Adaptive Processes Project Management Body of Knowledge - 2000.

Adaptive Processes

Project Management Body of Knowledge - 2000

© Adaptive Processes

Simpler, Faster, Better 2

Adaptive Processes

What is a Project?

• A project is a temporary endeavor to create a unique product or service.

• Temporary means that every project has a definite beginning and a definite end.

• Unique means that the product or service is different in some distinguishing way from all other products or services.

• Operations and projects differ primarily in that operations are ongoing and repetitive while projects are temporary and unique.



Adaptive Processes

What is Project Management?

• Project management is the application of knowledge, skills, tools and techniques to project activities to achieve project requirements.

• Key phases: Initiating, Planning, Executing, Controlling and Closing

• The work typically involves:– competing demands for: scope,

time, cost, risk and quality– stakeholders with differing

needs and expectations– identified requirements



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Project Management Relationship to other management disciplines• Relationship to other management disciplines

– General management encompasses planning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise.

– Application areas are categories of projects that have common elements of significance in such projects, but are not needed or present in all projects.

• Related endeavors – Programs: A program is a group of projects managed in a

coordinated way to obtain benefits not available from managing them individually.

– Subprojects: Projects are frequently divided into more manageable components or subprojects.

– Project portfolio management: Project portfolio management refers to the selection and support of projects or program investments



Adaptive Processes

Project Management Context

• Project phases and the project life cycle – Divide and rule approach– Phase marked by completion of

certain deliverables• Project Life Cycle• Characteristics over project life

cycle– Staffing– Risk– Stakeholders’ ability to

influence the project



Adaptive Processes

Project Stakeholders

Project stakeholders– Project stakeholders are individuals and

organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion; they may also exert influence over the project and its results.

– Key stakeholders are: Project Manager, Customer, Performing organization, project team members, and sponsor

– In general, differences between or among stakeholders should be resolved in favor of customer. This does not, however, mean that the needs and expectations of other stakeholders can or should be disregarded.



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Organizational Influence

Organization structure Matrix Project characteristics

Functional Weak Balanced Strong

Projectized

Project managers authority Little or None

Limited Low to Moderate

Moderate to High

High to almost total

% of performing organization’s personnel assigned full time to Project Work

Virtually none

0-25% 15-60% 50-95% 85-100%

Project Manager’s Role Part-time Part-time Full-time Full-time Full-time Common titles for Project Manager’s role

Project Coordinator/

Project Leader

Project Coordinator/

Project Leader

Project Manager/

Project Officer

Project Manager/ Program Manager

Project Manager/ Program Manager

Project management administrative staff

Part-time Part-time Part-time Full-time Full-time



Adaptive Processes

Key General Management Skills

• General management is a broad subject dealing with every aspect of managing an ongoing enterprise

– Finance and accounting– Strategic planning– Organizational structures– Managing work relationships– Managing oneself



Adaptive Processes

Key Project Management Skills

Leading– Managing is primarily concerned with “consistently producing

key results expected by stakeholders”, while leading involves– Establishing direction – developing both a vision of the future and

strategies for producing the changes needed to achieve that vision

– Aligning people – communicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision

– Motivating and inspiring – helping people energize themselves to overcome political, bureaucratic, and resource barriers to change

– Needed at all levels of the project



Adaptive Processes

Key Project Management Skills

• Communicating– Involves exchange of

information• Negotiating• Problem Solving• Influencing the

organization



Adaptive Processes

Social-Economical-Environmental Influences

• Standards and regulations• Internationalization• Cultural influences• Social-Economical-Environmental

sustainability

Adaptive Processes

Project Management Processes

Chapter 3



Adaptive Processes

Process Groups

• Initiating processes – Authorizing the project or phase

• Planning processes– Defining and refining objectives and selecting the best of

the alternative courses of action to attain the objectives that the project was undertaken to address

• Executing processes – Coordinating people and other resources to carry out the

plan• Controlling processes

– Ensuring the project objectives are met by monitoring and measuring progress regularly to identify variance from plan so that corrective action can be taken when necessary

• Closing process – Formalizing acceptance of the project or phase and

bringing it to an orderly end



Adaptive Processes

Process Groups



Adaptive Processes

Core Processes

• Core processes – Some planning processes have clear dependencies that require them to be performed in essentially the same order on most projects.

Scope planning Scope definition Activity definition Activity sequencing Activity duration estimating

Risk management planningResource planningCost estimatingCost budgetingProject plan development

Adaptive Processes Project Management Body of Knowledge - 2000.

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