Project Management

Overview

Chapter

Introduction

ONE

Part

ONE

Course Overview

 The basics
of Project
Management
What Project
Management
involves

Course Overview
Project management
Formal definitions
Processes
Best practices

Phases

Project Management Institute

Publications
Certification courses

Chapter

Introduction

ONE

Part

TWO

Historical Background

Kaoru Ishikawa
Education
University of Tokyo graduate

Profession
Engineer & associate professor

Kaoru Ishikawa
Education
University of Tokyo graduate

Profession
Engineer & associate professor

Kaoru Ishikawa
Education
University of Tokyo graduate

Profession
Engineer & associate professor

Credits
Quality Circle process
Ishikawa Diagram (a.k.a. Fishbone Diagram)

William E. Deming
Education
Yale

Profession
Mathematics & physics

Credits
Enhanced statistical process controls

Joseph Juran

Vilfredo Pareto

Profession
Business consultant
Organizational behaviorist

Credits
Coined the phrase The vital few and the
trivial many

Profession
Economist

Credits
The Pareto principle of unequal
distribution (the 80/20 rule)

Joseph Juran

Vilfredo Pareto

Profession
Business consultant
Organizational behaviorist

Credits
Company-Wide Quality Management (the
Juran Trilogy)
Quality planning
Quality improvement
Quality control

Profession
Economist

Credits
The Pareto principle of unequal
distribution (the 80/20 rule)

Skunk Works project

A project developed by a small
and loosely structured group of
people who research and
develop a project primarily for
the sake of radical innovation.
The term originated with
Lockheed's World War II Skunk
Works project.

Manufacturing
Automobiles
Electronics
Textiles
Semiconductors

Chapter

Anatomy
of a Project

TWO

Part

ONE

What is a project?

What is a Project?
A vehicle used to achieve strategic goals
A temporary endeavor undertaken to create a unique product, service,
or result.
Progressive elaboration
Involves continuously improving and detailing a [project] plan
Enables better control and understanding

Project vs.
Project
Temporary
Unique

Organizational activity
Ongoing
Repetitive

Chapter

Anatomy
of a Project

TWO

Part

TWO

What is Project
Management?

Project Management
The application of knowledge, skills, tools
and techniques to project activities to meet
project requirements
Applied to projects, not to operational activities

Project Constraints

Chapter

Anatomy
of a Project

TWO

Part

THREE

The Project Life Cycle

and
Project Phases

Project Management Survey

Project Life Cycles

Integrate processes, tools, and techniques
Critical Path Methodology (CPM)
Project Work Breakdown Structure
Integrated Change Control process

Project Life Cycles

Integrate processes, tools, and techniques
Address how a project will be conceived
Weigh traditional methods against new ideas
Maintain progress
Operate within constraints

Project Life Cycles

Integrate processes, tools, and techniques
Address how a project will be conceived
Are a collection of sequential phases
Can be adjusted to fit the organization
Used to provide a framework

Project Life Cycle

Phases
Initiation Phase
Planning Phase
Execution Phase
Closing Phase

Project
Process Groups
Initiating
Planning
Executing
Monitoring and controlling
Closing

Life Cycle Phases

The Initiation Phase
Defines the project parameters
Validates the need
Provides structure
Starts with a project request to address a problem or a business need
Business process improvements
Defects identified
Changes in functionality
Improved technology
Enterprise environmental factors
Competitive advantage

Life Cycle Phases

The Initiation Phase
Defines the project parameters
Validates the need
Provides structure
Starts with a project request to address a problem or a business need
Deliverables
Develop a business case
Determine feasibility
Develop the Project Charter
Organize the Project Team
Establish the Project Office

Life Cycle Phases

The Planning Phase
Acquire resources to work within project constraints
Determine intent and requirements
Build vs. Buy
Function vs. non-function
Cost benefit analysis
Design activities

Life Cycle Phases

The Planning Phase
Acquire resources to work within project constraints
Determine intent and requirements
Deliverables
Develop the Project Plan
Develop the Resource Plan
Develop the budget
Initiate quality planning
Set up the Project Risk Log
Determine criteria for acceptance
Develop the Project Communications Plan
Identify vendor and contractual requirements

Life Cycle Phases

The Execution Phase
Initiates the development of planned activities
Includes subsidiary plans that manage activities within
project constraints:
Project Time Management Plan
Project Cost Management Plan
Project Quality Management Plan
Project Change Management Plan
Project Risk/Issues Management Plan
Project Communications Management Plan
Project Integrated Change Control Plan

Life Cycle Phases

The Closing Phase
Include activities required to bring closure to a project
Deliverables
Post-implementation review
Delivery of product to client
Review of lessons learned
Administrative closure contracts
Updates to project artifacts

Chapter

Anatomy
of a Project

TWO

Part

Project vs. Product

FOUR

Life Cycles

Product life cycle

Charts the current and projected
sales of a product

Project life cycle

Charts the process to complete
a project with the intended targeted
results

Project vs. Product Life Cycles

Product Life Cycle
Correlates to the
products revenue
Five stages
Product development
Product introduction to
the market
Product growth
Product maturity
Product decline

Project Life Cycle

Frames project activities in

project development
Four phases
Initiation
Planning
Execution
Closure

Project Life Cycles

Initiation

Justifies the project

Sets goals to progress the initiative
Assigned to a project manager
and a team

Project Life Cycles

Initiation
Planning

Project objective solutions

are identified

Project Life Cycles

Initiation
Planning
Execution

Focuses on development work

Ensures quality measures

Project Life Cycles

Initiation
Planning
Execution
Closure

Preparation of the hand-off

Post-implementation reviews
Contract closures
Project audits
Lessons learned

Project vs. Product Life Cycles

Product Life Cycle
Correlates to the
products revenue
Five stages
Maps a products sales
to its market longevity
Defines the product stages
Aids in the decision process

Project Life Cycle

Frames project activities in project

development
Four phases
Helps drive product development

Chapter

Anatomy
of a Project

TWO

Part

FIVE

Characteristics of
Project Phases

Project Phases
Are stages within a process
Can be identified by the completion of deliverables

Deliverables
Ammon Wiese 4/27/13
Ammon, David proposes that
this should be marked as a
noun, citing that "the actions
that constitute activities are
verbs. Given that the definition
is defining 'deliverables,' which
is a noun, the part of speech
should be listed as '(n)'."
I still think it should be a verb

(n) - Activities within work packages that provide a measurable

component of the overall projects product

Deliverables
Can be process-related or product-related
Are usually sequential in nature

Project Constraints
Help determine complexity, quality, risk, and acceptability
May be divided into sub-phases
Aligned to deliverables within the primary phase

Approved Changes
Applied through the Integrate Change Control (ICC) process
Modify a projects scope

Require
Updates to project documents
An impact assessment of prior phase activities
Identified within the Project Risk Plan and Risk Log

Project Phases (Contd)

Are stages within a process
Identified by the completion of deliverables
Drive activities predicated by project constraints
Are closed after work is reviewed and details are syndicated

Deliverables (contd)
Can be process-related or product-related
Usually sequential in nature
Are reviewed and labeled as follows before a project is closed
Acceptable
Extra work may be necessary
Alternatives might need to be considered

Fast Tracking
To schedule simultaneous tasks
in order to complete a job in
less time

Crashing
To increase manpower and/or
assets in order to reduce the
completion time of a project

Rolling Wave
To update details of the Work
Breakdown Structure on an
ongoing basis

Phased Activities
Formally initiated
Product is dependent upon the phase itself
Provides detailed expectations for that phase

End-Of-Phase Review
(a.k.a. phase gate, a.k.a. phase exit point, a.k.a. kill point)
Can be orchestrated by the project manager
Obtain authorization
Close the current phase
Initiate subsequent phases

Project Phases (contd)

Are stages within a process
Identified by the completion of deliverables
Drive activities predicated by project constraints
Are closed after work is reviewed and details are syndicated
End-of-phase review

Project phases drive activities through the project life cycle,

which contribute to the product life cycle

Example
Project lifecycle
Begins with the development of the prototype

Product lifecycle
Begins with the completion of the product and delivery
to the consumer

Chapter

Anatomy
of a Project

TWO

TWO

SIX

Project Management vs.

The Project
Life Cycle

Project Management
Refers to the actions that define, plan,
control, monitor and close a project
The plan and the schedule

Capitalizes on a common set of

processes, providing consistency

Project Life Cycle

Refers to work associated with building
project activities or deliverables
The work performed relative to said plan
and schedule

In short...
Most project management processes share common
elements
Project life cycle activities typically result in unique
deliverables

Project Management
Refers to the actions that define, plan,
control, monitor and close a project
The plan and the schedule

Capitalizes on a common set of

processes, providing consistency

Project Life Cycle

Refers to work associated with building
project activities or deliverables
The work performed relative to said plan
and schedule

Aligns to methodologies implemented by

the project manager

Methodologies
sis

ns
Co
n

tio

Agile

ta

l
l
a
f
r
e
Wat

en
em

ng &
i
t
s
e
T
on
i
t
a
t
n
me
e
l
p
m
I

and
Te
st
in
g

Cons

Analysis

pl
Im

ion
truct

tr

De

uc

sig

tio

Desig

Analy

Chapter

Anatomy
of a Project

TWO

Part

SEVEN

Project Management
Process Groups

Five Process Groups

Initiate
Planning
Execution
Monitor and Control
Closing

Ten Knowledge Areas

Integrate
Scope
Time
Cost
Quality

Human Resources
Communications
Risk
Procurement
Stakeholder

47 Processes
No. of Processes

30
25
20
15
10
5
0

Total

Initiating

Planning

Executing

24

Monitoring
&
Controlling

11

Closing

Knowledge Areas
Project Integration Management

Initiating

Process Groups

Develop Project Charter

Planning

Executing

Monitor & Control

Closing

Develop Project Management

Direct and Manage Work

Monitor & Control project

Close Project

Plan

work
Perform Integrated Change
Control

Plan Scope Management

Collect Requirement
Define Scope
Create WBS

Validate Scope
Control Scope

Project Time Management

Plan Schedule Management

Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule

Control Schedule

Project Cost Management

Plan Cost Management

Estimate Cost
Determine Budget

Control Costs

Project Scope Management

Project Quality Management

Project Human Resources
Management
Project Communications Management

Plan Quality Management

Perform Quality Assurance

Plan Human Resource

Management

Acquire Project Team

Develop Project Team
Manage Project Team

Plan Communications

Manage Communications

Perform Quality Control

Control Communications

Management
Plan Risk Management
Identify Risks
Performance Qualitative

Project Risk Management

Control Risks

Risk Analysis
Perform Quantitative Risk
Analysis
Plan Risk Analysis
Plan Procurements

Project Procurement Management

Project Stakeholder Management

Conduct Procurements

Control Procurements

Manage Stakeholder

Control Stakeholder

Engagement

Engagement

Management
Identify Stakeholders

Plan Stakeholder Management

Close Procurements

Sta

Identify Stakeholders

Manage Stakeholder Engagement

Control Stakeholder Engagement
Plan Stakeholder Management

Develop Project Charter

keh

Develop Project Management Plan

old

Pr
e
rs
oc
ur
em
en
t Project
Management
k
s
i
R s

Plan Procurement Management

Conduct Procurements

Control Procurements
Close Procurements
Plan Risk Management

Identify Risks
Perform Qualitative Risk Analysis

Acquire Project Team

Hu

Develop Project Team

Manage Project Team

lity

Plan Human Resource Management

so

Control Communications

an
Re

Manage Communications

Co

u
m
m

Qua

Plan Communications Management

ur
ce

n
o
(

a
c
i
n

Control Risks

Perform Quantitative Risk Analysis

Plan Risk Responses

n
o
a(

Direct and Manage Project Work

r
g
te

In

Monitor and Control Project Work

Close Project or Phase

Plan Scope Management

e
p
o
STcim
e

Co

Validate Scope

Define Scope

Control Scope

Define Activities

Sequence Activities

Develop Schedule

Estimate Activity Resources

Control Schedule

st

Perform Quality Assurance

Create WBS

Collect Requirements

Plan Schedule Management

Plan Quality Management

Control Quality

Perform Integrated Change Control

Estimate Activity Resources

Plan Cost Management

Estimate Costs
Determine Budget
Control Costs

Process Groups
The Initiating Process Group
Consists of defining processes and authorization
A new project
A new phase of an existing project

Process initiation can be started outside of a project

Initiating Process Group

Understand what the sponsor wants
Work with collaborators to accommodate relevant details
Ensure proper permissions and licenses

Process Groups
The Planning Process Group
Consists of processes performed to define what is within
and outside the project scope
Produces the project management plan
Applies Rolling Wave planning

Planning Process
Finalize preparatory details
Documentation
Actions to be taken by others outside your team
Expenses
Timeframes

Process Groups
The Execution Process Group
Consists of processes performed to complete the work according
to the developed plan
Developments will arise requiring the project management
plan to be updated

Execution Process
Develop work packages
Compensate for unforeseen delays
Facilitate deliveries

Process Groups
The Monitoring and Controlling Process Group
Consists of processes that oversee project activities and
project performance

Process Groups
The Monitoring and
Controlling Process Group
Consists of processes that
oversee project activities
and
project performance
Allows team to identify
variances from the project
management plan and
take action

Permits change to occur

after a formal change
control
and integration process is
completed and approved

Monitoring and Control

Allocation of resources
Materials review
Follow-up with the sponsor

Process Groups
The Closing Process Group
Consists of processes that finalize activities across all process
groups and begins project closure
Brings all contractual details to termination

 Conceptualization
Stakeholder Analysis
Requirements planning
Project plan development
Execution of deliverables
Control and monitoring of
project productivity
Delivery of a finished product

Closing Process
Handing off the project
Training
Short-term support

Post-implementation review
Lessons learned

The Unofficial Phase

Celebrate success
Recognize the efforts of those involved
Acknowledge exemplary work

Your Chapter Two

Takeaway Message
Projects are temporary endeavors undertaken to create
a unique product, service or result
Project management = the application of knowledge,
skills, tools and techniques to project activities to meet
project requirements
The life cycle of a project is measured in phases (initiation,
planning, execution and closing)

Your Chapter Two

Takeaway Message
The completion of a project phase is typically marked by the
successful completion of a deliverable
The phases of a project are managed by employing project
management processes
Project management processes are collected within Project
Management Process Groups based on the function they play
within the project

Your Chapter Two

Takeaway Message
The Project Management Process Groups are Initiating,
Planning, Executing, Monitoring and Controlling and Closing
Project Management Process Groups are not to be
confused with project phases

Chapter

PMI and the

PMBOK Guide

THREE

Part

ONE

The Project
Management Institute

The Project
Conducts research concentrated on project management
Project Management Journal
Encourages project professionals to network and
align competencies
Establishes standardization through the PMBOK Guide

The PMI logo is a registered mark of the Project Management Ins(tute, Inc.

PMI Certifications
Certified Associates in Project Management (CAPM)
Understand the processes and terminology and have a
fundamental knowledge of the PMBOK Guide
Demonstrate knowledge of project management practices
Contribute to project team as a Subject Matter Expert

PMI Certifications
Project Management Processionals (PMP)
Are responsible for all aspects of the project for the life
of the project
Lead and direct cross-functional teams to deliver projects
Demonstrate sufficient knowledge and experience to apply
a methodology to projects

PMI Certifications
Program Management Professionals (PgMP)
Are responsible for achieving an organizational objective
by overseeing a program that consists of multiple projects
Define and initiate projects and assign project managers
to manage cost, schedule and performance
Maintain alignment of program scope with strategic
business objectives

PMI Certifications
PMI Risk Management Professionals (PMIRMP)
Are responsible for identifying project risks and preparing
mitigation plans
Support project management and the team as a
contributing member

PMI Certifications
PMI Scheduling Professionals (PMISP)
Are responsible for creating and maintaining the
project schedule
Support project management and the team as
contributing members

Chapter

PMI and the

PMBOK Guide

THREE

Part

TWO

The PMBOK Guide

The PMBOK Guide

Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK Guide)
Fifth Edition, Project Management Institute, Inc. 2013
Standardizes processes applied to project management
Provides vocabulary essential to a professional discipline
and promotes standards
Promotes a code of ethics and professional conduct

Chapter

PMI and the

PMBOK Guide

THREE

Part

THREE

The Knowledge Areas

Project Management Fact:

According to the
PMBOK Guide, there
are 47 different project
management processes

The Knowledge Areas

Are intentionally grouped processes that have
common characteristics
Skill sets and knowledge
Facilitates project activities

Catalog a project managers skills in relation

to a project
Use a purposeful naming convention
Project + [Knowledge Area] + Management

Project Integration Management

Activities pertaining to the Project Charter Initiate process group
Within the Project Charter
The Develop Project Charter process provides details that feed into the
Planning process group activities

Project Integration Management

Activities pertaining to the Project Charter Initiate process group
Within the Project Charter
The Develop Project Charter process provides details that feed into the
Planning process group activities

Within Planning
Multiple distinct processes may be engaged to detail requirements

Project Integration Management

Activities pertaining to the Project Charter Initiate process group
Throughout
Quality assurance

Within Closure
Delivery of the projects product

Integration knowledge area spans entire project

Project Scope Management

Activities that help manage the project scope in the Planning, and
Monitoring & Control process groups
Within Planning

k
or

k
ac

ges

Requirements are collected

Deliverable details are vetted
Work Breakdown Structure is created

Project Scope Management

Activities that help manage the project scope in the Planning, and
Monitoring & Control process groups
Within Monitoring & Control
Validate Scope leads to the approval of project deliverables
Control Scope ensures the intended deliverable is developed with the proper levels
of quality, with no deviations or unplanned changes

Project Time Management

Activities relating to time within the Planning and
Monitoring & Control process groups
Within Planning
Defining project activities
Sequencing the tasks and delivery
Estimating resources and time

Within Monitoring & Control

Control of the schedule developed

Project Cost Management

Activities that help manage project costs in the Planning, and
Monitoring & Control process groups
Within Planning
Cost estimating
Cost budgeting

Within Monitoring & Control

Cost control

Project Quality Management

Activities that ensure quality is considered in all project aspects
including the Planning, Execution, and Monitoring & Control
process groups

Project Human
Resources Management
Activities involved in developing a plan to formulate the team
during the Planning and Execution process groups
Within Planning
HR Plan, in conjunction with the overall project plan

Within Execution
Acquiring the project team
Developing the team
Managing the project team

Project Communications
Management
Activities concerning effective communications within the Initiate,
Planning, Execution, and Monitoring & Control process groups
Within Initiate
Stakeholders are identified

Within Planning
Developing a communication plan, in conjunction with the overall project plan

Project Communications
Management
Activities concerning effective communications within the Initiate,
Planning, Execution, and Monitoring & Control process groups
Within Execution
Distributing project information

Within Monitoring & Control

Reporting project performance
Reporting project productivity

Project Stakeholder Management

New to PMBOK 5th Edition
Within Initiate
Stakeholders are identified

Within Planning
Stakeholder management activities defined

Project Stakeholder Management

New to PMBOK 5th Edition
Within Execution
Follow through with stakeholder engagement

Within Monitoring & Control

Control stakeholder engagement issues

Project Risk Management

Risk-related activities pertaining to Planning and
Monitoring & Control process groups
Within Planning
Risk management plan
Identify risk
Qualitative and quantitative analysis

Within Monitoring & Control

Monitor risk

Project Procurement Management

Activities that oversee procurement work within the Planning,
Execution, Monitoring & Control, and Closing process groups
Within Planning
The Procurement plan (becomes a subsidiary plan to the project plan)

Within Execution
Actual procurement

Within Monitoring & Control

Administering procurement

Project Procurement Management

Activities that oversee procurement work within the Planning,
Execution, Monitoring & Control, and Closing process groups
Within Closing
Procurement activities are brought to closure
Contracts are reviewed for completion
Invoices and contract resources are paid
Vendor activities and participation is reviewed

Project Stakeholder Management

Activities that oversee Integration, Planning, Execution, and
Monitoring & Control process groups
Within Integration
Identify Stakeholders

Within Planning
Plan Stakeholder Management

Project Stakeholder Management

Activities that oversee Integration, Planning, Execution, and
Monitoring & Control process groups
Within Execution
Manage Stakeholder Engagement

Within Monitoring Control

Control Stakeholder Engagement

Chapter

PMI and the

PMBOK Guide

Three

Part

Four

Takeaways

Your Chapter Three

Takeaway Message
The Project Management Institute is the global organization
that catalogs the standards and terminology of project management
PMI publishes the Project Management Institute, A Guide to the
Body of Knowledge, (PMBOK Guide) Fifth Edition, Project
Management, Inc., 2013

Your Chapter Three

Takeaway Message
Key Topics to review:
The PMBOK Guide documents project processes,
Project Management Process Groups
Project management knowledge areas

Your Chapter Three

Takeaway Message
PMI is the organization that offers credentials to project managers
including the Project Management Professional (PMP) certification
Knowledge areas are intentionally grouped processes that have
common characteristics

Acknowledgements
Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project
Management Institute, Inc. 2013, Project Management Professional
(PMP), PMP, PgMP, CAPM, PMI-ACP, PMI-SP, PMI-RMP, OPM3 and
Project Management Journal are registered marks of the Project
Management Institute, Inc.