IntroductionTo PM and Framework

8/13/2019 IntroductionTo PM and Framework

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What is the PMBOK?The project Management Body of Knowledge is thesum of knowledge within the profession of projectmanagement. As with other professions such as law,medicine, and accounting, the body of knowledgerests with the practitioners and academics who applyand advance it. The complete PMBOK includesproven traditional practices that are widely applied, as well as innovative practices that are emerging in theprofession, including published and unpublishedmaterial. [PMBOK Page 3]


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Definition of a Project A Project is a:

Temporary endeavor with a definite beginning and end, whichCreates a unique product, service or result; isDone for a purpose or strategic situation,Has interrelated activities , and

Is progressively elaboratedi.e. development in steps incrementally


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TemporaryProjects start and they endOutcome of a project however is not necessarily

temporaryTaj Mahal, Eiffel Tower, PakistanOther temporal issues are

A temporary window of opportunity meaning the

project has a limited time frame in which to produce aproduct or service A project team, as a working unit, seldom outlive theproject


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Unique (Product, Service, or Result)

Deliverables are uniqueResult of a project may be a full product or even a

component for another productProjects may produce ServicesCSR TrainingPM Training

ResultsOutcome or documentation such as those from researchprojects or studies


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Progressively ElaboratedDeveloping in steps, and continuing in incrementsProgressive Elaboration is done while maintaining a

solid focus on scope. A properly defined scope must be guarded as the projectmoves along

A project manager spend most of his time ensuring the

integrity of the defined scope


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What is a project?TemporaryUnique

Done for a purposeHas interrelated activitiesProgressively Elaborated


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Can Projects involve only one

person? Yes [PMBOK Page 7]


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Projects vs Operations [PMBOK pg 6]

SimilaritiesPerformed by peopleConstrained by limited resourcesPlanned, executed, monitored and controlled

DifferencesOperations are ongoing and repetitive

Purpose is to sustain the organization by setting newobjectives and continuing the work

Projects are temporary and uniquePurpose is to attain the objective, then terminate


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Program A collection of related projects managed in acoordinated way.

Program managements is centralizedDone to achieve the programs strategic objectives andbenefitsExample

Polio Eradication Program


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Portfolio A collection of programs that may or may not berelated


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Projects and strategic planning?Organizational activities that cannot be addressed as apart of the daily operations are best tackled as projects.

Projects are therefore a means to achieve the strategicplans of an organization


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Common strategic considerations

propelling a projectMarket DemandOrganizational Need

Customer RequestTechnological AdvanceLegal Requirement


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What is project management? [PMBOK pg 8]

Project management is the application of knowledge,skills, tools and techniques to project activities to meetproject requirements. It includes:

Identifying requirementsEstablishing clear and achievable objectivesBalancing the competing demands for quality,scope, time and cost Adapting the specifications, plans, andapproach to the different concerns andexpectations of the various stakeholders.


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Management by projectsThe term project management is sometimes used todescribe an organizational or managerial approach tothe management of projects and some ongoingoperations, which can be redefined as projects, that isalso referred to as management by projects [PMBOKpg 8] An organization that adopts this approach defined itsactivities as projects in a way this is consistent with thedefinition of a project provided before.


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Triple ConstraintsTriple Constraints is an old terminology. It originallyincludes

Scope, Time, Cost.Other literature identifies the Triple Constraints as

Scope, Schedule, Resource (Budget) Yet other places it has been identified to include

Scope, Time, Cost, Quality, Customer Satisfaction, Risk


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Quality is balanced by all three

ScopeCost

Time

Q


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Exam TipsTime is not a resource

All resources are consumed by a given time

Quality should not be confused with features


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Areas of Expertise [PMBOK pg 12]Effective project management requires that the projectmanagement team understand and use the knowledgeand skills from at least five areas of expertise

The project management body of knowledgeStandards and regulations

Following a standard is optionsFollowing a regulation is mandatory

Understanding the project environmentGeneral management knowledge and skillsInterpersonal skills


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What is a standard? [PMBOK pg 14]document established by consensus and approved bya recognized body that provides, for common andrepeated use, rules, guidelines or characteristics foractivities or their results, aimed at the achievement ofthe optimum degree of order in a given context.Some examples of standards are computer disk sizesand the thermal stability specifications of hydraulicfluids.


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What is a regulation? A regulation is a government-imposed requirement, which specifies product, process or servicecharacteristics, including the applicable administrativeprovisions, with which compliance is mandatory.Building codes are an example of regulations.


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Standards often begin as guidelines that describe apreferred approach and later, with widespreadadoption, become generally accepted as if they wereregulationsDifferent organizational levels can mandatecompliance, such as when a government agency, themanagement of the performing organization, or theproject management team establishes specific policiesand procedures.

Regulations are not necessarily from the government


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General Management Knowledge and

SkillsPlanning, organizing, staffing, executing, and controllingSupporting disciplines are also important

Finance / accounting

Purchasing / procurementSales / marketingContracts / lawsManufacturing / distribution

Logistics / supply chainStrategic / tactical / operational planningHRMIT


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Interpersonal SkillsEffective communicationGetting your message across

Influencing the organization

Getting things doneLeadership Vision / strategy

MotivationImproving performance

Negotiations / Conflict management Achieving mutual benefit

Problem SolvingContingencies


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Project Management ContextProject management exits in a broader context thatincludes program management, portfoliomanagement, and project management office (PMO).There may be a hierarchy in some organizations

Strategic planPortfolio

Program (involve a series of repetitive or cyclical steps)ProjectsSubprojects


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Portfolio Management (Portfolio =strategy) [PMBOK pg 16]

A portfolio is a collection of programs or projectsgrouped to effectively manage the work to meetstrategic business objectives.Programs under the portfolio may not be related, butprojects under programs are usually related.Goals may be to maximize the value of the grouped

work, to balance the investment, or to effectively useresources.Senior managers, or SM teams, are usually responsiblefor portfolios.


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Project Management Office (PMO)PMO works directly under the authority of upper -management A PMO centralizes and coordinates the management ofprograms, projects, or a combination of bothPMOs can:

Provide PM support : training, software, standard policies andprocedures, toDirect management and responsibility for projects

Be integral stakeholders and decision maker during initiationHave authority to make recommendationsTerminate projectsSelect, manage, redeploy project personnel

IntroductionTo PM and Framework

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