Topic 1 ‐ Project Management Framework

EM-504
Project Management
Framework and Tools
Resource Person
Dr. Muhammad Wasif, PMP 
Deputy Director QEC, Deputy Management Rep. (ISO Cell), 
Assistant Professor,
Department of Industrial and Manufacturing Engineering,
NED University of Engineering and Technology.

Unit 1
Project Management
Framework
Resource Person
Dr. Muhammad Wasif, PMP
Assistant Professor
Department of Industrial and Manufacturing Engineering,
NED University of Engineering and Technology.

© Dr. Muhammad Wasif, PMP 1
Topic 1 ‐ Project Management Framework

What is Project?

Pyramid of Giza Great Wall of China IBM 5150

 Leaders and managers applying project management

practices, principles, processes, tools, and techniques to
deliver these outcomes
 By the mid‐20th Century, Project Management was
evolved as a career path.

© Dr. Muhammad Wasif, PMP                                                                         3

Project Management Body of Knowledge

 PMBoK Generally recognized as Best
Practices
 Generally recognized: knowledge and
practices described are applicable to
most projects most of the time, and
there is consensus about their value and
usefulness.
 Good practice means there is general agreement that the
application of the knowledge, skills, tools, and techniques to
project management processes can enhance the chance of
success over many projects in delivering the expected
business values and results.
© Dr. Muhammad Wasif, PMP                                                                         4

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Topic 1 ‐ Project Management Framework

Definition of Project
According to PMBOK;

 “A project is a temporary endeavor undertaken to

create a unique product, services or result.”
 Temporary does not refers to short duration but means
definite beginning and end dates.
 E.g. Building a national monument – construction time is
limited but result expected to last for centuries.
 Unique means new product, service or result.
 E.g. Constructing buildings ‐ similar activities, materials,
teams but each building has new design, location, situation
and stake holder.
© Dr. Muhammad Wasif, PMP                                                                         5

Project Attributes
1. Unique objective (specifications)
2. Temporary (start and end dates)
3. Developed using progressive
elaboration (phase by phase)
4. Requires resources, often from
various areas (multi‐functional)
5. have a primary customer or
sponsor,
6. Involves uncertainty (Risk)
© Dr. Muhammad Wasif, PMP                                                                         6

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Topic 1 ‐ Project Management Framework

Change in  Developing new 
New product or services New results
Organization compound/material

E.g. tracking watch E.g. Panama Leaks E.g. Implementing Lean E.g. Pharmacies

Developing or acquiring a  Research effort to record  Building plant,

new or modified MIS outcome infrastructure or plant

E.g. Implementing Cloud  E.g. data for  E.g. Burj dubai

computing, SAP composite material

© Dr. Muhammad Wasif, PMP                                                                         7

Project Vs. Operations

 Projects and operations share some of the same characteristics:
 Performed by people
 Constrained by limited resources
 Planned, executed and controlled
 Operations are ongoing and repetitive,
 Projects are temporary and unique.
 Projects intersect with operations;
 When developing a new product, upgrading a product, or
expanding outputs;
 While improving operations or the product development
process;
 At the end of the product life cycle; and
 At each closeout phase.

© Dr. Muhammad Wasif, PMP                                                                         8

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Topic 1 ‐ Project Management Framework

Project Vs. Operations

Project Operations
New process or product Repeat process or product
One objective Several objectives
One shot – limited life On‐going
More heterogeneous People are homogeneous
Systems must be created Systems in place 
Performance, cost & time less  Performance, cost, & time 
certain known

© Dr. Muhammad Wasif, PMP                                                                         9

Sample Quiz: Project Vs. Operations

 

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 
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Topic 1 ‐ Project Management Framework

Drives to Change
 Project moves an
organization from one
state to another in order
to achieve a specific
objective.
Ref: PMBOK, 6th Edition
 Projects enable business value creation
 In business analysis, business value is considered the return, in
the form of elements such as monitory assets, utility, tools, or
good‐will, strategic alignment in return for something exchanged
 For example, building, installing machine, implementing lean
etc.
© Dr. Muhammad Wasif, PMP                                                                         11

Projects and Strategic Planning

© Dr. Muhammad Wasif, PMP                                                                         12

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Topic 1 ‐ Project Management Framework

Project Initiation Context

Meet Regulatory, Legal, or Social Requirements

Legal Requirements Social need Environmental need

EU safety requirements Metro train in Dehli Water treatment plant at the 
in airplanes for transportation end of Liyari river

Create, Improve, or  Satisfy Stakeholder Implement or Change Business

Fix Products, Processes,  Requests or Needs or Technological Strategies
or Services

Customer need Technology Adv. Strategic/business need

Improve Product Siemens install grid station  New materials research  Engro investing in 
Fuel efficient cars / on request of K‐electric causing faster/cheaper CPUs coal power generation.
Electric cars
© Dr. Muhammad Wasif, PMP                                                                         13

Project Management
“Project management is the application of 
knowledge, skills, tools and techniques to project 
activities to meet project requirements.”
 Appropriate application and integration of the 
project management processes identified for the 
project

 For the efficient and effective execution of project

© Dr. Muhammad Wasif, PMP                                                                         14

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Topic 1 ‐ Project Management Framework

Why Project Management

Project Management No Project Management
 Meet business objectives;  Missed deadlines,
 Satisfy stakeholder expectations;  Cost overruns,
 Be more predictable;  Poor quality,
 Increase chances of success;
 Rework,
 Deliver the right products at the 
right time;  Uncontrolled expansion of the project,
 Resolve problems and issues;  Loss of reputation for the organization,
 Respond to risks in a timely   Unsatisfied stakeholders, and
manner;  Failure in achieving the objectives for 
 Optimize the use of organizational  which the project was undertaken.
resources;
 Identify, recover, or terminate failing 
projects;
 Manage constraints (e.g., scope, 
quality, schedule, costs, resources);
© Dr. Muhammad Wasif, PMP                                                                         15

Portfolio, Program and Project

Portfolio Program Project
It is defined as projects, A group of related projects A Project is a temporary
programs, subsidiary managed in a coordinated endeavor undertaken to
portfolios, and operations way to obtain benefits and create a unique, product,
Definition

managed as a group to control not available from service, or result.

achieve strategic managing them individually. It may be
objectives. It is centralized  stand‐alone project,
management of one or  within a program, or
more portfolios to achieve  within a portfolio
strategic
objectives
To maximize the return on   Transportation program  Specific highway project
investment ‐  Local railway project
infrastructure firm may   Wind power project
Examples

put together a portfolio   Power sector program  Hydro power projects

that includes a mix of   Nuclear plant projects
projects in oil & gas,   Coal and other mining
power, water, roads,  projects
railways etc.  Extraction Program
© Dr. Muhammad Wasif, PMP                                                                         16

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Topic 1 ‐ Project Management Framework

Portfolio, Program and Project

 Program and project management focus on doing programs and projects the “right” way; 
 Portfolio management focuses on doing the “right” programs and projects

Ref: PMBOK, 6th Edition
© Dr. Muhammad Wasif, PMP                                                                         17

Sample Question
An Automobile organization is intended to initiate a group of 
projects to introduce its new product line and manufacture it in the 
factory keeping in view that the previous product is to be continued 
for next full year. This is an example of;

A. Portfolio Management
B. Programme Management
C. Project Management
D. Programme Governance

© Dr. Muhammad Wasif, PMP                                                                         18

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Topic 1 ‐ Project Management Framework

Sample Question
A building construction company is intended to change new ERP 
system to monitor and control the project work, it is an example of;

A. Meet Regulation, Legal or Social Requirement, 
B. Create, improve or fix a product, process or services
C. Satisfy stakeholder need
D. Implement or change business or technology strategy

© Dr. Muhammad Wasif, PMP                                                                         19

Organizational Project Management (OPM)

 It is a framework in 
which portfolio, 
program, and project 
management are 
integrated with 
organizational enablers 
in order to achieve 
strategic objectives. Ref: PMBOK, 6th Edition

 The purpose of OPM is to ensure that the organization undertakes

the right projects and allocates critical resources appropriately

© Dr. Muhammad Wasif, PMP                                                                         20

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Topic 1 ‐ Project Management Framework

Project Management Maturity

“Maturity in project management is the 
implementation of a standard methodology and 
accompanying processes such that there exists a high 
likelihood of repeated successes.”
 Maturity implies that the proper foundation of tools, 
techniques, processes, and even culture, exists.
 At the closure of project debriefing, senior management 
looks at “key performance indicators,” it allows the 
organization to maximize what it does right and to 
correct what it did wrong.

© Dr. Muhammad Wasif, PMP                                                                         21

Developing Project Management Maturity

Purpose of PM maturity is to understanding about 
organizational project management  and to measure their 
maturity against PM Best Practices.
Project management maturity models: 
 Center for business practices
 Kerzner’s project management maturity model
 ESI International’s project framework
 SEI’s capability maturity model integration
 PMI’s OPM3: Organizational Project Management 
Maturity Model

© Dr. Muhammad Wasif, PMP                                                                         22

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Topic 1 ‐ Project Management Framework

OPM3 Model

 Knowledge : Familiarity with the 
contents of the Standard is essential.
 Assessment : the organization uses an 
assessment tool to determine areas of 
strength and weakness in relation to 
the body of Best Practices.
 Improvement : Provides list of 
incapability in the organization. 
OPM3 provides guidance in placing 
these in order of importance, and this 
sequence forms the basis for any 
subsequent plans for improvement.

© Dr. Muhammad Wasif, PMP                                                                         23

OPM3 Model – Maturity Assessment

© Dr. Muhammad Wasif, PMP                                                                         24

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Topic 1 ‐ Project Management Framework

OPM3 Model – Maturity Assessment

The results also generate four 
1
charts/graphs showing, based on 
their responses: 
1) the organization’s overall position 
on a continuum of organizational 
3
project management maturity,  2
2) the organization’s maturity in 
terms of each domain, 
3) the organization’s maturity in 
terms of each process 
improvement stage, and  4
4) a composite view of graphs 2 and 
3.

© Dr. Muhammad Wasif, PMP                                                                         25

Component of PMBoK

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Topic 1 ‐ Project Management Framework

Project Life Cycle

 A project life cycle is the series of phases that a project passes 
through from its initiation to its closure.

 It provides the basic framework for managing the project.

Problem 
Design Simulation Building Hand over
Analysis

© Dr. Muhammad Wasif, PMP                                                                         27

Type of Project Life Cycle

Project Life Cycle may be;
1. Predictive Life Cycle (Waterfall: cannot be reversed)
 Also known as fully plan‐driven, 
 the project scope, and the time and cost required to deliver that 
scope, are determined as early in the project life cycle
 preferred when the product to be delivered is well understood
 For Example
 Construction projects
 HVAC Installation
 Power Plant/Grid Installation etc.
© Dr. Muhammad Wasif, PMP                                                                         28

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Topic 1 ‐ Project Management Framework

Type of Project Life Cycle

Project Life Cycle may be;
1. Adaptive Life Cycle
 Also known as change‐driven or agile methods
 These are intended to respond to high levels of change and 
ongoing stakeholder involvement.
 Adaptive methods are also iterative and incremental, but differ 
in that iterations are very rapid and are fixed in time and cost.
 The detailed scope is defined and approved before the start of 
an iteration
 For example: Software modules, technology based products, 
product development etc.
© Dr. Muhammad Wasif, PMP                                                                         29

Project Life Cycle

One or more phases in a life cycle is/are associated with the 
design or development of the product, service, or result.

Problem 
Design Simulation Building Hand over
Analysis

Development life cycles can be;
1. Predictive: scope, time, and cost are determined at the start
2. Iterative: scope is known but time and cost are iterated 
3. Incremental: successful iteration forms the increment
4. Adaptive: are agile, iterative, or incremental
5. Hybrid: Combination of predictive and an adaptive life cycle
© Dr. Muhammad Wasif, PMP                                                                         30

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Topic 1 ‐ Project Management Framework

Product Life Cycle

It is a series of phases that represent the evolution of a product, from 
concept through delivery, growth, maturity, and to retirement.

© Dr. Muhammad Wasif, PMP                                                                         31

Project Phase
 A collection of logically related project activities that culminates 
in the completion of one or more deliverables.
 Phases are identified by its attributes, such as;
 Name, Number, Duration, Resource, entrance criteria, exit 
criteria etc.
 Name of phases must be specific, such as; Concept, development,
 Feasibility study, Customer requirements, Solution development 
etc.
Problem 
Design Simulation Building Hand over
Analysis

Analysis Report Design Model Result Deliverable Operations

© Dr. Muhammad Wasif, PMP                                                                         32

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Topic 1 ‐ Project Management Framework

Project Phases
The phases may be 
 sequential, 
 Overlapping or
 iterative

© Dr. Muhammad Wasif, PMP                                                                         33

Effects of Project Life Cycles

Client Interest

Project Stake

Resources

Creativity

Uncertainty

Conceptualization Planning Execution Termination

© Dr. Muhammad Wasif, PMP ‐ Asst. Professor (IMD ‐ NED UET)                     34

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Topic 1 ‐ Project Management Framework

Project Management Processes

 A process is a set of interrelated actions and activities 
performed to create a pre‐specified product, service, or 
result.
 Each process is characterized by its inputs, the tools and 
techniques that can be applied, and the resulting outputs.

Input Proces Output

•Knowledge
•Archives
s •Tool
•Techniques
•KPIs
•Plans
•Culture •Skills •Baselines
•Business  •Methodologies
processes •Best Practices
•Environment 
Factors

© Dr. Muhammad Wasif, PMP                                                                         35

Project Management Processes

 Project life cycle is managed by executing a series of 
PM activities known as project management processes
 The output can be a deliverable or an outcome.

 Initiating
 Planning
 Executing
 Monitoring & Control
 Closure

© Dr. Muhammad Wasif, PMP                                                                         36

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Topic 1 ‐ Project Management Framework

Types of Project Management Processes

1. Used once or at predefined points in the project, 
such as Project Charter, Close Project
2. Performed periodically as needed: such Acquire 
Resource, Conduct Procurement
3. Performed continuously throughout the project, 
such as Validate Scope, Control Quality
Problem 
Design Simulation Building Hand over
Analysis
Acquire  Acquire  Acquire 
Resource Resource Resource
Project Charter Close Phase Close Phase Close Phase Close Project

© Dr. Muhammad Wasif, PMP                                                                         37

Project Life Cycle v/s

Project Management Processes
Project Life cycle Project Management 
(Product‐oriented Life Cycle) Processes
It defines: It describes: 
what you need to do to do the  what you need to do to manage 
work. the project.
Typically defined by the project  It ensure the effective flow of the 
progressive elaboration (phases). project throughout its life cycle.
Vary by application area as well as  Remains same. i.e. Initiation, 
the phase of the project life cycle. planning, Monitoring & Control, 
Evaluation, Closure.
For example, For example,
Building design, construction,  Resources, time & cost estimations, 
testing, handover. scheduling, risk analysis. 
© Dr. Muhammad Wasif, PMP                                                                         38

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Topic 1 ‐ Project Management Framework

Project Life Cycle v/s

Project Management Processes
 Project management processes are iterative.
 The output of one process generally becomes an input to another 
process or is a deliverable of the project, subproject, or project phase.
 In a project, processes are repeated within each phase until the criteria 
for phase completion have been satisfied.
Project Life Cycle
Conceptual Design Prototype Built

© Dr. Muhammad Wasif, PMP                                                                         39

Types of Project Management Processes

PMBOK® Guide groups 49 processes into five categories;
Initiating Process Group. used to define a new project or a new phase of 
an existing project by obtaining authorization to start the project or phase.
Planning Process Group. Used to establish the scope of the project, 
refine the objectives, and define the course of action required to attain the 
objectives
Executing Process Group. Used to complete the work defined in the 
project management plan to satisfy the project requirements.
Monitoring and Controlling Process Group. processes required to 
track, review, and regulate the progress and performance of the project; 
identify/initiate any areas in which changes to the plan are required;
Closing Process Group. Those processes performed to formally complete 
or close the project, phase, or contract.
© Dr. Muhammad Wasif, PMP                                                                         40

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Topic 1 ‐ Project Management Framework

Knowledge Areas
The Knowledge Areas are: 
1. Project Integration Management, 
2. Project Scope Management, 
3. Project Schedule Management, 
4. Project Cost Management,
5. Project Quality Management, 
6. Project Resource Management,
7. Project Communications Management, 
8. Project Risk Management, 
9. Project Procurement Management and 
10. Project Stakeholder Management.

© Dr. Muhammad Wasif, PMP                                                                         41

Knowledge Areas - Quiz

Chose the suitable Knowledge Area related to following activities.
Defining contract and choosing the right provide  Proj. Procurement Mgmt.
Keeping everyone focused to the organizational goals and  Proj. Integration Mgmt.
objectives

Preparation Budget and tracking the allocations Proj. Cost Mgmt.

Getting the people who can do work and training them Proj. Resource Mgmt.

Tracking the status of information sent on time, meeting  Proj. Communication 
held etc. Mgmt.
Analyzing which work is needed to accomplish the objective Proj. Scope Mgmt.
Setting the activities in sequence Proj. Schedule Mgmt.

© Dr. Muhammad Wasif, PMP                                                                         42

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Topic 1 ‐ Project Management Framework

Project Management Processes

© Dr. Muhammad Wasif, PMP                                                                         43

Project Management Processes

© Dr. Muhammad Wasif, PMP                                                                         44

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Topic 1 ‐ Project Management Framework

PM Processes Interactions
Corrective 
Actions
Legend
New Project
Key Project Information/document
Progress 
External inputs and outputs Report
Business 
Project  Interaction between processes
Case
Charter Approved 
Changes
Contract
Stakeholder 
Register Controlling Progress Report, 
Statement of  Approved  Completion 
work (SOW) Changes Report

Approved Changes, 

Change Request, 
Progress Report

Progress Data
Issue Log, 
Initiating Planning Project  Closing
Management
Plans
Lesson Learned,
and other inputs
Previous  Issue Log, 
Updates
Phase Results Lesson Learned
Executing
New Phase
Organizational  Enterprise 
Process  Environmental  Lesson Learned, 
Assets Factor Updates
Project or Phase 
Tailoring is necessary because each project is unique; not every process, tool, technique,  Completion Report
input, or output identified in the PMBOK® Guide is required on every project.

© Dr. Muhammad Wasif, PMP ‐ Asst. Professor (IMD ‐ NED UET) 45

Life Cycle Relationships

Product Life Cycle Project Life Cycle Project Mgmt. Life Cycle

Generic  Specific   Generic

(same for all products)
Non overlap Overlap Overlap
Operations later product  Technical scope of project Management of work

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Topic 1 ‐ Project Management Framework

Life Cycle Relationships

Corporate Business Life Cycle
Policy  Needs  Project  Product in 
Realization Retirement
Planning Identification Conception Services

Product Life Cycle

Feasibility Acquisition Operations Retirement

Project Life Cycle

Initiation Development Implementation Delivery

© Dr. Muhammad Wasif, PMP                                                              Project Management Framework and Tools

The raw observations and measurements 
identified during activities performed
to carry out the project work.
Project Data, Information

The performance data collected from various 
controlling processes, analyzed in context and 
integrated based on relationships across areas.

The physical or electronic representation of work 
performance information compiled in project 
and Report Flow

documents, intended to generate decisions or raise 
issues, actions, or awareness.

© Dr. Muhammad Wasif, PMP ‐ Asst. Professor (IMD ‐ NED UET) 48

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Topic 1 ‐ Project Management Framework

Project Management Business Docs

These two documents are interdependent and iteratively 
developed and maintained throughout the life cycle of the 
project.
 Project business case: Justification of project or economic 
feasibility study (objectives and reason of project initiation)
 Project benefits management plan: defining the 
processes for creating, maximizing, and sustaining the 
benefits provided by a project (related to operations)
Usually provided by the sponsor after the feasibility study of 
the alternatives

© Dr. Muhammad Wasif, PMP                                                                         49

Project Success
Project is successful, if fulfils

 the constraints of scope, time, 
cost, quality, resources, and risk 
as approved
 Successful soft launch and 
handover to customer
 approved by the authorized 
stakeholders

© Dr. Muhammad Wasif, PMP                                                              Project Management Framework and Tools

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Topic 1 ‐ Project Management Framework

Important Terms
 Progressive Elaboration: characteristics of the product,
service, or result of the project are determined incrementally
and are continually refined and worked out in detail as the
project progresses.
 Waterfall Technique: used to predictive life cycle, i.e.
something which is well planned and cannot be started again.
 Stakeholders: Individual, group or organization, who is
influenced or may influence the project, or perceive to be
influenced by the project
 Project Sponsor: who invest the project, internally Executive
of organization, externally any organization.
 Customer: who provide specifications.
© Dr. Muhammad Wasif, PMP                                                                         51

Important Terms
 Stage Gate Review: Review meeting at the end of a phase to
review the progress and check the exit criteria of the phase.
 Kick‐off Meeting: A meeting which is held to complete the
Planning process to finally approve the plan.
 Deliverables are outputs, or the end result of either the
completion of the project or the end of a life‐cycle phase of the
project.
 Project Charter is a document issued by the sponsor that
authorizes the existence of a project and provides the project
manager with the authority to apply resources to project activities
 Project Management Plan is the document that describes how
the project will be executed, monitored, and controlled.
© Dr. Muhammad Wasif, PMP                                                                         52

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Topic 1 ‐ Project Management Framework

Sample Question
A project team member informs you that a particular task is taking 
much more time than what was budgeted. You are surprised because 
you, as a project manager, had not anticipated this delay, and you ask 
for status reports and forecasts from all project team members. Which 
process group are you in?
A. Initiating
B. Planning
C. Monitoring and Control  Control Communication
D. Execution

© Dr. Muhammad Wasif, PMP                                                                         53

Sample Question
For a new project manager, who has never managed a project before, 
it is BEST to rely on which of the following to improve chances of 
project success?

A. Advice from the outgoing project manager
B. Your project management training Historical information and lessons learned 
information are transferred to the lessons learned 
C. Historical information knowledge base for use by future projects or 
phases. This can include information on issues 
D. Intuition and risks as well as techniques that worked well 
that can be applied to future projects. The 
outgoing manager may or may not have the 
complete information but all relevant information 
is stored as part of the historical documents

© Dr. Muhammad Wasif, PMP                                                                         54

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Topic 1 ‐ Project Management Framework

Sample Question
You are currently managing multiple projects relating to a high‐
profile build‐out of a major retail center. The project is extensive,
with a two‐year timeline. Bob is the project manager responsible for
the east block of the build‐out, and Sally is the project manager
responsible for the north block of the build‐out. Both Bob and Sally
report to you. Your role can best be described as:
A. Lead project manager
B. Department manager
C. Program manager Monitor & control more than one project

D. Portfolio manager

© Dr. Muhammad Wasif, PMP                                                                         55

References

 Project Management Body of Knowledge, 5th ed, PMI, USA.
 Project Management: A Systems Approach to Planning, 
Scheduling, and Controlling, Harold Kerzner, 11th ed, Wiley & 
Sons.
 PMP Exam Prep, 8th ed, Rita et. Al, RMC.
 Project Management: Achieving Competitive Advantage, 3rd ed, 
Jeffery, K. Pinto, Prentice Hall. 

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