Project Management Professional

Project Management Body of Knowledge

(PMBOK Guide 6th.Edition)
 Hossam M. Ragab  Academic Certificates :
 Master of Business Administration in Information Systems (MBA-IS)
 Doctorate of Information Technology Management (PhD-IT Management)

 Professional Certificates:
 Project Management Professional (PMP)
 Project Management Practitioner (PRINCE2)
 IT Services Management Ver. 3 (ITIL)
 Professional Risk Manager (PRM)
 Certified Business Security (IGOCP)
 Experience:
 More than 28 years in IT and its relevant industries with an ample knowledge
in Program / Project Management, Risk Management, Technology Integration,
Business Analysis, Services Delivery Management, and Education / Learning
Management
Mobile: +201006066191  Managed & Executed during the past 10 years more than 70+ projects in
Egypt and Middle East (18 Projects were on the national-level)
E-mail: [email protected]
Administrative Information
 Course Duration is 40Hr
 10 weeks – (23 Dec 2017 – 24 Feb 2018)
 One session a week - Every Saturday
 Class time: 10:00 a.m. – 2:00 p.m.
 Start on time = End on time
 1 break (10 minutes)
 Student notebook and handouts
 PMBOK 6th edition
 Attendance expectations
 Information Flow
 Group Discussion & Questions Answering
Course Contents
 Section 1: Introduction  Section 8: Project quality
 Section 2: Organizational influences management
and project life cycle  Section 9: Project human resource
 Section 3: Project management management
processes  Section 10: Project communications
 Section 4: Project integration management
management  Section 11: Project risk management
 Section 5: Project scope  Section 12: Project procurement
management management
 Section 6: Project time management  Section 13: Project stakeholder
 Section 7: Project cost management management
Project Management Professional (PMP)

A Guide to the Project Management

Body of Knowledge

(FRAMEWORK)
PMBOK 6th. Edition
 Section 1: Introduction
Project management is not new. It has been in use for hundreds
of years, and you may see everywhere examples of project
outcomes as;
• Pyramids of Giza,
• Olympic games,
• Suez Canal,
• Publication of a children’s book,
• Development of commercial jet airplanes,
• Human beings landing on the moon,
• Commercial software applications,
• Portable devices to use the global positioning system (GPS),.. etc.
 Section 1: Introduction
The outcomes of these projects were the result of:
Leaders & managers applying:
• Project management practices,
• Project management practices principles,
• Project management practices processes,
• Project management practices tools & techniques.
The managers of these projects used a set of key skills and applied
knowledge to satisfy their customers & other people involved in and affected
by the project.
Standard for Project Management

By the mid-20th century:

Project managers began the work
of seeking recognition for project 01 One aspect of this work involved
management as a profession. obtaining agreement on the content
02 of the body of knowledge (BOK)
This BOK became known as the called project management.
Project Management Body of 03
Knowledge (PMBOK).
The Project Management Institute

Project managers realized that 04 (PMI) produced a baseline of

charts and glossaries for the
no single book contain the entire 05 PMBOK.
PMBOK. PMI developed &
published A PMBOK® Guide.
PMBOK Guide

 PMBOK Guide provides:

Guidelines
Definition
Guidelines for
managing individuals Description
projects Defines project
management related
concepts Describes the project
management life cycle
and its related
processes
PMBOK Guide Contains:
 The Project Management Institute (PMI) developed and published A Guide to the
Project Management Body of Knowledge (PMBOK® Guide)
 Includes a baseline of charts and glossaries for the PMBOK
 Identifies a subset of the project management body of knowledge that is
generally recognized as good practice
 Generally recognized means the 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.
PMBOK Guide “tailoring”
 The project manager works with the project team and other stakeholders to
determine and use the appropriate generally recognized good practices for each
project
 Determining the appropriate combination of processes, inputs, tools, techniques,
outputs and life cycle phases to manage a project is referred to as “tailoring” the
application of the PM knowledge.
 The PMBOK® Guide is different from a methodology.
 A methodology is a system of practices, techniques, procedures, and rules used
by those who work in a discipline;
 PMBOK® Guide is a foundation upon which organizations can build
methodologies, policies, procedures, rules, tools and techniques, and life cycle
phases needed to practice project management
PMBOK Guide
 CODE OF ETHICS AND PROFESSIONAL CONDUCT:
 PMI publishes the Code of Ethics and Professional Conduct to instill
confidence in the project management profession and to help an
individual in making wise decisions, particularly when faced with difficult
situations.
 Code of Ethics and Professional Conduct affirms mainly the following
four values as its foundation
 Responsibility,
 Respect,
 Fairness, and
 Honesty
What is a Project?
A temporary endeavor undertaken to create
a unique product, service, or result
 Temporary
 Purpose

 Unique

 Beginning & End

 Resources Repetitive elements may be present in some project deliverables and

activities, this repetition does not change the fundamental, unique
characteristics of the project work.
What is a Project?
 The project ends when:
1. Objectives achieved.
2. Objectives will not achieved.
3. Objectives cannot be met.
4. When the need for the project no longer exists.
5. When the client (customer, sponsor, or champion) wishes to
terminate the project.
What is a Project?
 A project can create:  Successful Project:
 A product.  On Time.
 A service or a capability to  On Budget
perform a service.  To Specification
 An improvement in the  At Agreed Quality
existing product or service
lines.
 A result.
What is a Project?
 What we need to have a successful project?
 Well Defined Scope
 Motivated Sponsor

 Approved Budget

 Power & Authority

 Commitment from top level management

What is a Project?
 A project can involve:
 A single individual
 Multiple individuals
 A single organizational unit
 Multiple organizational units from multiple organizations.
What is a Project?
 Projects drive change
From a business perspective, a project is
aimed at moving an organization from one
state to another state in order to achieve a
specific objective.
 Before the project begins, the organization is
commonly referred to as being in the current
state.
 The desired result of the change driven by the
project is described as the future state.
 This may involve creating a transition state
where multiple steps are made along a
continuum to achieve the future state.
Projects enable Business Value creation

 PMI defines business value as the net quantifiable benefit derived

from a business endeavor, benefit could be tangible, intangible, or
both.
 In business analysis, business value is considered the return, in the
form of elements such as time, money, goods, or intangibles in return
for something exchanged.
 Business value in projects refers to the benefit that the results of a
specific project provide to its stakeholders.
Projects enable Business Value creation
 Business value is:
 a concept that is unique to each organization.
 The entire value of the business
 The total sum of all tangible and intangible elements.

Tangible elements Intangible elements

Monetary assets, Goodwill,
Stockholder equity, Brand recognition,
Utility, Public benefit,
Fixtures, Trademarks,
Tools, and Market share Strategic alignment, and Reputation
Business Value

 Depending on the organization

 Business value scope can be short, medium or long-term.
 Value may be created through the effective management of ongoing
operations.
 Through the effective use of portfolio, program, & project management:
 Organizations have the ability to establishing the processes to meet strategic
objectives and obtain greater business value from their project investments.
Project Initiation Context
 There are four fundamental categories
of factors, that make organizations
initiate projects in response to it;
1. Meet regulatory, legal, or social
requirements;
2. Satisfy stakeholder requests or
needs;
3. Implement or change business or
technological strategies; and
4. Create, improve, or fix products,
processes, or services.
 Requests or Needs
Meet Regulatory,

Change Business
Create, Improve,

or Technological
or Fix Products,
Legal, or Social
Requirements

Implement or
Examples of Factors that Lead to the Creation

Processes, or
Stakeholder

Strategies
Services
Satisfy
Specific Factor Examples of Specific Factors

An electronics firm authorizes a new project to develop a faster, cheaper, and smaller laptop based on
New technology
advances in computer memory and electronics technology
X X
Lower pricing on products by a competitor results in the need to lower production costs to remain
Competitive forces
competitive
X
A municipal bridge developed cracks in some support members resulting in a project to fix the
Material issues X X
of a Project

problems
Political changes A newly elected official instigating project funding changes to a current project X
Market demand A car company authorizes a project to build more fuel-efficient cars in response to gasoline shortages X X X
Economic changes An economic downturn results in a change in the priorities for a current project X
Customer request An electric utility authorizes a project to build a substation to serve a new industrial park X X
Stakeholder demands A stakeholder requires that a new output be produced by the organization X
A chemical manufacturer authorizes a project to establish guidelines for the proper handling of a new
Legal requirement
toxic material
X
Business process
improvements
An organization implements a project resulting from a Lean Six Sigma value stream mapping exercise X
Strategic opportunity
or business need
A training company authorizes a project to create a new course to increase its revenues X X
A nongovernmental organization in a developing country authorizes a project to provide potable water
Social need systems, latrines, and sanitation education to communities suffering from high rates of infectious X
diseases
Environmental A public company authorizes a project to create a new service for electric car sharing to reduce
considerations pollution
X X
What is Project Management?

 Project management is
 The application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements.
 Accomplished through the appropriate application and integration
of the project management processes identified for the project.
 Enable organizations to execute projects effectively and
efficiently.
Project Management

 Managing a project typically includes:

 Identifying Requirements
 Addressing the needs, concerns, and expectations of the stakeholders in
planning and executing the project
 Setting up, maintaining, and carrying out communications among
stakeholders
 Managing stakeholders towards meeting project requirements and
creating project deliverables.
Project Management

 Managing a project typically includes:

 Balancing the competing project constraints, which include:
 Scope, Schedule, Budget, Quality, Resources, Risks, Procurement,
Communication & Project Stakeholder
 Progressive Elaboration (Rolling Wave Planning)
 Because of the potential for change:-
 The project management plan is iterative ‫ تكراري‬and goes through progressive
elaboration ‫ تراكم الخبرات‬throughout the project’s life cycle.
 Involves continuously improving and detailing a plan as more-detailed and
specific information and more accurate estimates become available
PROJECT, PROGRAM, PORTFOLIO, & OPERATIONS MANAGEMENT

 The Relationships among Portfolios, Programs, Projects, and

Operations Management
 A project is a temporary endeavor undertaken to create a unique
product, service, or result.
 A program is defined as a group of related projects, subsidiary
programs, and program activities managed in a coordinated manner to
obtain benefits not available from managing them individually.
 A portfolio is defined as projects, programs, subsidiary portfolios, and
operations managed as a group to achieve strategic objectives
PROJECT, PROGRAM, PORTFOLIO, & OPERATIONS MANAGEMENT

 The Relationships among Portfolios, Programs, and Projects

 Individual projects that are either within or outside of a program are
still considered part of a portfolio.

 Although the projects or programs within the portfolio may not

necessarily be interdependent or directly related
 They are linked to the organization’s strategic plan by means of the
organization’s portfolio.
RELATIONSHIP OF PROJECT, PROGRAM,
PORTFOLIO, AND OPERATIONS
MANAGEMENT
 Organizational Project Management
Projects Programs Portfolios
Programs have a scope that encompasses
Projects have defined the scopes of its program components.
Portfolios have an organizational
objectives. Scope is Programs produce benefits to an
scope that changes with the
Scope progressively elaborated organization by ensuring that the outputs
strategic objectives of the
throughout the project life and outcomes of program components are
delivered in a coordinated and organization
cycle.
complementary manner.

Project managers Programs are managed using high-level

Portfolio managers create and
progressively elaborate high- plans that track the interdependencies
maintain necessary processes and
Planning level information into detailed and progress of program components.
communication relative to the
plans throughout the project Program plans are also used to guide
aggregate portfolio
life cycle. planning at the component level

A program’s success is measured by

Success is measured by
the program’s ability to deliver its Success is measured in terms of
product and project quality,
intended benefits to an organization, the aggregate investment
Success timeliness, budget
and by the program’s efficiency and performance and benefit
compliance, and degree of
effectiveness in delivering those realization of the portfolio
customer satisfaction.
benefits.
PROJECT, PROGRAM, PORTFOLIO, & OPERATIONS MANAGEMENT
 Operations management is concerned with the ongoing production of
goods and/or services. It ensures that business operations continue
efficiently by using the optimal resources needed to meet customer
demands
 Changes in business operations could lead to initiate a project, especially when
there are substantial changes to business operations as a result of a new product
or service delivery
 Projects can intersect with operations at various points during the product life cycle,
such as;
 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.
 ORGANIZATIONAL PROJECT MANAGEMENT (OPM) AND STRATEGIES
 Portfolios, programs, and projects are aligned
with organizational strategies and differ in the
way each contributes to the achievement of
strategic goals:
 Portfolio management aligns portfolios with
organizational strategies by selecting the
right programs or projects, prioritizing the
work, and providing the needed resources.
 Program management harmonizes its
program components and controls
interdependencies in order to realize
specified benefits.
 Project management enables the
achievement of organizational goals and Figure 1-4. Organizational Project Management
objectives.
ORGANIZATIONAL PROJECT MANAGEMENT (OPM) AND STRATEGIES

 Organizational Project Management (OPM) is a framework in which

portfolio, program, and project management are integrated with
organizational enablers in order to achieve strategic objectives.
 The purpose of OPM;
 Ensure that the organization undertakes the right projects and allocates
critical resources appropriately.
 Helps to ensure that all levels in the organization understand the strategic
vision, the initiatives that support the vision, the objectives, and the
deliverables
Project Management Office (PMO)

 PMO:
 A management structure that standardizes the project-related
governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques.

 The responsibilities of a PMO can range:

 From providing project management support functions
 To actually being responsible for the direct management of one or more
projects.
Project Management Office
 There are several types of  A primary function of a PMO is to
PMO structures in support project managers in a
organizations, each varying in variety of ways which may include:
the degree of control and  Managing shared resources
influence they have on  Identifying and developing project
projects within the management methodology
organization, such as:  Coaching, mentoring, training
 Supportive  Monitoring the project
 Controlling management standards, policies,
 Directive procedures & templates by means
of project audits.
COMPONENTS OF THE GUIDE (PMBOK 6 edition)
• PMBOK Guide identifies and
explains project key
components.

• Those components interrelate to

one another during the
management of a project.

• The effective management of

Projects key components, result
in successful completion

Figure 1-5. Interrelationship of PMBOK® Guide Key Components in Projects

Project Life Cycle
• All projects can be mapped to the following generic life cycle structure;
• Starting the project (Initiation)
• Organizing and preparing (Planning)
• Carrying out the project work (Execution)
• Closing the project (Closure)
• The project life cycle is independent from the life cycle of the product
produced / modified by the project.
• The project life cycle should not be confused with the Project Management
Process Groups, which consist of activities performed within each project
phase.
Project Life Cycle - Characteristics of the Project life cycle
❖ Cost and Staffing levels are low at the start, peak as the work
is carried out, and drop rapidly as the project draws to a close
❖ Risk and uncertainty are greatest at the start of the project,
and then decreases over the life of the project as decisions are
reached and as deliverables are accepted
❖ The ability to influence the final characteristics of the project’s
product, without significantly impacting cost, is highest at the
start and decreases as the project progresses towards
completion
 Risk & Uncertainty (Figure 2-9)
• Greatest at the start of the project.
• Decrease over the life of the project as decisions are reached
and as deliverables are accepted
• The cost of making changes and correcting errors typically
increases substantially as the project approaches completion
• The ability to influence the final characteristics of the project’s
product
✓ Highest at the start of the project.
✓ Decreases as the project progresses towards completion.

Cost & Staffing Levels (Figure 2-8

• Low at the start
• Peak as the work is carried out, and
• Drop rapidly as the project draws to a close
• The typical cost and staffing curve above may not apply to all
projects.
• A project may require significant expenditures to secure needed
resources early in its life cycle or be fully staffed from a point
very early in its life cycle
Project Phases

 Project Phases
 A project may be divided into any number of phases.

A project phase is a collection of logically related

project activities that culminates in the completion of
one or more deliverables.
Project Phases

 Project Phases
In many cases, the closure of a phase is required to be approved in
some form before it can be considered closed.

 Phase-to-Phase Relationships
There are two basic types of phase-to-phase relationships
 Sequential Relationship
 Overlapping Relationship
PROJECT AND DEVELOPMENT LIFE CYCLES

 Project life cycle is the series of phases that a project passes through
from its start to its completion.
 Project life cycles can be predictive or adaptive

 Development life cycle is the phases that are associated with the
development of the product, service, or result which is the outcome of
the project
 Development life cycles can be predictive, iterative, incremental, adaptive,
or a hybrid model
PROJECT MANAGEMENT PROCESSES
 The project life cycle is managed by executing a series of project management
activities known as project management processes.
 Every project management process produces one or more outputs from one or more
inputs by using appropriate project management tools and techniques.
 The output of one process generally results in either:
 An input to another process, or
 A deliverable of the project or project phase
Project Management Processes
 Project management processes are grouped into 5
categories known as Project Management Process Groups
(or Process Groups):
1. Initiating Process Group
2. Planning Process Group
3. Executing Process Group
4. Monitoring and Controlling Process Group
5. Closing Process Group
Project Management Process Groups
Initiating Process Group

 2 Processes
 Consists of those processes performed to define a new project or a new
phase of an existing project by obtaining authorization to start the
project or phase.
 Within the Initiating processes, the initial scope is defined and initial
financial resources are committed.
 Internal & external stakeholders who will interact and influence the
overall outcome of the project are identified.
Planning Process Group

 24 Processes
 Those processes required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the
objectives that the project was undertaken to achieve.
 The Planning processes develop the project management plan and the
project documents.
Executing Process Group

 10 Processes
 Those processes performed to complete the work defined in the
project management plan to satisfy the project specifications.
 This Process Group involves coordinating people and resources,
managing stakeholder expectations
 During project execution
 Results may require planning updates and rebase lining.
 This may include changes to expected activity durations, changes in resource
productivity and availability, and unanticipated risks.
Monitoring and Controlling Process Group

 12 Processes

 Those processes required to track, review the progress & performance of

the project
 Identify any areas in which changes to the plan are required
 Initiate the corresponding changes.
 Controlling changes and recommending corrective or preventive action in
anticipation of possible problems
Closing Process Group

 1 Processes
 Those processes performed to formally complete or close the
project, phase, or contract.
PROJECT MANAGEMENT KNOWLEDGE AREAS

 Project teams should utilize these ten Knowledge Areas:

1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
PROJECT INTEGRATION MANAGEMENT
 The processes and activities to identify, define, combine, unify, and coordinate the
various processes and project management activities within the Project Management
Process Groups.
PROJECT SCOPE MANAGEMENT
 The processes required to ensure that the project includes all the work required, and
only the work required, to complete the project successfully.
PROJECT SCHEDULE MANAGEMENT

 The processes required to manage the timely completion of the

project.
PROJECT COST MANAGEMENT
 The processes involved in planning, estimating, budgeting, financing, funding,
managing, and controlling costs so that the project can be completed within the
approved budget.
PROJECT QUALITY MANAGEMENT
 The processes for incorporating the organization’s quality policy regarding
planning, managing, and controlling project and product quality requirements in
order to meet stakeholders’ objectives.
PROJECT RESOURCE MANAGEMENT
 The processes to identify, acquire, and manage the resources needed for the
successful completion of the project.
 These processes help ensure that the right resources will be available to the project
manager and project team at the right time and place.
PROJECT COMMUNICATIONS MANAGEMENT
 The processes necessary to ensure that the information needs of the project and its
stakeholders are met through development of artifacts and implementation of
activities designed to achieve effective information exchange.
PROJECT RISK MANAGEMENT
 The processes of conducting risk management planning, identification, analysis,
response planning, response implementation, and monitoring risk on a project.
 The objectives of project risk management are to increase the probability and/or
impact of positive risks and to decrease the probability and/or impact of negative
risks, in order to optimize the chances of project success.
PROJECT PROCUREMENT MANAGEMENT
 The processes necessary to purchase or acquire products, services, or results needed
from outside the project team.
 Project Procurement Management includes the management and control processes
required to develop and administer agreements such as contracts, purchase orders,
memoranda of agreements (MOAs), or internal service level agreements (SLAs).
PROJECT STAKEHOLDER MANAGEMENT
 The processes required to identify the people, groups, or organizations that could
impact or be impacted by the project, to analyze stakeholder expectations and
their impact on the project, and to develop appropriate management strategies for
effectively engaging stakeholders in project decisions and execution.
Table 1-4. Project Management
Process Group and Knowledge
Area Mapping
PROJECT MANAGEMENT DATA AND INFORMATION
➢ Work performance data. The raw
observations and measurements
identified during activities performed to
carry out the project work..
➢ Work performance information. The
performance data collected from
various controlling processes, analyzed
in context and integrated based on
relationships across areas.
➢ Work performance reports. The
physical or electronic representation of
work performance information compiled
in project documents, which is intended
to generate decisions or raise issues,
actions, or awareness
PROJECT MANAGEMENT BUSINESS DOCUMENTS

These two documents are interdependent and iteratively developed and maintained throughout
the life cycle of the project.
➢ The project sponsor is generally accountable for the development and maintenance of the
project business case document
➢ The project manager is responsible for providing recommendations and oversight to keep the
project business case, project management plan, project charter, and project benefits
management plan success measures in alignment with one another and with the goals and
objectives of the organization
PROJECT MANAGEMENT BUSINESS DOCUMENTS

Interrelationship of Needs
Assessment and Critical
Business/Project Documents
Section 2: THE ENVIRONMENT IN WHICH
PROJECTS OPERATE
2.1 OVERVIEW
2.2 ENTERPRISE ENVIRONMENTAL FACTORS
2.3 ORGANIZATIONAL PROCESS ASSETS
2.4 ORGANIZATIONAL SYSTEMS
2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 Projects exist & operate in environments that may have an influence on

them. (influences can have a favorable or unfavorable impact).
 Two major categories of influences are
 Enterprise environmental factors (EEFs) and
 Organizational process assets (OPAs).

 EEFs originate from the environment outside of the project and often outside of
the enterprise.
 EEFs may have an impact at the organizational, portfolio, program, or project
level.
 OPAs are internal to the organization. These may arise from the organization
itself, a portfolio, a program, another project, or a combination of these.
2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE
2.2 ENTERPRISE ENVIRONMENTAL FACTORS
 Enterprise environmental factors (EEFs) refer to conditions, not under
the control of the project team, that influence, constrain, or direct the
project.
 EEFS INTERNAL TO THE ORGANIZATION  EEFS EXTERNAL TO THE ORGANIZATION
 Organizational culture, structure, and  Marketplace conditions.
governance.  Legal restrictions.
 Geographic distribution of facilities and  Commercial databases.
resources.
 Academic research.
 Infrastructure.
 Government or industry standards.
 Information technology software.
 Financial considerations.
 Resource availability.
 Physical environmental elements.
 Employee capability.
2.3 ORGANIZATIONAL PROCESS ASSETS

 The plans, processes, policies, procedures, and knowledge bases

specific to and used by the performing organization.
 These assets influence the management of the project.
 They may be grouped into two categories:
 Processes, policies, and procedures; and

 Organizational knowledge bases.

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

 Projects operate within the constraints imposed by the organization through their
structure and governance framework.
 The system factors include:
 Management elements,
 Governance frameworks, and
 Organizational structure types.
2.4 ORGANIZATIONAL SYSTEMS

Management elements:
The components that comprise the key functions or principles of general
management in the organization. (Management Theory & Maslow's Hierarchy of Human Needs)
 The key functions or principles of management include:
 Division of work using specialized skills & the availability to perform work.
 Authority given to perform work
 Responsibility to perform work
 Unity of command
 Unity of direction
 Right materials to the right person for the right job at the right time
2.4 ORGANIZATIONAL SYSTEMS

Governance frameworks:
organizational or structural arrangements at all levels of an organization
designed to determine & influence the behavior of the organization’s members.
 This framework includes:
 Rules,
 Policies,
 Procedures,
 Norms,
 Relationships,
 Systems, and
 Processes.
2.4 ORGANIZATIONAL SYSTEMS
Organizational structure types:
 Organizational structure is an Enterprise Environmental
Factor, which can affect the availability of resources
and influence how projects are conducted /
managed.
 Organizational structures range from Functional to
Projectized, with a variety of Matrix structures in
between.
 Determination of the appropriate organizational
structure type is a result of the study of tradeoffs
between two key variables.
Organizational structure types

 Functional Organization
• Is a hierarchy where each
employee has one clear superior
• Staff members are grouped by
specialty, e.g. Marketing,
Production, Accounting,
• Project approval comes from the
executive level (CEO / MD)
• Project coordination takes place
at the level of function managers
• No direct communication on the
level of project team members
Organizational structure types

 Projectized Organization
• Projectized Org. is the opposite end of
the spectrum to the functional Org.
• Team members are often collocated, and
Virtual collaboration techniques are
often used to accomplish the benefits of
collocated teams (No-Home)
• Org.’s resources are involved in project
work, and project managers have great
deal of independence and authority.
• Projectized Org. often have
Organizational units called Dep., but
they can either report directly to project
manager or provide support services to
the various projects
Organizational structure types
 Weak Matrix Organization
• Matrix Org. reflect a blend of Functional &
Projectized characteristics.
• Weak Matrix Org. maintain many of the
Functional Org
• The role of project manager is more of a
coordinator or expediter.
• Expediter works as staff assistant and
communication coordinator, he can not
make or influence a decision.
• Coordinator has some limited power /
authority
• Project Manager and Project team members
are all part-time working in the project.
• Still in weak matrix Org. function managers
are those who officially run the project
Organizational structure types
 Strong Matrix Organization
• Strong Matrix Org. have many of
the Projectized Org
characteristics

• Project Manager and Project

team members are all Full-Time
working in the project.

• Project Manager has a

considerable authority over all
project management process and
officially run the project
Organizational structure types

 Balanced Matrix Organization

• Balance Matrix Org. recognizes the
need for a project manager.

• But still the project manager dose not

have the full authority over the
project and its funding

• Project Manager usually appointed

from the functional Dep. as a full-
time , however the project team are
working on a part-time bases
Organizational structure types
 Composite Organization
 Many organizations involve all these structures at
various levels, often referred to as a composite
organization. The team may include full-time staff
from different functional departments
 Also, an organization may manage most of its projects
in a strong matrix, but allow small projects to be
managed by functional departments.
 Many organizational structures include strategic,
middle management, and operational levels. The
project manager may interact with all three levels
depending on factors such as:
 Strategic importance of the project,
 Capacity of stakeholders to exert influence on the project,
 Degree of project management maturity,
 Project management systems, and
 Organizational communications
2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 2.4 ORGANIZATIONAL SYSTEMS

Section 3: THE ROLE OF THE PROJECT
MANAGER
3.1 Definition of a Project Manager
3.2 The Project Manager’s Sphere of Influence
3.3 Project Manager Competences
The Role of the Project Manager
 The project manager is:
 The person assigned by the performing organization to
lead the team that is responsible for achieving the
project objectives.
 The role of a project manager is distinct from:
1. Functional manager OR
2. Operations manager.
 The functional manager is focused on:
 Providing management oversight for a functional or a business
unit
 The Operations manager is responsible for:
 Ensuring that business operations are efficient.
The Role of the Project Manager
 The project manager is:
 Depending on the organizational structure:
 a project manager may report to a functional manager.
 In other organizational structure:
 a project manager may be one of several project managers
who report to a program or portfolio manager.
 PM also works closely & in collaboration with other roles,
such as:
 a business analyst
 quality assurance manager
 subject matter experts.
The Role of the Project Manager

 PM Responsibilities and Competencies

 The PM possess the following competencies:
 Knowledge:
 Refers to what the project manager knows about project
management.
 Performance:
 Refers to what the project manager is able to do or
accomplish while applying his or her project management
knowledge.
 Personal:
 Refers to how the project manager behaves when performing
the project or related activity.
 Role of the Project Manager
✓ A project manager is the ✓ A project manager enhances
individual responsible for: the probability that a project
➢ Planning and organizing the will
work ❖ Produce quality products
➢ Managing the day-to-day ❖ Stay on schedule
activities of a project ❖ Complete within budget
➢ Delivering the project ❖ Satisfy the client's requirements
deliverables to the client ❖ Lead to follow-on business
➢ Identifying potential ❖ Achieve success
stakeholders
The Role of the Project Manager

 Interpersonal Skills
 PMs accomplish work through
the project team and other
stakeholders.
 Effective PMs require a
balance of:
 Ethical skills
 Interpersonal skills
 Conceptual skills
The Role of the Project Manager

 Interpersonal Skills
 Leadership  Political and cultural
 Team building awareness
 Motivation  Negotiation
 Communication  Trust building
 Influencing  Conflict management
 Decision making  Coaching
 Project Manager Competency Development (PMCD) Framework
Skills needed for project managers through the use of The PMI Talent Triangle

➢ Technical project management. The

knowledge, skills, and behaviors related to
specific domains of project, program, and
portfolio management. The technical
aspects of performing one’s role.
➢ Leadership. The knowledge, skills, and
behaviors needed to guide, motivate, and
direct a team, to help an organization
achieve its business goals.
➢ Strategic and business management.
The knowledge of and expertise in the
industry and organization that enhanced
performance and better delivers business
outcomes.
Single Point of Contact
Project Stakeholders and Governance

 A stakeholder:
 an individual, group, or organization who may affect, be affected by, or
perceive itself to be affected by a decision, activity, or outcome of a
project
 Stakeholders may be actively involved in the project or have interests
that may be positively or negatively affected by the performance or
completion of the project.
Project Stakeholders and Governance

 Project Stakeholders
 Stakeholders include all members of the project team as well as all
interested entities that are internal or external to the organization.
 The project team identifies internal and external, positive and negative,
and performing and advising stakeholders in order to determine the
project requirements and the expectations of all parties involved.
 The project manager should manage the influences of these various
stakeholders in relation to the project requirements to ensure a successful
outcome.
 Examples of project
stakeholders:
 Sponsor
 Customers and users

 Sellers

 Business partners

 Organizational groups

 Functional managers

 Other stakeholders
Project Stakeholders and Governance

Sponsor is an individual or an organization that has the

authority to perform, delegate, or ensure completion of the
following project commitments:
✓ Formalization of an agreement with the delivery
organization
✓ Approval to proceed with the start of the project or of a
phase
✓ Acceptance of the deliverables from the project

✓ Spending for the cost or price, or both, of the project as

specified in the agreement
Project Team
 The project team includes the project manager and the group of individuals who act
together in performing the work of the project to achieve its objectives.
 The team is comprised of individuals from different groups with specific subject matter
knowledge or skills set to carry out the required work of the project.
 Composition of project teams varies based on factors such as org. culture, scope, and
location. However, the relationship between project manager and project team varies
depending on the authority of the project manager.
 Examples of basic project team compositions;
 Dedicated. All or a majority of the team members are assigned to work Full-time
on the project, team may be collocated or virtual and report to the project
manager
 Part-Time. Project established as temporary additional work for all project team
including project manager, usually in this type of teams the functional manager will
control over the team members and other resources allocated to the project.
A typical
project
team
Team Management and Team Leadership Compared
Project Manager fulfill
numerous roles within their
sphere of influence. These
roles reflect the project
manager’s
capabilities and are
representative of the value
and contributions of the
project management
profession.
Wrap-up session
Introduction Org influences & Processes Group
project life Cycle Project Management
➢ Project ➢

➢ Project Management, Process Groups

Program Management, ➢ Organizational ➢ Initiating Process Group
& Portfolio Influences on PM ➢ Planning Process Group
Management
➢ Org Structures; ➢ Executing Process
➢ Organizational Project Functional, Group
Management (OPM) Projectized, Matrix,
➢ Monitoring and
➢ Project Vs. Operations & Composed
Controlling Process
Vs. Organizational ➢ Stakeholders Group
Strategy
➢ Project Team ➢ Closing Process Group
➢ Business Value
➢ Project Life Cycle ➢ Knowledge Areas
➢ Project Manager
Which of the following is NOT a characteristic of a project?
A. Constrained by limited resources

B. Planned, executed, and controlled

C. Creates a unique product or service

D. Ongoing and repetitive

Answer (D)
A project is a temporary endeavor undertaken to create a unique product, service, or
result. The temporary nature of projects indicates that a project has a definite
beginning and end.
You are managing the release of a new drug in the market. Your role is that of a:
A. Functional Manager, because you have good functional knowledge of the pharmaceutical
industry
B. Project Manager, because you are creating a unique product within specific time
schedules
C. Operations Manager, because you have to do several repetitive tasks
D. Program Manager, because you have to manage several projects to do your job
effectively

Answer (B)
Since this is the release of "one" new drug, it is a project. Multiple releases may
qualify it as a program.
Your company is responsible for developing an anti-virus software. You are responsible
for managing both the individual product releases and the coordination of multiple
releases. Your role is that of a:
A. Program manager
B. Project manager
C. Functional manager
D. Operations manager

Answer (A)
➢ A program is defined as a group of related projects, subprograms, and program activities
managed in a coordinated way to obtain benefits not available from managing them individually.
➢ Programs may include elements of related work outside the scope of the discrete projects in the
program.
All of the following are typical concerns of matrixed team members EXCEPT:
A. Serving multiple bosses
B. Developing commitment
C. Wondering who will handle their evaluations
D. Computing fringe benefits when working on multiple projects.

Answer (D)
✓ In a matrix organization, each team member reports to the project manager and the functional manager.
Team members may therefore be worried about who will handle their evaluations, serving multiple
bosses, and/or developing commitment.
✓ Since the same fringe benefits are given to all employees no matter what work they do, that is the
exception
What are the basic types of phase-to-phase relationships?
A. Sequential and concurrent
B. Iterative and sequential
C. Sequential and overlapping
D. Overlapping and iterative

Answer (C)
✓ There are two basic types of phase-to-phase relationships. They are sequential
relationships and overlapping relationships.
Which of the following statements about stakeholders is INCORRECT?
A. Stakeholders may exert influence over the project.
B. Stakeholders` responsibilities remain stable throughout the project life cycle.
C. Some stakeholders benefit from a successful project.
D. Identifying stakeholders can be difficult.

Answer (B)
✓ Stakeholders have varying levels of responsibility and authority when
participating on a project. This level can change over the course of the project`s
life cycle.
You are working as the project manager simultaneously on four (4) projects in your organization,
which vary in complexity. In this context, which of the following does not contribute to the success
of the projects?
A. Project Manager must comply with the requirements to meet stakeholders` needs and aspirations
B. Applying knowledge, skills, and processes uniformly across various projects.
C. Balancing competing needs of time, cost, and quality
D. Using a defined approach to adapt the product specifications and plans to meet project and
product requirements

Answer (B)
✓ Knowledge, skills, and processes will not always be applied uniformly on all projects.
Since the projects are of varying complexity levels, the same processes may not be valid
for all the four (4) projects.
Your director has appointed you as a portfolio manager in the company. Your
responsibility as a portfolio manager is to:
A. Select and support projects or program investments
B. Manage groups of projects in a coordinated way
C. Create a unique product, service, or result
D. Ensure that customer requirements are satisfied through progressive elaboration of
projects

Answer (A)
✓ Project portfolio management refers to the selection and support of projects or program
investments. These investments in projects and programs are guided by the
organization`s strategic plan and available resources.
You are working as a coordinator in an organization where decisions are primarily
made by the senior management. The structure of the organization you are working in
is:
A. Weak Matrix
B. Balanced Matrix
C. Functional
D. Strong Matrix

Answer (A)
✓ In a weak matrix organization, project manager plays the role of a coordinator
or expeditor and all decisions are primarily made by the top/senior
management.
You are responsible for managing a project in your company but you have least
authority and have to constantly report to a functional manager. To which
organizational structure does your company belong?
A. Matrix
B. Functional
C. Projectized
D. Balanced

Answer (B)
✓ A classic functional organization... Staff members are grouped by specialty, such as
production, marketing, engineering, and accounting at the top level.
✓ Project manager has least authority in a functional organization structure.
You are a project manager in XYZ Company, which has a projectized organizational
structure. In this context, which of the following statements is incorrect?
A. Team members are often co-located.
B. You have a great deal of authority and independence.
C. Project team members shouldn't worry about their jobs after a project is completed.
D. Organizational units (or departments) either report directly to you or provide support
services to the various projects.

Answer (C)
✓ One disadvantage of a projectized organization is that there is "no home" for the project
team members once the project is completed.
✓ All the remaining answer options mentioned are features of a projectized organization.
You are a project manager with NASA and are involved in designing satellite systems.
In this context, who among the following cannot initiate your new project?
A. Government
B. Project Team
C. Portfolio Organization of NASA
D. Company in England, which wants a particular type of satellite to be
developed by NASA

Answer (B)
✓ Projects are initiated by an entity external to the project such as a sponsor, PMO staff
person, or a portfolio governing body chairperson or authorized representative.
✓ A project team cannot initiate the project it is involved in.
Your project is complete and you are performing project closure activities. In this
context, what should you do LAST?
A. Creating final product, service, or result transition
B. Releasing project resources working on the project
C. Updating organizational process assets
D. Accepting deliverables

Answer (B)
✓ Final product, service, or result transition, organizational process assets updates are
outputs of the Close Project or Phase and accepted deliverables are its inputs.
✓ However, even the Close Project will need resources. Hence, releasing of project
resources should happen at the very end of the Close Project or Phase.
Improving competencies and interaction of team members helps in improving project
performance. This activity is performed as part of which project Process Group?
A. Planning
B. Executing
C. Monitoring and Controlling
D. Initiating

Answer (B)
✓ Develop Project Team is the process of improving competencies, team member
interaction, and overall team environment to enhance project performance.
Develop Project Team happens in the Executing Process Group.
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. Executing
C. Monitoring and Controlling
D. Planning

Answer (C)
✓ Control Communications is the process of M&C communications throughout the entire
project life cycle to ensure the information needs of the project stakeholders are met.
Your construction company recently secured a project to build a new overpass on Interstate 10.
You have been appointed as project manager for the assignment. Your company has successfully
executed similar projects in the past, and you would like to refer to the past project documents.
At what stage of the project should this be done FIRST?
A. Executing
B. Initiating
C. Planning
D. Monitoring and Controlling

Answer (B)
✓ Documentation about previous projects is included in the OPAs. In the Initiating Process
Group, documents about similar past projects would help the project team in getting a
better understanding of the project.
At the end of the closing process group …
A. It is verified that the defined processes are completed within all the process groups to
close the project or project phase.
B. It is determined that the product will be successful in the market.
C. The project management plan is written off by the project sponsor.
D. The new change requests are initiated as required.

Answer (A)
✓ The Closing Process Group, when completed, verifies that the defined processes are
completed within all of the Process Groups to close the project or a project phase, as
appropriate, and formally establishes that the project or project phase is complete.
As a project manager, you are aware that project management process groups are linked by
their objectives. Planning process group outputs including the project management plan become
inputs for project implementation. In this context, which of the following statements is inaccurate?
A. If the project is divided into phases, the process groups interact within a project phase.
B. Not all processes will be needed on all projects.
C. Among the process groups, the process outputs are related & have an impact on the
other process groups.
D. Process groups are non-overlapping activities.

Answer (D)
✓ The Process Groups are overlapping activities that occur throughout the project. The
output of one process generally becomes an input to another process or is a deliverable
of the project, subproject, or project phase.
Thank You