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What is Project?
 A temporary endeavor undertaken to create a unique product, service or result
Type:
 Temporary: Definite beginning and end.
 Unique: Definite beginning and end.
Project’s product:
May Tangible or Intangible
 –Physical product (e.g. a power plant, a road, an airport, …)
 –Service (e.g. design services, overhaul maintenance services, …)
 –Result (e.g. research, market survey, census, …)
2
Example of Project
Project Name:
Build a hospital
Project Objective:
A 5-storey hospital for children
Resources Requirements:
- One tower crane
- Two Truck mixer
- 50 Labours
….
Start Date: 8/02/2017
Finish Date: 18/05/2018
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Sample Test
Which of the following is NOT an example of a
project?
–A) Issuing a monthly invoice
–B) Implementation of a new software program
–C) Design of a new department store
–D) Construction of a bridge
4
Project and Operation
Project is performed by
temporary team, non-repetitive
and create original
deliverables.
Operation is performed by
partly stable team through
ongoing and repetitive
processes which are focused on
sustaining the organization.
Project
Operation
Temporary
Ongoing
Unique
Repetitive
Terminates when the
current objectives are met
Does not terminate when
the current objectives are
met
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Sample Test
Operational work is different from project work, in
that it is:
–A) Unique
–B) Temporary
–C) Ongoing and repetitive
–D) A part of every project activity
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What is Project Management?
 The application of skills, processes, methods, knowledge, skills and experience
to achieve the goals and objectives of a project.
Knowledge: Functional, Technical
Skills: Motivation, negotiation, leadership, communication
Tools: Software
Techniques: PERT, Earned Value, CPM, …
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What is Project Management?
Application of knowledge, skills, tools and techniques to project activities
to meet project requirements
47 project management processes; classified by:
– 5 process groups
– 10 knowledge areas
Project management involves:
– Identifying requirements
– Addressing the various needs, concerns and expectations of stakeholders
– Balance the project constraints.
– Managing Stakeholders towards meeting project requirements.
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What is Project Management?
Project
Management
Skills
Knowledge
Tools &
Techniques
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Relationship Between PM , Operational Manager and
Functional manager
•Project Manager:
He / She is a person assigned by the organization to lead the team that is
responsible for achieving a project goals.
Depends on organization, might be PM report to a functional manager or
report to program or portfolio manager.
•Functional manager:
Focused on providing management functional or business unit.
•Operational manager:
Is responsible for ensuring that business operations are efficient.
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Responsibility and Competency of a Project Manager
•PM is responsible to satisfy the need.
•In some cases, PM become the link between Strategy and team
•In PMBOK Guide, 5th Edition:
•Competency of a PM:
–Knowledge(Information): Be familiar with Project Management.
–Performance(skills): Being able to perform the project.
–Personal(behavior): How Project manager behaves when
performing the project (relationship, communication, personality
characteristics …)
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Project Management Code of Conduct
•PMI has published a “Code of Ethics and Professional Conduct”.
•The topic will be thoroughly covered in the last session.
•The topic is not included in the PMBOK Guide.
•9% of the entire 200questions in the PMP Exam are related to this topic.
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Project Constraints
Any factor limiting project’s options and alternatives to
make decision.
Triple Constraints:
Scope: Your skyscraper has build more than 12 floors.
Time: You have to finish your building before new year.
Cost: You have received a $1000 to renew a bathroom.(no
more funds)
{Quality (sometimes included)}
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Project Constraints
•Changes in one constraint
normally result in changes
in one or more other
constraints.
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Project Constraints
Another model of constraints (PMBOK Guide, 5thEdition):
–Scope
–Quality
–Schedule
–Budget
–Resources
–Risk
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Project Constraints
•Changes in one constraint
normally result in changes
in one or more other
constraints.
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Sample Test
Which of the following factors is NOT included in the
“triple constraint”?
–A) Scope
–B) Time
–C) Cost
–D) Appearance
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Integrated Project System
Organizational
Strategy
An Organization’s strategy
creates a Portfolio.
Portfolio
Project(s)
A Portfolio can have both
Projects and Programs.
Project
Project
Program(s)
A Program can have
many Projects.
Project
Project
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Integrated Project System
 Portfolio:
A collection of projects and programs (and other works) that are grouped
together to meet strategic business objectives.
It is not an obligation that the projects and programs be related directly or
independent in a portfolio.
 Portfolio Management:
Involves the coordinated management of one or more portfolios to align
with overall strategic goals of the company.
 Portfolio Manager:
Is typically a senior manager of the company.
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Integrated Project System
 Program:
Two or more related projects managed in a coordinated way:
If projects are performed individually, fewer benefits are gained, the common outcome
or collective capability are the characteristics of projects within a program
 Program Management:
Involve the coordinated management of the projects within a program to align with the
strategic goals and of the company.
 Benefits management:
Establishment of the benefits a program is expected to deliver to an organization. The
benefit may tangible or intangible.
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OPM3
The Organizational Project Management Maturity
Model or OPM3® is a globally recognized best-practice
standard for assessing and developing capabilities in
executing strategy through projects via Portfolio
Management, Program Management, and Project
Management. It is published by the Project Management
Institute (PMI).
This model designed to help organizations specify their
LEVEL OF MATURUTY in project management.
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PMO (Project Management Office)
 Responsible for Centralized and Coordinated management of projects
(under its domain)
 Maximal: manage and direct all projects:
–Project managers are assigned by the PMO
–PMO is the functional home of the project managers.
 Minimal: support project management teams:
–Project managers are assigned by functional departments.
–PMO provides uniform procedures and templates, training , etc.
–Sometimes called Projects Supporting Office (PSO) in this case.
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Project Management Office
There are three types of PMO:
1-Supportive:
Provide Consult role to projects by Training, Access to information, …
{Degree of Control is Low}
2-Controlling:
Project Management framework and methodologies.
{Degree of Control is moderate}
3-Directive:
Take control of the project by directing Management.
{Degree of Control is High}
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Project Management Office
Supportive
Controlling
Directive
Types of PMO
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Role of Project Manager
 The Roles are vary but most significant are include
responsibilities like planning, scheduling, coordinating, and
working with people to achieve project goals.
 Knowledge: what he/she knows about the project.
 Performance: the ability to accomplish while applying project.
 Personal: behavior when performing related activities.
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Project Manager (Key Expertise)
Understand the project environment:
Why Project ?
How does it aligns with organization strategy?
Who are the stakeholders?
What exactly the stakeholders are looking at?
General management skills: Negotiation, leadership and mentoring.
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Interpersonal Skills (Needed by PM)
 Leadership
 Communication
 Motivation
 Team Building
 Influencing
 Decision Making
 Negotiation
The most important
interpersonal skills
required.
 Political and Cultural Awareness
 Trust Building
 Conflict Management
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Key Project Performance Influencer’s
Internal Environmental Factors
 Organizational Culture
 Organizational Structure
 Organizational Processes
 Infrastructure (office space, facilities, …)
 Existing human resources
 Personnel administration
 Project management information system (PMIS)
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Key Project Performance Influencer’s
External Environmental Factors
 Political
 Economic (effect of local, national and world economy)
 Sociological (effect of society on organization)
 Technological (effect of new technologies)
PESTLE
 Legal (effect of national and world Laws and regulations)
 Environmental (local, national and world environmental issues)
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Progressive Elaboration
 By iterating the project management processes, more
information could be obtained:
–Plan from widely framed to very detailed.
–More accurate estimates (durations / costs / resources)
–Less doubt and lack of information
–Less uncertainty and risk
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Sample Test
The ongoing definition of a project as more information
becomes available to the team is called:
A) Scope verification
–B) Strategic planning
–C) Progressive elaboration
–D) Quantitative elaboration
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Organizational Influencers on Project Management
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Functional Organization
A functional organization is a common type of organizational structure in which the organization
is divided into smaller groups based on specialized functional areas, such as IT, finance, or
marketing.
Advantages:
 Team member report to only one supervisor.
 Highly specialized expertise.
 Homogeneous group.
 Drive for technical excellence.
 Easier management of expertise.
 Similar resources are centralized as the
company is grouped by specialties.
Disadvantages:
 Limited disciplines.
 No career path in project management.
 Limited development opportunities for
employees
 Project manager has little or no authority.
 Hierarchical decision and communication
processes
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Functional Organization
34
Weak Matrix
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Weak Matrix
Project Manager’s role in weak matrix:
1- Project Expeditor:
- Staff assistant with no formal power.
- Less authority than project manager and project coordinator.
- Not allowed to make budget decisions.
- Not allowed high-level project decisions.
2- Project coordinator:
- Similar to Project Expeditor but has some power to make
decisions.
- More authority than Expeditor.
- Reports to a higher-level manager
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Balance Matrix
37
Strong Matrix
38
Projectized
39
Projectized
Advantages:
 Strong Project Manager Role
 Clear accountability
 foster co-location
 Loyalty to the project
 Efficient project organization
 Improved focus
 Decision making
 Cost and performance tracking
 More effective communication than functional
Disadvantages:
 Devaluing of functional manager .
 Lessening of employee’s profession identity.
 Lack of professionalism in disciplines
 Less efficient use of resources
 “No Home” when project is done.
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Project Stakeholders
According to the Project Management Institute (PMI), the term project stakeholder refers to, 'an individual,
group, or organization, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or
outcome of a project‘.
Maybe actively involved
OR
Maybe positively or negatively affected by the performance or completion of the project.
Project management team must identify both internal & external, Positive & negative, performing & advising
stakeholders.
Project manager must manage the influence of the various stakeholders in relation to the project requirements
to ensure a successful outcome.
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Project Stakeholders
Senior
Manage
ment
Project
team
Busines
s
Partner
Competi
tors
Project
Manager
Custome
rs
Supplier
s
Regulat
ory
Shareho
lders
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Project Governance
According to PMBOK®Guide, Project governance is an oversight function that is aligned with the organization’s
governance model and that encompasses the project life cycle.
For project governance, the PMO may also play some decisive role.
Project governance involves stakeholders as well as documented policies, procedures, and standards;
responsibilities; and authorities.
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Project Governance Framework
Examples of the elements of a project governance framework include:
 Project success and deliverable acceptance criteria;
 Process to identify, escalate, and resolve issues that arise during the project;
 Relationship among the project team, organizational groups, and external stakeholders;
 Project organization chart that identifies project roles;
 Processes and procedures for the communication of information;
 Project decision-making processes;
 Guidelines for aligning project governance and organizational strategy;
 Project life cycle approach;
 Process for stage gate or phase reviews;
 Process for review and approval for changes to budget, scope, quality, and schedule which are beyond the authority of
the project manager; and
 Process to align internal stakeholders with project process requirements.
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Composition of Project Teams
 Based on factors such as organizational culture, scope, and location.
 Dedicated. In a dedicated team, all or a majority of the project team members are assigned to work
full-time on the project. The project team may be collocated or virtual and usually reports directly to the
project manager. This is the simplest structure for a project manager, as the lines of authority are clear
and team members can focus on the project’s objectives.
 Part-Time. Some projects are established as temporary additional work, with the project manager and
team members working on the project while remaining in their existing organizations and continuing to
carry out their normal functions. The functional managers maintain control over the team members and
the resources allocated to the project, and the project manager is likely to continue performing other
management duties. Part-time team members may also be assigned to more than one project at a time.
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Project Life-Cycle
The series of phases that a project passes through from its initiation to its closure.
 What work will be performed in each phase ?
 What deliverables will be produced in each phase?
 Who is involved in each phase?
 How management will control and approve work produced in each phase?
 A deliverable, is a product or service produced or provided as part of a project.
 Phases are time bounded.
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Project Life-Cycle
Characteristics of the Project
Life Cycle




Starting the project,
Organizing and preparing,
Carrying out the project work
Closing the project.
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Project Life-Cycle
Phase-to-Phase Relationships
 Sequential relationship.
In a sequential relationship, a phase starts only when the previous phase is complete.
48
Project Life-Cycle
Phase-to-Phase Relationships
 Overlapping relationship
In an overlapping relationship, a phase starts prior to completion of the previous one.
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Generic Life-Cycle Structure Characteristic




Cost and staffing level:
Low at start.
High as the work is carried out.
Drops rapidly as the project draws to closure.
 Risk and uncertainty are greatest at the start of the project.
 The ability to influence the final characteristics of the project’s product (without significantly
impacting cost)
 Highest at project starts.
 Decreases at the progresses toward closure.
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Generic Life-Cycle Structure Characteristic
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Product Life-Cycle
A new product needs a sequence which starts from introduction to growth, maturity, and decline.
This sequence is known as the Product Life Cycle.
Product Life-Cycle:
The series of phases that represent the evolution of a product, from concept through delivery,
growth, maturity, and to retirement.
Start with a business plan through ideas, to product, ongoing operations and product divestment.
It spawns multiple Project Life Cycles.
Some times, a project life cycle considered as part of product life cycle.
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Product Life-Cycle
53
Project life-cycle, Product life-cycle & Project phases
 Project Life-Cycle:
Is the series of phases that a project passes through from its initiation to its closure.
 Product Life-Cycle:
The series of phases that represent the evolution of a product, from concept through delivery, growth,
maturity, and to retirement.
 Project Phases:
Is a collection of logically related project activities that culminates in the completion of one or more
deliverables.
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Predictive Life-Cycle
Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost
required to deliver that scope, are determined as early in the project life cycle as practically possible.
These projects proceed through a series of sequential or overlapping phases, with each phase generally focusing on a
subset of project activities and project management processes. The work performed in each phase is usually different in
nature to that in the preceding and subsequent phases, therefore, the makeup and skills required of the project team may
vary from phase to phase.
 Predictive life cycles are generally preferred when the product to be delivered is well understood, there is a substantial
base of industry practice, or where a product is required to be delivered in full to have value to stakeholder groups.
 Even projects with predictive life cycles may use the concept of rolling wave planning, where a more general, highlevel plan is available and more detailed planning is executed for appropriate time windows, as new work activities
are approaching and resources are to be assigned.
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Predictive Life-Cycle
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Iterative or Incremental Life Cycle
Are generally preferred,
 When an organization needs to manage changing of objectives and goals.
 Reducing project’s complexity.
 Partial delivery of a product provides value and is beneficial.
Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or
more project activities as the project team’s understanding of the product increases.
Iterations develop the product through a series of repeated cycles, while increments successively add to the
functionality of the product.
These life cycles develop the product both iteratively and incrementally.
Iterative and incremental projects may proceed in phases, and the iterations themselves will be performed in a
sequential or overlapping fashion.
In most iterative life cycles, a high-level vision will be developed for the overall undertaking, but the detailed
scope is elaborated one iteration at a time.
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Adaptive Life-Cycle
(Known as change-driven or agile methods) are intended to respond to high levels of
change and ongoing stakeholder involvement.
 Iterative and incremental, but differ in that iterations are very rapid (usually with a
duration of 2 to 4 weeks) and are fixed in time and cost.
 Generally perform several processes in each iteration, although early iterations may
concentrate more on planning activities.
 Intended to respond to high levels of change and ongoing stakeholder involvement.
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Project Management Process Group
A logical grouping of project management inputs, tools and techniques, and
outputs.
1- Initiating
2- Planning
2- Executing
4- Monitoring & controlling
5- Closing
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Process Group Interaction with the Project or Phase
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Manage Project effectively and Systematically
Project manage needs to:
 Define and authorize to start the project or phase.
 Define and refine objectives and plan the best alternative course of action to attain the
objectives and scope that the project or phase was undertaken to address.
 Integrate people and other resources to carry out the project management plan for the
project or phase .
 Regularly measure and monitor the progress to identify variances from the project
management plan
 Formalize acceptance of the product, service, or result that brings the project or phase
to an orderly end.
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What a Project Manager should know?
Knowledge area represents a complete set of concepts, terms, and activities that make up a
professional field, project management field or area of specialization. These 10 knowledge areas
are used on majority of projects and project teams should use these areas and other
knowledges for their specific project.
10 Knowledge Areas and 47 Total Processes
1- Project Integration Management
2 -Project Scope Management
3- Project Time Management
4- Project Cost Management
5- Project Quality Management
6- Project Human Resource Management
7- Project Communications Management
8- Project Risk Management
9- Project Procurement Management
10- Project Stakeholder Management.
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Project Information
Throughout the life cycle of the project, a significant amount of data and information is collected, analyzed, transformed,
and distributed in various formats to project team members and other stakeholders.
The project data are continuously collected and analyzed during the dynamic context of the project execution.
 Work performance data. The raw observations and measurements identified during activities performed to
carry out the project work. Examples include reported percent of work physically completed, quality and
technical performance measures, start and finish dates of schedule activities, number of change requests,
number of defects, actual costs, actual durations, etc.
 Work performance information. The performance data collected from various controlling processes,
analyzed in context and integrated based on relationships across areas. Examples of performance information
are status of deliverables, implementation status for change requests, and forecasted estimates to complete.
 Work performance reports. The physical or electronic representation of work performance information
compiled in project documents, intended to generate decisions or raise issues, actions, or awareness.
Examples include status reports, memos, justifications, information notes, electronic dashboards,
recommendations, and updates.
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Project Information
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OPAs (Organizational Process Assets)
According to the Guide to the Project Management Body of Knowledge
(PMBOK®Guide), Organizational Process Assets are “the plans, processes, policies, procedures, and
knowledge bases specific to and used by the performing organization”
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EEFs (Enterprise Environmental Factors)
 According to the Guide to the Project Management Body of Knowledge (PMBOK®Guide), Enterprise
environmental factors are internal and external environmental factors that can influence a project's
success, including: Organizational culture, Organizational structure, Internal and external political climate,
Existing human resources.
 Enterprise Environmental Factors may
have positive or negative impacts on the
project.
–Internal Environment (inside the performing
organization)
–External Environment (outside the performing
organization)
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Expert Judgment & Facilitation Techniques
It is one of the first techniques for most of the project integration management processes.
It is a technique based upon a specific set of group of person with specialized education, expertise
and/or criteria that has been obtained in a specific knowledge area, or product area, a particular
discipline, an industry, etc.
Types of Expert Judgment:
- Internal Experts
Sponsor, team members, past PM, other SHs,…
- External Experts
Consultants, Industry and professional associations
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Facilitation Techniques
 Facilitation is the process of enabling groups to work cooperatively and effectively.
These technique help teams and individuals carry out project activities.
Facilitators use Brain storming, conflict resolution, problem solving, and meeting
management.
 One of the goals of any facilitation technique is to bring
key stakeholders together and to agree a course of
action.
 Example:
We might organize a meeting with the key stakeholders to brainstorm the project goals.
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