1  University of Minho | Department of Information Systems | João Varajão | www.varajao.

com

PM
EXECUTIVE EDUCATION
PROJECT MANAGEMENT
 References
Main sources
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 EU, PM² Project Management Methodology Guide 3.0, European

Commission, Brussels | Luxembourg, 2018
 ISO, ISO 21500:2012 Guidance on project management, International
Organization for Standardization, Switzerland, 2012
 PMI, A Guide to the Project Management Body of Knowledge (PMBOK®
GUIDE), 6th edition, Project Management Institute, USA, 2017

 AXELOS, Managing Successful Projects with PRINCE2®, 6th edition, The Stationery
Office, UK, 2017
 H. Kerzner, Project Management: A Systems Approach to Planning, Scheduling, and
Controlling, 12th edition, John Wiley & Sons, USA, 2017
 IPMA, Individual Competence Baseline for Project, Programme & Portfolio
Management, version 4.0, Switzerland, 2015

* Images also from several sources (mainly Google Images)

2
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Although Project Management only have won a formal body recently,

looking at the human history we can find several examples of projects
that required a considerable effort of Project Management (for instance,
the Pyramids of Egypt, the Great Wall of China or the first globe
circumnavigation planned and led by Fernão de Magalhães in the
sixteenth century)
 These examples are particularly interesting because, considering its
dimension and complexity, it is easily understandable the need of
planning and control (regarding objectives, activities, resources, etc.)
3
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 It is in the middle of the twentieth century, in a war conjuncture, that

arises the modern concept of Project Management
 After the Second World War, the world was in the “Cold War”, and the
weapons race marked the need to develop new weapons quickly
(especially in the USA and in the former Soviet Union)
 However, USA military and aerospace projects had significant
overspending (from 200 percent to 300 percent)

Source: H. Kerzner, Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 12th edition, John Wiley & Sons, USA, 2017
4
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 As expected, this was not acceptable for projects as the B52 bomber or
the submarine missile Polaris of DoD (Department of Defense), in which
arises a technique that are nowadays still used - the Program Evaluation
and Review Technique (PERT)
 The use of Project Management was then decreed and, in the late 1950s /
early 1960s, the Project Management was already being used in virtually
all projects of these two industries

Source: H. Kerzner, Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 12th edition, John Wiley & Sons, USA, 2017
5
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 In the following decades Project Management became more structured

and formalized in organizations in general, largely due to the fact that
projects started to have a size and complexity not compatible with less
systematic practices
6
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Some important events:

 1917 - Was proposed the Gantt Diagram
 1940s - The Project Manhattan becomes the first program with specific Project
Management methodologies and documentation
 1958 - PERT/CPM was proposed by the US Navy and the Du Pont
 1960s - EVM was proposed by NASA (using it as the primary control method of their
projects)
 1970s - The Military Industry and later the Construction Industry, start using
software Project Management in more complex projects
7
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Given the increasing size and complexity of projects it became necessary

the development of knowledge about Project Management and creating
effective support tools
 The Project Management software, initially very expensive and hardware
demanding (as, for example, Ártemis), also developed, and today there
are many affordable solutions, from the popular Microsoft Project to
open source software such as Open Project or dotProject
8
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 In short, over several decades have been proposed several Project

Management techniques, concepts and procedures, often applied
exclusively to the case that was being worked on
 These techniques and procedures have been created because it was
recognized that the traditional approach of functional management was
insufficient to address the issues that occur in the management of
unique efforts limited in time (projects)
 So, it came the need to organize the knowledge in an integrated and
standardized manner to facilitate its use and dissemination
9
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 In recent years, the knowledge and understanding of Project

Management has matured and nowadays organizations recognize its
importance in the development of their business
 There are also Bodies of Knowledge (BoK) well established
 Project Management is nowadays indispensable in virtually all areas of
activity and a critical element of the success of organizations

 In fact, in contexts of higher complexity, without proper Project

Management, the risks are simply too high!!
10
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Question: “How does a large software project get to be one year late?”...

? ?
11
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Question: “How does a large software project get to be one year late?”...
 Answer: “One day at a time!“ (Fred Brooks)
12
 References
Brief historical perspective
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Despite the attention that in recent years has been devoted to Project
Management, in many cases projects do not show the desired success
 Software development projects are one of the paradigmatic examples,
with several national and international studies revealing that, in too many
cases, there are serious deviations in terms of time, cost or scope

 Project Management has the mission to minimize these failures,

promoting the development of projects with the maximum efficiency and
effectiveness as possible

J. Varajão, J. Cardoso, D. Goncalves and J.B. Cruz, Análise à Project Management de desenvolvimento de software em grandes empresas portuguesas, Semana Informática, 14, 20/11/2008.
13

SG, 2020 CHAOS 2020: Beyond Infinity, The Standish Group, 2020.
14  University of Minho | Department of Information Systems | João Varajão | www.varajao.com

Definition
Project management

 What is project management?

 Project management
Definition
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 What is project management?

 ISO: “Project management is the application of methods, tools, techniques and
competencies to a project. Project management is performed through processes.”
 ICB: “Project management is concerned with the application of methods, tools,
techniques and competences to a project to achieve goals. It is performed through
processes and includes the integration of the various phases of the project lifecycle.”
 PMBOK: “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 project management processes identified for the project. Project management
enables organizations to execute projects effectively and efficiently.”
 PM2: “Project Management can be described as the activities of planning,
organising, securing, monitoring and managing the resources and work necessary to
deliver specific project goals and objectives in an effective and efficient way.”
 AXELOS: “It consists in planning, delegation, monitoring and control of all aspects of a
project, including the motivation of the various actors involved in order to achieve
the objectives defined for the project, reaching the expected performance in terms
of time, cost, quality, scope, benefits and risks.”
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 Project management
Definition
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 What is project management?

 ICB: “Effective project management (…) provides a greater likelihood of achieving
the goals and ensures efficient use of resources, satisfying the differing needs of the
project’s stakeholders.”

Knowledge, methods, tools, techniques, competences

Activities/Processes

Goals/Objectives
Efficient and effective way
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 Project management
Main objectives
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Effective project management helps individuals, groups, and public and

private organizations to:
 Meet business objectives
 Satisfy stakeholder expectations
 Be more predictable
 Increase chances of success
 Deliver the right products at the right time
 Resolve problems and issues
 Respond to risks in a timely manner
 Optimize the use of organizational resources
 Identify, recover, or terminate failing projects
 Manage constraints (e.g., scope, quality, schedule, costs, resources)
 Balance the influence of constraints on the project (e.g., increased scope may
increase cost or schedule)
 Manage change in a better manner
 …
17
 Project management
Main objectives
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Poorly managed projects or the absence of project management may

result in:
 Missed deadlines
 Cost overruns
 Poor quality
 Rework
 Uncontrolled expansion of the project
 Loss of reputation for the organization
 Unsatisfied stakeholders
 Failure in achieving the objectives for which the project was undertaken
 …
18
 Project management
Main objectives
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 To sum-up:
 Improve relationships with stakeholders
 Better planning and control
 Increase trust and sense of security in the organization
 Increase efficiency and efficacy
 …
19
 Project management
Environment
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Business 
 Project Governance 
 Projects, Programmes, and Portfolios 
 Project Support Office, Project Management Office or Project Office
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 Project management
Environment
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Project Support Office, Project Management Office or Project Office

 PM2: “A Project Support Office (PSO) is an organisational body (or entity) that
provides services, which support project management. These can range from
providing simple support functions to helping link projects to strategic goals. Not all
organisations have a Project Support Office (PSO).”
 PMBOK: “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.”
 Organizational unit of a company to which are assigned multiple responsibilities
related to the management and coordination of projects. Centralizes and
coordinates the Project Management. The responsibilities of a PMO can range from
support functions to the direct management of projects.
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 Project management
Environment
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 PM2: A PSO can:

 Offer administrative support, assistance and training to Project Managers (PMs) and
other staff
 Collect, analyse and report on project progress data and information
 Assist with project scheduling, resource planning, coordination and Project
Management Information System (PMIS) use
 Maintain a central project repository (of Project Documents, Risks, Lessons Learned)
 Coordinate configuration management and quality assurance activities
 Monitor adherence to methodology guidelines and other organisational standards
 Tailor the project management methodology to new best practices and help project
teams
 Implement the updated methodology effectively
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 Project management
Environment
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 ISO: A primary function of a PMO is to support project managers in a

variety of ways, which may include but are not limited to:
 Managing shared resources across all projects administered by the PMO
 Identifying and developing project management methodology, best practices, and
standards
 Coaching, mentoring, training, and oversight monitoring compliance with project
management standards, policies, procedures, and templates by means of project
audits
 Developing and managing project policies, procedures, templates, and other shared
documentation (organizational process assets)
 Coordinating communication across projects
23
 Project management
Environment
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 There are several types of PMOs in organizations

 Each type varies in the degree of control and influence it has on projects
within the organization, such as:
 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 serves as a project repository. The degree of
control provided by the PMO is low.
 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
 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.
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 Project management
Environment
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

…

Adapted from: A. Monteiro, V. Santos, J. Varajão, Project Management Office Models – a review, ProjMAN, Procedia Computer Science, 100, 2016.
25
 Project management
Environment
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

…

Adapted from: A. Monteiro, Project Management Office (PMO): typologies and models, MSc thesis, Universidade Nova de Lisboa, 2017.
26
 Project management
Environment
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Benefits of a PMO:
 Global recognition of project management
 Standardization of practices
 Improved profitability
 Improved team productivity
 Organizational improvement
 Culture change towards orientation to project management
 Professionalism of project management teams
 Tools and techniques predictable and reusable
 Systematic processes (such as, for example, lessons learned log)
 …
27
 Project management
Challenges
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

(M) Costs: What is the budget available? How much it was spent?

(P) Human Resources: By whom? Availability?

(M) Work: What has been done? What remains to be done?

(P) Time: When and for how long? stakeholders

processes
(P) Work: What to do?
resources
(M) Resources: What and how many were spent?

tools
(M) Time: What is on schedule and what is delayed? How much?

(P) Budget: How much it will cost?

restrictions
techniques
? ?
(P) Product: What are the components? What are deliverables?

people (M) Performance: Better or worse than planned?

(M) Product: Which deliverables are ready and which are missing?

… ...
28
 Project management
Entities and standards
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Project Management Institute (PMI)

 PMBOK (Project Management Body of Knowledge)
 AXELOS
 Prince2 (Projects IN Controlled Environments)
 International Project Management Association (IPMA)
 ICB (IPMA competence Baseline)
 International Organization for Standardization (ISO)
 ISO 21500 project management
 European Commission (EC)
 PM² Project Management Methodology
 Others
29
 Project management
Entities and standards
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Project Management Institute (PMI)

 Created in 1969
 Global organization, responsible for the standardization and advancement of Project
Management
 More than 450,000 members in over than 280 countries
 US Headquarters and offices in several cities around the world
 www.pmi.org

 PMBOK (Project Management Body of Knowledge)

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 Project management
Entities and standards
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 AXELOS
 AXELOS is a joint venture company, created in 2013 by the Cabinet Office on behalf
of Her Majesty’s Government (HMG) in the United Kingdom and Capita plc, to
manage, develop and grow the Global Best Practice portfolio.
 https://www.axelos.com/best-practice-solutions/prince2
 https://www.axelos.com/best-practice-solutions/prince2-agile

 Prince2 (Projects IN Controlled Environments)

31
 Project management
Entities and standards
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 International Project Management Association (IPMA)

 Created in 1965
 Association of organizations of Project Management of over 60 countries, including
Portugal (APOGEP)
 More than 250,000 certified project managers
 Main office in the Netherlands
 www.ipma.world

 ICB (IPMA Competence Baseline)

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 Project management
Entities and standards
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 International Organization for Standardization (ISO)

 Created in 1947 in Switzerland
 Independent international organization, non-government, represented in 164
countries
 Has many standards for process standardization
 www.iso.org

 ISO 21500 (project management)

33
 Project management
Entities and standards
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 European Commission
 PM² Project Management Methodology
 “OpenPM² is a project management methodology designed by the European
Commission. Its purpose is to enable project teams to manage their projects effectively,
and to deliver solutions and benefits to their organisations and stakeholders. While
OpenPM² is suitable for any type of project, it is ideal for projects related to the public
sector, or EU programmes and grants.”
 https://ec.europa.eu/isa2/solutions/open-pm2_en
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 Project management
Entities and standards
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Other (few) examples

 (ISO) ISO 21508 (EVM)
 (ISO) ISO 21511 (WBS)
 (ISO) ISO 21503 Project, programme and portfolio management – guidance on programme management
 (ISO) ISO 21504 Project, programme and portfolio management – guidance on portfolio management
 (ISO) ISO 21505.2 Project, programme and portfolio management – guidance on governance
 (NP) NP 4519 Norma Portuguesa de Gestão de Projetos – Vocabulário
 (NP) NP 4535 Norma Portuguesa de Gestão de Projetos – Requisitos
 (AXELOS UK) Management of Portfolios (MoP™)
 (AXELOS UK) Managing Successful Programmes (MSP®)
 (AXELOS UK) Portfolio, Programme and Project Offices (P3O®)
 (AXELOS UK) Portfolio, programme and project management maturity model (P3M3®)
 (PMI) Standard for Program Management
 (PMI) Standard for Portfolio Management
 (PMI) Organizational Project Management Maturity Model OPM3
 (PMI) Project Manager Competency Development
 (PMI) Project Configuration Management
 (PMI) Government Extension to a Guide to the Project Management Body of Knowledge
 (IPMA) OCB: Organisational Competence Baseline
 (APM – Association for Project Management) APM Body of Knowledge
 (APM – Association for Project Management) APM Introduction to Programme Management
 (PMAJ – Project Management Association of Japan) Program and Project Management for Enterprise Innovation (P2M)
 (BI NBS) Goal Directed Project Management
 (Method123) MPMM
 …
35
 References
Other sources
 University of Minho | Department of Information Systems | João Varajão | www.varajao.com

 Project Management Methodology, 2018

 Project Management Office Models – a review, 2016
 PMO as a key ingredient of public sector projects’ success – position
paper, 2015
 IT projects success factors: a literature review, 2020
 IS Project Management Success in Developing Countries, 2020
 Sucesso dos Projetos de Desenvolvimento de Software em Portugal –
resultados preliminares, 2019
 Análise à gestão de projetos de desenvolvimento de software de grandes
empresas portuguesas, 2008
36
37  University of Minho | Department of Information Systems | João Varajão | www.varajao.com

PM
EXECUTIVE EDUCATION
PROJECT MANAGEMENT