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LECTURE 1

PROJECT MANAGEMENT FOUNDATION

 Introduction to Project Management (6%)
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 Understand the five project management process groups and the

processes within each group

 Recognize the relationships among project, program, portfolio, and

operational management

 Define a typical project lifecycle

 Understand the function and importance of tailoring for different projects

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QUESTION

WHAT IS A PROJECT?
 WHAT IS A PROJECT 4

According to PMBOK 6th Edition

A project is a temporary endeavor undertaken

to create a unique product, service, or result
 PROJECTS 5

Characteristics of Projects:

 Temporary and has a definite beginning and end

 Creates a unique product, service, or result

 Projects drive change

 Projects enable business value creation

o Tangible – Monetary, Utility, Market Share
o Intangible – Goodwill, Brand Recognition, Image, Strategic Alignment
 Project Initiation Context 6

New Technology Competitive Forces

Market Demand Political Change

Customer Request Economic Change

Stakeholders Demands Legal Requirements

Business Process Improvements Strategic Opportunity / Business Need

Social Need Environmental Considerations

Refer to Table 1-1 in the PMBoK Guide 6th Ed

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 8

QUESTION

WHAT IS PROJECT MANAGEMENT?

 Project Management 9

 A set of processes and standards utilized to complete the work of the

project

 Accomplished through the application and integration of the relevant

project management processes

 Allows organizations to execute projects effectively and efficiently

 Project Management 10

 Should be considered a strategic competency within organizations

 Does not guarantee the success, but poor project management often leads
to failure
 Project Management 11

Effective Project Management helps organizations:

 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;

 Project Management 12

Effective Project Management helps organizations:

 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
 Project Management
Poor Project Management 13

 Missed deadlines
 Cost overruns
 Poor quality
 Rework
 Uncontrolled expansion of the project
 Loss of reputation for the organization
 Unsatisfied stakeholders
 Fail to achieve objectives for which the project was undertaken
 Programs and Program Management
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 A program - a group of related projects, subprograms, and program

activities managed in a coordinated way

 Projects within a program are related through the common outcome or

collective capability
 Programs and Program Management
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 Program management focuses on the project interdependencies and helps

to determine the optimal approach for managing them
o Resolving resource constraints and/or conflicts

o Aligning organizational/strategic direction that affects project and program goals

and objectives

o Resolving issues and change management within a shared governance structure

 Program and Program Management
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Program

Other Project
Project Project Project Project
Related Work
 Program and Program Management
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School Improvement
Program

School Training & Curriculum Technology

Security Communication
Construction Development Development
 Portfolios and Portfolio Management
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 A portfolio is a collection of projects, programs, subsidiary portfolios, and

operations

 The portfolio components may be

o related or unrelated
o independent or interdependent
o may have related or unrelated objectives
 Portfolios and Portfolio Management
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 A portfolio exists to achieve organizational and business unit strategies

and goals

 Consist of a set of current and future portfolio components

Alignment of Organization Portfolio / Programs / Projects - Example

Vision / Mission
Organizational Strategy

Information Human Manufacturing

Finance Marketing / Sales Engineering
Technology Resource Portfolio
Portfolio Portfolio Portfolio
Portfolio Portfolio
 Alignment of Organization Portfolio / Programs / Projects - Example
Information Technology
Portfolio

Infrastructure Administrative &

Data Applications
Program Technical
Sub-Portfolio
Services

Telecommun Computer Operational

Hardware Data Mgt Data Core Business
ication Network Support
Security Applications Applications

CBA 1 Finance &

Network CBA 2 HR
Cabling Servers Accts
Mgt

Portfolio Programs Projects

 Operations
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 Ongoing endeavors that produce repetitive outputs, with resources assigned

to do basically the same set of tasks
o accounting, customer service, maintenance
 Projects and Operations
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 Projects and Operations are different

o Projects are temporary

o Operations are ongoing and repetitive

 Projects and Operations often interact

o At phase gates

o At end of the project - transition to operations

o Resources may be required to support the product

 Organizational Project Management & Strategies
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 Achieving organizational goals and objectives is accomplished in the context

of a strategic plan that guides investments in projects

 Alignment with the organization’s strategic plan can be achieved through the
systematic management of portfolios, programs, and projects
From Vision to Projects
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 PMBoK Guide Key Components
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 Project Life Cycle

 Project Phase

 Phase Gate

 Project Management Processes

 Project Management Process Group

 Project Management Knowledge Areas

 Project Life Cycle
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 A Project Life Cycle includes all the work of the project from start to
finish involved in creating a product or service

 Unique to industry or application

Characteristics of Project Life Cycles
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 Predictive Life Cycle - Example

Requirements

Design

Development

Test

Deployment
Iterative Life Cycle - Example
 Incremental Life Cycle Model - Example

Increment 4 Requirements Design Build Deploy Floor 4

Increment 3 Requirements Design Build Deploy Floor 3

Increment 2 Requirements Design Build Deploy Floor 2

Increment 1 Requirements Design Build Deploy Floor 1

 Agile / Adaptive

Agile = Iterative + Incremental

And fulfills the principles of the Agile Manifesto

 Customer satisfaction / value
 Early and continuous delivery of valuable products
https://www.usfhealthonline.com/resources/health-informatics/the-benefits-of-agile-in-healthcare/
 Waterfall vs Agile

https://www.zentao.pm/blog/different-methodologies-between-agile-and-waterfall-837.html
 Characteristics of Hybrid Life Cycles

 It is not necessary to use a single approach for an entire project

 Projects often combine elements of different life cycles in order to achieve
certain goals
 A combination of predictive, iterative, incremental, and/or agile approaches
is a hybrid approach
 Project Characteristics

 All projects have the following general characteristics:

o Requirements
o Delivery
o Change
o Goals
Continuum of Project Life Cycles
 Stacey’s Matrix

Ace the PMI-ACP® exam A Quick Reference Guide for the Busy Professional Sumanta Boral
 Project Phases and Phase Gates
39

 A project phase - logically related project activities that results in the

completion of a deliverable
 Eg: Concept development, Feasibility study, Requirements,
Development, Design, Prototype, Build, Test, Transition,
Commissioning

 A phase gate occurs at the end of project phase – go / no-go decisions

 Project Phases and Phase Gates
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Deliverable

Any unique and verifiable product, result, or capability

to perform a service that is required to be produced to complete a

process, phase, or project
 Project Management Processes
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 PMI defines project management as a series of processes that are

executed to apply knowledge, skills, tools, and techniques
o project management is accomplished through the completion of these
processes
o These processes may be repeated as necessary throughout the project
 Project Management Processes
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 Every project management process produces one or more outputs from one
or more inputs by using appropriate project management tools and
techniques

 The output can be a deliverable or an outcome

 Project Management Process Groups
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 According to the PMBOK Sixth Edition, PMI has defined forty-nine

(49) processes

 These processes have been organized into five process groups:

o Initiating (2)
o Planning (24)
o Executing (10)
o Monitoring and Controlling (12)
o Closing (1)
 Project Management Process Groups
44

 Initiating Process Group. (2 Processes)

o Performed to define a new project or a new phase of an existing project

 Planning Process Group. (24 Processes)

o Establish the scope of the project, refine the objectives, and define the course
of action required
 Project Management Process Groups
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 Executing Process Group. (10 Processes)

o Performed the work defined in the project management plan

 Monitoring and Controlling Process Group. (12 Processes)

o track, review, and regulate the progress and performance of the project
o identify any areas in which changes to the plan are required
o initiate the corresponding changes
 Project Management Process Groups
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 Closing Process Group. (1 Process)

o Finalize all activities across all Process Groups to formally close the project
or phase
 PMBoK Sixth Edition
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 The Ten Knowledge Areas

1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
 PMI Certifications
48

 PMI manages two rigorous certification exams:

1. Project Management Professional (PMP)

2. Certified Associate in Project Management (CAPM)

 PMI Certifications
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 PMI Project Management Ready® certification

 Certified Associate in Project Management (CAPM)® certification
 PMI Agile Certified Practitioner (PMI-ACP)® certification
 PMI Professional in Business Analysis (PMI-PBA)® certification
 PMI Risk Management Professional (PMI-RMP)® certification
 PMI Scheduling Professional (PMI-SP)® certification
 Project Management Professional (PMP)® certification
 Program Management Professional (PgMP)® certification
 Portfolio Management Professional (PfMP)® certification
 Project Management Data, Information, Reports
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 Throughout the life cycle of the project, a significant amount of data and
information is collected and analyzed

 Project data and information can be categorized as follows:

o Work performance data
o Work performance information
o Work performance reports
 Project Management Data and Information
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Work Performance Data

 The raw observations and measurements (PMIS)

o work physically completed
o quality and technical performance measures
o start and finish dates
o number of change requests
o number of defects, actual costs, actual durations, etc
 Project Management Data and Information
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Work Performance Information

 The performance data collected from various controlling processes

o status of deliverables
o implementation status for change requests
o Forecasted estimates to complete
 Project Management Data and Information
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Work Performance Reports

 Intended to generate decisions or raise issues, actions, or awareness

o status reports, memos, justifications, information notes, electronic
dashboards, recommendations, updates
 Tailoring
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 Generally, Project Managers apply a project management

methodology in planning project work

 A methodology is a set of good practices, procedures, techniques and

rules intended to be used as a guide

 Good practices do not mean that they must be applied to all projects
all the time
 Tailoring
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 Selecting the appropriate inputs, processes, outputs, techniques and life

cycle phases to manage a project

 Necessary as each project is unique

 Considerations - constraints of scope, time, schedule, cost, resources,

culture, governance
 Project Management Business Documents
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 Project Business Case

 Project Benefits Management Plan

 Project Business Case 58

 Defines the financial viability of the project

 Defines why the project is needed (problem / opportunity)

 What the project would deliver

 High level scope, budget, risk, resources

 Evaluation – how to measure benefits

 Options and Recommendation(s)

 Project Business Case 59

 The Business case is often preceded by a needs analysis

 The business case should provide the basis to measure success and/or
progress

 Project sponsor is accountable for the business case

 Project Benefits Management Plan 60

 Created and maintained by the project sponsor and project manager

 Describes how and when the benefits of the project would be delivered
and measured
 Project Benefits Management Plan 61

 A project benefit
o provides value to the sponsoring organization and intended beneficiaries
o an outcome of actions, behaviors, products, services or results

 The development of the benefits management plan begins early in the

project life cycle and defines target benefits
 Project Benefits Management Plan 62

 The benefits management plan defines

o Target benefits – should be quantifiable
o Strategic alignment to organizational strategy
o Timeframe, assumptions, risks
o Metrics
o Benefits owner - monitor, record, and report
o Assumptions and risks
 Project Benefits Management Plan 63

 The benefits management plan complements

o the business case
o project charter
o project management plan

 The project manager and the sponsor ensure alignment of

o project charter
o project management plan
o benefits management plan
 Project Success Measures 64

 Traditional measures – time, cost, scope, quality

 Meeting stated project objectives

o Meeting organizational strategy, goals, and objectives
o Stakeholders’ satisfaction
o Contract terms & conditions
o Customer acceptance criteria
o Financial objectives - (measured by)
• NPV, ROI, IRR, Pay Back(PBP), Benefits-Cost Ratio (BCR)
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PROJECT MANAGEMENT FOUNDATION

END OF LECTURE 1