BAB906: INTRODUCTION TO PROJECT MANAGEMENT; L2

BAB906 : LECTURE TWO AGENDA (BIT OF A REVIEW…)

• Describe why project management is valuable to
organizations.

• Identify the five project management process groups

and the processes within each group AND the new
PMBOK 7 structure

• Recognize the relationships among project, program,

portfolio, and operational management

• Define a typical project lifecycle

• Identify the function and importance of tailoring

WHAT IS A PROJECT?
WHAT IS A PROJECT?
 A project is “a temporary endeavor undertaken to create a unique product,
service, or result”
 Projects drive change
 Project enable business value creation. Value can be in the form of time,
money, goods or intangibles in return for something exchanged.
 Projects end when their objectives have been achieved (or can’t be
achieved), funding/resources is exhausted or no longer available, the need
no longer exists, or the project has been terminated for legal cause or
convenience.

PMBOK® Guide – Sixth Edition (2017).

WHY LAUNCH PROJECTS?
• Meet regulatory, legal or social requirements
• Satisfy stakeholder requests or needs
• Implement or change business or technological strategies
• Create, improve or fix products, processes or services
• Something in the internal and external environment is driving change…
CHANGE… IT AIN’T GOING AWAY SO LET’S DEAL WITH IT!
CHANGE HAPPENS

Information X2
1900 – 100 years
1945 – 25 years
2020 – 13 MONTHS
Post IOT – 12 HOURS
CHANGE HAPPENS
WHAT IS PROJECT MANAGEMENT?
• Project management is “the application of knowledge, skills, tools and
techniques to project activities to meet project requirements.”*

• The Technical Dimension (The “Science”)

• Consists of the formal, disciplined, purely logical parts of the process.
• Includes planning, scheduling, and controlling projects.

• The Sociocultural Dimension (The “Art”)

• Involves contradictory and paradoxical world of implementation.
• Centers on creating a temporary social system within a larger organizational
environment that combines the talents of a divergent set of professionals working to
complete the project.

PMBOK® Guide – Sixth Edition (2017).

TOOLS
TOOLS
PROJECT CONSTRAINTS
Scope

Risk Quality

The
Project

Time
Cost
Resources
PROJECT CONSTRAINTS
Every project has constraints. Project leaders determine the primary constraint(s) for their projects through discussion
with the Project Sponsor(s).

The iron triangle of project management (also called the triple constraints)…

Time: When Cost: Is there

must the project a fixed budget
be completed? for the project?

Scope: What work must be done as part of the project?

What specifications does the customer or sponsor expect to
be included in the project?
A SLIGHTLY MORE FULSOME VIEW

15
PROJECTS WITH ONLY ONE CONSTRAINT

Projects with a primary constraint have 2 trade-offs.

Let’s imagine our Project Sponsor says the project must be complete
by the end of the year (time constraint).

Must complete
The Scope is a The Budget is a
by December
tradeoff tradeoff
31, 2023

Maybe we can’t Maybe we need

do all the work to spend more
we hoped to do? money in order
to get it done on
time?
PROJECTS WITH TWO CONSTRAINTS

Projects with 2 constraints

have 1 trade-off
WHAT IS A PROGRAM?
• A program is:
– “a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually”
• Project management focuses on the interdependencies within a
project to determine the optimal management approach.
• Program management focuses on the interdependences between
projects and between projects and the program level to achieve
program objectives

PMBOK® Guide – Sixth Edition (2017).

WHAT IS PORTFOLIO MANAGEMENT?
• Centralized management of projects, programs, subsidiary
portfolios and operations in order to achieve strategic objectives.

• Few key benefits include:

– Guides organizational investment decisions
– Optimizes resource allocation
– Provides decision-making transparency

PMBOK® Guide – Sixth Edition (2017).

WHY SUCH A HIGH FAILURE RATE?

From the PMI

1. Poor alignment
2. Bad planning
3. Lack of executive support
4. Incomplete requirements
5. Unclear expectations
6. Scope creep
7. Lack of resources
8. Choice of technology
9. Inexperience

Source: generated by AI
WHY SUCH A HIGH FAILURE RATE?
Executive sponsors weren’t really engaged
Projects weren’t aligned to organizational strategy
Scope creep

The ratio of wasted spend (12%) hasn’t changed much in the last five years.

BUT, let’s define “failure” carefully…

SCOPE CREEP

≠
EFFECTIVE PROJECT MANAGEMENT…
• Helps individuals, groups and organizations to:

• Manage change more effectively

• Optimize the use of organizational resources

• Achieve business strategies and objectives

• And many more…

PMBOK® Guide – Sixth Edition (2017).

THE GENERIC PROJECT LIFE CYCLE
= Phase Gates
Pre-Project
Needs
Assessment
leads to Biz Case
and Benefits
Management
Plan
1 2 3 4

• All projects pass through these phases from start to finish.

• Phase names can vary from organization to organization. For
instance, in carrying out the work, phase names like “Build”
and “Test” are common.

PMBOK® Guide – Sixth Edition (2017).

PROJECT PHASES

PHASE
• Collection of logically related project activities that culminates
in the completion of one or more deliverables.
DELIVERABLE
• Measurable, verifiable work product.

• Phases may be sequential, iterative, or overlapping

• Project teams determine the best life cycle approach for each
project (tailoring)
• Gates require the project’s performance to be reviewed and a
decision to proceed to the next phase is made

PMBOK® Guide – Sixth Edition (2017).

DEVELOPMENT LIFE CYCLES
 Every project has one or more phase associated with development.
 In these phases, the product, service or result is developed. We refer to this
as the development life cycle.
 Development life cycles can be predictive, adaptive or a combination of
both.

PMBOK® Guide – Sixth Edition (2017).

DEVELOPMENT LIFE CYCLE DEFINITIONS
 Predictive life cycles - scope, time and cost are determined in the early
phases of the life cycle. Changes to scope are carefully managed. We refer
to this approach as “waterfall”.
 Adaptive life cycles are agile. They can be:

1. Iterative – the solution can’t be easily determined so the project team

creates an initial prototype and refines it through iterations until it
sufficiently fits the needs or solves the problem.
2. Incremental – the solution is developed in “chunks” and it’s not complete
until the final increment is complete.
 Hybrid life cycles are a combination of predictive (when aspects of the
requirements are well known) and adaptive (when requirements are unclear
and evolving)
PMBOK® Guide – Sixth Edition (2017).
TAILORING
 No two projects are the same.
 So many factors make them different - number of resources and associated
skills, culture of the organization/department, project constraints, etc. etc.
 The project team must determine the best life cycle approach for each.
Considerations include:

SCOPE SCHEDULE
COST RESOURCES
QUALITY RISK

PMBOK® Guide – Sixth Edition (2017).

PROJECT MANAGEMENT FRAMEWORK

PMBOK®
PMBOK’S SIXTH EDITION – 49 PROCESSES
Project Management Process Groups
Initiating Planning Executing Monitoring & Closing
Knowledge
Process Process Process Control Process
Areas

BUT NOW, THERE IS THE 7TH EDITION

Group Group Group Process Group Group
4. Project 4.1 Develop 4.2 Develop 4.3 Direct and Manage 4.5 Monitor and 4.7 Close Project
Integration Project Project Project Work Control Project or Phase
Charter Management 4.4 Manage Project Work
Management Plan Knowledge 4.6 Perform
Integrated
Change Control
5. Project 5.1 Plan Scope 5.5 Validate
Scope Management Scope
5.2 Collect 5.6 Control
Management Requirements Scope
5.3 Define Scope
5.4 Create WBS
6. Project 6.1 Plan Schedule 6.6 Control
Schedule Management Schedule
6.2 Define
Management Activities
6.3 Sequence
Activities
6.4 Estimate
Activity
Durations
6.5 Develop
Schedule
7. Project 7.1 Plan Cost 7.4 Control
Cost Management Costs
7.2 Estimate
Management Costs
7.3 Determine
Budget
8. Project 8.1 Plan Quality 8.2 Manage Quality 8.3 Control Quality
Quality Management

Management

9. Project 9.1 Plan Resource 9.3 Acquire Resources 9.6 Control

Resource Management 9.4 Develop Team Resources
9.2 Estimate 9.5 Manage Team
Management Activity
Resources
10. Project 10.1 Plan 10.2 Manage 10.3 Monitor
Communications Communication Communications Communications
Management
Management

11. Project 11.1 Plan Risk 11.6 Implement Risk 11.7 Monitor
Risk Management Responses Risks
11.2 Identify
Management Risks
11.3 Perform
Qualitative
Risk Management
11.4 Perform
Quantitative
Risk Management
11.5 Plan Risk
Responses

12. Project 12.1 Plan 12.2 Conduct 12.3 Control

Procurement Procurement Procurements Procurements
Management
Management

13. Project 13.1 Identify 13.2 Plan 13.3 Manage 13.4 Monitor
Stakeholder Stakeholders Stakeholder Stakeholder Stakeholder
Engagement Engagement Engagement
Management

Table 4.1 Project Management Process Groups and Knowledge Area Mapping.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition. PMI. 2017
PMBOK 7TH EDITION

The performance domains

represent a project
management system of
interactive, interrelated, and
interdependent management
capabilities that work in unison
to achieve desired project
outcomes.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021
DESCRIPTION OF PROCESS GROUPS
1. Initiating processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start.

2. Planning processes required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the objectives

3. Executing processes required to complete the work defined in the project

management plan to satisfy the project requirements.

4. Monitoring and controlling processes required to track, review and regulate

progress and performance, identify areas where changes to the plan are
required and initiate the corresponding changes.

5. Closing processes required to formally complete or close the project, phase

or contract.

PMBOK® Guide – Sixth Edition (2017).

PROCESS GROUPS

PMBOK® Guide – Sixth Edition (2017).

DESCRIPTION OF PROCESS GROUPS

PMBOK® Guide – Sixth Edition (2017).

PROJECT MANAGEMENT KNOWLEDGE AREAS
1. Integration management is the processes and activities to identify, define,
combine, unify and coordinate the various processes and activities with the
process groups.

2. Scope management includes the processes required to ensure the project

includes all the work required, and only the work required, to complete the
project successfully.

3. Schedule management includes the processes required to manage the

timely completion of the project

PMBOK® Guide – Sixth Edition (2017).

PROJECT MANAGEMENT KNOWLEDGE AREAS
4. Cost management includes the processes involved in planning, estimating,
budgeting, financing, funding, managing, and controlling costs so the project
can be completed within the approved budget

5. Quality management includes the processes for incorporating the

organization’s quality policy regarding planning, managing, and controlling
project and product quality requirements, in order to meet stakeholders’
expectations.

6. Resource management includes the processes to identify, acquire and

manage the resources needed for the successful completion of the project.

PMBOK® Guide – Sixth Edition (2017).

PROJECT MANAGEMENT KNOWLEDGE AREAS
7. Communications management includes the processes involved to ensure timely and
appropriate planning, collection, creation, distribution, storage, retrieval, management,
control, monitoring and ultimate disposition of project information.

8. Risk management includes the processes of conducting risk management planning,

identification, analysis, response planning, response implementation and monitoring risk
on a project.

9. Procurement management includes the processes necessary to purchase or acquire

products, services, or results needed from outside the project team.

10. Stakeholder management includes the processes required to identify the people, groups,
or organizations that could impact or be impacted by the project, to analyze stakeholder
expectations and their impact on the project, and to develop appropriate management
strategies for effectively engaging stakeholders in project decisions and execution.

PMBOK® Guide – Sixth Edition (2017).

PMBOK 7TH EDITION

The performance domains

represent a project
management system of
interactive, interrelated, and
interdependent management
capabilities that work in unison
to achieve desired project
outcomes.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021
THE PRINCIPLES OF PROJECT MANAGEMENT (AS PER THE PMI)

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021
STEWARDSHIP

Stewards act responsibly  Stewardship encompasses

to carry out activities responsibilities within and
with integrity, care and external to the organization.
trustworthiness while  Stewardship includes:
maintaining compliance • Integrity,
with internal and • Care,
external guidelines. They • Trustworthiness, and
demonstrate a broad • Compliance
commitment to  A holistic view of stewardship
financial, social and considers financial, social,
environmental impacts technical and sustainable
of the projects they environmental awareness.
support.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

40
TEAM

 Projects are delivered by project

Project teams are made up of teams.
 Project teams work within
individuals who wield diverse
knowledge, skills, and organizational and professional
experience. Project teams that cultures and guidelines, often
establishing their own “local”
work collaboratively can
culture.
accomplish a shared objective  A collaborative project team
more effectively and efficiently environment facilitates:
than individuals working on • Alignment with other
their own. organizational cultures and
guidelines,
• Individual and team learning
and development, and
• Optimal contributions to deliver
desired outcomes.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

41
STAKEHOLDERS

Engage stakeholders  Stakeholders influence

proactively and to projects, performance,
the degree needed and outcomes.
to contribute to  Project teams serve
project success and other stakeholders by
customer engaging with them.
satisfaction.  Stakeholder engagement
proactively enhances
value delivery.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

42
VALUE

Continually evaluate  Value is the ultimate indicator of

project success.
and adjust project  Value can be realized throughout
alignment to the project, at the end of the
project, or after the project is
business objectives complete.
and intended  Value, and the benefits that
benefits and value. contribute to value, can be defined
in quantitative and/or qualitative
terms.
 A focus on outcomes allows project
teams to support the intended
benefits that lead to value creation.
 Project teams evaluate progress
and adapt to maximize the
expected value.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

43
SYSTEM THINKING

Recognize, evaluate,  A project is a system of

interdependent and interacting
and respond to the domains of activity.
dynamic  Systems thinking entails taking a
holistic view of how project parts
circumstances interact with each other and with
within and external systems.
surrounding the  Systems are constantly changing,
requiring consistent attention to
project in a holistic internal and external conditions.
way to positively  Being responsive to system
interactions allows project teams
affect project to leverage positive outcomes.
performance.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

44
LEADERSHIP

Demonstrate and  Effective leadership promotes project

success and contributes to positive
adapt leadership outcomes.
behaviours to  Any project team member can
demonstrate leadership behaviours.
support individual  Leadership is different than
and team needs. authority.
 Effective leaders adapt their style to
the situation.
 Effective leaders recognize
differences in motivation among
project team members.
 Leaders demonstrate desired
behavior in areas of honesty,
integrity, and ethical conduct.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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TAILORING

Design the project  Each project is unique.

development approach  Project success is based on
based on the context of adapting to the unique
the project, its objectives, context of the project to
stakeholders, governance, determine the most
appropriate methods of
and the environment using
producing the desired
“just enough” process to
outcomes.
achieve the desired  Tailoring the approach is
outcome while maximizing iterative, and therefore, is a
value, managing cost, and continuous process
enhancing speed. throughout the project.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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QUALITY

Maintain a focus on quality  Project quality entails

that produces deliverables satisfying stakeholders’
that meet project expectations and fulfilling
objectives and align to project and product
needs, uses, and requirements.
 Quality focuses on meeting
acceptance requirements
acceptance criteria for
set forth by relevant
deliverables.
stakeholders.  Project quality entails
ensuring project processes
are appropriate and as
effective as possible.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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COMPLEXITY

 Complexity is the result of human

behavior, system interactions, uncertainty,
Continually evaluate and and ambiguity.
navigate project  Complexity can emerge at any point
complexity so that during the project.
 Complexity can be introduced by events
approaches and plans or conditions that affect value, scope,
enable the project team to communications, stakeholders, risk, and
successfully navigate the technological innovation.
 Project teams can stay vigilant in
project life cycle. identifying elements of complexity and
use a variety of methods to reduce the
amount or impact of complexity.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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RISK

 Individual and overall risks can impact projects.

 Risks can be positive (opportunities) or negative
Continually evaluate (threats).
exposure to risk, both  Risks are addressed continually throughout the
opportunities and threats, project.
 An organization’s risk attitude, appetite and
to maximize positive threshold influence how risk is addressed.
impacts and minimize  Risk responses should be:
negative impacts to the • Appropriate for the significance of the risk,
project and its outcomes. • Cost effective,
• Realistic within the project context,
• Agreed to by relevant stakeholders, and,
• Owned by a responsible person.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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ADAPTABILITY AND RESILIENCY

Build adaptability and  Adaptability is the ability

resiliency into the to respond to changing
organization’s and conditions.
project team’s  Resiliency is the ability to
approaches to help the absorb impacts to
project accommodate recover quicky from a
setback or failure.
change, recover from  A focus on outcomes
setbacks, and advance
rather outputs facilities
the work of the project. adaptability.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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CHANGE

 A structured approach to change

Prepare those impacted helps individuals, groups and the
organization transition from the
for the adoption and current state to a future desired
sustainment of new and state.
 Change can originate from internal
different behaviours influences or external sources.
and processes required  Enabling change can be challenging
as not all stakeholders embrace
for the transition from change.
the current state to the  Attempting too much change in a
short time can lead to change
intended future state fatigue and/or resistance.
created by the project  Stakeholder engagement and
motivational approaches assist in
outcomes. change adoption.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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 PROJECT PERFORMANCE DOMAINS

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021
STAKEHOLDER PERFORMANCE DOMAIN

 Effective execution of this

The Stakeholder performance domain results in the
Performance Domain following desired outcomes:
 A productive working
addresses activities and relationship with stakeholders
throughout the project.
functions associated  Stakeholder agreement with
with stakeholders. project objectives.
 Stakeholders who are project
beneficiaries are supportive
and satisfied while
stakeholders who may oppose
the project or its deliverables
do not negatively impact
project outcomes.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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TEAM PERFORMANCE DOMAIN

 Effective execution of this

The Team Performance
performance domain results in
Domain addresses the following desired outcomes:
activities and functions  Shared ownership.
 A high performing team.
associated with the  Applicable leadership and
people who are other interpersonal skills
demonstrated by all team
responsible for members.
producing project
deliverables that
produce business
outcomes.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN

The Development  Effective execution of this performance

Approach and Life domain results in the following desired
outcomes:
Cycle Performance  Development approaches that are
Domain addresses consistent with project deliverables.
 A project life cycle consisting of phases
activities and functions
that connect the delivery of business and
associated with the stakeholder value from the beginning to
development the end of the project.
 A project life cycle consisting of phases
approach, cadence, that facilitate the delivery cadence and
and life cycle phases of development approach required to
the project. produce the project deliverables.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

55
PLANNING PERFORMANCE DOMAIN
The Development  Effective execution of this performance domain results in
Approach and Life Cycle the following desired outcomes:
 The project progresses in an organized, coordinated
Performance Domain and deliberate manner.
addresses activities and  There is a holistic approach to delivering the project
outcomes.
functions associated with  Evolving information is elaborated to produce the
the initial, ongoing, and deliverables and outcomes for which the project
was undertaken.
evolving, organization  Time spent planning is appropriate for the
and coordination situation.
 Planning information is sufficient to manage
necessary for delivering stakeholder expectations.
 There is a process for the adaption of plans
project deliverables and
throughout the project based on emerging and
outcomes. changing needs or conditions.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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PROJECT WORK PERFORMANCE DOMAIN

 Effective execution of this performance

The Project Work domain results in the following desired
Performance Domain outcomes:
 Efficient and effective project
addresses activities and performance.
functions associated with  Project processes are appropriate
for the project and the
establishing project environment.
processes, managing  Appropriate communication with
stakeholders.
physical resources, and  Efficient management of physical
fostering a learning resources.
 Effective management of
environment. procurements.
 Improved capability due to
continuous learning and process
improvement.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021

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DELIVERY PERFORMANCE DOMAIN

 Effective execution of this performance

The Delivery domain results in the following desired
Performance Domain outcomes:
 Projects contribute to business
addresses activities objectives and advancement of
and functions strategy.
 Projects realize the outcomes they
associated with were initiated to deliver.
delivering the scope  Project benefits are realized in the
time frame in which they were
and quality that the planned.
project was  The project team has a clear
undertaken to understanding of requirements.
 Stakeholders accept and are satisfied
achieve. with project deliverables.

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MEASUREMENT PERFORMANCE DOMAIN
 Effective execution of this performance
The Measurement domain results in the following desired
outcomes:
Performance Domain  A reliable understanding of the
addresses activities and status of the project.
functions associated with  Actionable data to facilitate
decision-making.
assessing project  Timely and appropriate actions to
performance and taking keep project performance on
appropriate actions to track.
 Achieving targets and generating
maintain acceptable business value by making
performance. informed and timely decisions
based on reliable forecasts and
evaluations.

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UNCERTAINTY PERFORMANCE DOMAIN

 Effective execution of this performance domain results in the

following desired outcomes:
 An awareness of the environment in which projects occur,
The Uncertainty including, but not limited to, the technical, social, political,
market, and economic environments.
Performance  Proactively exploring and responding to uncertainty.
Domain addresses  An awareness of the interdependence of multiple variables
activities and on the project.
 The capacity to anticipate threats and opportunities and
functions
understand the consequences of issues.
associated with risk  Project delivery with little or no negative impact from
and uncertainty. unseen events or conditions.
 Opportunities are realized to improve project performance
and outcomes.
 Cost and schedule reserves are utilized effectively to
maintain alignment with project objectives.

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A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition. PMI. 2021
MANY PROJECT LIFECYCLES

Predictive (Waterfall)

Adaptive (Agile & Lean)

Objectives
Hybrid

Start
MANY TOOLS AND TECHNIQUES

 There is no one way of doing things anymore.

 Context is everything.
 This is leading to a movement away from a single
“best practice” to many context appropriate “good
practices”.

 PMI’s Standards+ is a digital companion to the

PMBOK and helps project management
professionals stay current by sharing original case
studies, articles,
Click here tovideos
learn aboutand downloadable
PMIStandards+
templates.
QUESTIONS?

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