Project Management Body of Knowledge. Chapters 1-3
- 1. Project Management “Body of Knowledge” Guide Chap 1-3 The PMBOK guide 5th Ed., 2013 Brian Davis, PhD 3/22/19 1
- 2. Summary • Managing a project includes: • ID requirements • Address stakeholder needs, concerns and expectations form project planning to finish • Setting and maintaining stakeholder communications • Balance competing constraints among: – Scope – Quality – Schedule – Budget – Resources – Risks (from Annex A1, p. 417) 3/22/19 2
- 3. Outline Chapter 1 • 1. Relationship among: – Project management – Portfolio management – Program management – Organizational (project) management – Operational management – Organizational strategy 3/22/19 3
- 4. Outline (cont) Chap 2 • 2. Organizational influences – Cultures and styles – Communications – Structures – Process – Environment – Stakeholders and governance – Team – Project lifecycle 3/22/19 4
- 5. Outline (cont) Chap 3 • 3. Project Management Processes – Process interactions – Process groups – Initiating, planning and executing process group – Monitoring and controlling process group – Closing process group – Project information – Role of knowledge areas 3/22/19 5
- 6. Outline (cont) Chap 4 • 4. Project Integration Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Develop project charter – Develop project management plan – Direct and manage project work – Monitor and control project work – Perform integrated change control – Close project or phase 3/22/19 6
- 7. Outline (cont) Chap 5 • 5. Project Scope Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Plan scope management – Collect requirements – Define scope – Create Work Breakdown Structures (WBS) – Validate Scope – Control Scope 3/22/19 7
- 8. Outline (cont) Chap 6 • 6. Project Time Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Plan schedule management – Define activities – Sequence activities – Estimate activity resources – Estimate activity durations – Develop Schedule – Control Schedule 3/22/19 8
- 9. Outline (cont) Chap 7 • 7. Project Cost Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Plan cost management – Estimate costs – Determine budget – Control costs 3/22/19 9
- 10. Outline (cont) Chap 8 • 8. Project Quality Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Plan quality management – Perform Assurance – Control Quality 3/22/19 10
- 11. Outline (cont) Chap 9 • 9. Project Human Resource Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Plan human resource management – Acquire project team – Develop project team – Manage project team 3/22/19 11
- 12. Outline (cont) Chap 10 • 10. Project Communications Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Plan communications management – Manage communications – Control communications 3/22/19 12
- 13. Outline (cont) Chap 11 • 11. Project Risk Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Plan risk management – Identify risks – Perform qualitative risk analysis – Perform quantitative risk analysis – Plan risk responses – Control risks 3/22/19 13
- 14. Outline (cont) Chap 12 • 12. Project Procurement Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Plan procurement management – Conduct procurements – Control procurements – Close procurements 3/22/19 14
- 15. Outline (cont) Chap 13 • 13. Project Stakeholder Management • Each section has INPUTS, TOOLS and TECHNIQUES, and OUTPUTS – Identify stakeholders – Plan stakeholder management – Manage stakeholder engagement – Control stakeholder engagement 3/22/19 15
- 16. Chapter 1: • PMBOK is a STANDARD, that establishes norms, methods, processes and practices for a project • The PMI Lexicon of Project Management Terms is the vocabulary used • Project management institute code of ethics and professional conduct is meant to outline interactions with stakeholders as • Honest • Responsible • Comitted to fair practices • Respectful 3/22/19 16
- 17. 1.2 What is a Project, Portfolio, Program? • Temporary endeavor for product, service or result • The Relationship of Portfolios, Programs and Projects are roughly hierarchical, though projects can exist at all levels. The Portfolio and Progrm construction are based on organizational strategies. • Portfolio – Subportfolio • Projects • Programs – projects – Subprograms » projects 3/22/19 17
- 18. 1.3 What is Project Management • “Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.” Application and integration of 47 processes categorized in 5 process groups: – Initiation – Planning – Executing – Monitoring and controlling – Closing 3/22/19 18
- 19. Managing a Project includes: • ID requirements • Address stakeholder needs, concerns and expectations form project planning to finish • Setting and maintaining stakeholder communications – Active, effective and collaborative • Manage Stakeholders for – Meeting project requirements – Creating project deliverables • Balance competing constraints among: – Scope – Quality – Schedule – Budget – Resources – Risks • Iterative, progressively elaborated project plan throughout the project lifecycle 3/22/19 19
- 20. 1.4 Relationships among Portfolios, Programs, Projects and Organizations • Organizational Project Management: – A strategy execution framework of organizational management and practices to enable predictable delivery on strategies and providing for better performance and sustainable competitive advantage. • Portfolio, Program, Project Management: – Aligned and/or driven by organizational strategies – Contribute to the overall goals of the organization 3/22/19 20
- 21. 1.5 Relationship between Project Management and Operations Management • Operations Management: – Are typically day-to-day business operations – Require business process management • Operations and Project Management may overlap in: – When developing a new product – Improvement to product development processes • Project management MUST consider Operations stakeyholders in projects. 3/22/19 21
- 22. 1.5 Relationship between Project Management and Organizational Strategy • Projects are undertaken to achieve business strategies • Project management depends upon organizational governance and processes 3/22/19 22
- 23. 1.6 Business value • Business value should be driven by projects, either short, medium or long term • Organization strategy is expressed via Mission and Vision statements including market, completion and environment • Project management focuses on on the successful delivery of products, services or results (and drives business value). 3/22/19 23
- 24. 1.7 Role of Project Manager • Lead the team that is responsible for achieving the project objectives • Project manager is the link between the organizational strategy and the project team • Possesses the following competencies – Knowledge – Performance – Personal: attitudes, personality, leadership – Balance of technical, interpersonal and conceptual skills to analyze situations and interact appropriately 3/22/19 24
- 25. 1.7 Project manager characteristics • Leadership • Team building • Motivation • Communication • Influencing • Decision making 3/22/19 25 • Political and cultural awareness • Negotiation • Trust building • Conflict management • Coaching
- 26. Chapter 2: Organizational Influences and Project Life Cycle • Projects occur in a broader context environment that the project itself • Organizational influencers: – Staffing practices – Management practices – Stakeholders – Team structure and membership – Activity phasing – Relationships 3/22/19 26
- 27. Organizational Cultures and Styles • The project manager needs to know who are the decision makers and influencers and work with them to increase the probability of project success. • Common experiences within an organization: – Shared visions, mission, values, beliefs, expectations – Regulations, policies, methods, procedures – Motivation and rewards systems – Risk tolerance – View of leadership, hierarchy, and authority relationships – Code of conduct, work ethic, work hours – Operating environments 3/22/19 27
- 28. 2.1 Key Organizational Characteristics • Organizational communications • Organizational Structures – Functional = little PM authority – Matrix = strong PM authority 3/22/19 28
- 29. 2.1.4 Organizational Process Assets • Org. process assets can be grouped as: – Processes and Procedures • Eg., Plans, procedures, processes, policies, and procedures – Corporate knowledge base • Eg., Lessons learned, historical info, completed schedules, risk data, and earned value data. 3/22/19 29
- 30. 2.1.4.1 Processes and Procedures • Initiating and planning – Guidelines and criteria – Policies, product and project lifecycles, quality. Audits, improvements, checklists, etc. – Templates • Executing, monitoring and controlling – Change control procedures – Financial control procedures – Issue and defect management procedures – Org communication requirements – Procedures for work authorizations – Risk control procedures – Standardized guidelines, criteria, performance measurement • Closing – Project closure guidelines, (eg., lessons learned, product acceptance criteria) 3/22/19 30
- 31. 2.2.4.2 Corporate Knowledge Base • Configuration management including versions and baselines of standards, policies, procedures and docs. • Financial DBs, including labor hours, costs, budgets, cost overruns • Historical info and lessons learned • Issue and defect management records • Process measurement data (eg, process improvement) • Project files from previous projects 3/22/19 31
- 32. 2.1.5 Enterprise Environmental Factors • Conditions not under control by the project team. • Considered as “inputs”, but may have positive or negative influence on project outcomes. 3/22/19 32 • Org. culture, structure and governance • Geographic distribution of resources • Government or industry standards • Infrastructure • Existing human resources (eg, skills) • Personnel Admin (eg, staffing, retention) • Company work authorization systems • Marketplace conditions • Stakeholder risk tolerances • Political climate • Org. communication channels • Commercial databases • Project management information system
- 33. 2.2 Project Stakeholders and Governance • “Project governance-the alignment of the project with stakeholders’ needs or objectives- is critical to the successful management of stakeholder engagement and the achievement of organizational objectives.” • Project stakeholders – Project team members – Internal stakeholders – External stakeholders 3/22/19 33
- 34. Project Stakeholders • May have various levels of engagement (eg, advisors to developers) • Stakeholder ID is a continuous process throughout the entire project life cycle • Stakeholders and positively and/or negatively impact project objectives • Stakeholder perception of a project may be positive or negative. • PM must manage stakeholder expectations • Team members must interact with stakeholders in professional and cooperative manner 3/22/19 34
- 35. Examples of Stakeholders • Sponsor • Customers and users • Sellers (vendors, suppliers, contractors) • Business partners (eg, data suppliers, trainers) • (Internal) Organizational groups (eg, Sales, HR, legal, finance, etc.) • Functional managers • Other Stakeholders (eg, financial entities, government regulators, SMEs, consultants, etc.) 3/22/19 35
- 36. 2.2.2 Project Governance • An oversight function to enhance success and should be described in the project management plan. • Elements of project governance: – Project success definition and deliverable acceptance criteria – Process to ID, escalate and resolve issues – Relationships among team and stakeholders – Project org chart and project roles – Communication processes – Project decision-making processes – Guidelines for alignment of project governance with organizational strategies – Project life cycle approach – Process for stage gate or phase reviews – Change review process – Process to align internal stakeholders with project process reqs. 3/22/19 36
- 37. 2.3 Project Team Roles • Project management • Project staff • Supporting experts • User or customer representatives • Sellers (vendors, suppliers, contractors) • Business partners (eg, data suppliers, trainers) • Business partner members 3/22/19 37
- 38. 2.3.1 Composition of Project Teams • Dedicated: – often seen in projectized organizations – PMs have a great deal of authority • Part-Time – Common in functional organizations • Joint ventures, consortiums, partnership • Can be virtual, dispersed geographically – Technology reliance for coordination and communication – Accommodations for different cultures, working hours, time zones, local conditions and languages 3/22/19 38
- 39. 2.4 Project Life Cycle • Series of phases form initiation to closure • Provides the basic framework for managing a project • Phases can be broken down by: – Functional or partial objectives – Intermediate results or deliverables – Specific milestones – Financial availability – Generally time bounded • Range from predictive (waterfall) to adaptive (agile) 3/22/19 39
- 40. Cost, Staffing and Risk During Phases • Low at start, peak as work is carried out, and drop as project is closed out • Risk and uncertainty is highest at beginning of project, but should decrease over the course of the project as decisions are reached and deliverables are accepted • Impact of changes on cost are lowest near the start of the project and highest near the end. • (“Fail Fast, Fail Early!”) 3/22/19 40
- 41. Fig 2-8. Cost and Staffing 3/22/19 41From PMBOK
- 42. Fig 2-9. Risk, Uncertainty and Cost 3/22/19 42From PMBOK
- 43. 2.4.2.1 Phase Relationships • Sequential – Reduces uncertainty but may eliminate options for reducing overall schedule • Overlapping – Con: may increase risk if phases start before all info is in on last phase – Pro: may allow for compression of time and allow work in parallel. 3/22/19 43
- 44. Fig 2-8. Characteristics of the Project Life Cycle 3/22/19 44From PMBOK
- 45. 2.4.2.2 Predictive Life Cycles 3/22/19 45From PMBOK
- 46. 2.4.2.2 Predictive Life Cycles • Project Scope, Time and Cost are determined early in project • Series of sequential or overlapping steps • Work in each phase is largely different in nature form other steps • Makeup and skills of team members vary from phase to phase 3/22/19 46
- 47. 2.4.2.3 Iterative and Incremental Life Cycles • Preferred for Projects that are complex, and/or objectives and scope are likely to change. • Project phases (iterations) repeat as the project team’s understanding of project and product increases • ITERATIONS develop the PRODUCT through repeated cycles • INCREMENTS successively add FUNCTIONAITY to the product through repeated cycles • During an iteration: – all the activities will be performed – A set of deliverables is completed at the end of the iteration • Future iterations may enhance deliverables or create new ones • Each iteration builds deliverables until the exit criteria for project or phase is met. • Iterations allow project team to incorporate feedback form stakeholders 3/22/19 47
- 48. Adaptive Life Cycles • AKA as change-driven or agile methods • Responsive to high levels of change and stakeholder involvement • Iterations are rapid (2-4 weeks) • Set of requirements into backlog • Beginning of iteration, high-priority items developed during iteration, based on the time within the iteration • End of iteration, Product demo to stakeholder(s) 3/22/19 48
- 49. Adaptive Life Cycle 3/22/19 49 From https://bit.ly/2u5rNV8 , based on PMBOK
- 50. 3. Project Management Processes • Each process is characterized by – Inputs – Tools and techniques to be applied – Outputs – To be considered: • Organizational process assets • Enterprise environmental factors 3/22/19 50
- 51. To Ensure Project Success • Select appropriate processes to objectives • Define approach that can be adapted to meet requirements • Establish and maintain appropriate communication and engagement with stakeholders • Comply with requirements to meet stakeholder needs and expectations • Balance competing constraints of scope, schedule, budget, quality, resources, and risk 3/22/19 51
- 52. Product vs. Project Processes • Project management processes – Ensure the effective flow of the project throughout its life cycle – Application of tools and techniques described in Chapters 4-13 (knowledge areas) – Generally applicable to all project management • Product-oriented processes – Specify and create the Product – Some processes may be product-specific – Product processes need to be known to effectively manage Project scope 3/22/19 52
- 53. Five (5) Process Management Groups • PMBOK describes the nature of PM processes and the integration among them, their interactions and purposes. – Initiating process group – Planning process group – Executing process group – Monitoring and controlling process group – Closing process group 3/22/19 53
- 54. Network of Process Groups • Common PM process interactions • PM process groups • Initiation process group • Planning process group • Executing process group • Monitoring and controlling process group • Closing process group • Project Information • Role of knowledge areas 3/22/19 54
- 55. 3.1 Common Project Management Process Interactions • PM Processes are well-defined but in practice overlap and interact • Iterative and many processes are repeated during the project • The integrative nature of PM requires the monitoring and controlling process group to interact with the other process groups (see Fig 3-1) 3/22/19 55
- 56. Fig 3-1. Monitoring and Controlling Process Group Interaction With Other Group Processes 3/22/19 56From PMBOK
- 57. Linkage Among Process Groups • Process Groups are overlapping activities • Output of one process can be input to another process or a deliverable • May be incremental deliverables • Process group interaction is shown in Figure 3- 2. 3/22/19 57
- 58. Fig 3-2: Process Group Interaction 3/22/19 58From PMBOK
- 59. Project Management Process Interactions • Interactions can be – among process groups or – within process groups • Fig 3-3 is a summary of simple flow and interactions among process groups and stakeholders • PM processes are linked by INPUTS and OUTPUTS • Output(s) from one process becomes the input(s) to another process • Iterative nature of project management results in reuse of processes 3/22/19 59
- 60. Fig 3-3 PM Process Interactions 3/22/19 60 From PMBOK
- 61. Five (5) Process Management Groups • PMBOK describes each process group in sections 3.3-3.7 – 3.3 Initiating process group – 3.4 Planning process group – 3.5 Executing process group – 3.6 Monitoring and controlling process group – 3.7 Closing process group 3/22/19 61
- 62. 3.3 Initiating Process Group • The processes in this process group involve authorization and start of project • Key purpose is to align stakeholders with the project’s purpose, and to involve them in the project going forward • Sets the vision for the project • Initial Scope defined • Initial finances committed • Project charter approved • Success criteria defined • Large and complex projects typically involve phases (ie, multiple Initiating processes for subsequent phases) 3/22/19 62
- 63. 3.4 Planning Process Group • Processes to: – Define the total scope of the project – Define and refine objectives – Define actions to accomplish objectives • Key purpose is to set strategy, tactics and methods • Define and Develop Project management plans and other docs (deliverables). – Allow for “progressive elaboration” = significant changes in project can trigger changes in planning processes 3/22/19 63
- 64. Project Management Plan • The project management plan and associated docs (deliverables) may include, but are not limited to: • Scope • Time • Cost • Quality • Communications 3/22/19 64 • Human resources • Risks • Procurements • Stakeholder engagement
- 65. Updating • Generally, learning through each phase will suggest changes to the project (typically approved in the monitoring and controlling processes) • Updates to the project management plan and other docs will provide greater visibility into schedule, costs and other aspects of the project. • The organization has procedures to dictate when initial planning ends • Results in each iteration are documented as updates to the project management plan and other docs 3/22/19 65
- 66. 3.5 Executing Process Group • Processes to complete the work defined in the project management plan – Coordinating people and resources – Manage stakeholder expectations – Performing and integrating activities • Key purpose is to execute on strategy, tactics and actions outlined in project management plan • Most of budget expended in these processes • Results from project execution may require planning updates and and rebaselining – Unanticipated risks – Further analysis 3/22/19 66
- 67. 3.6 Monitoring and Controlling Process Group • Processes to track, review and manage the progress of project – Monitor (measure) and analyze project performance – ID variance with project management plan – Recommending and Controlling changes in anticipation of risks – Influencing decision makers to ensure only approved changes are implemented • Key purpose is to continuously monitor health of project and to trigger changes as new information surfaces 3/22/19 67
- 68. 3.7 Closing Process Group • Processes to conclude all activities across all 5 project management process groups for formal completion of project, phase or contract • Processes may include, but are not limited to: – Obtain acceptance for closure by stakeholder(s) – Conduct review – Document lessons Learned – Update organizational procedures – Archive all docs – Close procurement activities and other agreements – Perform team assessments – Release project resources • Key purpose is to formally and visibly end project, phase or contract 3/22/19 68
- 69. 3.8 Project Information • Distinction between DATA and INFORMATION • Data throughout project is analyzed and used as information in the project (esp. in the controlling processes) – Work performance data • Raw observations collected during project – Work performance information • Analyzed data – Work performance reports • Analyzed data captured in formal project documents 3/22/19 69
- 70. 3.9 Role of Knowledge Areas • Ten (10) knowledge areas are used to classify the 47 PMBOK project management processes 3/22/19 70 • Project initiation management • Project scope management • Project time management • Project cost management • Project quality management • Project human resource management • Project communications management • Project risk management • Project procurement management • Project stakeholder management
- 71. Ten (10) Knowledge Areas and Five (5) Process Group Relationship • PMBOK shows how Knowedge areas integrate with Process groups • More information in subsequent cahpters (4- 13) • Table 3-1 shows mapping of – 47 project management processes within the – 5 process groups and – 10 knowledge areas 3/22/19 71
- 72. Table 3-1 PM Process Group Mapping to Knowledge Areas 3/22/19 72