L1 (PROJECT MANAGEMENT FRAMEWORK)

MPE: Project Management Lecture 1

1.0 PROJECT MANAGEMENT FRAMEWORK

1.1 Definition of Project

(a) Temporal

(b) Has a beginning and an end

(c) Create a unique product, service or result

(d) Progressively elaborate

1.2 Operational work

(a) It is not a project

(b) It is an operation i.e. on-going work

(c) Involves managing on-going work

1.3 Project Vs. Operational Work

(a) Common Characteristics:

Performed by people

Constrained by limited resources

Planned, executed, and controlled

(b) Operations Characteristics:

Ongoing

Repetitive

(c) Project Characteristics:

Temporary

Unique


1.4 What is Project Management

(a) Application of knowledge, skills, tools and techniques to project

activities to meet project requirements.

(b) Accomplished through the application and integration of the project

management processes of initiating, planning, executing,

monitoring and controlling, and dosing.

(c) Managing a project includes:-

Identify requirements

Establishing clear and achievable objectives

Balancing the competing demands for quality, scope, time, and

cost

Adopting the specifications, plans, and approach to the different

concerns and expectations of the various stakeholders.

1.5 Division of Project Management

(a) Process Groups

Initiating

Planning

Executing

Monitoring and control

Closing

(b) Knowledge Areas

Integration Management

Scope

Time (Schedule)


Cost

Quality

Human resource

Communications

Risk

Procurement

Professional and social responsibility

1.6 Program Management

(a) Definition

Group of Projects

(b) Purpose of Program

Coordination

(c) Advantages of Program

Decreased risk

Economies of scale

Improved management

1.7 Portfolio Management

(a) Definition

Management of programs

1.8 Triple Constraint

(a) Cost

(b) Time

(c) Scope

(d) Quality


(e) Risk

(f) Stakeholders satisfaction

1.9 Expertise of Project Management

(a) Technical knowledge

(b) People-managing skills

(c) Interpersonal skills

(d) General management skills

(e) Project environment.

1.10 Project and Strategic Planning

(a) Project are often utilized as a means of achieving an organizations

strategic plan

(b) Strategic consideration

Market demand

Organizational need

Customer request

Technological advance

Legal requirement

(c) Strategic planning looks at strategic considerations from a bigger

perspective (macroscopic level) while project management looka at

strategic consideration from a smaller perspective (microscopic

level)

1.11. Understanding the Project Environment

(a) Cultural and social environment

(b) International and political environment


(c) Physical environment

1.12 General Management Knowledge and Skills

(a) Financial management & accounting- manufacturing & distribution

(b) Purchasing & procurement – Logistics & supply chain

(c) Sales & marketing – Strategic/ tactical/ operational planning

(d) Contracts & commercial law – health & safety practices

(e) Organizational structure, organizational behaviour, personnel

administration, compensation, benefits, and career paths.

(f) Information technology

1.13 Project Life Cycle

Life cycle is a progression through a series of differing stages of

development.

(a) The Project Life Cycle

Project are divided into phases to provide better management

control with appropriate links to the ongoing operations of the

performing organization

Phases are known as the project life cycle.

Characteristics of the Project Life Cycle

The project Life cycle defines the phases that connect the

beginning of a project to its end

Deliverables from one phase is usually reviewed for

completeness and accuracy and approved before work starts on

the next phase.

Overlapping phases is an example of the application of the

schedule compression technique called fast tracking


(b) Project life cycle generally defines:-

What technical want to do in each phase

When the deliverables are to be generated in each phase and how

each deliverable is reviewed, verified, and validated.

Who is involved in each phase

How to control and approve each phase

(c) Common Characteristics of project life cycle:-

Phases are generally sequential and are usually defined by some

form of technical information transfer or technical component

hand off.

Cost and staffing levels are low at the start, peak during the

intermediate phases, and drop rapidly as the project draws to a

conclusion.

The level of uncertainty is highest, and hence, risk of failing to

achieve the objective is greatest at the start of the project. The

certainty of completion generally gets progressively better as the

project continues.

The ability of the stakeholders to influence the final

Characteristics of the project’s product and the final cost of the

project is highest at the start, and get progressively lower as the

project continues.

The cost of changes and correcting errors generally increase as

the project continues.


(d) Characteristics of Project Phases

The completion and approval of one or more deliverables

characterizes a project phase.

For reasons of size, complexity, level of risk, and cash flow

constraints, phases can be further subdivided into sub phases.

A project phase is generally concluded with a review of the work

accomplished and the deliverables to determine acceptances.

A phase can be closed without the decision to initiate any other

phases.

A phase and review can be hold with the explicit goals of

obtaining authorization to close the current phase and to initiate

the subsequent one

Phase and reviews are called phase exits, phase gates, or kill

points.

(e) Phase in a Project Life Cycle

Initial- Idea

- Project management team

- Charter

- Scope statement

Intermediate – Plan

- Baseline

- Progress

- Acceptance

Final –Approval

- Handover


- Product

1.14 Types of Life Cycle

(a) Product Life Cycle

What you need to do to manage the work

Lasts from conception of a new product to its withdrawal.

Can require or spawn many projects over its life.

Involves conception, growth, maturity, decline, withdrawal.

(From PMP Exam Prep, Rita Mulcahy, 5th Edition)

(b) Project Life Cycle

What you need to do to do the work

Involves initial phases, intermediate phases, and final phases.

1.15 Project Organization

(a) Organizational cultures and styles

Shared values, norms, beliefs, and expectations

Policies and procedures


View of authority relationships

Work ethic and work hours

(b) Organizational Structure – defined in terms of the project

manager’s level of authority

i. Functional - specialization (silos) e.g. functional manager

ii. Matrix – combination of functional and projectized (no home) e.g.

two bosses and borrowed resources

Weak matrix – tend to functional

Balanced matrix – power shared between project and

functional manager

Strong matrix – tend to projectized

iii. Projectized - no home i.e. according to project e.g. project

manager

Functional Projectized

Strong Matrix

Weak Matrix

Balanced Matrix


(From PMP Exam Prep, Rita Mulcahy, 5th Edition)

1.16 Project Stakeholders

a. Key Project Stakeholders

Project customer

Performing organization

Project team

Project management team

Project sponsor

Influencers

The PMO

b. Stakeholder Management

Identify all stakeholders


Determine all their requirements (stated and well defined

expectations)

Determine their expectations (undefined requirements,

intentionally or unintentionally hidden)

Communicate with them

Manage their influence

1.17 Role of PMO in Organizational Structures

Advisory influence

Recommendation of specific policies and procedures

Formal grant of authority from executive management

PMO manager is called “manager of project mangers”.

Recommend and provide policies, methodologies and

templates

Provide support and guidance

Provide project managers

Centralize the management of projects

1.18 Project Management System

Is the set of tools, techniques, methodologies, resources,

and procedures used to manage a project?

It can be formal or informal and aids a project manager in

effectively guiding a project to completion.

Is a set of processes and the related control functions that

are consolidated and combined into a functioning, unified

whole.


PMO manage the project management system, in order to

ensure consistency in application and continuity on the

various projects being performed.

1.19 References

A guide to the Project Management Body of Knowledge

(PMBOK), 3rd and 4th edition

Project Management Professional (PMP) Exam Prep by Rita

Mulcahy, 5th edition.

L1 (PROJECT MANAGEMENT FRAMEWORK)

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