Project Management

Framework PMBOK 5th edition

Key Concepts
&
Organization
Influences

Hossam Maghrabi, PMP

Key Concepts

 What is the Project ?

 What is Project Management?
 Relationships Between
- Portfolio Management - Program Management - Project Management
- Organizational Project Management
 Relationships Between
- Project Management - Operations Management - Organizational Strategy
 Business Value.
 Role of the Project Manager.
What is a Project?

It’s a temporary endeavor undertaken to create a unique

Product, Service or Result.
 Projects have a specific purpose and definite beginning and end point
Note: The operation goes on continuously .
 When the end of a project is reached?
– The project's objectives have been achieved.
– The organization terminate the project because,
 Its objectives will not or cannot be met,
 The need for the project no longer exists
– A project may also be terminated if the client (customer, sponsor, or
champion) wishes to terminate it.
 Every project creates a unique product, service, or result.
 Examples of Projects …..
What is Project Management?

Project management is the application of knowledge, skills, tools, and

techniques to project activities to meet the project requirements.
– Project management is accomplished through the appropriate application and
integration of 47 logically grouped project management processes,
which are categorized into five Process Groups.
 Initiating,
 Planning,
 Executing,
 Monitoring and Controlling,
 Closing.
– It is an iterative & progressively elaborated activity .
 Which means,
1. Continuously improving and detailing a plan
2. More accurate estimates become available.
3. Define work and manage it in a greater level of detail.
Relationship
Portfolio, Program & Project
Relationship
Portfolio, Program & Project
A portfolio refers to a collection of projects, programs, sub portfolios,
and operations managed as a group in a coordinated fashion to
achieve strategic objectives.

A projects or programs are linked to The

organization’s strategic plan by Means of
the organization’s portfolio.

A Projects or programs within the

Portfolio may not necessarily be
interdependent or directly related

A projects within or outside of a program

are still considered part of a portfolio.
Relationship
Projects & Strategic Planning
Projects are typically authorized as a result of one or more of the
following strategic considerations:
- Market demand - Strategic opportunity/business need -Environmental consideration
- Social need - Customer request - Technological advance - Legal requirement

Projects are often utilized as a means of directly or indirectly achieving

objectives within an organization’s strategic plan.
Project Management Office (PMO)

Is a management structure that standardizes the project-related

governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques.

The PMO responsibilities can range from

providing project management support
functions to actually being responsible
for the direct management of one or
more projects.

The specific form, function, and structure of a PMO are dependent upon the
needs of the organization that it supports.
Organizational Strategy &
Project / Operations Management

Required Project Management Required BPM, Operations

Activities & Skill Sets Management Activities
& Skill Sets.
Projects Vs. Operational Work
( Intersection )

Operations are an organizational Project Is a temporary endeavor

function performing the ongoing Undertaken To Create a unique
execution of activities that produce Product, Service or Result.
the same product or repetitive service
Role of the Project Manager

A project manager is the person assigned by the performing organization to

achieve the project objectives through overall responsibility for the successful
initiation, planning, execution, monitoring, controlling and closure of a project.

Effective Project Manager requires

1. Understanding and applying the knowledge, tools and techniques recognized as
goodpractice
2. Possessing the needed characteristics of:
1. Knowledge
2. Performance
3. Personal (APPENDIX X3 in PMBOOK)
Influences (EEF)
Organizational Cultures & Styles

 Cultures and styles called a cultural norms.

 Organization’s culture is shaped by the common experiences of the
organization's members, which develop over time.
– Common experiences include, but are not limited to:
 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; and
 Operating environments.

 Organization’s culture & Project's success

– In light of globalization
– knowing which individuals in the organization are the decision makers or influencers
Influences(EEF)
Organizational Communications

 Project management success in an organization is highly dependent on an

effective organizational communication style.
 Organization’s Communication & Project's success
 Organizational communications capabilities and conducting projects.
 Stakeholders and project team members.
 decision making.
 Globalization (electronic communications)
Influences (EEF)
Organizational Structures
Influences
Organizational Structures

1. Staff members are grouped by specialty, 1. Its organizational units called departments.
Production, marketing ,,,,,,. 2. Department directly to the project manager or provide
support services to the various projects
2. Specialties may be further subdivided into
3. Project managers have a great deal of independence and
functional units mechanical, electrical, authority
engineering,,,,. 4. Team members are often co-located.
3. Each department in a functional organization 5. Most of the organization’s resources are involved in
will do its project work independently of other project work
departments.
 Influences
Organizational Structures
Does not provide the PM
1. Have full-time project with the full authority over
managers with the project & project funding.
The role of a project manager is
considerable authority
more of a Coordinator
2. Have full-time project
or Expediter.
administrative staff.

1. Expediter works as staff

assistant and communications
coordinator.
2. Expediter can't personally make
or enforce decisions. Weak matrix organizations maintain
3. Project coordinators have many of the characteristics of
power to make some decisions, a functional organization.
have some authority, and report
to a higher-level manager.
Influences
Organizational Structures
Influences
Organizational Process Assets
 Organizational process assets may be grouped into two categories:
 processes and procedures.
 corporate knowledge base.
 Throughout the project, the project team members may update and add to the
organizational process assets as necessary.

Inputs to most planning processes.

Influences
Enterprise Environmental Factors

 EEF refer to conditions, not under the control of the project team, that influence,
constrain, or direct the project.
 EEF may enhance or constrain project management options, and may have a
positive or negative influence on the outcome (Risk Management).

Inputs to most planning processes.

Project
Stakeholders, Gavernance & success
Project Team

 The project team includes the project manager and the group of individuals who act together in
performing the work of the project to achieve its objectives.
 Project teams include roles such as
– Project management staff. ( Perform project management activities )
– Project staff (Creating the project deliverables)
– Supporting experts
– User or Customer Representatives.(Accept project‘s deliverables or products)
– Sellers.(Vendors, Suppliers or contractors)
– Business partners. (external companies Provide specialized expertise or fill a specified role )
– Business partner members.(Members of business partners’ organizations)
 Composition of Project Teams. The composition of project teams varies based on factors such as
organizational culture, scope, and location.
– Examples of basic project team compositions
 Dedicated. In a dedicated team, all or a majority of the project team members are assigned to work full-
time on the project.
 Part-Time.
Project Life Cycle
Product, Projects & Phases

Project
Lifecycle
Project Life Cycle
Characteristics
Project Life Cycle
Characteristics

While these characteristics

remain present to some
extent in almost all project
life cycles, they are not always
present to the same degree.
For example,
Adaptive life cycles are
developed with the intent of
keeping stakeholder
influences higher and the
costs of changes lower
throughout the life cycle than
in predictive life cycles.
Project Life Cycle
Characteristics & Project Phases

 The life cycle provides the basic framework for managing the project,
regardless of the specific work involved
 Project life cycles can range from Predictive (plan-driven) approaches to
adaptive (change-driven) approaches.
 A project life cycle is the series of phases that a project passes through
from its initiation to its closure.
Project Life Cycle
Predictive
Project Life Cycle
Iterative and incremental
Project Life Cycle
Adaptive
Project Life Cycle
Phase-to-Phase Relationships
Phase
• A project phase is a collection of logically related activities in the project that
aimed to complete one or more deliverables.
• A project may be divided into any number of phases.
• The phase is closed with transfer(hand-off) the Work Product (deliverables of
phase) and approved it.
• The end of phase is called a stage gate, milestone, phase review, phase gate or
kill point.
Project Management Process
Groups
Project Management Process
Groups
The links among the processes in the
Project Management Process Groups are
often iterative in nature. For example, the
Planning Process Group provides the Executing Process
Group with a documented project management plan early
in the project and then updates the project management
plan if changes occur as the project progresses.
Project Information

The project data are continuously

collected and analyzed during the
dynamic context of the project
execution and transformed to become
project information during various
Controlling processes through
analyzed in context and integrated
based on relationships across areas.

Work performance
reports.
The physical or electronic
representation of work
performance information