Java Programming Week 1: Java Fundamental Revision (Text book: ch1, ch2, ch3, ch4)
PMP PMbok 5th CH1 - CH2
-
Upload
abdullah-ahmed -
Category
Business
-
view
4.535 -
download
2
description
Transcript of PMP PMbok 5th CH1 - CH2
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
1
Based on the project management body of knowledge(PMBOK) 5th edition
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
2
Course Instructor: Abdullah Ahmed Al-Khadrawy. BSc. Civil Engineering 2006 (V.Good HD). Graduation Project (Project Management)
2006.(Excellent graded) Certified from Primavera Inc. ® : Advanced user
for Primavera P6 (2008). Certified from Primavera Inc. ® : Advanced user
for primavera Contract Manager 12 (2009). Attended courses (PMP, CCE, FIDIC, Project
Management, Arbitration for EngineeringContracts) [2007-2013]
Certified from PMI ® as PMP ® April2011
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
3
- Purpose of the PMBOK® Guide.- What is a Project?- What is Project Management?- Relationships Among Portfolio Management, Program- Management, Project Management, and OrganizationalProject Management.- Relationship Between Project Management, OperationsManagement, and Organizational Strategy.- Business Value.- Role of the Project Manager.- Project Management Body of Knowledge.
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
4
IntroductionIntroduction
• Purpose of the PMBOK® Guide.* Generally recognized.* Good practice.
* The PMBOK® Guide also provides andpromotes a common vocabulary within the projectmanagement profession for using and applying projectmanagement concepts.
* Code of ethics.
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
5
A Project
PMI ® Definition:
“A project is a temporary endeavor undertaken
to create a unique product, service or result.”
May be divided into sub-projects (phases)
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
6
A Project
* Finite: start and end date
* Interrelated tasks
* Has one or more clear objectives which are strategically aligned and
whose achievement will add value to the organization
* Unique deliverables based on a Business Need
* Progressive elaboration.
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
7
Progressive elaboration
A Project
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
8
A4
Slide 8
A4 mind storming mapABDULLAH; 24/10/2013
PROJECT MANAGEMENT
* The application of knowledge, skills, tools, and techniquesto project activities to meet the project requirements.
* Accomplished through the appropriate application andintegration of the 47 logically grouped project managementprocesses.
* Process Groups are:Initiating, Planning, Executing, Monitoring and Controlling, andClosing
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
9
PROJECT MANAGEMENT
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
10
Monitoring &
Controlling Processes
PlanningProcesses
InitiatingProcesses
ClosingProcesses
ExecutingProcesses
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
11
4.1 Develop 4.2 Develop Project 4.4 Monitor andControl Project Work
Project Charter Management Plan 4.5 PerformIntegrated ChangeControl
5. Project Scope 5.1 Plan Scope 5.5 Validate Scope
Management Management 5.6 Control Scope
5.2 Collect
Requirements
5.3 Define Scope
5.4 Create WBS
6. Project Time 6.1 Plan Schedule 6.7 Control
Management Management Schedule
6.2 DefineActivities6.3 SequenceActivities6.4 EstimateActivity Resources6.5 EstimateActivity Durations6.6 DevelopSchedule
7. Project Cost 7.1 Plan Cost
Management Management
7.2 Estimate Costs7.3 DetermineBudget
8.1 Plan QualityManagement
8.2 Perform QualityAssurance
9. Project 9.2 Acquire Project
Human Resource Team
Management 9.3 Develop Project
Team9.4 Manage ProjectTeam
10.2 Manage 10.3 ControlCommunications Communications
11. Project Risk 11.1 Plan Risk
Management Management
11.2 Identify Risks11.3 PerformQualitative RiskAnalysis11.4 PerformQuantitative RiskAnalysis11.5 Plan RiskResponses
12.2 Conduct 12.3 Control 12.4 Close
Procurements Procurements Procurements
13.1 IdentifyStakeholders
InitiatingProcess Group
PlanningProcess Group
ExecutingProcess Group
MonitoringandControlling
ClosingProcess Group
Project Management Process Groups
13. ProjectStakeholderManagement
13.2 PlanStakeholderManagement
13.3 ManageStakeholderEngagement
13.4 ControlStakeholderEngagement
11.6 Control Risks
12. ProjectProcurementManagement
12.1 PlanProcurementManagement
9.1 Plan HumanResourceManagement
10. ProjectCommunications
Management
10.1 PlanCommunicationsManagement
7.4 Control Costs
8. ProjectQuality
Management
8.3 Control Quality
4. ProjectIntegration
Management
4.3 Direct andManage ProjectWork
4.6 Close Project orPhase
KnowledgeAreas
Portfolios, Programs, and Projects
Process – "a systematic series of activities directedtowards causing an end result such that one or more inputswill be acted upon to create one or more outputs"
An Operation - an organizational function performing theongoing activities that produce the same product or providea repetitive service
Business Value – entire value of the business
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
12
Portfolios, Programs, and Projects
Project - "a temporary endeavor undertaken tocreate a unique product, service or result!Program – "a group of related projects, subprogramsand program activities managed in a coordinatedway to obtain benefits and control not obtainablefrom managing them individually"Portfolio - "projects, programs, sub portfolios andoperations managed as a group to achieve strategicobjectives – not necessarily directly related"
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
13
Portfolios, Programs, and Projects
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
14
Organizationalstrategy & goals
Portfolios, Programs, and Projects
Portfolio - "projects, programs, sub portfolios andoperations managed as a group to achieve
directlynecessarilynot–“objectivesstrategic“"related
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
15
Portfolios, Programs, and Projects
,related projects"a group of–Programsubprograms and program activities managed in a
and control notobtain benefitstocoordinated wayobtainable from managing them individually"
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
16
Portfolios, Programs, and Projects
strategy"–Organizational Project Managementutilizing project, program, andexecution frameworkas well as organizational enablingportfolio management
deliverconsistently and predictablytopracticesorganizational strategy producing better performance,
better results, and a sustainable competitive.advantage
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
17
Organizational Project Management MaturityModel – OPM3
Organizational Project Management MaturityModel – OPM3
Portfolios, Programs, and Projects
Organizational Project Management –
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
18
Portfolios,Programs,and Projects
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
19
Projects Programmes PortfoliosNarrow scope –
specified deliverablesWide scope – Outcomes
measured in benefits,ambiguity
Business Scope – aligned tostrategic direction – flex to
suitPM manages change
control ; controlschanges
PgM expects and embraceschange
PoM – monitors broadinternal and external
environmentsSuccess -> Project
Performance criteriaSuccess -> New
Capabilities throughtransition and embedding,
Benefits
Success -> aggregateperformance of portfolio
elements
Leadership style –directive, authoritative
Leadership style –influential, relationshipcentered; stakeholder
engagement
Leadership – influential,Board decision making,
internal and externalrelationship building
PM managesspecialists
PgM manages projectmanagers
PoM manages portfolio staff
PM motivates usingown knowledge and
skills; team focus
PgM motivates viaProgramme Vision,
Leadership, winning heartsand minds, Relationships
Leaders – ideas, innovation,synthesis, inspiration, pull
leadership
Detailed planning;stage focus
High level planning;Programme focus
Business planning; strategicfocus
Monitor team throughTeam Managers;
monitor and control is akey task for the Project
Manager
Monitors projects throughthe Governance structure in
place, including QualityAssurance and maybe,Programme Assurance
Monitors aggregateperformance; value
indicators; early warningsystems; Portfolio dashoards
requiring Program reports
Organizational Project Management
•Projects and Strategic Planning
- Market demand- Business need / Strategic opportunity
- Customer request / social need- Technological advance
- Legal requirement- Environmental Need – reduce waste
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
20
Projects,(Programs)Management,
Office
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
21
PMO
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
22
PMO
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
23
PMO
Return Of Investment
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
24
PMO Can be a main stakeholder and a Key decision maker - Thereare three main types:Supportive
•consultative role•supplies templates, best practice, training, lessons learnt; has lowcontrolControlling
•consultative role•supplies templates, best practice, training, lessons learnt•requires compliance and has moderate controlDirective
•consultative role•supplies templates, best practice, training, lessons learnt•takes control, manages projects directly and has high control
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
25
PMOintegrates data and information from corporate strategic projectsand evaluates how higher level strategic objectives are beingfulfilled. Supportive
the natural liaison (link) between the organization’s portfolios,programs, projects, and the corporate measurement systems
(e.g. balanced scorecard).
May have the authority to act as an integral stakeholder and a keydecision maker throughout the life of each project,
make recommendations, or to terminate projects or take otheractions, as required, to remain aligned with the business objectives.
may be involved in the selection, management, and deployment ofshared or dedicated project resources.
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
26
PMO (e.g. balanced scorecard).
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
27
PMO• Managing shared resources across all projects
administered by the PMO;
• Identifying and developing project managementmethodology, best practices, and standards; Coaching,mentoring, training, and oversight;
• Monitoring compliance with project managementstandards, policies, procedures, and templates by meansof project audits;
• Developing and managing project policies, procedures,templates, and other shared documentation
• (organizational process assets); and
• Coordinating communication across projects.
PMO is to support project managers
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
28
PMO• The project manager focuses on the specified project
objectives, while the PMO manages major program scopechanges, which may be seen as potential opportunities tobetter achieve business objectives.
• The project manager controls the assigned projectresources to best meet project objectives, while the
• PMO optimizes the use of shared organizational resourcesacross all projects.
• The project manager manages the constraints (scope,schedule, cost, quality, etc.) of the individual projects, whilethe PMO manages the methodologies, standards, overallrisks/opportunities, metrics, and interdependencies amongprojects at the enterprise level.
The role of project managers Vs. PMO role
Operations Management
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
29
Operations are ongoing endeavors that produce
repetitive outputs, with resources assigned to do
basically the same set of tasks according to the
standards institutionalized in a product life cycle.
Operations Management
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
30
overseeing, directing, and controlling business
operations.
support the day-to-day business
necessary to achieve strategic and tactical goals of
the business.
Operations’ Examples
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
31
Production operations.
Manufacturing operations.
Accounting operations
Software support.
maintenance.
Projects versus Operations
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
32
Projects Performed by people Constrained by limited
resources Planned, executed and
controlled Temporary Unique
Operations Performed by people Constrained by limited
resources Planned, executed and
controlled Ongoing Repetitive
Projects interacts Operations
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
33
At each closeout phase
When developing a new product, upgrading a
product, or expanding outputs
While improving operations or the product
development process
Projects interacts Operations
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
34
At each point, deliverables and knowledge are transferred
between the project and operations for implementation of
the delivered work.
This implementation occurs through a transfer of project
resources to operations toward the end of the project, or
through a transfer of operational resources to the project
at the start.
Operational Stakeholders inProject Management
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
35
Operational stakeholders should be engaged and
their needs identified as part of the stakeholder
register, and their influence (positive or negative)
should be addressed as part of the risk
management plan.
Operational Stakeholders inProject Management
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
36
Plant operators, Manufacturing line supervisors, Help desk staff, Production system support analysts, Customer service representative, Salespersons, Maintenance workers, Telephone sales personnel, Call center personnel, Retail workers, Line managers, and Training officers.
Organizations and ProjectManagement
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
37
Organizations use governance to establishstrategic direction and performance parameters.
The strategic direction provides the purpose,expectations, goals, and actions necessary toguide business pursuit and is aligned withbusiness objectives.
Project management activities should be alignedwith top-level business direction.
Organizations and ProjectManagement
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
38
Project management activities should be aligned withtop-level business direction.
if there is a change, then project objectives need to berealigned.
In a project environment, changes to project objectivesaffect project efficiency and success.
When the business alignment for a project is constant,the chance for project success greatly increasesbecause the project remains aligned with the strategicdirection of the organization.
Project-Based Organizations(PBO)s.
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
39
various organizational forms that create temporary systemsfor carrying out their work.
PBOs can be created by different types of organizations(i.e., functional, matrix, or projectized).
PBOs may diminish the hierarchy and bureaucracy inside theorganizations as the success of the work is measured by thefinal result rather than by position or politics.
Project-Based Organizations(PBO)s.
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
40
PBOs conduct the majority of their work as projectsand/or provide project rather than functionalapproaches.
PBOs conduct the majority of their work as projectsand/or provide project rather than functionalapproaches.
PBOs can refer to either entire firms, multi-firmconsortia, or networks; it is also possible that somelarge project-based organizations have functionalsupport areas or that the PBO is nested withinsubsidiaries or divisions of larger corporations.
Project Management &Organizational Governance
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
41
Projects (and programs) are undertaken to achieve strategic business outcomes, Many organizations now adopt formal organizational governance processes and
procedures. Organizational governance criteria can impose constraints on projects—particularly if
the project delivers a service which will be subject to strict organizational governance. Because project success may be judged on the basis of how well the resultant
product or service supports organizational governance, it is important for theproject manager to be knowledgeable about corporate/ organizationalgovernance policies and procedures pertaining to the subject matter of the productor service
(e.g., if an organization has adopted policies in support of sustainability practicesand the project involves construction of a new office building, the project managershould be aware of sustainability requirements related to building construction.)
Project Management andOrganizational Strategy
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
42
Organizational strategy should provide guidance and direction to projectmanagement
the project sponsor or the portfolio or program manager whoidentifies alignment or potential conflicts between organizationalstrategies and project goals and then communicates these to theproject manager.
If the goals of a project are in conflict with organizational strategy, itis incumbent upon the project manager to document and identify suchconflicts as early as possible in the project.
the development of an organizational strategy could be the goal of aproject rather than a guiding principle. In such a case, it is important forthe project to specifically define what constitutes an appropriateorganizational strategy that will sustain the organization.
Business Value
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
43
Business value is a concept that is unique to each organization.
Business value is defined as the entire value of the business; the total sum of all tangible andintangible elements.
Examples of tangible elements include monetary assets, fixtures, stockholder equity, andutility.
Examples of intangible elements include good will, brand recognition, public benefit, andtrademarks.
Depending on the organization, business value scope can be short-, medium-, or long-term.
Value may be created through the effective management of ongoing operations. However,through the effective use of portfolio, program, and project management, organizations willpossess the ability to employ reliable, established processes to meet strategic objectives andobtain greater business value from their project investments.
While not all organizations are business driven, all organizations conduct business-relatedactivities. Whether an organization is a government agency or a nonprofit organization, allorganizations focus on attaining business value for their activities.
Business Value
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
44
Successful business value realization begins with comprehensivestrategic planning and management.
Portfolio management aligns components (projects, programs, oroperations) to the organizational strategy,
Organized into portfolios or subportfolios to optimize project orprogram objectives, dependencies, costs, timelines, benefits,resources, and risks. This allows organizations to have an overallview of how the strategic goals are reflected in the portfolio
Business Value
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
45
Using program management, organizations have the ability toalign multiple projects for optimized or integrated costs,schedule, effort, and benefits.
Program management focuses on project interdependenciesand helps to determine the optimal approach for managingand realizing the desired benefits.
Business Value
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
46
With project management, organizations have the abilityto apply knowledge, processes, skills, and tools andtechniques that enhance the likelihood of success overa wide range of projects.
Project management focuses on the successful deliveryof products, services, or results. Within programs andportfolios, projects are a means of achievingorganizational strategy and objectives.
, program, and projectportfolioofAlignmentBusiness Valuewithactivitiesmanagement
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
47
Strengthening organizational enablers such as structural,cultural, technological, and human resource practices.
continuously conducting portfolio strategic alignment andoptimization.
performing business impact analyses. and developing strong (robust) organizational enablers.
Role of the Project ManagerUpon completion, you will be able to …
project manager:• Roles• Responsibilities• Interpersonal skill requirements• Your knowledge area gaps and strengths
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
48
Role of the Project Manager
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
49
The project manager is the person assigned by theperforming organization to lead the team that isresponsible for achieving the project objectives.
Depending on the organizational structure, aproject manager may report to a functional manager.In other cases, a project manager may report to aprogram or portfolio manager.
Role of the Project Manager
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
50
project manager may report to a program orportfolio manager,
the project manager works closely with the
program or portfolio manager to achieve the project
objectives and to ensure the project management
plan aligns with the overarching program plan.
1
3
2
Role of the Project Manager
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
51
The project manager also works closely and in
collaboration with other roles, such as a business analyst,
quality assurance manager, and subject matter experts.
Role of the Project Manager:Responsibilities and Competencies of PM
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
52
satisfy the needs: task needs, team needs, and individual
needs.
the link between the strategy and the team.
Projects are essential to the growth and survival of
organizations.
The project manager’s role therefore becomes increasinglystrategic.
Role of the Project Manager:Responsibilities and Competencies of PM
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
53
Knowledge—Refers to what the project manager knowsabout project management.
Performance—Refers to what the project manager is able todo or accomplish while applying his or her projectmanagement knowledge.
Personal—Refers to how the project manager behaves whenperforming the project or related activity. i.e. :encompassesattitudes,
core personality characteristics, and leadership
Role of the Project Manager:Interpersonal Skills of a Project Manager
Decision-maker n Leadership Coaching n Sales person Communication n PM expert Team building n Conflict management Power broker n Behavior model Influencing n Political and cultural awareness Negotiation n Trust building Motivation n Communication
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
54
Organizational Influences on ProjectManagement
• An organization’s culture, style, and structure influence how itsprojects are performed.
• The organization’s level of project management maturity and itsproject management systems can also influence the project.
• JV or partnering agreement, the project will be influenced by morethan one organization.
The following sections describe organizational characteristics, factors,and assets within an enterprise that are likely to influence the project.
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
55
Organizational Cultures and Styles (culturalnorms)
• Organizations are systematic arrangements of entities
(persons and/or departments) aimed at accomplishing a
purpose, which may involve undertaking projects.
• An organization’s culture and style affect how it conducts
projects
• Organizational culture is shaped by the common experiences
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
56
Organizational Cultures and Styles* Common experiences
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
57
Shared visions, mission, values, beliefs, and expectations;
Regulations, policies, methods, and procedures;
Motivation and reward systems;
Risk tolerance;
View of leadership, hierarchy, and authority relationships;
Code of conduct, work ethic, and work hours;
Operating environments.
Organizational Communications
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
58
Project management success in an organization is highly dependent on an
effective organizational communication style.
project managers in distant locations are able to more effectively communicate with
all relevant stakeholders within the organizational structure to facilitate decision
making.
Stakeholders and project team members can also use electronic communications(including e-mail, texting (text chatting), instant messaging, social media, video and
web conferencing, and other forms of electronic media) to communicate with the
project manager formally or informally.
globalization
Organizational Structures
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
59
Functional Organization
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
60
FunctionalManager
ChiefExecutive
ProjectCoordination
)(Gray boxes represent staff engaged in project activities
Staff
Staff Staff
Staff
Staff
FunctionalManager
FunctionalManager
Staff
StaffStaff
Staff
Functional OrganizationDiscussion Question
• In your opinion, what advantages and potentialdisadvantage doesthis type of organizational structure foster?
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
61
Functional OrganizationPotential Advantages
• Clear reporting relationships• Highly specialized expertise• Homogeneous group• Drive for technical excellence
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
62
Functional OrganizationPotential Issues
• Project boundaries limited to discipline• Barrier to customer influence and satisfaction• Employee development opportunities limited• Project manager dependent on personal influence• Hierarchical decision and communication processes• Overwork technical issues versus build to standard• Fosters part-time roles
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
63
Weak Matrix
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
64
FunctionalManager
ChiefExecutive
ProjectCoordination(Gray boxes represent staff engaged in project activities )
Staff
Staff Staff
StaffStaff
FunctionalManager
FunctionalManager
Staff
Staff
Staff
Staff
Balanced Matrix
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
65
FunctionalManager
Staff Staff
StaffStaff
Staff
ChiefExecutive
FunctionalManager
FunctionalManager
ProjectCoordination(Gray boxes represent staff engaged in project activities )
Project Manager
Staff
Staff Staff
Strong Matrix
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
66
ChiefExecutive
FunctionalManager
FunctionalManager
FunctionalManager
Manager ofProject Managers
Staff
Staff
Staff Staff
Project Manager
Project Manager
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff
Project Coordination(Gray boxes represent staff engaged in project activities )
Projectized Organization
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
67
ProjectManager
ChiefExecutive
ProjectCoordination
Gray boxes represent staff engaged in project activities )(
ProjectManager
ProjectManager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Projectized OrganizationDiscussion Question
• Based on your experience, what potential advantages anddisadvantage does this type of organizational approachfoster?
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
68
Project-Based OrganizationPotential Advantages
• Strong project manager role• Full-time administrative staff• Clear accountability• Fosters co-location• Improved focus• Cost and performance tracking• Decision-making• Customer relationships• Common processes
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
69
Project-Based OrganizationPotential Issues
• Lessening of employee’s “profession” identity• Reduced focus on technical competence• Leadership by the non-technically skilled• Focus on administrative work versus technical• Devaluing of functional managers• Process versus deliverable emphasis
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
70
Structure Influence on Projects
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
71
Composite Organization
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
72
ChiefExecutive
FunctionalManager
FunctionalManager
FunctionalManager
Manager ofProject Managers
Staff
Staff
Staff Staff
Project Manager
Project Manager
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff
Project A CoordinationProject B Coordination
(Gray boxes represent staff engaged in project activities )
Organizational structures & Project Manager
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
73
Many organizational structures include strategic, middlemanagement, and operational levels. The project manager mayinteract with all three levels depending on factors such as:
- Strategic importance of the project,
- Capacity of stakeholders to exert
influence on the project,
- Degree of project management
maturity,
- Project management systems,
- Organizational communications.
Organizational structures & Project Manager
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
74
This interaction determines project characteristics such as:
- Project manager’s level of authority,
- Resource availability and management,
- Entity controlling the project budget, Project manager’s role, and
- Project team composition.
Organizational Process Assets
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
75
They include any artifact, practice, or knowledge from any or all of theorganizations involved in the project that can be used to perform or govern theproject.
These process assets include formal and informal plans, processes, policies,procedures, and knowledge bases, specific to and used by the performingorganization.
include the organization’s knowledge bases such as lessons learned andhistorical information.
Organizational process assets may be grouped into two categories: (1)processes and procedures, and (2) corporate knowledge base.
Organizational Process AssetsProcesses and Procedures
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
76
Initiating and Planning:○ Guidelines and criteria for tailoring the organization’s set of standard
processes and procedures to satisfy the specific needs of the project;
○ Specific organizational standards
such as policies (e.g., human resources policies, health and safety policies, ethicspolicies, and project management policies), product and project life cycles, andquality policies and procedures (e.g., process audits, improvement targets,checklists, and standardized process definitions for use in the organization);
○ Templates (e.g., risk register, work breakdown structure, project schedulenetwork diagram, and contract templates).
Organizational Process AssetsProcesses and Procedures
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
77
Executing, Monitoring and Controlling:
○ Change control procedures, including the steps by which performing organizationstandards, policies, plans, and procedures or any project documents will be modified,and how any changes will be approved and validated;
○ Financial controls procedures (e.g., time reporting, required expenditure anddisbursement reviews, accounting codes, and standard contract provisions);
○ Issue and defect management procedures defining issue and defectcontrols, issue and defect identification and resolution, and action item tracking;
Organizational Process AssetsProcesses and Procedures
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
78
Executing, Monitoring and Controlling:○ Organizational communication requirements (e.g., specific communication technologyavailable, authorized communication media, record retention policies, and securityrequirements);
○ Procedures for prioritizing, approving, and issuing work authorizations;
○ Risk control procedures, including risk categories, risk statement templates,probability and impact definitions, and probability and impact matrix; and
○ Standardized guidelines, work instructions, proposal evaluation criteria, andperformance measurement criteria.
Organizational Process AssetsProcesses and Procedures
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
79
Closing:
○ Project closure guidelines or requirements
(e.g., lessons learned,
final project audits,
project evaluations,
product validations,
and acceptance criteria).
Organizational Process AssetsCorporate Knowledge Base
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
80
The organizational knowledge base for storing and retrievinginformation includes, but is not limited to:
Configuration management knowledge bases containing theversions and baselines of all performing organization standards,policies, procedures, and any project documents;
Financial databases containing information such as labor hours,incurred costs, budgets, and any project cost overruns;
Historical information and lessons learned knowledge bases (e.g.,project records and documents, all project closure information anddocumentation, information regarding both the results of previousproject selection decisions and previous project performanceinformation, and information from risk management activities);
Organizational Process AssetsCorporate Knowledge Base
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
81
Issue and defect management databases containing issue and defectstatus, control information, issue and defect resolution, and action itemresults;
Process measurement databases used to collect and make availablemeasurement data on processes and products; and
Project files from previous projects (e.g., scope, cost, schedule, andperformance measurement baselines, project calendars, project schedulenetwork diagrams, risk registers, planned response actions, and definedrisk impact).
Enterprise Environmental Factors
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
82
Enterprise environmental factors refer to conditions, not under the
control of the project team, that influence, constrain, or direct the
project.
Enterprise environmental factors are considered inputs to most
planning processes, may enhance or constrain project management
options, and may have a positive or negative influence on the outcome
Enterprise environmental factors vary widely in type or nature.
Enterprise Environmental Factors
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
83
* Enterprise environmental factors include, but are not limited to:
Organizational culture, structure, and governance;
Geographic distribution of facilities and resources;
Government or industry standards (e.g., regulatory agency regulations,codes of conduct, product standards, quality standards, andworkmanship standards);
Infrastructure (e.g., existing facilities and capital equipment);
Existing human resources (e.g., skills, disciplines, and knowledge, suchas design, development, legal, contracting, and purchasing);
Personnel administration (e.g., staffing and retention guidelines,employee performance reviews and training records, reward andovertime policy, and time tracking);
Enterprise Environmental Factors
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
84
* Enterprise environmental factors include, but are not limited to:
Company work authorization systems;
Marketplace conditions;
Stakeholder risk tolerances;
Political climate;
Organization’s established communications channels;
Commercial databases (e.g., standardized cost estimating data,industry risk study information, and risk databases); and
Project management information system (e.g., an automated tool,such as a scheduling software tool, a configuration managementsystem, an information collection and distribution system, or webinterfaces to other online automated systems).
Project Stakeholders and Governance
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
85
A stakeholder is an individual, group, or organization who may affect,
be affected by, or perceive itself to be affected by a decision, activity, or
outcome of a project. Stakeholders may be actively involved in the
project or have interests that may be positively or negatively affected
by the performance or completion of the project.
Different stakeholders may have competing expectations that might
create conflicts within the project.
Project Stakeholders
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
86
Project Life Cycle and Organization
Project Stakeholders
Project Team
The Project
OperationsManagement Functional
Managers
Sellers/BusinessPartners
Customers/Users
OtherProjectTeam
MembersProject
Manager
ProjectManage-
mentTeam
ProjectManage-
mentOffice
ProgramManager
PortfolioManager
OtherStakeholders Sponsor
Project Stakeholders
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
87
King Abdullah Sports City, Jeddah
Project Governance
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
88
Project governance is an oversight function that is aligned with the
organization’s governance model and that encompasses the project life
cycle.
. Project governance framework provides the project manager and team with
structure, processes, decision-making models and tools for managing the
project, while supporting and controlling the project for successful delivery.
Project Governance
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
89
Strategic Alignment
Structured Authority Levels and decision making
Following Processes and Procedures
Communication standards, processes and procedures
Guidelines to align the project objectives with the strategic direction and targets
Processes for stage gate/phase reviews, project reviews, identifying lessons,
change and configuration control, decision making
Organizations Governance
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
90
Establishing the strategic direction(s)
Designing and implementing organizational policies
Structuring systems, processes and procedures for consistent application
Setting up the required culture (desired behaviors and norms)
Communicating purpose, goals, expectations and actions (strategic planning -
>Business Plan)
Using these systems, processes and procedures, the project can contribute to
Business Value
Organizations Governance
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
91
Project Governance
Isnot Part of
Project team
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
92
Project teams include roles such as:
•Project management staff. This role may be performed or supported by a
project management office (PMO).
•Project staff. The members of the team who carry out the work of creating the
project deliverables.
•Supporting experts. Supporting experts perform activities required to develop
or execute the project management plan.
•user or customer representatives.
Project team
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
93
•Sellers. Sellers, also called vendors, suppliers, or contractors,. If the sellers bear
a large share of the risk for delivering the project’s results, they may play a
significant role on the project team.
•Business partner members. Members of business partners’ organizations may
be assigned as members of the project team to ensure proper coordination.
•Business partners: provide specialized expertise or fill a specified role such as
installation, customization, training, or support.
Composition of Project teams
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
94
The composition of project teams varies based on factors such as organizational
culture, scope, and location.
The relationship between the project manager and the team varies depending on
the authority of the project manager.
Samples:
Dedicated: - All or a majority of the project team members are assigned to workfull-time on the project.
- The project team may be colocated or virtual and usually reports directly to theproject manager.
- This is the simplest structure for a project manager, as the lines of authority areclear and team members can focus on the project’s objectives.
Composition of Project teams
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
95
Part-time.
- Some projects are established as temporary additional work, with the project
manager and team members working on the project while remaining in their existing
organizations and continuing to carry out their normal functions.
- The functional managers maintain control over the team members and the
resources allocated to the project, and the project manager is likely to continue
performing other management duties (low authority).
- Part-time team members may also be assigned to more than one project at a
time.
Composition of Project teams
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
96
Dedicated and part-time project team compositions may exist in any of the
organizational structures.
Dedicated project teams are often seen in projectized organizations, where most of
the organization’s resources are involved in project work and project managers have
a great deal of independence and authority.
Part-time project teams are common within functional organizations, .
Matrix organizations use both dedicated and part-time project teams.
Other members who have limited involvement at various stages of a project can be
thought of as part-time project team members. (limited calendar)
Composition of Project teams
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
97
Based on organizational structure. An example of this is a partnershipbased project to gainsome advantages.
These advantages may be offset by the project manager’s lower degree of control over teammembers and the need for strong mechanisms for communication and monitoring progress.
Virtual teams rely on collaborative tools, such as shared online workspaces and videoconferences, to coordinate their activities and exchange information about the project.
A virtual team can exist with any type of organizational structure and team composition.
Virtual teams are necessary for projects where resources are located onsite or offsite or both
Accommodate differences in the culture, working hours, time zones, local conditions, andlanguages.
Project Life cycle
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
98
Time
ProjectManagementOutputs
ProjectCharter
Startingthe
project
Organizing andpreparing
Closingthe
project
Carrying out the work
ProjectManagement Plan
AcceptedDeliverables
ArchivedProject
Documents
Project Life cycle
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
99
Risk and uncertainty
Cost of changes
Project TimeLow
High
• A project life cycle is a collection of project phases thatdefines– what work will be performed in each phase– what deliverables will be produced and when– who is involved in each phase, and– how management will control and approve work produced in
each phase• A deliverable is a product or service produced or provided
as part of a project
Project Phases and the Project Life Cycle
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
100
• In early phases of a project life cycle– resource needs are usually lowest– the level of uncertainty (risk) is highest– project stakeholders have the greatest opportunity to influence the project
• In middle phases of a project life cycle– the certainty of completing a project improves– more resources are needed
• The final phase of a project life cycle focuses on– ensuring that project requirements were met– the sponsor approves completion of the project
More on Project Phases
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
101
Phases of the Traditional Project Life Cycle
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
102
One Approach to Managing the Installation of a Telecommunications Network
Executing Processes
Monitoring and Controlling Processes
Closing ProcessesInitiating Processes Planning Processes
Example of a Single-Phase Project
Phases of the Traditional Project Life Cycle
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
103
Phase-to-Phase relationships
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
104
Landscaping
One Approach to Cleaning Up a Hazardous Waste Site
ExecutingProcesses
Monitoring and Controlling Processes
ClosingProcesses
InitiatingProcesses
PlanningProcesses
Waste Removal/Cleanup
ExecutingProcesses
Monitoring and Controlling Processes
ClosingProcesses
InitiatingProcesses
PlanningProcesses
Facility Decommissioning
ExecutingProcesses
Monitoring and Controlling Processes
ClosingProcesses
InitiatingProcesses
PlanningProcesses
Construction Phase
ExecutingProcesses
Monitoring and Controlling Processes
ClosingProcesses
InitiatingProcesses
PlanningProcesses
Design Phase
ExecutingProcesses
Monitoring and Controlling Processes
ClosingProcesses
InitiatingProcesses
PlanningProcesses
Potential Approach to Building a New Factory
Overlapping relationship
Sequential relationship
• projects can follow
– Predictive life cycle: the scope of the project can be clearly
articulated and the schedule and cost can be predicted
– Iterative (cyclic) e.g. research projects
– Adaptive life cycle: (Agile) (rapid cyclic 2-4 W) requirements
cannot be clearly expressed, projects are mission driven and
component based, using time-based cycles to meet target dates.
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
105
• Waterfall model: has well-defined, linear stages of systemsdevelopment and support
• Spiral model: shows that project is developed using an iterative orspiral approach rather than a linear approach
• Incremental build model: provides for progressive development of theproject
• Prototyping model: used for developing prototypes to clarify userrequirements
• Rapid Application Development (RAD) model: used to producesystems quickly without sacrificing quality
Predictive Life Cycle Models
ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
106
Waterfall and Spiral Life Cycle Models
107ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.
Adaptive life cycles (also known aschange-driven or agile methods)
108ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.