“Advanced Project Management”

Lecture # 2

Dr. Engr. M Malook Rind

Ph.D (I.T), ME (CSN), MBA (MIS), BE (CS)
CCNA, CCNP, Juniper Certified.
Associate Professor (Computer Science)

Dr. Malook “Advanced Project Management” Lecture

 Contents
•Project, and Project Management
•Project, Program and Portfolio Management
•Project Life cycles
•Project’s Key Components

Dr. Malook “Advanced Project Management” Lecture

 Projec
t
“ A Project is a temporary endeavor undertaken to create a unique product, service or
result” With a beginning and an end date
Temporary Endeavor

Not an on-going effort

Unique Product

The incremental design and refinement of the

Progressive Elaboration
initial concept toward the project plan

Dr. Malook “Advanced Project Management” Lecture

 Project
Management
“Project Management is the application of knowledge,skills,tools and techniques applied to
project activities to meet the project requirements.”

Project
Requirements

Project Management also

need generic management
skills and professional ethics

Dr. Malook “Advanced Project Management” Lecture

 Project
Management
Project Management
Project management is the application of knowledge, skills, tools and techniques
to project activities to meet the project requirements. Project management
enables organizations to execute effectively and efficiently.
Effective project management helps individuals, groups, and organizations to:
▪ Meet business objectives; Satisfy stakeholder expectations; Be more
predictable; Increase chance 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; Balance the influence of constraints on the
project; and Manage change in a better manner.

Dr. Malook “Advanced Project Management” Lecture

 Project
PoorlyManagement
managed projects or the absence of project management may result in:
▪
Missed deadlines,
▪ Cost overruns,
▪ Poor quality,
▪ Rework,
▪ Uncontrolled expansion of the project (scope creep),
▪ Loss of reputation for the organization,
▪ Unsatisfied stakeholders, and
▪ Failure in achieving the objectives for which the project was undertaken.

Dr. Malook “Advanced Project Management” Lecture

 Program


Management
A program is a group of related projects.
A program is defined as a group of related projects, Program
subsidiary programs, and program activities
managed in a coordinated manner to obtain benefits
not available from managing them individually..
Program Management Other
▪ Program management is defined as the application of
Relate Project Project Project
d
knowledge, skills, and principles to a program to achieve
the program objectives and to obtain benefits and Work
control not available by managing program components
individually.
▪ An example of a program is a new communications
satellite system with projects for the design and
construction of the satellite and the ground stations, the
launch of the satellite, and the integration of the system.
Dr. Malook “Advanced Project Management” Lecture
Portfolio Management
 Some organizations may employ the use of
a portfolio to effectively manage multiple
programs and projects that are underway
at any given time.
 A portfolio includes a group of programs,
individual projects, and other related
operational work that are prioritized and
implemented to achieve a specific strategic
business goal.
 Portfolio management is defined as the
centralized management of one or more
portfolios to achieve strategic objectives.
 The programs or projects of the portfolio
may not necessarily be interdependent or
directly related
Dr. Malook “Advanced Project Management” Lecture
 Relationship Among Portfolio, Program and Project
Management

Dr. Malook “Advanced Project Management” Lecture

 Relationship Among Portfolio, Program and Project Management
An infrastructure organization that has the strategic objective of maximizing the
return on its investments may put together a portfolio that includes a mix of projects
in oil and gas, power, water, roads, rail, and airports.
From this mix, the organization may choose to manage related projects as one
portfolio. All of the power projects may be grouped together as a power portfolio.
Similarly, all of the water projects may be grouped together as a water portfolio.
However, when the organization has projects in designing and constructing a power
plant and then operates the power plant to generate energy, those related projects
can be grouped in one program. Thus, the power program and similar water program
become integral components of the portfolio of the infrastructure organization.

Dr. Malook “Advanced Project Management” Lecture

Dr. Malook “Advanced Project Management” Lecture
Operations Management

▪ Operations management is concerned with the ongoing production of goods

and/or services. It ensures that business operations continue efficiently by using
the optimal resources needed to meet customer demands.
▪ Operations management is an area that is outside the scope of formal project
management.
▪ Projects can intersect with operations at various points during the product life
cycle, such as;
✔ When developing a new product, upgrading a product, or expanding outputs;
✔ While improving operations or the product development process;
✔ At the end of the product life cycle; and
✔ At each closeout phase.

Dr. Malook “Advanced Project Management” Lecture

Project’s Key Components
Projects comprise several key components that, when effectively managed, result in
their successful completion. various components interrelate to one another during
the management of a project.
Dr. Malook “Advanced Project Management” Lecture
Project And Development Life Cycles

A project life cycle is the series of phases that a project passes through from its start to its
completion. It provides the basic framework for managing the project.
Within a project life cycle, there are generally one or more phases that are associated with the
development of the product, service, or result. A project phase is a collection of logically related
project activities that culminates in the completion of one or more deliverables.
Within a project life cycle, there are generally one or more phases that are associated with the
development of the product, service, or result. These Development life cycles can be predictive,
iterative, incremental, adaptive, or a hybrid model.

Dr. Malook “Advanced Project Management” Lecture

Project And Development Life Cycles

Predictive Life Cycle

Iterative Life Cycle

Dr. Malook “Advanced Project Management” Lecture

Project And Development Life Cycles
▪ Predictive:
✔ This approach is also referred to as traditional, waterfall, or plan-
driven.
✔ It requires detailed planning for scope, schedule, cost and other constraints
early in the project life cycle before the work begins to produce project
deliverables.
✔ In order to achieve this approach, the team requires detailed plans to
know what to deliver and how. These projects succeed when other
potential changes are restricted (e.g. requirements changes, project
team members change).
✔ If the predictive project encounters changes or disagreements with the
requirements, or if the technological solution is no longer straightforward,
the predictive project will incur unanticipated costs.

Dr. Malook “Advanced Project Management” Lecture

Project And Development Life Cycles
▪ Adaptive:
✔ This approach is also referred to as agile or change-driven.
✔ Instead of planning the work and working the plan, teams that approach their work
in an adaptive way repeatedly perform all project activities to deliver small pieces
of the project that have value to its stakeholders.
✔ Those pieces are called increments, and most agile lifecycles are all about delivering
valuable increments to customers as soon as possible.
✔ Because the lifecycle is repeatedly and frequently executed, change can happen
without disrupting the work.
▪ Iterative:
✔ Iterative lifecycles are close to predictive lifecycles than adaptive ones.
✔ When using an iterative approach, the team still tries to plan most of the work up
front but uses repeated loops within the project lifecycle to identify possible changes
to scope, schedule, and cost baselines.
Dr. Malook “Advanced Project Management” Lecture
Project And Development Life Cycles
▪ Incremental:
✔ Teams that use incremental lifecycles deliver small, usable pieces of
work to their stakeholders for feedback through a series of iterations.
✔ Incremental development lifecycles are much closer to adaptive ones but
differ in that the increments produced here cannot be considered final
products but must be combined in a final iteration to be considered
complete.
▪ Hybrid:
✔ The term hybrid describes any combination of predictive and adaptive
approaches.
✔ You can follow one of the lifecycles defined here, or make a new combination
of predictive and adaptive practices that better suits your organization.

Dr. Malook “Advanced Project Management” Lecture

Project Management Processes
▪ The project life cycle is managed by executing a series of project management
activities known as project management processes.
▪ 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. Outcomes are an end result of
a process.
▪ Project management processes apply globally across industries.

Dr. Malook “Advanced Project Management” Lecture

Project Management Process Groups
A Project Management Process Group is a logical grouping of project management processes to achieve specific
project objectives. processes are grouped into the following five Project Management Process Groups:
Initiating Process Group. Those processes performed to define a new project or a new phase of an existing
project by obtaining authorization to start the project or phase.
Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and
define the course of action required to attain the objectives that the project was undertaken to achieve.
Executing Process Group. Those processes performed to complete the work defined in the project management
plan to satisfy the project requirements.
Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the
progress and performance of the project; identify any areas in which changes to the plan are required; and
initiate the corresponding changes.
Closing Process Group. Those processes performed to formally complete or close the project, phase, or contract.

Dr. Malook “Advanced Project Management” Lecture

Project Management Knowledge Areas
Processes are also categorized by Knowledge Areas. A Knowledge Area is an identified area of project
management defined by its knowledge requirements and described in terms of its component processes,
practices, inputs, outputs, tools, and techniques. The ten Knowledge Areas are used in most projects:
 Project Integration Management. Includes the processes and activities to identify, define, combine, unify,
and coordinate the various processes and project management activities within the Project Management
Process Groups.
 Project Scope Management. Includes the processes required to ensure the project includes all the work
required, and only the work required, to complete the project successfully.
 Project Schedule Management. Includes the processes required to manage the timely completion of the
project.
 Project Cost Management. Includes the processes involved in planning, estimating, budgeting, financing,
funding, managing, and controlling costs so the project can be completed within the approved budget.
 Project Quality Management. Includes the processes for incorporating the organization’s quality policy
regarding planning, managing, and controlling project and product quality requirements, in order to meet
stakeholders’ expectations.

Dr. Malook “Advanced Project Management” Lecture

Project Management Knowledge Areas
 Project Resource Management. Includes the processes to identify, acquire, and manage the resources
needed for the successful completion of the project.
 Project Communications Management. Includes the processes required to ensure timely and
appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring,
and ultimate disposition of project information.
 Project Risk Management. Includes the processes of conducting risk management planning,
identification, analysis, response planning, response implementation, and monitoring risk on a project.
 Project Procurement Management. Includes the processes necessary to purchase or acquire products,
services, or results needed from outside the project team.
 Project Stakeholder Management. Includes the processes required to identify the people, groups, or
organizations that could impact or be impacted by the project, to analyze stakeholder expectations and
their impact on the project, and to develop appropriate management strategies for effectively engaging
stakeholders in project decisions and execution.

Dr. Malook “Advanced Project Management” Lecture

 Project Management Process Groups
Knowledge Areas Monitoring &
Initiate Planning Executing Closing Total
Control
Integration 1 1 2 2 1 7
Scope 4 2 6
Schedule 5 1 6
Cost 3 1 4
Quality 1 1 1 3
Resource 2 3 1 6
Communications 1 1 1 3
Risk 5 1 1 7
Procurement 1 1 1 3
Stakeholder 1 1 1 1 4

Total 2 24 10 12 1 49
 Project Management Process Groups
Knowledge Areas
Initiate Planning Executing Monitoring & Control Closing

Direct and Manage Monitor and Control

Project Develop Project Work Project Work Close Project
Develop Project
Integration Project Or
Management Plan
Management Charter Manage Project Perform Integrated Phase
Knowledge Change Control
Plan Scope
Project Scope Collect Requirements Validate Scope
Management Define Scope Control Scope
Create WBS
Plan Schedule
Define Activities
Project Schedule
Sequence Activities Control Schedule
Management Estimate Durations
Develop Schedule
Plan Cost Mgt
Project Cost
Estimate Costs Control Costs
Management Determine Budget
Project
Quality Plan Quality Mgt Manage Quality Control Quality
Management
Project Plan Resource Mgt Acquire Resources
Resource Estimate Resources Develop Team Control Resources
Management Manage Team

Project
Plan Communications Manage Monitor
Communications
Management Communications Communications
Management
 Project Management Process Groups
Knowledge Areas
Initiate Planning Executing Monitoring & Control Closing

Plan Risk
Management

Identify Risks

Perform
Qualitative Risk
Project Risk Implement Risk
Analysis Monitor Risks
Management Responses
Perform
Quantitative Risk
Analysis

Plan Risk
Reponses

Project
Plan Procurement Conduct
Procurement Control Procurements
Management Procurements
Management

Manage
Project Monitor Stakeholder
Plan Stakeholder Stakeholder
Stakeholder Identify Stakeholders Engagement
Engagement Engagement
Management
 Organizational Influences
Organizational
Structure Organizational Structure
 The Organizational structure sets the level of
authority, roles and responsibilities and the reporting
structure within the project Projectized
 Organizations are structured into one of six models,

Functional Managers
the organization structure of which will affect the
project in some aspect
Strong

Managers
Project
 Project manager’s authority varies based on the type Matrix
of
organizational structure Balanced
 Apart from five models in the adjacent diagram, sixth Matrix
one is Composite Organizational Structure
Weak
Organizational Matrix
Communications:
 Important factor in project success in the face
of globalization Functional
 Email,texting,instant messaging, social media, video
and web conference etc.
Dr. Malook “Advanced Project Management” Lecture
 Organizational influences(contd.)

Dr. Malook “Advanced Project Management” Lecture

 Organization Structure Functional
Functional organizations are made up of units or division based on the types of business and their
associated responsibility.
Such Organizations are grouped by areas of specialization within different functional areas (e.g.
accounting,marketing and manufacturing)

Dr. Malook “Advanced Project Management” Lecture

 Organization Structure Projectized
Organizations that derive revenue from performing projects for others Project Manager has full control of
project.

Dr. Malook “Advanced Project Management” Lecture

 Organization Structure Projectized
Key Characteristics Has full time administrative staff
to help to speed up the project

The PM has complete or close

to complete power over the Loyalties are formed
PM Works full time on towards the project,
project team the Project with his and Not to the
team functional manager

Dr. Malook “Advanced Project Management” Lecture

 Organization Structure Matrix
Mix of Functional and Projectized
organizations
Weak Matrix

Matrix
Balanced Matrix
Organizations
are of 3
types.
Strong Matrix

Dr. Malook “Advanced Project Management” Lecture

 Organization Structure – Weak Matrix
Weak Matrix
 Weak matrix structures map closely to a functional structure
 Project team may come from different departments, but the project manager reports directly to a specific functional manager

Dr. Malook “Advanced Project Management” Lecture

 Organization Matrix – Balanced Matrix
Balanced Matrix
 A balanced matrix structure has many of the same attributes as a weak matrix, but the project manager has more time and
power regarding the project
 A balanced matrix has time-accountability issues for all the project team members since their functional managers will want
reports
on their time spent on the object

Dr. Malook “Advanced Project Management” Lecture

 Organizational Structure-Strong Matrix
Strong Matrix
 In a strong matrix organization, many of the same attributes for the project team exists,but the project manager gains the power
and time when it comes to project work
 The Project team may also have more time available for the project even though they may come from different departments

Dr. Malook “Advanced Project Management” Lecture

 Organization Structure - Matrix

Dr. Malook “Advanced Project Management” Lecture

 Organization Structure-Composite
In Composite organization, a special project is created that consists of talent from many different departments. Such project teams
report directly to a project manager and will work on high-priority project for its duration.

Project Management Institute, A Guide to the Project Management Body of Knowledge(PMBOK guide) Fifth Edition, Project Management Institute,Inc 2015 Page 26

Dr. Malook “Advanced Project Management” Lecture

 Thank
you

Dr. Malook “Advanced Project Management” Lecture