on overall strategic direction. They donot take the place of a Sponsor, but help to spread the strategic input and
buy-in to a larger portion of the organization. The Steering Committee is usually made up of organizational peers, and is
a combination of direct clients and indirect stakeholders.
The members on the Steering Committee may also sit on the Change ControlBoard, although in many cases the Change Board is made up of
representatives of the Steering Committee.
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Roles and Responsibilities Steering
Committee
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Project Team. The project team consists of the full-time and
part-time resources assigned to work on the deliverables of
the project. This includes the architects, designers, field
engineers etc. They are responsible for. Understanding the work to be completed
Planning out the assigned activities in more detail if needed
Completing assigned work within the budget, timeline and quality expectations
Informing the project manager of issues, scope changes, risk and quality concerns
Proactively communicating status and managing expectations
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Roles and Responsibilities Project Team
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Functional Manager Responsibilities include:
Provide expertise on the overall business processes around which the
project is focused and provide needed business expertise in those areas
Provide direction to the functional resources on managing day-to-day
activities and adhering to project deliverable due dates
Participate actively in the project with relation to requirements and scopeand includes managing risk, time, and cost
Help identify change barriers within the business areas
Provide two way communication between the affected business area andthe Project Team
Be available for the indicated percentage of their time allotted for theproject.
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Roles and Responsibilities Functional
Manager
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Program Manager The Program Manager provides leadership andmanagement to teams and projects. They perform a variety of functions
which include:
Oversee and direct, in conjunction with a Project Manager, the strategic
plan, development of business requirements, development of functional andprogram specifications, implementation etc.,
Involved with analysis and reporting of scope, time, cost, quality and risk.
Work with Project Manager to identify the technical approach to be usedand the deliverables to be furnished at the completion of the project
Assist Project Manager in schedule and assign resources to ensure thatapplications satisfy users needs and are completed within agreed upon
time parameters
Develop and maintain technical documentation on computer-basedinformation systems; compile documentation for design changes or creation
criteria.
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Roles and Responsibilities Program Manager
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The role of the project manager encompasses many activities including:
Planning and Defining Scope
Activity Planning and Sequencing
Resource Planning
Developing Schedules
Developing a Budget
Understanding and managing Quality
Managing Risks and Issues
Risk Analysis
Benefits Realization
Documentation
Team Leadership
Strategic Influencing
Customer Liaison
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Roles and Responsibilities Project Manager
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Who Is A Project Manager
Person who has Knowledge of
Organization
Work Environment
Stakeholders
History of similar type of Projects
Etc..,
Skilled with
Communication
Leadership
Negotiation
People Management
Etc..,
Knowledgeable in MS Project
QC tools
Domain expertise (Optional)
Project selection techniques
Vendor selection / Purchasing process
Etc..,
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Organizational influences on Project
Management32
Functional
Projectized
Matrix
Weak
Strong
Balanced
Composite
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Functional Organization33
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Functional Organization
Advantages
Clear reporting relationships
Highly specialized expertise/pool (not locked up)
Homogeneous group
Drive for technical excellence
Potential Issues
Project boundaries limited todiscipline
Employee development
opportunities limited
Project manager dependent on
personal influence
Hierarchical decision andcommunication processes
Fosters part-time roles
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Projectized Organization35
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Projectized Organization
Advantages
Strong project manager role
Clear accountability
Fosters co-location
Improved focus
Cost and performance tracking
Decision-making
Customer relationships
Common processes
Potential Issues
Lessening of employee's"profession" identity
Reduced focus on technical
competence
Leadership by the non-technically
skilled
Focus on administrative workversus technical
Devaluing of functional managers
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Strong Matrix37
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Organization structures Influence on
projects
OrganizationStructure
ProjectCharacteristics
Functional
Matrix
ProjectizedWeakMatrix
BalancedMatrix
StrongMatrix
ProjectManagers
Authority
Little or none Limited Low toModerate
Moderate toHigh
High to almosttotal
ResourceAvailability
Little or none Limited Low toModerate
Moderate toHigh
High to almosttotal
Project Budgetcontrolled by
FunctionalManager
FunctionalManager
Mixed ProjectManager
ProjectManager
ProjectManagers role
Part-time Part-time Full-time Full-time Full-time
Projectmanagementadministrativestaff
Part-time Part-time Part-time Full-time Full-time
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Organization Process Assets (OPA)39
Organizations processes & standards Standard product and project life cycles Quality policies and procedures Performance measurement criteria
Templates Tailoring guidelines Organization communication requirements Project closure guidelines Evaluations & acceptance criterions
Financial control procedures Standard contract provisions Issue and detect identification and tracking
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Organization Process Assets (OPA) (contd)
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Change control procedures
Risk control procedures
Organizational KM
Process measurement databases
Project files
Performance measurement baselines
Historical information and lessons learned knowledge based
Issue and defect management database
Configuration management knowledge base Financial database
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Project Management Processes41
Project Management requires active management
of Project Processes
Project Management Processes
Describing and organizing the work to ensure effective flowof the project throughout its existence
Product-Oriented Processes
Specifying and creating the product
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Project Management Processes42
Process Groups:
Initiating
Define a new project or phase by obtaining authorization.
Planning
Establish scope, refine objectives, define course of action to required to attain the project
objectives.
Executing
Complete work defined in project plan to satisfy the project specifications
Monitoring and Controlling
Track, review, regulate the progress and performance; identify areas of change and
initiate corresponding changes
Closing processes
Finalize all activities across all phases to formally close project or phase
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Project Management Knowledge areas43
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resources Management
7. Project Communications Management8. Project Risk Management
9. Project Procurement Management
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Process Groups and Knowledge area mapping
Initiating Planning Executing Controlling Closing
Project Integration
Management
Develop Project
Charter
Develop Project Management Plan Direct and Manage
Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or
Phase
Project Scope
Management
Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
Project Time
Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity DurationDevelop Schedule
Control Schedule
Project Cost
Management
Estimate Costs
Determine Budget
Control Costs
Project Quality
Management
Plan Quality Perform Quality
Assurance
Perform Quality Control
Project HR
Management
Develop Human Resource Plan Acquire Project Team
Develop Project Team
Manage Project Team
Project Communications
Management
Identify
Stakeholders
Plan Communications Distribute Information
Manage StakeholderExpectations
Report Performance
Project Risk
Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Project Procurement
Management
Plan Procurements Conduct Procurements Administer Procurements Close Procurements
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