A Framework for

Project Management
 A Framework for
Project Management Units

1. Introduction and Key Concepts 6. Controlling Projects

2. Project Life Cycle Models 7. Closing Projects
3. Initiating Projects 8. Organizational Impacts
4. Planning Projects 9. Overview of Knowledge Areas
5. Executing Projects 10. Role of the Project Manager

Additional materials
A. Seminar Evaluation Forms
B. Exercises
C. Resources for Project Management Professional Candidates

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 2

 Unit 2: Project Life Cycle Models
Upon completion, you will be able to …

 List the purpose and types of project life cycle models

 Distinguish between project and product life cycle
 Define the role of phase reviews in PM
 Apply a model to a hypothetical and a real project

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 3

 Key Concepts

 Project phase: “A collection of logically related project activities usually

culminating in the completion of a major deliverable.”
 Project life cycle: “Collectively the project phases are known as the
project life cycle.”
 Product life cycle: The natural grouping of ideas, decisions, and actions
into product phases, from product conception to operations to product
phase-out.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 4

 Generic Cost and Staffing Life Cycle

C o st and Inte rm ed ia te P h ase s

Staffin g (o ne or m o re )
L evel
Initia l F in al
P ha se P ha se

S ta rt F in ish
Tim e

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 5

 Project Life Cycle
Example Phases

Concept and
Proposal

Development

Implementation

Verification

Termination

Initial Phase Intermediate Phases Final Phase

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 6

 Pharmaceutical Project Life Cycle Model

Process Developm ent

Form ulation S tability

Screening Preclinical A
Lead IND File Phase I Phase II Phase III File P
Identified W orkup Clinical Clinical Clinical NDA P
Drug Sourcing IND Tests Tests Tests Postregistration Activity R
O
V
A
M etabolism L
Patent Process Toxicology

Preclinical
Discovery Screening Developm ent Registration(s) W orkup Postsubm ission Activity

Ten Plus Years

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 7

 Importance of Phase Reviews


Requirements Review
Proposal
General Design Review
Preparation
Requirements
Detailed Design Review
Analysis

General Design Unit Test

Detailed Design

Code and Debug

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 8

 Phase Initiation Example
Detailed Design Phase

 Ensure correctness and completeness of previous phase, e.g., general

design phase
 Assess all aspects of requirements, design approach, and deliverables
 Identify and work off items

 Determine contractor rewards/payment for closing phase

 Conduct a readiness review to begin next phase, e.g., detailed design
phase
 Resource estimates and availability
 Design maturity
 Project plan review and update

 Secure stakeholder approval to proceed

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 9

 Exercise 1
Project Life Cycle Model

 Divide a current project on which you are working into phases, name
them, and write a brief statement of purpose for each phase

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 10

 Summary

 Explained the concept and purpose of project life cycles

 Defined the role of phase reviews in PM
 Described life cycle models
 Differentiated project life cycle and product life cycle
 Applied a model to hypothetical and real projects

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 11

 1: Initiating Projects
Upon completion, you will be able to …

 List the main functions of each PM process group

 Describe the purpose of the initiation process
 Identify its inputs and outputs, tools and techniques
 Develop a sample project charter
 Give an example of how process groups can apply to the project as a
whole or to a project phase

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 12

 Process Definition

 “A series of actions people take to bring about a desired result.”

 Types of processes
 Project management processes
 Product-oriented processes
 Business-oriented processes

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 13

 Process Groups

Initiating Planning
Processes Processes

Executing
Controlling
Processes
Processes

Closing
Processes

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 14

 Process Interactions

 Inputs
 Tools and techniques
 Outputs
 Taxonomy

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 15

 Process Group Overview

Initiatin g P ro cesse s
To the
Planning
5 .1 Processes
In itia tio n (Figure 3 – 5)

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 16

 Purpose of Initiation Process

1. To commit the organization to a project or phase

2. To set the overall solution direction
3. To define top-level project objectives
4. To secure the necessary approvals and resources
5. Validate alignment with strategic objectives
6. To assign a project manager

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 17

 Initiating Core Process—Initiation

Input Process Output

1. Product description “Initiation
is the 1. Project charter
2. Strategic plan process of formally 2. Project manager
3. Project selection recognizing that a new identified/
criteria project exists or that assigned
4. Historical an existing project 3. Constraints
information should continue into 4. Assumptions
its next phase.”

Tools and Techniques

1. Project selection
methods
2. Expert judgment

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 18

 Project Charter

 “A document issued by senior management that

provides the project manager with the authority to
apply organizational resources to project activities.”

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 19

 Project Charter Content

 Business need
 Project objectives
 Project deliverables
 Assumptions
 Constraints
 Key staff
 Written authorization

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 20

 Exercise 1
Project Charter

 Identify a project idea and attempt to develop a project charter

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 21

 Sample Initiating Activities

 Negotiate, write, and refine the project charter

 Confirm how the project links to the business need
 Identify management responsibilities
 Identify geographic locations involved
 Test top-level objectives versus strategic business plans
 Make strategic procurement decisions, e.g., make, buy, or
identify qualified vendors

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 22

 Key Outputs of Initiation Process

 Project charter
 Project manager identified/assigned
 Other key positions identified/assigned
 Constraints identified
 Assumptions identified

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 23

 Planning Projects
Upon completion, you will be able to …

 Describe the purposes of the planning processes

 Identify the inputs and outputs of core planning processes
 Describe the function and develop sample planning deliverables
such as a scope statement, WBS, and milestone chart
 List the major tools and techniques used in the core planning
processes
 Identify the planning facilitating processes and their functions

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 24

 Planning Process Group

Initiating Planning
Processes Processes

Executing
Controlling
Processes
Processes

Closing
Processes

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 25

 Purpose of Planning Processes

To develop a project plan that:

 Facilitates later accomplishment*
 Ensures project wide integration
 Monitors change effectively
 Provides decision support information to stakeholders
 Can be updated by iterative planning activities

* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 26

 C ore Processes

5.2 6.2
Scope Activity
Planning 6.1 Sequencing 6.4
Activity Schedule
D efinition D evelopm ent

6.3
5.3 Activity 7.3
Scope D uration C ost
D efinition Estim ating Budgeting
7.1
R esource
Planning 7.2
C ost
From the Estim ating 4.1
Initiating Project P lan
Processes
D evelopm ent To the
Executing
(Figure 3–4) Processes
(Figure 3–6)

From the Facilitating Processes

Controlling
Processes
(Figure 3–7)
8.1 10.1 11.1 11.2 11.3
Quality C om m unications R isk R isk R isk R esponse
Planning Planning Identification Quantification D evelopm ent

9.1 9.2 12.1 12.2

Organizational Staff Procurem ent Solicitation
Planning Acquisition Planning Planning

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 27

 Core Planning Processes
Scope Planning

Input Process Output

1. Product description "… the process of developing 1. Scope statement
2. Project charter a written scope statement as 2. Supporting detail
3. Constraints the basis for future project 3. Scope management plan
decisions including, in
4. Assumptions
particular, the criteria used to
determine if the project or
phase has been completed
successfully.”

Tools and Techniques

1. Product analysis
2. Cost/Benefit analysis
3. Alternative identification
4. Expert judgment

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 28

 Project Scope Statement Purpose

 To provide a general description of the sum of the

products and services to be provided by the project
 To develop a common understanding of project scope
among stakeholders
 May make explicit some exclusions that, based on the
audience, would be assumed to be part of the project

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 29

 Exercise -2
Scope Statement

 For your project idea develop a project scope statement based on

the project charter developed in the initiating process exercise

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 30

 Core Planning Processes
Scope Definition

Input Process Output

1. Scope statement “… subdividing the 1. Work breakdown
2. Constraints major project structure
3. Assumptions deliverables (as
4. Other planning identified in the scope
outputs statement) into
smaller more
5. Historical manageable
information components … ”

Tools and Techniques

1.Work breakdown
structure templates
2.Decomposition

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 31

 Work Breakdown Structure (WBS)

 “A deliverable oriented grouping of project elements

which organizes and defines the total scope of the
project.

 Each descending level represents an increasingly detailed

definition of a project component.

 Project components may be products or services.”

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 32

 WBS Purpose

 To define:
 Solution strategy or general approach
 Implementation tactics

 To support more accurate estimates of project duration and cost than can
be made at the project level

 To provide a basis for estimating project resources:

 Departmental or subcontractor support
 Vendors and their products
 Services
 Any other identifiable resource
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 33
 Aircraft
System

Project Air Support Test and

Training Data Facilities
Managem ent Vehicle Equipm ent Evaluation

System s Technical O rganizational

Engineering Equipm ent Construction M ock-ups
O rders Level
M anagem ent

Supporting Engineering Interm ediate O perational

PM Activities Facilities Data Level M aintenance Test

M anagem ent Depot Developm ental

Services Data Level Test

Test

Airfram e Engine Com m unication Navigation Fire Control

This W BS is illustrative only. It is not intended to represent the full project scope of any specific
project, nor to imply that this is the only way to organize a W BS on this type of project.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 34

 Waste Water
Treatment Plant

Earlier Later
Phases Design Construction Phases

Project Management Project Management

Civil Drawings Headworks

Architectural Drawings Aeration Basin

Structural Drawings Effluent Pumping Station

Mechanical Drawings Air Handling Building

HVAC Drawings Sludge Building

Plumbing Drawings

Instrumentation Drawings

Electrical Drawings

This WBS is illustrative only. It is not intended to represent the full project scope of any specific
project, nor to imply that this is the only way to organize a WBS on this type of project.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 35

 Validate Your WBS

 All major elements been identified at top level?

 Decomposed into measurable components?

 Lower level(s) items necessary? All inclusive?

 Would stakeholders agree WBS is satisfactory?

 Can elements be scheduled, budgeted, and assigned to a unit that will accept
responsibility?

 Too much or too little visibility and control ?

 Can status reports be generated at all levels?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 36

 Using the WBS to Estimate Cost

 Project manager establishes work requirements by

defining the
 What—“shall” and “wills”
 When—sequence
 Why—dependencies

 Functional managers estimate cost by determining

 How—equipment and methods
 Who—type and level of expertise
 Where—location, department

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 37

 Exercise -3
Work Breakdown Structure

 Construct a WBS for your project or subproject

 Apply the WBS validation criteria

 Discuss any learning or insights with a classmate, including

any learning from applying the WBS test criteria

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 38

 Core Planning Processes
Activity Definition

Input Process Output

1. WBS “Identifying the specific 1. Activity list
2. Scope statement activities that must be 2. Supporting detail
3. Historical information performed to produce the 3. WBS updates
various project deliverables.”
4. Constraints
5. Assumptions

Tools and Techniques

1. Decomposition
2. Templates

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 39

 Core Planning Processes
Activity Sequencing

Input Process Output

1. Activity list “… identifying and 1. Project network
2. Product description documenting interactivity 2. Activity list updates
3. External dependencies dependencies.”
4. Mandatory dependencies
5. Discretionary dependencies
6. Constraints
7. Assumptions

Tools and Techniques

1. Precedence diagramming
method
2. Arrow diagramming method
3. Conditional diagramming
method
4. Network templates

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 40

 Precedence Diagramming Method

A B C

Start Finish

D E F

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 41

 Core Planning Processes
Activity Duration Estimating

Input Process Output

1. Activity lists “… assessing the number of 1. Activity duration
2. Constraints work periods likely to be 2. Basis of estimates
3. Assumptions needed to complete each 3. Activity list updates
identified activity.”
4. Resource requirements
5. Resource capabilities
6. Resource information

Tools and Techniques

1. Expert judgment
2. Analogous estimating
3. Simulation

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 42

 Schedule Purpose

 Converts the project plan to an operating plan that is the basic tool for
controlling project activities
Benefits of a realistic schedule?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 43

 Benefits of a Realistic Schedule

 Framework for managing critical project activities

 Determines planned start and completion dates
 Identifies activity and task precedence relationships
 Aids project team in defining critical communication content
 Specifies times when staff must be available
 No surprises
 Other?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 44

 Key Scheduling Definitions

 Network
 Network techniques
 Path
 Node
 Arc
 Event
 Activity

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 45

 Scheduling Techniques
Activity on Arrow Example

B
Start A C

D F F in ish
E

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 46

 Network Techniques
AOA Example

 Activities specified on arrows

 Also called arrow diagramming method (ADM)
 Nodes show relationship

Result 1 Result 2 Result 3

Set up Work Finish

Activity 1 Activity 2 Activity 3

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 47

 Scheduling Techniques
Activity on Node

 Activity on node network format

 Arrows show precedence relationships
 Nodes show activities

 3 types of precedence relationships

 Activity on node 1—successor but no predecessor
 Activity on node 2—predecessor and successor
 Activity on node 3—predecessor but no successor

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 48

 Precedence Relationships
Finish to Start

The “from” activity Task A must finish before

the “to” activity Task B can start

Task A Task B

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 49

 Precedence Relationships
Start to Start

Tasks A and B may start at the same

time, but the successor (B) cannot start
Task A until the predecessor (A) begins.

Task B
The direction of the arrow defines
which task is the predecessor and
which is the successor.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 50

 Precedence Relationships
Finish to Finish

Task A

Tasks A and B may end at the same

time, but the successor (B) cannot Task B
finish until the predecessor (A) finishes

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 51

 Precedence Relationships
Start to Finish

Task A

Task A must start before Task B can

finish (seldom used).
Task B

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 52

 PDM Example
Diverging-Converging Activities

Diverging Activities Converging Activities

Single predecessor with Multiple predecessors
multiple successors with single successor

Paint Ceiling

Paint Walls Paint Walls

Prep Clean-up
(2nd coat)

Paint Trim

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 53

 Forward Pass Definitions

 Early Start Date (ES)

 Earliest possible point in time an activity can start, based on the
network logic and any schedule constraints
 Duration (DU)
 Number of work periods, excluding holidays or other nonworking
periods, required to complete the activity; expressed as workdays
or workweeks
 Early Finish Date (EF)
 Earliest possible time the activity can finish

 Forward Pass
 Starting at the beginning (left) of the network develop early start
and early finish dates for each task, progressing to end (right-most
box) of the network

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 54

 Forward Pass Calculation

ES DU EF

Task
EF = ES + DU – 1 LS Float LF

3 DU = 2 4

Paint Trim

1 DU = 2 2 3 DU = 3 5 9 DU = 2 10

Prep Paint Ceiling Clean-up

3 DU = 4 6 7 DU = 2 8

Paint Walls Paint Walls (2nd Coat)

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 55

 Task Identification
Forward Pass

Name Duration ES EF
Prep 2 1 2
Paint Trim 2 3 4
Paint Ceiling 3 3 5
Paint Walls 4 3 6
Paint Walls (2nd Coat) 2 7 8
Clean-up 2 9 10

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 56

 Backward Pass Definitions

 Late Start Date (LS)

 Latest point in time that an activity may begin without delaying that
activity’s successor
 If the activity is on the critical path, the project end date will be
affected
 Float or Slack
 Latest point in time a task may be delayed from its earliest start date
without delaying the project finish date
 Late Finish (LF)
 Latest point in time a task may be completed without delaying that
activity’s successor
 If the activity is on the critical path, the project end date will be
affected
 Backward Pass
 Calculate late start and late finish dates by starting at project
completion, using finish times and working backwards

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 57

 Backward Pass Calculation

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 58

 Task Identification
Forward and Backward Passes

Name Duration ES EF LS LF Float

Prep 2 1 2 1 2 0
Paint Trim 2 3 4 7 8 4
Paint Ceiling 3 3 5 6 8 3
Paint Walls 4 3 6 3 6 0
Paint Walls (2nd Coat) 2 7 8 7 8 0
Clean-up 2 9 10 9 10 0

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 59

 Scheduling Techniques
Bar/Gantt Chart

Activity A

Activity B

Activity C

Activity D

Jun Jul Aug Sep O ct N ov

Tim e
T here are m any other acceptable w ays to display project inform ation on a bar chart.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 60

 Core Planning Processes
Schedule Development

Input Process Output

1. Project network diagram “… determining start 1. Project schedule
2. Activity duration estimates and finish dates for 2. Supporting detail
3. Resource requirements project activities.” 3. Schedule management plan
4. Resource pool description 4. Resource requirements
5. Calendars updates
6. Constraints
7. Assumptions
8. Leads and lags

Tools and Techniques

1. Mathematical analysis
2. Duration compression
3. Simulation
4. Resource leveling heuristics
5. Project management
software

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 61

 Key Scheduling Concepts

 Master schedule
 Crashing
 Hanger
 Workaround
 Schedule variance

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 62

 Milestone Chart

D ata
D ate

Event Jan Feb M ar Apr M ay Jun Jul Aug

Subcontracts Signed
Specifications Finalized
D esign R eview ed
Subsystem Tested
First U nit D elivered
Production Plan C om pleted

There are m any other acceptable ways to display project information on a m ilestone chart.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 63

 Exercise
Project Milestones

 Identify the major milestones in your project

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 64

 Core Planning Processes
Resource Planning

Input Process Output

1. WBS “… determining what 1. Resource requirements
2. Historical information physical resources
3. Scope statement (people, equipment,
4. Resource pool description materials) and what
5. Organizational policies quantities of each should
be used to perform
project activities.”

Tools and Techniques

1. Expert judgment
2. Alternatives identification

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 65

 Core Planning Processes
Cost Estimating

Input Process Output

1. WBS “… developing an 1. Cost estimates
2. Resource requirements approximation (estimate of the 2. Supporting detail
3. Resource rates costs of the resources needed 3. Cost management plan
to complete project activities.”
4. Activity duration estimates
5. Historical information
6. Chart of accounts

Tools and Techniques

1. Analogous estimating
2. Parametric modeling
3. Bottom-up estimating
4. Computerized tools

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 66

 Core Planning Processes
Cost Budgeting

Input Process Output

1. Cost estimates “… allocating the overall cost 1. Cost baseline
2. WBS estimates to individual work
3. Project schedule items in order to establish a
cost baseline for measuring
project performance.”

Tools and Techniques

1. Analogous estimating
2. Parametric modeling
3. Bottom-up estimating
4. Computerized tools

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 67

 Core Planning Processes
Project Plan Development

Input Process Output

1. Other planning outputs “… taking the results of other 1. Project plan
2. Historical information planning processes and 2. Supporting detail
3. Organizational policies putting them into a consistent,
coherent document.”
4. Constraints
5. Assumptions

Tools and Techniques

1. Project planning
methodology
2. Stakeholder’s skills and
knowledge
3. Project management
information systems

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 68

 Facilitating Planning Processes

 Quality planning
 Communications planning
 Organizational planning
 Procurement planning
 Solicitation planning
 Staff acquisition
 Risk identification
 Risk quantification
 Risk response development

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 69

 Sample Planning Activities

 Subdividing deliverables into manageable components

 Allocating overall cost estimate to individual work items
 Identifying the specific activities people must perform to produce
the project deliverables
 Identifying the sequence and duration of activities
 Determining project roles and responsibilities
 Other?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 70

 Key Outputs of Planning Processes
The Project Plan

 Schedules  Cost management plan

 Budgets  Cost baseline
 Risk management plan Scope statement
 Quality plan  Work breakdown structure
 Staffing plan  Plan updates
 Procurement plan  Resource requirements
 Schedule management plan  Communications plan

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 71

 Executing Projects
Upon completion, you will be able to …

 Describe the purposes of the executing processes

 Identify the inputs and outputs of its core processes
 List the major tools and techniques

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 72

 Executing Processes

Initiating Planning
Processes Processes

Executing
Controlling
Processes
Processes

Closing
Processes

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 73

 Purpose

 To coordinate, integrate, and manage all resources

Why?
 in order to achieve the project objectives
How?
 by carrying out the letter and intent of the project plan
While
 responding to change and mitigating risks

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 74

 Overview

Executing Processes

4.2
Project Plan
Execution

Facilitating Processes

8.2
From the Quality To the
Assurance Controlling
Planning
Processes 10.2
Information
9.3
Team
Processes
(Figure 3–5) Distribution Development (Figure 3–7)
5.4
Scope
Verification
12.3 12.4
Solicitation Source
Selection
From the 12.5
Controlling Contract
Processes Administration
(Figure 3–7)

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 75

 Core Execution Process
Project Plan Execution

Input Process Output

1. Project plan “… the primary process for 1. Work results
2. Supporting detail carrying out the project plan.” 2. Change requests
3. Organizational policies
4. Corrective action

Tools and Techniques

1. General management skills
2. Product skills and knowledge
3. Work authorization system
4. Status review meetings
5. Project management
information system
6. Organizational procedures

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 76

 Facilitating Execution Processes

 Information distribution
 Team development
 Quality assurance
 Scope verification
 Solicitation
 Source selection
 Contract administration

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 77

 Sample Executing Activities

 Managing work results and requests for change

 Using tools and techniques in project plan implementation
 Building effective relationships with vendors and project team
members
 Choosing from potential sellers
 Distributing status information in time for stakeholders to act
 Other?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 78

 Controlling Projects
Upon completion, you will be able to …

 Describe the purposes of the controlling processes

 Identify the inputs and outputs of the core controlling processes
 List and define the major tools and techniques

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 79

 Controlling Processes

Initiating Planning
Processes Processes

Executing
Controlling
Processes
Processes

Closing
Processes

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 80

 Purpose

To keep the project on track in order to achieve its objectives as

outlined in the project plan by:
 Monitoring and reporting variances
 Controlling scope changes
 Controlling schedule changes
 Controlling costs
 Controlling quality
 Responding to risks

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 81

 Overview

Controlling Processes

10.3 4.3
Performance Overall
Reporting Change Control

Facilitating Processes To the

Planning
From the Processes
Executing (Figure 3–5)
5.5 6.5 7.4
Processes Scope Change Schedule Cost
(Figure 3–6) Control Control Control

8.3 11.4
Quality Risk Response
Control Control

To the
Closing
Processes
(Figure 3–8)

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 82

 Core Controlling Processes
Performance Reporting

Input Process Output

1. Project plan “… collecting and disseminating 1. Performance reports
2. Work results performance information. This 2. Change requests
3. Other project records includes status reporting,
progress measurements, and
forecasting.”

Tools and Techniques

1. Performance reviews
2. Variance analysis
3. Trend analysis
4. Earned value analysis
5. Information distribution
systems

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 83

 Core Controlling Processes
Overall Change Control

Input Process Output

1. Project plan “Overall change control is 1. Project plan updates
2. Performance reports concerned with: 2. Corrective action
3. Change requests (a) influencing the factors which 3. Lessons learned
create change to ensure that
changes are beneficial,
(b) determining that a change
has occurred, and
(c) managing the actual change
when and as they occur.”

Tools and Techniques

1. Change control system
2. Configuration management
3. Performance measurement
4. Additional planning
5. Project management
information systems

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 84

 Facilitating Controlling Processes

 Scope change control

 Quality control
 Schedule control
 Cost control
 Risk response control

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 85

 Facilitating Controlling Processes
Risk Response Control

Input Process Output

1. Risk management plan “… involves executing the Risk 1. Corrective action
2. Actual risk events Management Plan in order to 2. Updates to the risk
3. Additional risk identification respond to risk events over the management plan
course of the project.”

Tools and Techniques

1. Workarounds
2. Additional risk response
development

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 86

 Key Cost Concept

Earned Value
 A method for measuring project performance
 The budgeted cost of work performed for an activity or group of activities
 Compares the planned amount of work with the accomplished amount of
work to determine if cost and scheduled performance is as planned

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 87

 Controlling Activities

 Reporting status versus plan and forecasting

 Responding to changes in risk
 Completing and settling the contract, including resolving of any open items
 Identifying and reporting schedule slips
 Determining whether schedule updates require plan modifications
 Other?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 88

 Closing Projects
Upon completion, you will be able to …

 Describe the purposes of closing processes

 Identify the inputs and outputs of the core processes
 List the major tools and techniques

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 89

 Closing Processes

Initiating Planning
Processes Processes

Executing
Controlling
Processes
Processes

Closing
Processes

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 90

 Purpose

Formalizing acceptance of the project and bringing it to an orderly end

by:
 Closing the contract
 Achieving administrative closure

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 91

 Overview

Closing Processes

12.6 10.4
From the Contract Administrative
Controlling Close-out Closure
Processes
(Figure 3–7)

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 92

 Core Closing Processes
Contract Close-out

Input Process Output

1. Contract documentation “… involves both product 1. Contract file
verification (was all work 2. Formal acceptance and
completed correctly and closure
satisfactorily) and administrative
close-out (updating of records
to reflect final results and
archiving of such information for
future use.”

Tools and Techniques

1. Procurement audits

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 93

 Core Closing Process
Administrative Closure

Input Process Output

1. Performance measurement “… verifying and documenting 1. Project archives
documentation project results to formalize 2. Formal acceptance
2. Documentation of the acceptance of the product by 3. Lessons learned
product of the project the sponsor, client or
3. Other project records customer.”

Tools and Techniques

1. Performance reporting
tools and techniques

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 94

 Sample Closing Activities

 Ensuring a record of lessons learned is developed, documented, and

made available for future projects
 Verifying acceptance of products or services
 Collecting all required project records
 Determining if final products meet specifications
 Assessing the quality, correctness, and completeness of all formal
project acceptance documents
 Give performance appraisals and assist in the planned transfer of
personnel to other projects or positions
 Other?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 95

 Communication Flow

Authorization
Start
Initiating Planning
Plans and
Processes Processes Updates
Changes

Status Executing
Controlling
Processes
Processes Guidance

Direction
Closing Operations
Processes

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 96

 Exercise 7-1
Process Group Allocation

 Allocate the processes and activities to the correct process group

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 97

 Questions/Opinions on Processes

 Most important processes?

 Least important?
 Missing?
 Other questions?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 98

 Units 3–7 Summary

 Identified the role of each process group

 Identified the inputs and outputs of core processes
 Listed the major tools and techniques used in core processes of each
process group
 Described facilitating processes
 Recognized and allocated processes and activities to their correct
process group

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 99

 Unit 8: Organizational Impacts
Upon completion, you will be able to …

 Describe how different organizational approaches can impact the

process and effectiveness of project management

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 100
 HR Requirements

 PM position descriptions
 Reward system congruence
 Career paths
 Competency models
 Training and development opportunities
 Certification

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 101
 Functional Organization

C hief Project
Executive C oord ination

Functional Functional Functional

M anager M anager M anager

Staff Staff Staff

Staff Staff Staff

(B lack boxes represent staff engaged in project activities.)

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 102
 Functional Organization
Discussion Question

 In your opinion, what advantages and potential disadvantage does

this type of organizational structure foster?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 103
 Functional Organization
Potential Advantages

 Clear reporting relationships

 Highly specialized expertise
 Homogeneous group
 Drive for technical excellence

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 104
 Functional Organization
Potential Issues

 Project boundaries limited to discipline

 Barrier to customer influence and satisfaction
 Employee development opportunities limited
 Project manager dependent on personal influence
 Hierarchical decision and communication processes
 Overwork technical issues versus build to standard
 Fosters part-time roles

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 105
 Strong Matrix

Chief
Executive

Functional Functional Functional M anager of

M anager M anager M anager Project M anagers

Staff Staff Staff Project M anager

Staff Staff Staff Project M anager

Staff Staff Staff Project M anager

(Black boxes represent staff engaged in project activities.) Project

Coordination

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 106
 Projectized Organization

Project Chief
Coordination
Executive

Project Project Project

M anager M anager M anager

Staff Staff Staff

Staff Staff Staff

(B lack boxes represent staff engaged in project activities.)

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 107
 Projectized Organization
Discussion Question

 Based on your experience, what potential advantages and disadvantage

does this type of organizational approach foster?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 108
 Project-Based Organization
Potential Advantages

 Strong project manager role

 Full-time administrative staff
 Clear accountability
 Fosters co-location
 Improved focus
 Cost and performance tracking
 Decision-making
 Customer relationships
 Common processes

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 109
 Project-Based Organization
Potential Issues

 Lessening of employee’s “profession” identity

 Reduced focus on technical competence
 Leadership by the nontechnically skilled
 Focus on administrative work versus technical
 Devaluing of functional managers
 Process versus deliverable emphasis

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 110
 Structure Influence on Projects

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 111
 Exercise 8-1
Organizational Impacts

 If you were given authority for a day and tasked to improve project
management in your organization, what changes would you make:
 To the organization structure and delegation of responsibilities?

 To your role (no major promotions, please)?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 112
 Summary

Reviewed how organizational approaches can impact the effectiveness of

project management
 Functional organization
 Matrix organization
 Project-based organization

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 113
 Unit 9: Overview of Knowledge Areas
Upon completion, you will be able to …

 Identify and describe the nine knowledge areas

 Identify your current development needs and strengths
in the processes in each knowledge area

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 114
 Overview of Knowledge Areas

Scope
Cost Integration Time
Human Resources
Communications
Risk
Procurement

Quality

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 115
 Project Integration Management

“A subset of project management that includes the processes required to

ensure that the various elements of the project are properly
coordinated.”

 Project plan development

 Project plan execution
 Overall change control

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 116
 The Integration Challenge
Software Product Development Example

Proposal Overlapped phases can yield cost and

Request schedule benefits but add to the
integration challenge
Proposal Phase

Requirements Analysis Phase

General Design Phase

Detailed Design Phase

Code and Debug

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 117
 Characteristics of Effective Integration

 Overlapped processes
 Effective change control and communication systems
 Reduced development time and cost
 Early and ongoing involvement of all stakeholders
 Early visibility of results
 Early problem identification and resolution
 Use all relevant expertise at earliest meaningful time

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 118
 Project Scope Management

“Includes the processes required to ensure that the project includes all of
the work required, and only the work required to complete the project
successfully.”
 Initiation
 Scope planning
 Scope definition
 Scope verification
 Scope change control

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 119
 Key Scope Concepts

 Configuration Management
 A mechanism to track budget, schedule variances, and deliverable
versions
 Specification
 A precise definition of a physical item, procedure, service, or result
for the purpose of purchase and/or implementation of an item or
service
 Sources of Scope Change
 Variation in government regulations
 Failure to include a required feature in the design of the product
 Customers who change their minds about the desired nature of the
deliverable

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 120
 Key Scope Concepts (continued)

Work Breakdown Structure

 A deliverable-oriented grouping of process elements that organizes and
defines the total scope of the project
 Each descending level represents an increasingly detailed definition of a
project component
 Project components may be products or services

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 121
 Project Time Management

 Definition
 A subset of project management that includes the processes required
to ensure timely completion of the project
 Processes
 Activity definition
 Activity sequencing
 Activity duration estimating
 Schedule development
 Schedule control

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 122
 Purpose of Scheduling Processes

 Illustrates interdependence of project activities, work packages, and

work units
 Monitors and controls timing of project work
 Guides the allocation of resources
 Drives personnel availability issues and activities

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 123
 Remodel Kitchen WBS

Remodel Kitchen

Level 1 Design Purchase Carpentry Electrical

Purchase Purchase
Level 2
Appliances Fixtures

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 124
 Kitchen Remodeling
Precedence Relationships

ID Task Name Dur -3 -2 -1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

1 1 DESIGN 10d
2 1.1 SELECT DESIGNER 3d
3 1.2 CREATE PLANS 5d
4 1.3 SELECT CONTRACTOR 2d
5 2 PURCHASING 6d
6 2.1 PURCHASE APPLIANCES6d
7 3 CARPENTERS 15d
8 3.1 TEAR OUT 3d
9 3.2 CHANGE WALLS 4d
10 3.3 INSTALL NEW CABINETS3d
11 3.4 INSTALL SINK 1d
12 3.5 INSTALL DISHWASHER 2d
13 3.6 INSTALL FLOOR 2d
14 3.7 FINISH AND CLEANUP 1d
15 4 ELECTRICAL 3d
16 4.1 WIRING 2d
17 4.2 INSTALL LIGHTS 1d
18 5 MECHANICAL 2d
19 5.1 INSTALL PIPING 2d
20 6 READY FOR DINNER 1d

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 125
 Kitchen Remodeling
Forward Pass - Early Dates

Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99
ID Task Name Dur ES Date EF Date S S M T W T F S S M T W T F S S M T W T F S S M T W T F
1 DESIGN 10d

2 SELECT DESIGNER 3d

3 CREATE PLANS 5d

4 SELECT CONTRACTOR 2d

5 PURCHASING 6d

6 PURCHASE APPLIANCES 6d

7 CARPENTERS 15d

8 TEAR OUT 3d

9 CHANGE WALLS 4d

10 INSTALL NEW CABINETS 3d

11 INSTALL SINK 1d

12 INSTALL DISHWASHER 2d

13 INSTALL FLOOR 2d

14 FINISH AND CLEANUP 1d

15 ELECTRICAL 3d

16 WIRING 2d

17 INSTALL LIGHTS 1d

18 MECHANICAL 2d

19 INSTALL PIPING 2d

20 READY FOR DINNER 1d

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 126
 Kitchen Remodeling
Backward Pass - Late Dates

Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99 Mar
ID Task Name Dur LS Date LF Date F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
1 DESIGN 10d
2 SELECT DESIGNER 3d
3 CREATE PLANS 5d
4 SELECT CONTRACTOR 2d
5 PURCHASING 6d
6 PURCHASE APPLIANCES 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGE WALLS 4d
10 INSTALL NEW CABINETS 3d
11 INSTALL SINK 1d
12 INSTALL DISHWASHER 2d
13 INSTALL FLOOR 2d
14 FINISH AND CLEANUP 1d
15 ELECTRICAL 3d
16 WIRING 2d
17 INSTALL LIGHTS 1d
18 MECHANICAL 2d
19 INSTALL PIPING 2d
20 READY FOR DINNER 1d

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 127
 Kitchen Remodeling
Total Float

Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99 Ma
ID Task Name Dur ES Date EF Date LS Date LF Date T Float T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
1 DESIGN 10d
2 SELECT DESIGNER 3d
3 CREATE PLANS 5d

4 SELECT CONTRACTOR 2d
5 PURCHASING 6d
6 PURCHASE APPLIANCES 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGE WALLS 4d
10 INSTALL NEW CABINETS 3d
11 INSTALL SINK 1d

12 INSTALL DISHWASHER 2d
13 INSTALL FLOOR 2d
Total Float = Late Finish Date – Early Finish Date
14 FINISH AND CLEANUP 1d

15 ELECTRICAL 3d
16 WIRING 2d
17 INSTALL LIGHTS 1d
18 MECHANICAL 2d

19 INSTALL PIPING 2d
20 READY FOR DINNER 1d

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 128
 Kitchen Remodeling
Summary

ID Task Name Dur ES Date EF date LS Date LF Date T Float 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

1 DESIGN 10d 1 10 1 10 0d

2 SELECT DESIGNER 3d 1 3 1 3 0d

3 CREATE PLANS 5d 4 8 4 8 0d

4 SELECT CONTRACTOR 2d 9 10 9 10 0d

5 PURCHASING 6d 9 14 12 17 3d
Float
6 PURCHASE APPLIANCES 6d 9 14 12 17 3d

7 CARPENTERS 15d 11 25 11 25 0d

8 TEAR OUT 3d 11 13 11 13 0d

9 CHANGE WALLS 4d 14 17 14 17 0d

10 INSTALL NEW CABINETS 3d 18 20 18 20 0d

11 INSTALL SINK 1d 21 21 22 22 1d

12 INSTALL DISHWASHER 2d 21 22 21 22 0d

13 INSTALL FLOOR 2d 23 24 23 24 0d

14 FINISH AND CLEANUP 1d 25 25 25 25 0d

15 ELECTRICAL 3d 18 20 20 22 2d

16 WIRING 2d 18 19 20 21 2d

17 INSTALL LIGHTS 1d 20 20 22 22 2d

18 MECHANICAL 2d 18 19 19 20 1d

19 INSTALL PIPING 2d 18 19 19 20 1d

20 READY FOR DINNER 1d 26 26 26 26 0d

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 129
 Project Cost Management

“… the processes required to ensure that the project is completed within

the approved budget.”
 Resource planning
 Cost estimating
 Cost budgeting
 Cost control

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 130
 One Performance Measurement

 Earned Value
 Budgeted Cost of Work Performed (BCWP)

 Related Terms
 Budgeted Cost of Work Scheduled (BCWS)
 Actual Cost of Work Performed (ACWP)
 Budget at Completion (BAC)

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 131
 Cumulative Status Display

1999 2000 2001

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

BAC

ACWP
BCWS
Dollars

BCWP

Current Date

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 132
 Variances

 Schedule Variance (SV) = BCWP – BCWS

 Cost Variance (CV) = BCWP – ACWP
 Time Variance (TV) = STWP – ATWP

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 133
 What Is the SV?

1999 2000 2001

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
100
90
80
70 Actual ACWP Plan BCWS
Dollars 60
50
Schedule
(000)
Variance (SV)
40
30
20
10
Earned Value BCWP
0
ACWP = $73,000
BCWS = $56,000 Current Date
BCWP = $30,800 (55% completed)

Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 134
 What Is the CV?

1999 2000 2001

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
100
90
Plan BCWS
80
70
Actual ACWP
Dollars
60
(000)
50 Cost Variance (CV)
40
30
20
10
ACWP = $73,000 Earned Value BCWP
BCWS = $56,000 0
BCWP = $30,800
SV = $-25,200 Current Date

Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 135
 What Is the Time Variance?

1999 2000 2001

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
100
90
80 Plan BCWS
70 Actual ACWP
(000)
60
Dollars 50 Cost Variance (CV)
40
30
20
10 Earned Value BCWP
ACWP = $73,000
0
BCWS = $56,000
BCWP = $30,800 STWP ATWP
SV = - $25,200 TV
CV = - $42,200 6 mos. Delay

Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 136
 Project Quality Management

“A subset of project management that includes the process required to

ensure that the project will satisfy the needs for which it was
undertaken.”
 Quality planning
 Quality assurance
 Quality control

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 137
 Project HR Management

“… the processes required to make the most effective use of the people
involved with the project.”
 Organizational planning
 Staff acquisition
 Team development

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 138
 Responsibility Chart

PER SO N ...
A B C D E F
PHA SE
Requirem ents S R A P P

Functional S A P P

Design S R A I P

Developm ent R S A P P

Testing S P I A P

P = Participant A = Accountable R = Review required

I = Input required S = S ign-off required

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 139
 Responsibility Chart Characteristics

 Work Package Level

 Components
 WBS activity
 Responsible organization
 Responsible position title or person
 Type of responsibility
 Approving authority
 Prime implementation accountability
 Support
 Notification

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 140
 Exercise 9-1
Responsibility Allocation

 complete the responsibility matrix for your project

 Discuss with a classmate the effectiveness of the allocation of
responsibility and authority depicted

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 141
 Project Risk Management

“… the processes concerned with identifying, analyzing, and responding

to project risk.”
 Risk identification
 Risk quantification
 Risk response development
 Risk response control

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 142
 Risk Decision Tree

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 143
 Exercise 9-2
Risk Assessment

 Construct a risk assessment tree for a critical decision on your project

 If your original project selection does not lend itself to this exercise, feel
free to substitute another project

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 144
 Project Communications Management

“… the timely and appropriate generation, collection, dissemination,

storage, and ultimate disposition of project information.”
 Communications planning
 Information distribution
 Performance reporting
 Administrative closure

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 145
 Project Procurement Management

“… includes the processes required to acquire goods and services from

outside the performing organization.”
 Procurement planning
 Solicitation planning
 Solicitation
 Source selection
 Contract administration
 Contract closeout

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 146
 Summary

 Identified and described the nine knowledge areas and the core
processes in each
 Allocated typical processes and activities to their appropriate knowledge
area

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 147
 Unit 10: Role of the Project Manager
Upon completion, you will be able to …

Identify, in your environment, the most critical project manager:

 Roles
 Responsibilities
 Interpersonal skill requirements
 Your knowledge area gaps and strengths

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 148
 Project Manager Roles

 Decision-maker  Manager
 Coach  Sales person
 Communication channel  PM expert
 Encourager Facilitator

 Power broker Behavior model

 Disciplinarian Other?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 149
 Project Manager Responsibilities

 Project plan implementation

 Achievement of objectives
 Project integration
 Communications
 Stakeholder relations
 Change management system
 Priority establishment and maintenance

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 150
 More Responsibilities

 Staff acquisition, retention, and motivation

 Selection and use of PM tools and techniques
 Compliance with regulations, state and federal laws, and organization
policies and procedures
 Resolving team conflicts
 Negotiating win/win solutions
 Deliver the project on time and within budget
 Other?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 151
 Skill and Knowledge Requirements

The Project
Management
Body of Know ledge

G enerally A ccepted
Project M anagem ent
K now ledge and Practice

G eneral
M anagem ent A pplication
K now ledge A rea K now ledge
and Practice and Practice

This figure is a conceptual view of these

relationships. The overlaps show n are not proportional.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 152
 Competency can be defined as …

 A qualification equal to a position requirement,

or
 Capacities one must possess to perform satisfactorily in a position.

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 153
 Success depends on your …

 Knowledge
 Behaviors
 Attitude
 Organizational environment
 Project environment
 Fit
 Self-knowledge and ability to adjust

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 154
 One Emerging Operating Style

“We will need scroungers, tinkerers, masters of the extemporaneous,

and those who can make it happen, regardless of the rules,
the odds, or the inevitable second guess.”*

* Project Management Handbook, by David I. Cleland and William R. King

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 155
 Exercise 10-1
Project Manager Interpersonal Skills

 Use the handout to assess the interpersonal skills required to manage a

project successfully in your organization; then assess your skills, and
identify skill gaps and strengths

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 156
 Recognizing a Successful Project Manager

 Meets cost, schedule, technical, and mission objectives

Plus
 Attains high levels of satisfaction and perception of project success
from:
 Client
 Sponsor
 Users
 Team

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 157
 Example of an Organization
Competence Assessment Tool

 CMM™ background
 Levels of Software Engineering Maturity Model
 Basic
 Repeatable
 Defined
 Managed
 Optimized

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 158
 Why Reading Your Environment Is Important

Assessments reveal:
 Fit between you, the organization, and the project
 Your development needs and strengths
 PM strategies most likely to be successful
 PM strategies to be avoided
 Guide for tools and techniques selection
 Guide your performance expectations of self and others

And They:
 Influence your own management style

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 159
 Exercise 10-2
PM Knowledge Needs Assessment

 Complete the exercise in your manual, and then discuss the implications
with a classmate
 Identify knowledge gaps, strengths, and possible developmental activities
including:
 Growth assignments
 Seminars
 Self-study
 Degree programs
 Other?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 160
 PM Knowledge Needs Assessment
Discussion Question

What did you learn from this exercise about:

 Yourself?
 Your project?
 Your organization?
 Your future?

Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 161
 A Framework for Project Management
Seminar Summary

1. Introduction and Key Concepts

2. Project Life Cycle Models
3. Initiating Projects
4. Planning Projects
5. Executing Projects
6. Controlling Projects
7. Closing Projects
8. Organizational Impacts
9. Overview of Knowledge Areas
10. Role of the Project Manager

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