RESEARCH

METHODOLOGIES

INTRODUCTION TO PROJECT
MANAGEMENT

Dr. Félix Bueno Pascual

felix.bueno@tecmilenio.mx
https://www.linkedin.com/in/buenofelix/
CONTENT

1 Introduction

2 Project Management

3 Project Management Framework & Project Life Cycle

4 Strategic Alignment

5 Q&A
Context
 Metodología de la Investigación

Project Management Plans vs Deliverables Proyecto de Campo

Project PLANNING
Management( Project Management
WBS & Requirements Schedule Costs Resources &
PMBoK) Matrix Plan
Procurement
INITIATION Stakeholders

Quality Communications Risks

EXECUTION Monitoring and Control Closing

Project Life ✓ Project Closing
Cycle Preliminary Phase Proposal Development Intervention ✓ Lessons learnt
(Methodology)

 Interview/Collection Tools  Final Diagnostic  Educative Intervention

 Current Situation Analysis  Gap analysis  Trainings
 Process  Prioritised List of Selected  Pilot implementation
 People Solutions  Effectiveness analysis
 Technology  Implementation Roadmap  Scalation
 Organisation  Benefits analysis
 List of Potential Solutions
 Preliminary Diagnostic
Project Management
 Surveys showed that, to effectively address these Project challenges,
organizations establish a PMO

Why Projects fail?

Key Reasons for Establishing a PMO

Program and Projects

Others (Technical Efficiency Need 72% Key Observations
Problems, Suppliers
Problems, etc...) 19% Poor Reporting Need 65% ▪ Main reasons for
Organization Setting Up and Enforcing establishing a project
Standards 65% management office are:
and Project
Insufficient Management Support Project Planning
– Program and
36% Activities 55%
Project Practices Projects Efficiency
10%
Personnel Project/ Program Portfolio Need
Management Need 52%
Resources To complete projects
Setting Up/ Enforcing PM Tools and
Techniques 50% as per agreed
deadlines, within
20%
15% Business Need 48% budget and scope
To Handle the Cost of Running – Reporting Need
Poorly Defined Projects 34%
Ineffective Project To gather data on
or Missing project status,
Planning Data Repository Need 30%
Project Objectives milestones, risks and
Maintain the Project Managers issues
Career Path 18%
Following Existing Project Surveys covered – Setting up and
Management Trends 13% Enforcing Standards
444 Cases of
Support the Contract To develop and follow
Negotiations 13% Different PMOs
a clear methodology
Worldwide and define templates
Others 5% to drive consistency
 Further, effective Project Management requires focus on eight key dimensions
The “Project Management Triangle” Performance Domains Activities related
Time, Scope and Cost Constraints
▪ Approve sources
▪ Overall project schedule Stakeholders ▪ Approve deliverables
and the hours required to ▪ Approve change Project
Management
Time complete the project for the
Office
project manager and his ▪ Define, acquire / develop the necessary skills and capabilities
team Team ▪ Roles and responsibilities of the team project members
▪ External project coordinators
Project
▪ Project value development Manager
Development Approach
▪ Methodology
and Lifecycle ▪ Project phases
Project Team
Quality ▪ Right set of tools, templates, team organization
Planning
▪ Schedule, budget, communications, procurement
Project
Management
▪ Deliverable production and project knowledge Framework
Scope Cost Project Work ▪ Change control
▪ Stakeholders' management
Project
Lifecycle
▪ All business and ▪ Overall project ▪ Requirements and scope
Delivery ▪ Costs and quality control
functional requirements of budget, including
the project capital and human
resources required to ▪ Monitor and control work
▪ Stakeholders can play a
complete the project Measurement ▪ Scope validation
vital role in determining
on time ▪ Scope, schedule, costs, quality and procurement control
the scope of the project

▪ Risk identification
Uncertainty ▪ Risk assessment
▪ Risk responses
Source: Project Management Institute, (2023)
 PM: Portfolio vs Programme vs Projects
A project management office (PMO) is an organizational A collection of programs that are grouped
Portfolio together to facilitate effective management
structure that standardizes the project-related to meet strategic business objectives
governance processes and facilitates the sharing of
Strategic
resources, methodologies, tools, and techniques.
A group of related projects managed in a
The responsibilities of a PMO can range from providing coordinated way to obtain benefits and
Tactical Program control not available from managing them
Project Management (PM) support functions to the individually
direct management of one or more projects

Operative A temporary endeavor undertaken to create

Project a unique product, service, or result

Supportive
• Provide a consultative role to projects by supplying templates,
best practices, training, access to information, and lessons
learned from other projects.
• This type of PMO serves as a project repository. The degree of
Sponsor Project Project Manager Project Team Client
control provided by the PMO is low.
Management Office

Stakeholders
Controlling • Provide project • Stablish project • Demonstrate PM • Work in delivery • Validate
• Provide support and require compliance through various means.
sources (financial management knowledge • Help in project deliverables
• The degree of control provided by the PMO is moderate.
Compliance may involve:
or materials) policies aligned to PMI definition • Support with
• Adoption of PM frameworks or methodologies; • Authorize project • Stablish project • Work with • Help in project business
• Use of specific templates, forms, and tools; and governance. charter guidelines positive scope definition knowledge
• To guide project leadership • Deliver high • Also called users
Directive management • Apply PM quality
• Take control of the projects by directly managing the projects. organization knowledge deliverables
• Project managers are assigned by and report to the PMO. • Support to the • Manage and
• The degree of control provided by the PMO is high. organization with coordinate project Suppliers
project managers groups
• Project supply
Source: PMI
 Organizational Structures
Project Project Ortanizationa Structure Based on
Characteristics Functional Weak Matrix Balanced Matrix Strong Matrix Oriented High Accountability Levels
Authority level None – Low Low Low – Moderate Moderate - High High - Total Project Balanced
Oriented Matrix
Role Facilitator Facilitator Functional and Full Responsible Full Responsible
Responsible

Project Manager
Power Variable Variable Variable Variable Variable
Strong
Time Allocation Partial Partial Full Full Full Matrix
Decision making Low Low Moderate High High – Total
Weak
Matrix
Sourcing Functional Area Functional Area Functional Area and Project Assigned Project Assigned
Fixed
Resource Partial Partial Partial Full Full
availability Functional
Funds Function Function Function and Project Project
management Project Responsible Responsible Responsible Low Functional Manager High
PMBOK Framework vs Project Life Cycle

FRAMEWORK PHASES OUTPUT

Monitoring and Management

Project Initiation Planning Execution Closing
Control Plans
Management(
PMBoK) Project Charter, WBS, Requirements Matrix, Schedule, Budget, Approval requirements, Risk
matrix, communication matrix, source release matrix, Stakeholders matrix

DMADV
DMAIC
DMADOV

SCRUM
DSSS
CFPM Deliverables
Project Life
Kanban
Cycle

Lean SCRUMBAN Lean Six Sigma

LEANBAN
XP
Kaizen

PERFORM Others (Customised) Spiral

 Project Management Framework
Time
Initiating Planning Executing Monitoring and Controling Closing

Project Integration • Develop Project • Develop Project Management • Direct and Manage Project • Manage and control project • Close
Charter Plans Work work project or
Management
• Manage Project Knowledge • Perform integrated change phase
Quality Project Scope • Plan scope management • Define scope • Validate
control Scope
• Collect requirements • Create WBS • Control Scope
Management
• Plan schedule management • Estimate activity durations • Control Schedule
Project Schedule
Scope Cost • Define activities • Develop Schedule
Management
• Sequence activities
• Plan Cost Management • Control Costs
Project Cost
• Estimate costs
Management • Determine budget
Project Quality • Plan Quality Management • Manage quality • Control Quality
Management

Project Resource • Plan Resource Management • Acquire resources • Control Resources

• Estimate Activity Resources • Develop teams
Management
• Manage team
Project • Plan Communications Management • Manage communications • Monitor Communications
Communications
Management
• Plan Risk Management • Develop Quantitative Risk • Implement risk responses • Monitor Risks
Project Risk • Identify Risks Analysis
Management • Perform Qualitative Risk Analysis • Plan Risk Response
Project Procurement • Plan Procurement Management • Conduct procurements • Control Procurement
Management
Project Stakeholder • Identify Stakeholders • Plan Stakeholder Engagement • Manage stakeholder • Monitor Stakeholder
Management engagement engagement
Project Management Framework
& Project Life Cycle
Project Management Framework: PMI
Monitoring &
Initiation Planning Execution Closing
Control

Project Integration Management

Project Scope Management

Project Schedule Management

Project Cost Management

Project Resources Management

Project Quality Management

Project Communications Management

Project Risk Management

Project Procurement Management

Project Stakeholder Management

Source: PMI
Project Life Cycle is Different from Project Management Frameworks
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Decision Gate
Re-assess
Abandon
Move forward Appraise Select Define Execute Operate Project Life
Cycle
Quality Assurance Factors

Uncertainty
of Scope

Assurance
of Delivery
(Quality &
Agreed
Deadline)

Comments
▪ Minimum requirements for TORs should be to clearly outline stage gates for ensuring consistency among TORs, and for
assessing quality assurance at regular intervals / key milestones
Human Resources
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Align Innovate Release Evolve Project Life

Cycle
Business case & mobilize

Sign-off End-to-end
Leadership alignment Iterative testing
Sprints
Operational
Plan deployment schedule simulation
testing & cutover

MVP
P0 1.0
Design by
Exception P P P MVP MVP
1 2 … 1.1 1.2
System integration testing & usability Production support
testing; assess digital innovation & backlog releases

Common transformation, vision across the organization, Field studies, interviews, personas, future-state vision, Prototype based on human-centered design, Agile-
thorough requirements digital innovation driven, reusable and scalable solution
Development Operations (Dev Ops)/Continuous Integration

Design Target Operating Model Transition To Future State Op Model, Process & Org

Plan Change Management Deliver Change Management

E
SDC/RDC Testing Event MVP Go-live
C
Education
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

1 2 3 4 Project Life
Confirm Assess High Level Develop Implementation Cycle
Propose Supply Structure
Objectives Demand Roadmap

▪ Synthesize objectives for K-12 ▪ Consolidate school-age population ▪ Develop alternative scenarios for ▪ Develop roadmap for securing
education projections based on Business Plan the supply structure, based on private and public schools supply
data, Human Capacity Building curricula, operator, funding, and (key initiatives and timelines)
▪ Gather MoE stakeholders
Study data or other data available asset ownership
objectives via meeting with relevant ▪ Identify capabilities needed to
MoE executive(s) ▪ Analyze survey outcomes with ▪ Identify 4-5 potential operators negotiate and oversee partnership
regard to preferred enrolment and arrangements with private operators
▪ Evaluate potential supply structures
spending
in light of
▪ Forecast demand by grade,
– City’s objectives
curriculum and ability/willingness to
pay – Feasibility
▪ Recommend supply structure for K-
12 education at the City
Quality
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Project Life
Cycle
Assess current and
Build a future-proof Plan the Actions & Develop and
future business needs &
identify quality gaps IQA policy Roadmap implement quality

Identify the size and nature Build policies, sub policies Help the organisation to: Create and deploy
of the organisation’s quality and procedures to deal programmes which helps
-Develop a plan to deliver
gaps, where to start and with the quality gaps which the people within the
quality based on workforce
what to prioritise. have the most impact on organisation's to deliver
plan, work environment,
delivering learning value. the right learning
Analyse current policies, and talent strategy.
experience and quality
procedures, systems and Map the need of system -Understand the results.
people skills. updates or operating model
implementation. implications.
Define operation -Define if change
model and RACI management is required.
matrix.
 Analytics Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle
Project Life
a. Assess b. Design & Build c. Scale & Sustain Cycle

• Focused on assessing the • Can be customized to • An extension of the

maturity across all the focus specific capability design and build phase
capability dimensions dimensions focused on the same
Build Analytical Capability

• Ends with a detailed • Usually preceded by the capabilities

roadmap assess phase but can also • Can be an independent
• Most common entry point serve as an independent entry point
entry point

d. Pilot PoCs e. Analytics as a Service

• Alternate offering and can

be used as an independent • Alternate path to the Design, Build, Scale and Sustain phase in the form of an
entry point outsourced analytics engagement
• Means to prove value even • Can be customized to focus specific capability dimensions
before the assess phase • Usually preceded by the assess phase but can also serve as an independent
entry point

f. DM - Assess g. Data Monetization - Operationalize

• Focused on assessing the
e Data Assets
Commercializ

value proposition of data • Help clients use internal data to create differentiated products and services
assets within organization • Achieve competitive advantage and unlock alternative revenue sources
• Ends with a detailed • Can be an entry point to larger analytics transformation work
assessment and strategy
for monetizing data assets
• Niche entry point
 Finance Transformation
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Project Life
Phase 1 Phase 2 Phase 3 Phase 4 Cycle
H1 H2 H3 H4

1. Assess, High Level 2a. Urgent Fixes 3. Fundamental 4. Longer Term

Design Changes Ambitions
• Utilising the urgent fixes identified in
• Develop vision and design Phase 1 drive out savings to the wider • Improvement and • Optimisation of
principles business – processes, controls, data and standardisation processes and tools
MI, tools, people & culture (Wave 2)
• Perform diagnostics to • Implement key
confirm issues and elements of TOM / OD • Implementation of
baseline design strategic changes
• Design top-down TOM • Optimise processes • Further alignment to
2b. Detailed Design and tools (Wave 1) group
• Determine improvements to
be made and define road • Transition roles where • Future-proofing the
map • TOM validation, bottom-up design necessary organisation to
• Write and test business (processes, controls, organisation, etc) • Alignment to group technological changes
case for change • Define systems architecture requirements
• Identify urgent fixes • Refine and develop TOM road map
Supply Chain
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Project Life

1Vision &
2 3
Business Case Target
4
Pre-configured
5
Drive Digital
Cycle

Strategy for Change Operating Systems & Innovation

Model Digital Tools

Aligning Strategic Driving Designing and Flexibly introduce

business roadmap achievement of implementing emerging tech
strategy to aligning digital industry leading Oracle SCM into
objectives to enablement practices for Cloud while implementation
deliver efficient, across value supply chain leveraging digital journey (i.e. IoT,
high quality chain to drive KPIs while tools and model big data, AI,
services to all predictable decreasing SCM systems to predictive
stakeholders business costs % maximize value of analytics,
outcomes operational data blockchain, etc.)
 Marketing
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Project Life
1 2 3 4 5 6 7 8
Market Concept Solution Product Build Market Post- Cycle
Prototyping
Assessment Development Design Definition Product Launch Release

Description Define the market, Define high-level Expert from team Develop Solution and product Producer Includes high-level Conduct research
consumer needs product attributes, of Producers prototypes based defined manages cross- Company and on product
and competitive features, and (solution on solution functional team to portfolio branding, performance
landscape format as they designers) will design Validate build product product
relate to market design a requirements campaigns, and Product versioning
Assessment of research customized Refine revenue and Manages progress “feet on the based on market
pricing tolerance solution to best Test prototypes cost estimates against product ground” to work research
and buying Identify customer meet identified via market development plan with customer to
capacity needs customer needs research Draft product and budget get program up Portfolio
(MRD), business development plan estimates and running optimization
case and initial Research and Refine solution activities
story financial design and Develop style guide Develop Covers,
assessment revenue Front Matter,
Focus on “What estimates Draft market launch Samples
problem are we plan
solving”

Lead Market Intelligence Product Marketing Product Marketing Product Development Product Product Marketing Marketing/Prod
Development Design Development Development

Support Sales, Product Product Marketing, Product Dev., Product Marketing Product Marketing Sales Sales
Product Dev., Development Design Prod. Marketing
Prod Marketing

Rationale for Must be the result Must be the result Solution design is Provide and Product definition Requires Marketing Product
Lead of longitudinal and of focused (area) a foundation for implement must reflect common management of launches development
Function focused (area) market research subsequent design and product dev. process cross-functional campaigns and determine needed
market research product design market expertise and ‘architecture’ product ensures tight and refinements and
within prototype development thorough customer associated
Inexpensive basis design teams implementation implications
for prototype build
IT
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

1. Rapid discovery 2. Visioning and target 3. Org. structure ideation, 4. Impact assessment and Project Life
operating model design design and selection implementation plan
Cycle
• Quick mobilisation of the • Design Accelerator sessions – • Design Accelerator sessions – • Impact assessment session –
sponsorship group in an intensive, immersive workshops intensive workshops where the workshop with HR team to define
Accelerated Activation Session to where all key experts and decision sponsorship group are brought skills gap and develop plans to close
agree the problem definition, design makers are brought together to together to: it, and undertake change impact
process participants, iterative ways of rapidly test, iterate and evolve the assessment
operating model and high level
- Design, test, iterate and evolve the
working and timeframes
organisation design. Definition of: different potential options of org. • Implementation plan sessions –
(stakeholders to be identified)
structures (analysis of pros and cons workshops to plan for the
• Collection of relevant - The vision for the organization of each option) communication and implementation
documentation (ex. previous IT - The target operating model and - Select the preferred option of the new org. structure:
assessments, org. charts, job service delivery model
- Detail the mandates, roles and - Announcement of the org. structure
descriptions etc.)
- The org. structure guiding principles responsibilities - Risk mitigation
• Rapid Discovery Activities– for the future state
assessment is expedited through the - Identify main interactions and - Pre-requisites to implement the org
use of automated tools and focused • Change management and governance model structure
on key priorities communication activities to
- Perform a high-level impact analysis - Implementation plan
onboard the stakeholders into the
• Accelerated Strategy and changes • Change management and • Change management and
Discovery Forum – an intensive communication activities to communication activities to
session in which we agree to perform onboard the stakeholders into the onboard the stakeholders into the
a rapid diagnostic and prioritization of changes changes
the problems to be solved
Manufacturing
Project
Initiation Planning Execution Monitoring & Control Closing
Management Cycle

Phase I: Phase II: Phase III:

Assessment Scenario Evaluation Strategic Plan
Project Life
2A Cycle
Analyze
Competitive
Environment &
Industry
Structure

1 2B 3A 3B 3C 4 5
Mobilize and Summarize Recommend
Build Develop Ideal Analyze &
Review Future of Agree on Final
Fundamental Manufacturing Iterate
Existing Manufacturing Scenarios Manufacturing
Economics Structure Scenarios
Analyses / Co-Packing Strategy

2C

Refine Market
Demand
Scenarios
Strategic Alignment
Projects Identification
Connecting Vision to Investment via a Capabilities-driven Approach

Business Strategy Definition IT Strategy Definition

Business Capabilities consistent of IT Investments
people, process, information and with Plan
IT
technology elements which creates
Capabilities
a natural link to the IT role in
building these capabilities Business Common
Capabilities 1 Online
Platform
Business Digital Customer
Outcomes Interface
Client Data & Event
▪ Cross-Sector 2 Management
Vision Logistics Expertise
▪ Global Reach Event, Customer
A) Growth ▪ Tech-enabled and Data Management
B) Customer Centricity Transport Fleet
Warehouse
“One Company”
C) Operational ▪ Warehousing & 3 Management
Excellence Storage
D) Asset Management ▪ Continuous Safety,
E) Safety & Compliance Automation of Core
Technology,
Systems
Innovation and
Transport
Security 4 Management
Improvements

Mobility Solutions
IT Capabilities define the technology
and information elements of the 5 Infrastructure
business capabilities and hence
represents core investment
priorities for IT
 Projects Examples
General IT Education Human Resources
 Centres of Excellence  HR Enterprise Software  Operating Model  Training Courses
 Operating Model  Finance Enterprise Software  Strategy  Training Programme
 Processes Implementation  CRM Software  Process documentation  Change management
 Process Documentation  General tool  Process Certification  Reward and Recognition System
 Opening a Business Unit  IT Organization  Educational Intervention  Job descriptions
 Integration  IT Centre of Excellence  Benchmarking  Governance model
 Organizational Restructure  Digital Organization  Lecturers training  Perform
 Organizational Culture  IT Strategy  Teaching-Learning process  Management 3.0
 Performance Management  IT Service delivery model  Teaching skills development  High Performance Organization
 …  …  …  …

Marketing Finance Quality and Productivity Logistics & SCM

 Product development  Shared services centre  ISO Certification  Leagile
 Marketing campaigns  Centre of excellence  Process reengineering  Supply network optimization
 Marketing plan  KPI model  Six Sigma implementation  Collaborative Planning,
 Market research  Costing Model  Lean Six Sigma implementation Forecasting, and Replenishment
 CRM Strategy  Taxes management  TQM  Inventory Management
 Relational marketing  Robotics Process Automation  Process standardisation  Warehouse Management
 Digital marketing  Business partnering  Increase of productivity  Plant locations
 Proximity marketing  Planning standardisation  Total Productive Management  Increase efficiency and
 Function integration  Tools implementation  High Performing Organization productivity
 …  …  …  …
Evidence 1
Evidence 1