Module-1

Project Management Framework

Prepared by:
Md Walee Zaman, PMP, CSM
 What is project ?

A project is a temporary endeavor

undertaken to create a unique product, service, or result.

• Definite beginning and end

Temporary
• Does not mean short in duration

• Every project creates a unique

Uniqueness of output
product, service, or result

Drive Change • Project brings change

Enables Business
• Creates Value
Value Creation
 Project, Program & Portfolio
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.
A portfolio refers to projects, programs, sub portfolios, and operations managed as a
group to achieve strategic objectives.

Portfolio

Project Operation Program Program Program

Project Project Project Project Project

 A System for Value Delivery
• Project managers are expected to deliver projects that create value for the
organization and stakeholders

• There are various components, such as portfolios, programs, projects,

products, and operations, that can be used individually and collectively to
create value.

• Value is the worth, importance, or usefulness of something.

Value Delivery System
 How project initiates..

Projects are often initiated to fulfill organization’s strategic plan/goal.

• Missed Call
• MNP Project Alert

• Optimization
• 4G->5G
• Upgradation
 Project and Product Management
 The disciplines of portfolio, program, project, and product management are
becoming more interlinked

 A product is an artifact that is produced, is quantifiable, and can be either an

end item itself or a component item.

 The product life cycles are introduction, growth, maturity, and retirement.
Project and Product Lifecycle
 Projects & Operations

Projects can intersect

Project Operation with operations at
various points during
it’s life cycle
Temporary Permanent
endeavor endeavor

Unique result or same result or

product product

Terminate when Does not

objectives are met terminate

Initiates to survive
Initiates to fulfill
day to day
strategic goal
business

Project Operations
Management management
 Process Groups/Phases

• Initiating : Define a new project by obtaining authorization to start the project

• Planning: Define the course of action required to attain the objectives that the project was
undertaken to achieve

• Executing Process Group: Actual work is performed to complete the project

• Closing Process Group: Performed to formally complete or close the project, phase, or contract.

• Monitoring and Controlling: Those processes required to track, review, and regulate the progress
and performance of the project
 Project Business Documents

>Business Case
>Benefit Management Plan
 Organizational Influences on Project Management

EEFs originate from the environment outside of OPAs are internal to the organization. These may
the project and often outside of the enterprise. arise from the organization itself, a portfolio, a
EEFs may have an impact at the organizational, program, another project, or a combination of these
portfolio, program, or project level

Enterprise environmental factors (EEFs) refer to

conditions, not under the control of the project
team, that influence, constrain, or direct the
project.
Organizational Influences on Project Management

-Marketplace -Organizational
conditions culture, structure, and
governance
-Social and cultural
influences -Infrastructure

-Legal restrictions -Resource availability

 Organizational Influences on Project Management

Projects are typically a part of organization (that is larger than the Project).
Organization has influence on the Project; the level depends on the maturity
of the organization

 Functional
 Protectized
 Matrix
 Strong
 Weak
 Balanced
 Projectized Organization

Complete
Project
management
practice.PM
has full
authority

 Most of the employees are involved in Project work.

 Project Managers have a great deal of Authority & independence
 Employees report directly to PM or provide support service to various project.
 Functional Organization

No Project
management
practice

 Employees are grouped by specialty (e.g. Engineering, Marketing, Finance etc.)

 Functional org. still have projects; but the scope is usually limited to the boundary of Function
 if cross-functional requirement arises : these are passed-up the organizational hierarchy
 Weak-Matrix Organization

Like a
functional
organization.
Project
coordinator is
available

 Weak matrix maintain many of the characteristics of a functional organization.

 PM role is like a coordinator.
 Balanced-Matrix Organization

Realizes the
need of a PM

 Balanced matrix organization realizes the need of a PM

 It does not provide the PM full authority over the project and funding.
 Strong Matrix Organization

PM has
considerable
authority

 Strong matrix has many of the characteristics of the projectized organization.

 Have full-time PM with considerable authority.
 Have full-time project administrative staff.
 PMO
A project management office (PMO) is an organizational 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 the direct management of one or more projects

 Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best
practices, training, access to information, and lessons learned from other projects. This type of
PMO
We are serves as a project repository. The degree of control provided by the PMO is low.
here

 Controlling. Controlling PMOs provide support and require compliance through various means.
The degree of control provided by the PMO is moderate. Compliance may involve:
 Adoption of project management frameworks or methodologies;
 Use of specific templates, forms, and tools; and
 Conformance to governance frameworks.

 Directive. Directive PMOs take control of the projects by directly managing the projects. Project
managers are assigned by and report to the PMO. The degree of control provided by the PMO is
high.
 Who is Project Manager ?
A project manager is the person who has the overall accountability for the
successful initiation, planning, design, execution, monitoring, controlling and
closure of a project
 Who is Project Manager ?
• The project manager plays a critical role in the leadership of a project team in
order to achieve the project’s objectives

• The project manager is not expected to perform every role on the project, but
should possess project management knowledge, technical knowledge,
understanding, and experience

• Research reveals that the top 2% of project managers as designated by their

bosses and team members distinguish themselves by demonstrating superior
relationship and communication skills while displaying a positive attitude
 Skills of a Project Manager : PMI Triangle

The knowledge, skills, and behaviors

related to specific domains of project,
program, and portfolio management. The
technical aspects of performing one’s role
The knowledge, skills, and behaviors
needed to guide, motivate, and direct a
team, to help an organization achieve its
business goals

The knowledge of and expertise in the

industry and organization that enhanced
performance and better delivers business
outcomes.
 What is Project Management?
Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements.
 Project Life Cycles

The Project Lifecycle is the sequence of phases through which a project

progresses.

Waterfall Agile
 Moving towards AGILE!!!

Analyze
Design
Code
Test
DDevelopme
Waterfall Serial Development nt
Deploy $
Invest up front, only realize value at end, assuming value proposition hasn’t changed

Agile Concurrent Development

Analyze Analyze Analyze  Fund incrementally – opt to extend, redirect
Design Design Design or cancel at a very granular level
Code Code Code  Deliver & realize value steadily
Test Test Test
 Validate designs with users & customers
Document Document Document
 Continuously adapt to risk and change
Deploy Deploy Deploy
 Integrate early & often

$ $$ $$$
 Why AGILE?
DEFINABLE WORK VS. HIGH-UNCERTAINTY WORK

• New design, problem solving, and not-done-before work is exploratory.

• It requires subject matter experts to collaborate and solve problems to create a
solution.
• Examples of people encountering high-uncertainty work include software systems
engineers, product designers, doctors, teachers, lawyers, and many problem-solving
engineers.
 Project Life Cycles

Project Life Cycles

Waterfall Adaptive/Agile Hybrid

Iterative

Incremental

Agile
 Project Life Cycles

 Iterating allows you to move from vague idea to realization. Going from
rough to polished

 Incrementing is more about delivery.

 Project Life Cycles
Predictive Life Cycle

• A form of project life cycle in which the project scope, time,

and cost are determined in the early phases of the life cycle.

• Characteristics
 Fixed requirements
 Activities performed once per project
 Single delivery
 Goal: Manage cost
 Project Life Cycles
Iterative Life Cycle

Characteristics
• Dynamic requirements
• Activities repeated until correct
• Single delivery
• Goal: Correct solution
 Project Life Cycles
Incremental Life Cycle

Characteristics

• Dynamic requirements
• Activities performed once per increment
• Frequent small deliveries
• Goal: Speed
 Project Life Cycles
Agile Life Cycle

• Characteristics

• Dynamic requirements
• Combines iterative repetition of activities with
incremental deliveries
• Goal: Customer value
 Project Life Cycles
Hybrid Life Cycle

• Hybrid methodologies and approaches combine some

elements from both predictive (waterfall) and adaptive (agile)
approaches.

Characteristics
• Includes adaptive and predictive components
• Shorter, iterative time frames
• High stakeholder involvement
• More in-depth requirements
Project Life Cycles
Life Cycles Comparison
 Practice Questions

Q1. Marianne is the project manager for a project. The project team has
begun performing the activities outlined by the project plan during the week
from Monday to Friday from 9:00 a.m. to 5:00 p.m. Bob provides the funds for
the project and resources are always available to Marianne. Meetings are
scheduled every other Friday to meet with her staff of designers, network
engineers, and software engineers. At the end of every month, Marianne and
her staff meet with the project managers from her organization and their staff
for a fun night out. Within which type of organization is Marianne working?

A. Projectized
B. Balanced matrix
C. Strong matrix
D. Weak matrix
 Practice Questions

Q2. You are a project manager for a non-governmental organization. You have
been assigned to a project that is in its earliest stages of development and
involves providing a water purifying system for a small town in a developing
country. Your company has completed similar projects in the past. Where
would be the BEST place to start gathering information to document the
preliminary scope of the project?

A. Organizational process assets

B. Enterprise environmental factors
C. Progressive elaboration
D. Project management information system
 Practice Questions

Q3. You are currently working on creating a document that will be used to
gain authorization for the project. During this process, you need to locate the
benefit analysis that was performed to justify the project. Where is the BEST
place to look for this information?

A. Teaming agreements
B. Business case
C. Project charter
D. Project benefits management plan
 Practice Questions

Q4. You have been assigned to a new project that was requested by your
organization's project management office to meet a new government
regulation. They have provided you with a number of different documents to
help you develop the initiation documentation required for this project. You
want to understand the relationship between the product being created and
the benefits it will create before you begin defining the high-level scope of
the project. Which document would you review FIRST?

A. Government standards
B. Historical information
C. Project benefits management plan
D. Business case
 Practice Questions

Q5. You are part of a small organization developing mobile project

management suite. The project will need to be adapted during the project
execution phase in order to meet any changes in business needs. The project
is to be ongoing as clients may request new features at any time. What
project management methodology should you use?

A. Constructed
B. Agile
C. Waterfall
D. Predictive