EXAMINING THE
PROJECT MANAGEMENT
FRAMEWORK STUDY
GUIDE
Life Cycle Models:
 Predictive
 Predictive life cycle are ones in which the project scope, and time and cost required to
deliver that scope, are determined as early in the project life cycle as practically
possible
 This life cycle is known as plan driven life cycle
 This life cycle is where requirements are defined early and not expected to change
 With this, project phases proceed through sequential or overlapping mode
 Change during the later stages of projects cause huge cost over runs
 The end result is delivered only at the completion of all the phases
 E.g. a yearlong project will have Planning, Analysis, Design, Code, testing phases
one by one and then the final result is delivered over a year
 Iterative/Incremental
 Iterative and incremental life cycles are ones in which project phases (also called
iterations) intentionally repeat one or mate project activities as the project team’s
understanding of the product increases. Iterations develop the project through a series
of repeated cycles, while increments successively add to the functionality of the
product.
 This life cycle is used for projects where change in the scope need to be managed
 In this life cycle plan is detailed for coming iterations and high level vision is
created for test
 With this, project phases proceed through sequential or overlapping mode in
every iteration
 Change during the project is naturally handled in upcoming iterations
 The end result is delivered at the end of each iteration
 E.g. a yearlong project will have 3 months iterations and each iteration will
execute Planning, Analysis, Design, Code, testing phases and deliver the result at
the end of the iteration
 Adaptive (Agile)
 Adaptive life cycles (also known as change-driven or agile methods) are intended to
respond to high levels of change and ongoing stakeholder involvement. Adoptive
methods are also iterative and incremental, but differ in that iterations are very raped
(usually with duration of 2 to 4 weeks) and are fixed in time and cost
 This life cycle is used for projects where rapid changes are expected and scope is
not possible to define up front
 In this life cycle scope is decomposed into a set of requirements known as product
backlog and getting picked as per priority form the set in every iteration
 With this, project phases proceed through sequential or overlapping mode in
every iteration
 Change during the project is naturally handled in raped iterations
 The end result is delivered at the end of a each 2-4 week iteration
 E.g. a yearlong project will have multiple2-4 week iteration and each iteration
will execute Planning, Analysis, Design, Code, testing phases and deliver the
result at the end of the iteration
1|Page
Notes
Particular
Predictive
Can happen
sequentially or
overlap
Iterative
Can happen
sequentially or
overlap
Complexity
Used for projects
where the product to
be delivered is well
understood and
complexities are not
there to handle
Used where a change
in objectives/scope
need to be managed
and complexity
reduction is required
as the project
progresses
Delivery/Value
Delivery happens at
the end only once and
the customer gets
value at the end
Delivery happens at
the end of each
iteration and
customer gets value
early in the project
Stages/ Phases
Scope
Change
Risk
Customer Feedback
Adaptive
Can happen
sequentially or
overlap
Scope is set in the
Defined for upcoming
form of features from
Defined upfront at the iteration and high
which features are
beginning
level vision for the
picked for the current
rest
iteration
At initial
Taken care with less
Taken care even more
phases/stages can be
cost impact during the rapid changes every
accommodated. Cost planning of the next
2-4 weeks with less
overruns as late it
iteration
cost impact during
comes up during
planning of next
project Lifecycle
iteration
The risk of
The risk of
The risk of
change/feedback is
change/feedback is
change/feedback is
huge at later
less as iterations
least as iterations are
stages/phases
reduce it naturally
too small and reduces
it naturally
Customer feedback is Customer feedback is Customer feedback is
received at the end of received at the end of received at the end of
the project only and
each iteration with
each rapid iteration.
customer
which customers are
Customer are
involvement is more
involved multiple
involved/engaged
at the beginning and
times during the
continuously
end
project
Used in a rapidly
changing
environment, where
scope/requirements
are difficult to define
in advance and
possible to define
small increments
Delivery happens
very rapidly after
each 2-4 weeks and
customer get the
value delivered very
2|Page
FORMS OF ORGANIZATION
Organizational theory describes how a company can be organized to complete its work.
PMI® talks about five types of organizational structure. Each type is described in terms of
the project manger’s level of authority.
FUNCTIONAL
This is the most common form of organization. The organization is grouped by areas of
specialization within different functional areas (e.g., accounting, marketing and
manufacturing). A functional organization chart might look like this:
CEO
Engineering
Marketing
Manufacturing
MATRIX
This form is an attempt to maximize the strengths and weaknesses of both the functional
and project forms. The team members report to two bosses: the project manager and the
functional manager (e.g., VP Engineering, etc.). This form may look like this:
CEO
Projects
Engineering
Marketing
Manufacturing
Project Manager
Project Manager
3|Page
Notes
Exam Watch: Many people have commented that they wished they had spent more time
studying Forms of Organization.
Exam Watch: Questions on the exam related to organizational theory include:
 Who has the power in each type of organization – the project manager or the functional
manager?
 Advantages of each type of organization
 Disadvantages of each type of organization
Exam Watch: Many exam questions ask about other forms of organization besides the
functional form. Sometimes the reference to the functional form of organization is not even
stated.
Definition of Standards: Organizational Cultures and Style
 An organization’s culture, style, and structure, and maturity of project management and its
systems, all influence how its project are performed.
 Culture is reflected in shared values, beliefs, norms, expectations, policies, procedures,
view of authority relationship, etc.
 Organizational cultures often have a direct influence on the project
 A team proposing an unusual or high-risk approach is more likely to secure approval
in an aggressive or entrepreneurial organization
 A project manager with a highly participative style may encounter problems in a
rigidly hierarchical organization while a project manager with an authoritarian style
may be equally challenged in a participative organization.
SNIPPET:
Organizational Influences on Project Management
 Conditions affecting project execution
 Project management maturity, systems
 Multi-organizational projects
 Cultural norms
 Shared visions, mission, values, expectations
 Policies, procedures, methodologies, regulations
 Risk tolerance
 Authority relationships, organizational structure
 Operating environments
 Code of conduct, work ethic, work hours
 Communications
 Project success highly dependent
 Globalization, virtual teams
 Evolving effective methods
 Email, texting, IM – how do you control emails, texting and IM. You must be
part of your communication plan
 Social media – You must be part of your communication plan
 Web conferencing – You must be part of your communication plan
4|Page
In a strong matrix, power rests with the project manager. In a weak matrix, power rests
with the functional manager. In a balanced matrix, the power is shared between the
functional manager and the project manager.
A tight matrix has nothing to do with a matrix organization. It simply refers to locating
the offices for the project team in the same room. Because it seems close to the other
forms of organization, it is often used as a fourth choice for these questions.
PROJECTIZED
All organization is by projects. The project manager has total control of projects.
Personnel are assigned and report to a project manager.
CEO
Project 1
Project 2
Project 3
In today’s competitive, tight-margin business world, organizations have to move and
respond quickly to opportunity. Many companies have moved from a functional
environment – that is, organization by function – to an organization, or management, by
projects. A company that organizes itself by job activity, such as sales, accounting,
information technology, and other departmental entities is a functional environment. A
company that manages itself by projects may be called a project based company.
An organization that uses projects to move the company forward is using the
Management by Projects approach. These project-centric entities could manage any level
of their work as a project. These organizations, however, apply general business skills to
each project to determine their value, efficiency, and, ultimately, their return on
investment. As you can imagine, some projects are more valuable, more efficient, or
more profitable than others.
There are many examples of organizations that use this approach. Consider any business
that completes projects for their clients, such as architectural, graphic design, consulting,
or other service industries. These service-oriented businesses typically complete projects
as their business.
Here are some other examples of management by projects:
 Training employees for a new application or business method
 Marketing campaigns
 The entire sales cycle from product or service introduction, proposal, and sales
close
 Work completed for a client outside of the organization
5|Page
Notes
Definition of Standards:
 Functional
 A hierarchy where each employee has one clear superior
 Staff are grouped by specialty, such as production, marketing, engineering, and
accounting
 Project work is done independently within each department
 Matrix
 Maintains the functional (vertical) lines of authority while establishing and relatively
permanent horizontal structure to interact with all functional units supporting the
projects.
 One result of the matrix is that workers frequently find themselves caught between the
project manager and their functional manager
 Weak Matrix
 Maintains many of the characteristics of a functional organization. The project
manager’s role is more like that of a project coordinator or project expeditor, no real
power
 Balanced Matrix
 In-between weak and strong. The project manager has more authority than in a weak
matrix. The Project Manager has more authority than in a weak matrix. The Project
Manager is more likely to be full-time than part-time as in a weak matrix
 Strong Matrix
 Similar in characteristics to a Project Based organization. There is likely to be a
department of project managers which are full-time.
 Project Based
 Operations consist primarily of projects. Two categories:
 Organizations that derive their revenue primarily from performing projects for
others (architectural firms, engineering firms, consultants, construction
contractors, government contractors, etc.)
 Organizations that have adopted management by projects
 Composite
 Hybrid organization
 Functional project management structure
 Full time project manager supported by Manager of PM’s
 Full time dedicated functional staff
 Customized operating procedures
Definition of Standards: Project Based
 Team members are often collocated
 Most of the organizations resources are involved in project work
 Project Managers have a great deal of independence and authority
Departments either report directly to the Project Manager or provide services to the various
projects.
SNIPPET: A classic functional organization is a hierarchy where each employee has one clear
superior.
6|Page
 Work completed internally for an organization
PROJECT EXPEDITOR
In this form of organization, the project expeditor acts primarily as a staff assistant and
communications coordinator. The expeditor cannot personally make or enforce
decisions. This form of organization may look like this:
CEO
Engineering
Marketing
Manufacturing
Project
Expeditor
PROJECT COORDINAROT
This form of organization is similar to the Project Expeditor except the coordinator has some
poser to make decisions, some authority, and reports to a higher manager. This form of
organization may look like this:
CEO
Project
Coordinator
Engineering
Marketing
Manufacturing
You should understand project expeditor and project coordinator and how they differ from
each other.
PROJECT OFFICE
A formal structure that supports project management within an organization and usually
takes one of three forms:
 Providing the policies, methodologies and templates for managing projects within the
organization
7|Page
Notes
Exam Watch: Main difference between Project expeditor, coordinator and Manager is the
amount of decision-making allowed.
Definition of Standards: Project Expeditor
 The project expeditor acts as a staff assistant to the executive who has ultimate
responsibility for the project
 The workers remain in their functional organizations and provide assistance as needed
 The Project Expeditor has little formal authority. The Project Expeditor primary
responsibility is to communicate information between the executive and the workers
 Most useful in the traditional functional organizations where the project’s worth and costs
are relatively low
Definition of Standards: Project Coordinator
 Project expeditor is moved out of facilitator position into a staff position reporting to a
much higher level in the hierarchy
 The project coordinator has more authority and responsibility than a Project Expeditor
 The Project Coordinator has the authority to assign work to individuals within the
functional organization
 The functional manager is forced to share resources and authority with the Project
Coordinator
 The size of projects in terms of dollars is relatively small compared to the rest of the
organization
Definition of Standards: PMO structures
 Supportive / consultant, very immature CMMI level 1
 Controlling / compliance, CMMI level 2,3
 Directive / direct control, PM reports to the PMO, CMMI Level 4, 5
SNIPPET: Project management success in an organization is highly dependent on an effective
organizational communication style, especially in the face of globalization of the project
management profession.
SNIPPET: Organizational structure is an enterprise environmental factor, which can affect the
availability of resources and influence how projects are conducted.
SNIPPET: An organization’s culture, style, and structure influence how its projects are
performed. The organization’s level of project management maturity and its project management
systems can also influence the project.
SNIPPET: A project management office is a management structure that standardizes the projectrelated governance processes and facilitates the sharing of resources, methodologies, tools and
techniques.
Exam Watch: The purpose of negotiations is to reach a fair agreement between both parties.
8|Page
 Providing support and guidance to others in the organization on how to manage
project, training others in project management or project management software and
assisting with specific project management tools
 Providing project managers for different projects and being responsible for the results
of the projects. All projects (or projects of a certain size, type of influence) are
managed by this office.
There is a strong trend to start project offices. To make them work, you should remember
three key concepts:
 The role of the project office must be clearly defined
 The commitment of senior management is required
 The project office will not improve your project performance without also using
proper project management process and techniques
SOCIAL-ECONOMIC-ENVIRONMENTAL
SUSTAINABILITY
There is a trend in PMP® exam and the PMBOK® Guide of more project responsibility and
accountability toward the environment and the people and economy within which project
take place. The effect of this accountability can remain long after the project is completed.
For example, consider all the homes that are not worth renovating even 20 year after they are
built, let alone 100 years later. Another example; a project manager taking into account the
number of trucks that would have to go through the community, and the negative impact that
would have on the community, if a new facility is built in a particular city.
STAKEHOLDER, STAKEHOLDER MANAGEMENT
You should think of stakeholders as more than the project manager, sponsor and team. A
stakeholder is someone whose interest may be positively or negatively impacted by the
project. They may also include those who may exert influence over the project but would not
otherwise be considered stakeholders.
 PMI® defines stakeholders as:
 Project Management, the individual responsible for managing the project
 Customer, the individual or organization that will use the product of the project
 Performing organization, government agencies
 Sponsor, the individual/group who provides the financial resources for the project
 Team, those who will be completing work tasks on the projects
 Internal/external, stakeholders can come from inside or outside the organization
 Society, citizens, often members of society can be stakeholders – e.g., instances
when a new road is being built through a community or a new emergency phone
number (such as a 911 number) is being set up
 Others – owners, funders, sellers
 End users, the individuals or organizations that will use the product of the project
when it is completed
What is stakeholder management? “The project management team must identify the
stakeholders, determine their requirements, and then manage and influence those
requirements to ensure a successful project.” Stakeholder management is made up of the
following steps:
 Identifying stakeholders
 Assessing their knowledge and skills
9|Page
Notes
Exam Watch: Know that customers can be internal or external but they all have the same
theme: Customers pay for, or use, the product deliverables. In some instances, they will pay for,
and use the deliverable.
Exam Watch: Project managers must scan the project for hidden stakeholders. The project
manager should investigate all parties affected by the project to identify all the stakeholders – not
just the ones. Hidden stakeholders can influence the outcome of the project. They can also add,
cost, schedule requirements, or risk to a project.
SNIPPET: Differences between the role of project managers and a PMO may include the
following:
 The project manager focuses on the specified project objectives, while the PMO manages
major program scope changes, which may be seen as potential opportunities to better
achieve business objectives.
 The project manager controls the assigned project resources to best meet project
objectives, while the PMO optimizes the use of shared organizational resources across all
projects
 The project manager manages the constraints (scope, schedule, cost, quality, etc.) of the
individual projects, while the PMO manages the methodologies standards, overall
risk/opportunities, metrics, and interdependencies among projects at the enterprise level
SNIPPET: Organizations use governance to establish strategic direction and performance
parameters. The strategic direction provides the purpose, expectations, goals and actions
necessary to guide pursuit and is aligned with business objectives.
Snippet: Projects do not last forever. Though projects may sometimes seem to last forever,
they fortunately do not. Operations, however, do go on and on. Projects pass through logical
phases to reach their completion, while operations may be influenced, or even created, by the
outcome of a project.
Snippet: The phases within a project create deliverables. The deliverables typically allow the
project to move forward to the next phase – or allow the project to be terminated based on the
quality, outcome, or condition of the phase deliverable. Some projects may use stage gates. Recall
that stage gates allow a project to continue (after performance and deliverable review) against a set
of predefined metrics. Other projects may use kill points. Kill points, like phase gates, are preset
times placed in the project when it may, based on conditions and discovery within the phase, be
“killed.”
10 | P a g e
 Analyzing the project to make sure their needs will be met
 Getting and keeping them involved in the project through assigning them work, using
them as experts, reporting to them, involving them in changes and the creation of
lessons learned
 Getting their sign-off and formal acceptance during closure
The key to customer satisfaction carful and accurate needs analysis; therefore, stakeholder
management is a proactive task. The project manager should not just receive a scope of work
and then strive to compete it, but rather determine all the stakeholder and incorporate their
requirements into the project in order for the project to be a success.
What if there is a difference between the requirements of the stakeholder? PMI® suggest that
such differences should generally be resolved in favor of the customer – the individual or
organization that will use the product.
Stakeholder expectations are more ambiguous than requirements and may be intentionally or
unintentionally hidden. Expectations should be identified and managed throughout the life of
the project to the same extent as stakeholder’s requirements.
11 | P a g e
EXAMINING THE PROJECT MANAGEMENT
FRAMEWORK TWO-MINUTE DRILL
 Project Management and Organizations
 The Project Management Framework is the inner construction of project
management that allows it to operate and fluctuate from organization to organization.
 Projects within each organization will follow the culture and expected practices of the
organization hosting the project. Projects, in any organization, operate to support the
organization and its purpose.
 Project Phase Create Projects
 Projects follow a logical sequence of phases to completion. Phases are typically
different from project to project since the project work will differ from one to the
next. The point of segmenting projects into phases is to allow for smaller,
manageable sections, and to provide deliverables in support of the ongoing
operations.
 The collection of the project phases, as a whole, is known as the project life cycle.
 Project life cycles define the beginning, middle, and end of a project. Projects have a
greater risk and uncertainty in the early phases of the project life cycle than near its
end. The project is also most susceptible to change, failure, and stakeholder
influences at the beginning of the life cycle than near its end. In tandem, project costs
and demand for resources are generally low at the beginning of the project, have a
tendency to peak near the end of the project work, and then diminish.
 Identifying Project Stakeholders
 Project stakeholders are individuals, businesses, or communities that have a vested
interest in the project’s outcome. Typically, project stakeholders are involved in the
project process and their expectations drive the project requirements.
 It is essential to scan for hidden stakeholders early in the project life cycle to
eliminate the need for change when addressing stakeholder needs later in the project.
 There are several key stakeholders that have direct influence over the project. They
are
 Project manager Manages the project
 Customer Pays for the project; uses the project deliverable
 Performing organization The organization hosting the project
 Project team The collection of individuals completing the project work
 Project Sponsor Authorizes the project work and budget
 Organizational Structures
 Organizational structures have direct influence over the project. Organizational
structures determine the procedures that the project manager must follow and the
amount of authority the project manager possesses. A project office may oversee
project management activities and provide additional support in any of the
organizational structures. The organizational types and the level of authority a
project manager can expect are shown in the following table:
Organizational Structure
Functional
Weak matrix
Balanced matrix
Strong matrix
Level of Power
Low to none
Low
Low to moderate
Moderate to high
12 | P a g e
Project Based
Composite
High to complete
Varies
 Beyond the concept of getting the work done, project managers must also consider
the social, economic, and environmental influences that may sway a project.
Specifically, the project manager must evaluate the project to see its social, economic,
and environmental impact – as well as note the project’s surroundings. The project
manager may have some external guidance in these areas in the form of standards and
regulations.
 Standards are guidelines that are generally followed but not enforced or mandated.
Regulations come in the form of laws and industry demands, which are enforced by
various governing bodies.
13 | P a g e