What is project?

“ A Project is a temporary endeavor undertaken to create a unique product, service or

result”

What is Project Management?

Project Management is the application of knowledge,skills,tools and techniques
applied to project activities to meet the project requirements

Program Management
 A program is a group of related projects.
 By grouping related projects into a program, an organization can coordinate the management of
those projects.

Portfolio Management
 A portfolio includes a group of programs, individual projects, and other related operational work
that are prioritized and implemented to achieve a specific strategic business goal.
 The Program and projects that make up the portfolio may not be related, other than fact that they
are helping to achieve a common strategic

goal.
Organizational Project Management(OPM)
 Provides a strategic framework to use and guide portfolio, program and project management to
deliver organizational strategy.

Relationship Among Portfolio, Program and Project Management

Portfolio Management – A suite of business programmes managed to optimize
overall enterprise value
Program Management – A set of related projects designed to produce clearly
identified business value.
Project Management – A structural set of activities concerned with developing a
defined capability based on an agreed schedule and budget
Projects and Strategic Planning
Projects are typically authorized based on one or more strategic consideration
 Market demand – e.g. Requirements of big size car for family.
 Strategic opportunity/business need e.g. Launch new Android app for existing E-commerce
sites
 Social need e.g. Providing free internet service to remote areas
 Environmental consideration e.g. Launch of Electric car to reduce environmental pollution
 Customer request e.g. Develop sports car for car racing company
 Technological advance e.g. Upgrade of existing server capability to provide high speed internet
 Legal requirements e.g. Aligned with new roles of emission system of Car
Types of Project Management Office(PMO).
Supportive
1. Consultative role
2. Supplies Templates, best practices, Training,access to information and lessons
learned from other projects
3. Degree of Control is low
Controlling
1. Provides support
2. Conformance to governance
3. Degree of control is moderate
Directive
1. PMO Directly manages the projects
2. Degree of Control is high
Relationships Between Project, Operations Management and Organizational Strategy
Operations Management - Concerned with ongoing production of good and/or services.
Projects can intersect with operations at various points during the product life cycle,
such as:
 At each closeout phase;
 When developing a new product, upgrading a product, or expanding outputs;
 While improving operations or the product development process; or
 Until the end of the product life cycle.

Project Management Responsibilities & Competencies

Project Manager accomplish work through the project team and key stakeholders.
Successful Project Managers balance knowledge, experience, ethics and a number of
interpersonal skills.

Project Management Body of Knowledge(PMBOK)

 Is recognized standard of project management knowledge.
 Provides guidelines, rules and characteristics for project management.
 This standard is widely accepted and when consistently applied help you, your global peers and
your organization to achieve professional excellence.

rganizational Influences
a) Organizational Structure
 The Organizational structure sets the level of authority, roles and responsibilities and the
reporting structure within the project
 Organizations are structured into one of six models, the organization structure of which will
affect the project in some aspect
 Project manager’s authority varies based on the type of organizational structure
 Apart from five models in the adjacent diagram, sixth one is Composite Organizational Structure
b) Organizational Communications:
 Important factor in project success in the face of globalization
 Email,texting,instant messaging, social media, video and web conference etc.
Organization Structure - Functional
Functional organizations are made up of units or division based on the types of
business and their associated responsibility.
Such Organizations are grouped by areas of specialization within different functional
areas (e.g. accounting,marketing and manufacturing)
Organization Structure - Projectized
1. Organizations that derive revenue from performing projects for others
2. Project Manager has full control of project
Organization Structure - Matrix
Mix of Functional and Projectized organizations

Organization Structure – Weak Matrix

 Weak matrix structures map closely to a functional structure
 Project team may come from different departments, but the project manager reports directly to a
specific functional manager

Organization Matrix – Balanced Matrix

 A balanced matrix structure has many of the same attributes as a weak matrix, but the project
manager has more time and power regarding the project
 A balanced matrix has time-accountability issues for all the project team members since their
functional managers will want reports on their time spent on the object
Organizational Structure - Strong Matrix
 In a strong matrix organization, many of the same attributes for the project team exists,but the
project manager gains the power and time when it comes to project work
 The Project team may also have more time available for the project even though they may come
from different departments

Comparison of Matrix Structure

Organization Structure - Composite
In Composite organization, a special project is created that consists of talent from
many different departments. Such project teams report directly to a project manager
and will work on high-priority project for its duration.

Project life cycle

 A project life cycle is the series of phases that a project passes through from its initiation to its
closure
 All projects go through into phases, and all projects, large or small, have a similar life cycle
structure
 Life cycles helps in determining work to be completed in each phase of the project

Impact of variables on Project Life Cycle

Types of Project Life Cycle

Predictive Life Cycles

e.g. a construction project will typically be managed using predictiveapproach
undergoing life cycles of feasibility,planning,design,production, turnover and start-up.

Iterative and Incremental Life Cycles

 In these types of project life cycles the project phases ( also called iteration ) intentionally repeat
one or more project activities as the project team understanding of the product increases
 Iterations develops the project, product through a series of repeated cycle while increments
successively add to the functionality of the product
 Iterations may be performed in a sequentially or overlapping fashion
 Future iterations may enhance earlier deliverable or may create new ones.
 Incremental delivers a complete, usable portion of product for each iteration
 With iterative, the complete concept is built in successive levels of detail to create the end result
 Often Large and complex project are executed in iterative fashion to reduce risk by allowing the
team to incorporate feedback and less learned between iterations

Adaptive Life Cycles

 Also known as Change-driven or agile method
 They intend to respond to high levels of change and ongoing stakeholder involvement
 They are also iterative and incremental but difference here is that the iterations are rapid (2-4
weeks ) and fixed in time and cost
 Product backlog: Here the overall project scope is decomposed into set of requirements and work
to be performed
 Adaptive method is preferred when requirements and scope are difficult to define in advance or
when project is dealing with a rapidly changing environment, or when it is possible to define
 small incremental improvements that will deliver value to the stakeholders

Project Management Processes

Process – It is a set of actions and activities to achieve a product, result or service.
Project Management is an interactive endeavor – an action or failure to take action, in one
area will usually affect other areas

Both Processes overlap and interact throughout the project

Initiating Process Group

 Performed to define new project or new phase of an existing project by obtaining authorization
to start the project or phase
 When Project charter is approved, the project is officially authorized
 Two major processes are involved during initiation process groups.
 Develop Project Charter
 Identify Stakeholders
Planning Process Group
 Consists of those processes performed to establish the total scope of the effort, define and
refine objectives, and develop the course of action required to attain those
 objectives

Executing Process Group

 Consists of those processes performed to complete the work defined in the project
management plan to satisfy the project specifications
 Involves coordinating people and resources, managing stakeholder expectations, as well as
integrating and performing the activities of the project in accordance with the project
management plan

Monitoring and Controlling Process Group

 Consists of those processes required to track, review, and orchestrate the progress and
performance of the project
 Identify any areas in which changes to the plan are required
 Initiate the corresponding changes
Close Process Group
Consists of those processes performed to conclude all activities across all Project
Management Process Groups to formally complete the project, phase, or contractual
obligations
At project or phase closure, the following may occur:
 Obtain acceptance by the customer or sponsor to formally close the project or phase
 Conduct post-project or phase-end review
 Record impacts of tailoring to any process
 Document lessons learned
 Apply appropriate updates to organizational process assets
Flow of Project Management Processes - High level - Very Important
Control Processes – Scope & Quality

Project Management Process Group and Knowledge Area Mapping:

Please refer diagram from PMBOK guide.

Why Manage Integration?

 Integration of Subsidiary Project Management plans i.e Output of other knowledge areas such as
Scope Management, Time Management, Cost Management, Quality Management, Human resource
Management, Risk Management, Procurement Management, Stakeholder Management
 To Combine, unify and coordinate the various processes and project management activities

Develop Project Charter

To create a document that formally authorizes a project
Project charters are created so that project can answer or satisfy one of the following

Inputs to Project Charter

Project statement of work(SOW) – It is narrative description of products or services to
be delivered by the project. Every SOW should include

Develop Project Management Plan

 To define, prepare and coordinate all subsidiary plans and integrate them into comprehensive
project management plans.
 Defines the basis of all project work.

Deming cycle and PM Processes

PDCA (plan–do–check–act) is an iterative four-step management method used in
business for the control and continuous improvement of processes and products.

Direct and Manage Project work

To lead and perform the work defined in the project management plan
To lead and perform the changed work

Logical Flow of Project

Monitor and Control Project Work
To track and review and report the progress

Perform Integrated Change Control

To review all changes, approve change requests and managing changes of deliverable,
organizational process assets, project documents and project management plan.

Configuration Management
Configuration Management with Integrated Change Control
Evolutionary method
Opportunity to validate impact of change and its impact
Mechanisms for communication
Configuration Management Activities
Identity Configuration items
Status Accounting
Verification and Audits
Close Project or Phase
To Finalize all activities to formally complete the project or a project phase

Difference between Work Performance Data(WPD), Work Performance

Information(WPI) and Work Performance Reports (WPR)
 Work performance data is raw measurements before any analysis.
 Once it has been analyzed or processed, it becomes work performance information.
 A work performance report is a compilation of work performance information for consumption
for some purpose such as status or decision making.
Plan Scope Management
To Plan how the project scope will be defined, validated and controlled

Collect Requirements
To determine, document, and manage stakeholder needs and requirements.

Tools and techniques of Collect requirements

Group Creativity Techniques
1. Brainstorming
2. Nominal Group Technique
3. Delphi Technique
4. Idea and Mind Map Diagram
5. Affinity Diagram
Group Decision Making Techniques
1. Unanimity
2. Majority
3. Plurality
4. Dictatorship
Benchmarking – Compare actual or planned practices to those comparable
organizations
To Identify best practices
Generate ideas for improvement
Providing a basis for measuring performance
Organizations compared can be Internal and External
Context Diagram for IT Case Study

Requirements Management Plan

Requirements Traceability Matrix

It’s a table that links requirements to their origin and traces them throughout the life
of the project
Its provides a means to track requirements throughout the lifecycle of the project,
helping to ensure that requirements approved in the requirements documentation are
delivered at end of the project
Finally it provides a structure for managing changes to the product scope
This process includes, but is not limited to tracing
1.Requirements to business needs,opportunities,goals and objectives
2.Requirements to project objectives
3.Requirements to product scope/WBS deliverables
4.Requirements to product design
5.Requirements to product development
6.Requirements to test strategy and test scenarios
7.High-level requirements to more detailed requirements
Define Scope
To develop a detailed description of the project and product

Difference between Project Scope and Product Scope

Product Scope
The feature and functions that characterize a product, service or result
Completion measured against the requirements
Project Scope
The work that must be performed to deliver a product, service or result
Completion is measured against the plan

Project Scope Statement

1.Project Objectives
2.Product Scope description
3.Project requirement
4.Project boundaries
5.Project deliverables
6.Project acceptance criteria
7.Project constraints/assumptions
8.Initial Identified risk
9.Schedule milestones
10.Initial project organization
11.Fund limitation
12.Configuration management requirement
13.Approval requirement

Elements of the project charter and project scope statement

Project Charter
Project purpose or justification
Measurable project objectives and related success criteria
High-level requirements
High-level project description
High-level risks
Summary milestone schedule
Summary budget
Stakeholder list
Project approval requirements
(What constitutes success, decides it, who signs off)
Assigned Project manager, responsibility and authority level
Name of authority of the sponsor or other person(s) authorizing the project charter
Project Scope Statement
Project scope description (progressively elaborated)
Acceptance criteria
Project deliverables
Project exclusions
Project constraints
Project assumptions
Create WBS(Work Breakdown Structure)
The Process of subdividing project deliverables and project work into smaller, more
manageable components

Sample WBS Organized by Phase

WBS Dictionary Template

Miscellaneous Terms
Work Package – A deliverable at the lowest level of WBS
Code of Accounts – Numbering systems used to identify unique components of WBS
Control Accounts – ( Cost Center ) A management control point where
scope,budget,actual cost and schedule are integrated and compared to EV for
performance management
Rolling Wave Planning – It is form of Progressive Elaboration. Work for near term is
planned in details
Validate Scope
To formalize acceptance of the completed project deliverables

Control Scope
To monitor the status of the project and product scope and managing changes to the
scope baseline