Lecture 2 2024

Project management University of Thi-Qar
LECTURE 2
1. What is Project Management?
Project management is the application of knowledge, skills, tools, and techniques

to project activities to meet the project requirements. Project management is
accomplished through the appropriate application and integration of the logically
grouped project management processes, which are categorized into five Process
Groups. These five Process Groups are:
1. Initiating (Defining) processes—recognizing that a project or phase should

begin and committing to do so.
2. Planning processes—devising and maintaining a workable scheme to
accomplish the business need that the project was undertaken to address
3. Executing processes—coordinating people and other resources to carry out
the plan
4. Controlling processes—ensuring that project objectives are met by
monitoring and measuring progress and taking corrective action when
necessary.
5. Closing (Delivering) processes—formalizing acceptance of the project or
phase and bringing it to an orderly end.
2. Managing a project typically includes, but is not limited to:
1. Identifying requirements;
2. Addressing the various needs, concerns, and expectations of the
stakeholders in planning and executing the project;
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3. Setting up, maintaining, and carrying out communications among

stakeholders that are active, effective, and collaborative in nature;
4. Managing stakeholders towards meeting project requirements and
creating project deliverables;
5. Balancing the competing project constraints, which include, but are
not limited to: Scope, Quality, Schedule, Budget, Resources, and
Risks.
2. THE PROJECT MANAGEMENT CONTEXT
Projects and project management operate in an environment broader than that of

the project itself. The project management team must understand this broader
context—managing the day-to-day activities of the project is necessary for success
but not sufficient.
1. The Project Life Cycle

2. Project Stakeholders
3. Organizational Influences
4. Key General Management Skills
5. Socioeconomic Influence
2.1 Project Life Cycle
A project life cycle is the series of phases that a project passes through from its
initiation to its closure. The phases are generally sequential, and their names and
numbers are determined by the management and control needs of the organization
or organizations involved in the project, the nature of the project itself, and its area
of application.
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2.1.1 Characteristics of the Project Life Cycle
Projects vary in size and complexity. All projects can be mapped to the following
generic life cycle structure (see Figure 2-1):
• Starting the project,
• Organizing and preparing,
• Carrying out the project work, and
• Closing the project.
Figure 2-1. Typical Cost and Staffing Levels Across a Generic Project Life Cycle
Structure
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Figure 2-2. Impact of Variable Based on Project Time
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2.2 Project stakeholders
Project stakeholders are individuals and organizations who are actively involved in
the project, or whose interests may be positively or negatively affected as a result
of project execution or successful project completion. Key stakeholders on every
project include:
A. Project manager—the individual responsible for managing the project.

B. Customer—the individual or organization who will use the project product.
There may be multiple layers of customers. For example, the customers for a
/new pharmaceutical product may include the doctors who prescribe it, the
patients who take it, and the insurers who pay for it
C. Performing organization—the enterprise whose employees are most
directly involved in doing the work of the project.
D. Sponsor—the individual or group within the performing organization who
provides the financial resources, in cash or in kind, for the project.
2.3 Organizational Influences on Project Management
An organization’s culture, style, and structure influence how its projects are
performed. The organization’s level of project management maturity and its project
management systems can also influence the project.
2.3.1 Organizational Cultures and Styles
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Organizational culture is shaped by the common experiences of members of the

organi`zation and most organizations have developed unique cultures over time by
practice and common usage. Common experiences include, but are not limited to:
• Shared visions, mission, values, beliefs, and expectations;
• Regulations, policies, methods, and procedures;
• Motivation and reward systems;
• Risk tolerance;
• View of leadership, hierarchy, and authority relationships;
• Code of conduct, work ethic, and work hours; and
• Operating environments.
2.3.2 Organizational Communications
Project management success in an organization is highly dependent on an effective

organizational communication style, especially in the face of globalization of the
project management profession. Organizational communications capabilities have
great influence on how projects are conducted. As a consequence, project managers
in distant locations are able to more effectively communicate with all relevant
stakeholders within the organizational structure to facilitate decision making.
Stakeholders and project team members can also use electronic communications
(including e-mail, texting, instant messaging, social media, video and web
fgrvtconferencing, and other forms of electronic media) to communicate with
the project manager formally or informally.
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2.1.3 Organizational Structures
1-The classic functional organization,

shown in Figure 2-3, is a hierarchy where each employee has one clear superior.
Staff members are grouped by specialty, such as production, marketing,
engineering, and accounting at the top level. Specialties may be further
subdivided into focused functional units, such as mechanical and electrical
engineering. Each department in a functional organization will do its project work
independently of other departments.
Figure 2-3. Functional Organization
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2-Matrix organization,
Matrix organizations can be classified as weak, balanced, or strong depending on
the relative level of power and influence between functional and project managers.
a. Weak matrix organizations

Project coordinators have power to make some decisions, have some authority,
and report to a higher-level manager.
b. Strong matrix organizations
have many of the characteristics of the projectized organization, and have full-
time project managers with considerable authority and full-time project
administrative staff.
c. Balanced matrix organization
recognizes the need for a project manager, it does not provide the project
manager with the full authority over the project and project funding. Table 2-1
provides additional details of the various matrix organizational structures.
Table 2-1. Influence of Organizational Structures on Projects
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3- Projectized organization,
project managers have a great deal of independence and authority. Projectized
organizations often have organizational units called departments, but they can
either report directly to the project manager or provide support services to the
various projects.
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2.1.4 Enterprise Environmental Factors
Enterprise environmental factors vary widely in type or nature. Enterprise

environmental factors include, but are not limited to:
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A. Organizational culture, structure, and governance;

B. Geographic distribution of facilities and resources;
C. Government or industry standards (e.g., regulatory agency
regulations, codes of conduct, product standards, quality standards,
and workmanship standards);
D. Infrastructure (e.g., existing facilities and capital equipment);
E. Existing human resources (e.g., skills, disciplines, and knowledge,
such as design, development, legal, contracting, and purchasing);
2.4 Key General Management Skills
A. Leading
B. Communicating
C. Negotiating
D. Problem Solving
E. Influencing the Organization
2.6. Standards and

Regulations
A standard is a “document approved by a recognized body, which provides,

for common and repeated use, rules, guidelines, or characteristics for products,
processes or services with which compliance is not mandatory.
A regulation is a “document which lays down product, process or service

characteristics, including the applicable administrative provisions, with which
compliance is mandatory.” Building codes are an example of regulations.
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Project management University of Thi-Qar

1. What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques

1. Initiating (Defining) processes—recognizing that a project or phase should

2. Managing a project typically includes, but is not limited to:

3. Setting up, maintaining, and carrying out communications among

2. THE PROJECT MANAGEMENT CONTEXT

Projects and project management operate in an environment broader than that of

1. The Project Life Cycle

2.1 Project Life Cycle

2.1.1 Characteristics of the Project Life Cycle

• Starting the project,

• Organizing and preparing,

• Carrying out the project work, and

• Closing the project.

Figure 2-2. Impact of Variable Based on Project Time

2.2 Project stakeholders

A. Project manager—the individual responsible for managing the project.

2.3 Organizational Influences on Project Management

2.3.1 Organizational Cultures and Styles

Organizational culture is shaped by the common experiences of members of the

• Shared visions, mission, values, beliefs, and expectations;

• Regulations, policies, methods, and procedures;

• Motivation and reward systems;

• View of leadership, hierarchy, and authority relationships;

• Code of conduct, work ethic, and work hours; and

2.3.2 Organizational Communications

Project management success in an organization is highly dependent on an effective

2.1.3 Organizational Structures

1-The classic functional organization,

Figure 2-3. Functional Organization

a. Weak matrix organizations

Table 2-1. Influence of Organizational Structures on Projects

2.1.4 Enterprise Environmental Factors

Enterprise environmental factors vary widely in type or nature. Enterprise

A. Organizational culture, structure, and governance;

2.4 Key General Management Skills

2.6. Standards and

A standard is a “document approved by a recognized body, which provides,

A regulation is a “document which lays down product, process or service

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