1
LECTURE 1
THE PROJECT MANAGEMENT FRAMEWORK 2
Spring 20112012
Instructor: Dr. Safwan Qasem
Course: CSC 443: IT Project Management
Lecture Overview
2
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This lecture is related to the contents of
Chapter 1 & 2 in the PMBOK Guide:
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What is a Project?
What’s the need for a PM standard?
Relationship between project, program, and
portfolio management.
Role of the project manager.
Project life cycle and its relationship to the
product life cycle.
Project phases and their relationship to each
other
Overview of organizational structure, and
impact on PM.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
What is a project?
3
“A project is a temporary endeavor undertaken to
create a unique product, service, or result. The
temporary nature of projects indicates a definite
beginning and end.”, PMBOK Guide, 4th ed, 2008.
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Temporary does not necessarily mean short in duration.
Temporary does not generally apply to the product,
service, or result created by the project.
Progressive Elaboration is one of the main
characteristics of the project.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
What is a project?
4
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A project is different from day-to-day business.
The ongoing work effort is generally a repetitive
process because it follows an organization’s existing
procedures.
A project creates a unique product, service, or
result, although repetitive elements may be present
in it.
because of the unique nature of projects, there may
be uncertainties about the products, services, or
results that the project creates.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
What is a project?
5
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A project should have a formal start.
A project should have a formal closure / end.
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The end is reached when:
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 The
stakeholders expectations are met or exceeded, or
 The project is terminated because its objectives will not
or cannot be met, or
 The project is terminated because the need for it no
longer exists.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
What is a project?
6
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To determine if some activity is a project or not, ask the
questions:
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Is it unique?
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Does the project have a limited time frame?
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Is there a way to determine when the project is completed?
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Is there a way to determine stakeholder satisfaction?
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Project Stakeholders
7
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Stakeholders are those people or organizations with a
vested interest in the project. They have something to
either gain or lose as a result of the project.
Stakeholders often have very different or conflicting
objectives.
Key stakeholders should be identified and contacted
early on to get their input for the project overview,
goals, and deliverables
Forgetting an important stakeholder could be a
project killer.
CSC 443- IT Project Management
Dr. Safwan Qasem
Spring 2011-2012
Project Stakeholders
8
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The project sponsor , generally an executive in the organization with the
authority to assign resources and enforce decisions regarding the project.
He is a stakeholder.
The customer is a stakeholder as are contractors and suppliers.
The project manager and the managers from other departments in the
organization are stakeholders as well.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Cost, Risk and uncertainty vs. Time
9
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
What is Project Management?
10
The answer to "What is project management? is
described throughout the PMBOK Guide.
It can involve technical terms and processes, but it also
involves roles and responsibilities and authority level.
“The application of knowledge, skills, tools, and
techniques to describe, organize, execute, and monitor
the work of project activities in order to meet or exceed
stakeholder requirements from a project.”
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
PMBOK® Process Groups
Initiating—“defines and authorizes a project or a project phase”
Planning—“defines and refines objectives and plans actions to
achieve objectives”
Executing—“directs and manages people and other resources to
accomplish project work”
Monitoring and controlling—“collects data and checks progress
to determine any needed corrective actions”
Closing—“formalized acceptance of project outcomes and ending
the project”
What is Project Management?
12
Managing a project typically includes:
 Identifying requirements,
 Addressing the various needs, concerns, and expectations of
the stakeholders as the project is planned and carried out,
 Balancing the competing project constraints including, but not
limited to:
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Scope,
Quality,
Schedule,
Budget,
Resources, and
Risk.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
PMBOK® Knowledge Areas
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PMI defined 42 project management processes to handle all
aspects of a project life.
The 42 processes are logically grouped in 9 knowledge areas:
Scope management—“determining all the work and only the work necessary for project
completion;”
Time management—“defining, sequencing, estimating duration, and resourcing work activities as
well as developing and controlling the schedule;”
Cost management—“planning, estimating, budgeting, and controlling costs;”
Quality management—“quality planning, assurance, and control;”
Human Resources management—“acquiring, developing, and managing the project team;”
Communications management—“generating, collecting, disseminating, storing, and disposing of
timely and appropriate project information;”
Risk management—“risk identification, analysis, response planning, and monitoring and control;”
Procurement management—“purchasing or acquiring product and services as well as contract
management;” and
Integration management—“unifying and coordinating the other knowledge areas by creating and
using tools such as charters, project plans, and change control.”
What is Project Management?
14
PM processes apply to the 5
phases of a project life:
1.
Initiating,
2.
Planning,
3.
4.
5.
Executing,
Monitoring and
Controlling, and
Closing.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Project Sponsor
15
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A sponsor is the person or group that provides the
financial resources, in cash or in kind, for the project.
When a project is first conceived, the sponsor
champions the project. This includes serving as
spokesperson to higher levels of management to gather
support throughout the organization and promote the
benefits that the project will bring.
The sponsor a significant role in the development of the
initial scope and charter.
For issues that are beyond the control of the project
manager, the sponsor serves as an escalation path.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Project, Program and Portfolio
16
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A program is defined as a group of related projects
managed in a coordinated way to obtain benefits and
control not available from managing them individually.
A project may or may not be part of a program but a
program will always have projects..
A portfolio refers to a collection of projects or
programs and other work that are grouped together to
facilitate effective management of that work to meet
strategic business objectives. The projects or programs
of the portfolio may not necessarily be interdependent
or directly related
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Portfolio, Program, Project, and Subproject
Relationships
Project Management Office (PMO)
18
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A project management office (PMO) is an
organizational body or entity assigned various
responsibilities related to the centralized and
coordinated management of those projects under its
domain. The responsibilities of a PMO can range
from providing project management support
functions to actually being responsible for the direct
management of a project.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Project Management Office (PMO)
19
A primary function of a PMO is to support project managers in a
variety of ways which may include, but are not limited to:
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Identifying and developing project management methodology, best
practices, and standards;
Developing and managing project policies, procedures, templates,
and other shared documentation (organizational process assets);
Coaching, mentoring, training, and oversight;
Monitoring compliance with project management standards, policies,
procedures, and templates via project audits;
Managing shared resources across all projects administered by the
PMO; and
Coordinating communication across projects.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
What is Project Manager’s Role
20
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Project managers are assigned by the performing
organization to achieve the project objectives.
Project manager is in charge of all aspects of the project
including, but not limited to:
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Developing the project management plan and all related
component plans,
Keeping the project on track in terms of schedule and budget,
Identifying, monitoring, and responding to risk, and
Providing accurate and timely reporting of project metrics.
The project manager is the lead person responsible for
communicating with all stakeholders, particularly the project
sponsor, project team, and other key stakeholders.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Project Triple-Constraint
21
Scope/ Quality
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Project Constraints
22
Scope
Time
Cost
Team Members
Satisfaction
Quality
Risk
Customer Satisfaction
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Project Goals and Constraints
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Projects are undertaken to accomplish specific goals
Scope and quality measure performance and
should result in outputs that satisfy customers
Consider scope and quality subject to be constraints
of time and cost
Scope – “the sum of all products, services, and results to be
provided by the project.” PMBOK® Guide
Quality – “the degree to which a set of inherent characteristics
fulfills requirements.” PMBOK® Guide
Project Goals and Constraints
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Obstacles or challenges may limit the ability to
perform
Opportunities may allow projects to exceed original
expectations.
Project Managers (PMs) decide which goals and
constraints take precedence
Successful Projects
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Project success is creating deliverables that include all of the agreed upon
features
Outputs please the project’s customers.
Customers use the outputs effectively as they do their work (meet quality
goals)
The project should be completed on schedule and on budget (meet time
and cost constraints).
Completed without heroics
People who work on the project should learn new skills and/or refine
existing skills.
Organizational learning should take place and be captured for future
projects.
Reap business-level benefits such as development of new products,
increased market share, increased profitability, decreased cost, etc.
Why Projects Fail ?
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Not enough resources are available for project
completion.
Not enough time has been given to the project.
Project expectations are unclear.
Changes in the scope are not understood or agreed
upon by all parties involved.
Stakeholders disagree regarding expectations for
the project.
Adequate project planning is not used.
Project Customer Tradeoff Matrix
Project Life Cycle
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All projects go through predictable stages called a
project life cycle.
Life cycle allows for control to assure that the
project is proceeding in a satisfactory manner and
that the results are likely to serve its customer’s
intended purpose
Project life cycle – “a collection of generally sequential project phases
whose name and number are determined by the control needs of the
organization or organizations involved in the project.” PMBOK® Guide
customer – “the person or organization that will use the project’s product
or service or result.” PMBOK® Guide
Project Life Cycle Stages
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Initiating—when a project is proposed, planned at a high
level, and key participants commit to it in broad terms
Planning—starts after the initial commitment, includes detailed
planning, and ends when all stakeholders accept the entire
detailed plan
Executing—includes authorizing, executing, monitoring, and
controlling work until the customer accepts the project
deliverables
Closing—all activities after customer acceptance to ensure
project is completed, lessons are learned, resources are
reassigned, and contributions are recognized.
Project Life Cycle Stages
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Most companies insist that a project must pass an
approval of some kind to move from one stage to
the next
The project life cycle is highly formalized and very
specific
Project Life Cycle Stages
Life Cycle for Quality Improvement Projects
Good Project Manager’s Skills
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Communication skills
 Organizational and Planning Skills
 Budgeting Skills
 Problem Solving and Decision making
 Negotiating and Influencing
 Leadership Skills
 Team Building and Human Resources
 NOT to please everyone!!!
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CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Soft Skills and Hard Skills
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Soft skills include communication and leadership
activities.
Hard skills include risk analysis, quality control,
scheduling, and budgeting work
A successful project manager needs both soft and
hard skills along with the judgment of when each is
more necessary.
Training, experience, and mentoring are
instrumental in developing necessary skills.
Authority and Responsibility
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Projects are most effectively managed with one
person being assigned accountability
Project managers negotiate with functional
managers
A project manager needs to develop strong
communication and leadership skills in order to
persuade subordinates to focus on the project when
they have to share their time on several tasks.
Functional manager – “someone with management authority over an
organizational unit.… The manager of any group that actually makes a
product or performs a service.” PMBOK® Guide
Project Organizational Structure
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There are 3 major types of organizations:
 Functional Organizations
 Projectized Organizations
 Matrix Organizations
 Weak
Matrix organizations
 Strong Matrix organizations
 Balanced Matrix organizations
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Variations and combinations may exist.
The level of authority the project manager enjoys is
denoted by the organizational structure
Functional Organization
Project
Coordinator
Functional Organization
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Organizations is centered on specialties and grouped by
function.
Each department will do its project work independent of others.
Each employee reports to only one manager.
It is important to know and respect the chain of command.
Project managers have little to no formal authority.
Good communication, interpersonal, and influencing skills on the
part of the project manager are required to bring about a
successful project under this structure.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Functional Organization
39
Advantages
Disadvantages
Enduring organizational structure.
Project manager has little to no formal
authority.
Clear career path with separation of
functions allowing specialty skills to
flourish.
Multiple projects compete for limited
resources and priority.
Employees have one supervisor with a
clear chain of command.
Project team members are loyal to the
functional manager.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Projectized Organization
Projectized Organization
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Projectized organizations are nearly the opposite of
functional organizations. It aims to develop loyalty to
the project, not to a functional manager.
The focus of this type of organization is the project
itself.
Most of the organization’s resources are involved in
project work,
Team members are often co-located,
Project managers have a great deal of independence
and authority.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Matrix Organization
42
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Matrix organizations are a blend of functional and
projectized characteristics.
Weak matrix maintains many of the characteristics of a
functional organization, and the project manager role is
more of a coordinator or expediter than that of a true
project manager.
Strong matrix has many of the characteristics of the
projectized organization, and can have full-time project
managers with considerable authority and full-time project
administrative staff.
Balanced matrix organization recognizes the need for a
project manager, it does not provide the project manager
with the full authority over the project and project funding.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Matrix Organization
43
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Employees in a matrix organization report to one functional
manager and at least one project manager.
It’s possible that employees could report to multiple project
managers if they are working on multiple projects at one
time.
Functional managers pick up the administrative portion of
the duties and assign employees to projects. They also
monitor the work of their employees on the various projects.
Project managers are responsible for executing the project
and giving out work assignments based on project activities.
Project managers and functional managers share the
responsibility of performance reviews for the employee.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Strong Matrix Organization
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The project managers have a great power.
They have the ability to strong-arm the functional
managers into giving up their best resources for
projects.
When competing for resources, project managers
may negotiate resources among each other.
Functional Manager handles only the administrative
aspect of his employees life.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Strong Matrix Organization
Weak Matrix Organization
46
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The functional managers have all the power in this
structure.
Project managers are really project coordinators or
expeditors with part-time responsibilities on projects
in a weak matrix organization.
Project managers have little to no authority, just like
in the functional organization.
On the other hand, the functional managers have a
lot of authority and make all the work assignments.
The project manager simply expedites the project.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Weak Matrix Organization
Balanced Matrix Organization
Project Management vs. Organization
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Person’s
Authority in
Projects
Manager’s Time
in Role
Common Titles
for Manager
% of Project
Team Assigned
Full-Time
Balanced
Matrix
Strong Matrix
Some Authority
Moderate to
Low Authority
High to
Moderate
Authority
Part Time
Full Time
Full Time
Full Time
Project
Manager,
Project
Manager,
Program
Manager
Project
Manager,
Program
Manager
50%
75%
100%
Functional
Weak Matrix
No Authority
Part Time
Project
Project
Coordinator,
Coordinator,
Project Leader Project Leader
0%
15%
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Pure Project
High Authority
Project Expediter, Coordinator, Manager
50
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Depending on the type of Organization, the project manager’s role and
power can be very limited
Project Expediter
acts primarily as a staff assistant
 as communications coordinator.
 cannot personally make or enforce decisions.
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Project Coordinator
has some power to make decisions
 Has some authority
 reports to a higher-level manager

CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Organizational Structure
51
Advantages
Functional
• Easier management of specialists
• People place more emphasis on their
• Team members report to only one
functional specialty to the detriment of the
supervisor
project
• Similar resources are centralized, as
• No career path in project management
the company is grouped by specialties
• The project manager has little or no
• Clearly defined career paths in areas of
authority
work specialization
Projectized • Efficient project organization
• Loyalty to the project
• More effective communication than
functional
Matrix
Disadvantages
• Highly visible project objectives
• Improved project manager control over
resources
• More support from functional area
• Maximum utilization of scarce resources
• Better coordination
• No “home” when project is completed
• Lack of professionalism in disciplines
• Duplication of facilities and job functions
• Less efficient use of resources
• Extra administration is required
• More than one boss for project teams
• More complex to monitor and control
• Tougher problems with resource allocation
• Need extensive policies and procedures
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Project Roles
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Project Executive-Level Roles
Project Management-Level Roles
Project Associate-Level Roles
Project Executive-Level Roles
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The steering team
 The
top leader (CEO) and his/her direct reports
 Select, prioritize, and resource projects in accordance
with the organization’s strategic planning
 Ensure that accurate progress is reported and
necessary adjustments are made.
Project Executive-Level Roles
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The chief projects officer
 Keeper,
facilitator, and improver of the project
management system
 Responsible for project standards, methods, training,
documentation
 Either on the leadership team or one rung down in the
organization
Project Management Office (PMO) – “an organizational body or entity
assigned various responsibilities related to the centralized and coordinated
management of those projects within its domain. The responsibilities of the
PMO can range from providing project management support functions to
actually being responsible for the direct management of a project.”
PMBOK® Guide
Project Executive-Level Roles
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The sponsor
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The sponsor is often a member of the leadership team
Has a strong interest in having the project succeed
Some financial control
Clout in the organization
The power of influence
Takes an active role in chartering the project and reviewing progress
reports
Takes a behind-the-scenes role in mentoring and assisting the project
manager throughout the project life.
Sponsor – “the person or group that provides the financial resources, in cash
or in kind, for the project.” PMBOK® Guide
Project Management-Level Roles
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Project manager
 Directly
accountable for the project results, schedule,
and budget
 The main communicator
 Responsible for the planning and execution of the
project
 Works on the project from start to finish.
 The project manager often must get things done through
the power of influence since his or her formal power
may be –limited.
Project manager
“the person assigned by the performing organization to
achieve the project objectives.” PMBOK® Guide
Project Management-Level Roles

Functional manager
 The
department heads—the ongoing managers of the
organization
 Determine how the work of the project is to be
accomplished
 Supervise that work
 Negotiate with the project manager regarding which
workers are assigned to the project
Project Management-Level Roles

Facilitator
 Helps
the project manager with the process of running
meetings and making decisions
 Frees the project manager to concentrate on the content
of the project
 The facilitator concentrates on the process.
 A facilitator helps the PM understand organizational
politics and provides suggestions on how to handle
situations.
Project Management-Level Roles

Senior customer representative
 Ensures
that the needs and wants of the various
constituents in the customer’s organization are identified
and prioritized
 Ensures that project progress and decisions continually
support the customer’s desires.
Project Associate-Level Roles

Core team member
 People
assigned to a project from start to finish
 The core team does most of the planning and makes
most of the project level decisions.
 A small core team is ideal since people will then be less
likely to fight.
 Projects often require help from other people during
busy times.
Project Associate-Level Roles

Subject matter experts
 Temporary
members that are brought on board during
busy times
 Used on an as-needed basis.
 Not present during the charter development and
signing
 May have neither dedication to nor detailed
knowledge of the project.
Organizational Process Assets
62
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Processes & Procedures
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Organizational standard processes such as standards, policies
Standardized guidelines, work instruction, proposal evaluation criteria, and performance
measurement criteria
Templates
Financial control procedures
Procedures for prioritizing, approving, and issuing work authorization
Etc.
Corporate Knowledge Base
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Process measurement databases
Project files
Historical information & lesson learned knowledge bases
Issue and defect management databases
Configuration management knowledge bases
Financial databases
Etc.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Qualifying to take PMP Exam
63

To take the PMP exam, candidates must meet
requirements as outlined by PMI (the Project
Management Institute):
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012
Keynotes
64
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Be able to describe the difference between projects and
operations. A project is temporary in nature with a definite
beginning and ending date. Operations are ongoing.
Be able to denote some of the skills every good project manager
should possess. Communication, budgeting, organizational, problem
solving, negotiation and influencing, leading, and team building.
Be able to differentiate the different organizational structures.
Organizations are usually structured in some combination of the
following: functional, projectized, and matrix (including weak matrix,
balanced matrix, and strong matrix).
Be able to name the five project management processes. Initiation,
Planning, Executing, Controlling, and Closing.
CSC 443- IT Project Management Dr. Safwan Qasem
Spring 2011-2012