CSC 443- Lecture 1- The Project Management Framework

8/12/2019 CSC 443- Lecture 1- The Project Management Framework

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LECTURE 1THE PROJECT MANAGEMENT FRAMEWORK 2

Instructor: Dr. Safwan QasemCourse: CSC 443: IT Project Management

1

Spring 2011-

2012


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Lecture Overview

This lecture is related to the contents ofChapter 1 & 2 in the PMBOK Guide: What is a Project?

Whats the need for a PM standard?

Relationship between project, program, andportfolio management.

Role of the project manager.

Project life cycle and its relationship to theproduct life cycle.

Project phases and their relationship to eachother

Overview of organizational structure, andimpact on PM.

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CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012


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What is a project?

A project is a temporary endeavor undertaken tocreate a unique product, service, or result. The

temporary nature of projects indicates a definite

beginning and end., PMBOK Guide, 4thed, 2008.

Temporary does not necessarily mean short in duration.

Temporary does not generally apply to the product,

service, or result created by the project. Progressive Elaboration is one of the main

characteristics of the project.

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What is a project?

A project is different from day-to-day business.

The ongoing work effort is generally a repetitiveprocess because it follows an organizations existing

procedures. A project creates a unique product, service, or

result, although repetitive elements may be presentin it.

because of the unique nature of projects, there maybe uncertainties about the products, services, orresults that the project creates.

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What is a project?

A project should have a formal start.

A project should have a formal closure / end.

The end is reached when:

The stakeholders expectations are met or exceeded, or

The project is terminated because its objectives will not

or cannot be met, or The project is terminated because the need for it no

longer exists.

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What is a project?

To determine if some activity is a project or not, ask the

questions:

Is it unique?

Does the project have a limited time frame?

Is there a way to determine when the project is completed?

Is there a way to determine stakeholder satisfaction?

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Project Stakeholders

Stakeholders are those people or organizations with a

vested interest in the project. They have something to

either gain or lose as a result of the project.

Stakeholders often have very different or conflictingobjectives.

Key stakeholders should be identified and contacted

early on to get their input for the project overview,

goals, and deliverables

Forgetting an important stakeholder could be a

project killer.

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Project Stakeholders

Theproject sponsor , generally an executive in the organization with the

authority to assign resources and enforce decisions regarding the project.

He is a stakeholder.

The customer is a stakeholder as are contractors and suppliers.

The project manager and the managers from other departments in the

organization are stakeholders as well.

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Cost, Risk and uncertainty vs. Time

Spring 2011-2012CSC 443- IT Project Management Dr. Safwan Qasem

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What is Project Management?

The answer to "What is project management? is

described throughout the PMBOK Guide.

It can involve technical terms and processes, but it also

involves roles and responsibilities and authority level.

The application of knowledge, skills, tools, and

techniques to describe, organize, execute, and monitorthe work of project activities in order to meet or exceed

stakeholder requirements from a project.

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PMBOK Process Groups

Initiatingdefines and authorizes a project or a project phase

Planningdefines and refines objectives and plans actions to

achieve objectives

Executingdirects and manages people and other resources toaccomplish project work

Monitoringand controllingcollects data and checks progress

to determine any needed corrective actions

Closingformalized acceptance of project outcomes and ending

the project


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Managing a project typically includes:

Identifying requirements,

Addressing the various needs, concerns, and expectations ofthe stakeholders as the project is planned and carried out,

Balancing the competing project constraints including, but notlimited to: Scope,

Quality,

Schedule,

Budget,

Resources, and

Risk.


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PMBOK Knowledge Areas

PMI defined 42 project management processes to handle all

aspects of a project life.

The 42 processes are logically grouped in 9 knowledge areas:

Scope managementdetermining all the work and only the work necessary for project

completion;

Time managementdefining, sequencing, estimating duration, and resourcing work activities as

well as developing and controlling the schedule;

Cost managementplanning, estimating, budgeting, and controlling costs;

Quality managementquality planning, assurance, and control;

Human Resources managementacquiring, developing, and managing the project team;

Communications managementgenerating, collecting, disseminating, storing, and disposing oftimely and appropriate project information;

Risk managementrisk identification, analysis, response planning, and monitoring and control;

Procurement managementpurchasing or acquiring product and services as well as contract

management; and

Integration managementunifying and coordinating the other knowledge areas by creating and

using tools such as charters, project plans, and change control.


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PM processes apply to the 5

phases of a project life:

1. Initiating,

2.

Planning,

3. Executing,

4. Monitoring and

Controlling, and

5.

Closing.


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Project Sponsor


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A sponsor is the person or group that provides thefinancial resources, in cash or in kind, for the project.

When a project is first conceived, the sponsorchampions the project. This includes serving asspokesperson to higher levels of management to gathersupport throughout the organization and promote thebenefits that the project will bring.

The sponsor a significant role in the development of theinitial scope and charter.

For issues that are beyond the control of the projectmanager, the sponsor serves as an escalation path.


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Project, Program and Portfolio


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A program is defined as a group of related projectsmanaged in a coordinated way to obtain benefits andcontrol not available from managing them individually.A project may or may not be part of a program but a

program will always have projects.. A portfolio refers to a collection of projects or

programs and other work that are grouped together tofacilitate effective management of that work to meet

strategic business objectives. The projects or programsof the portfolio may not necessarily be interdependentor directly related


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Portfolio, Program, Project, and Subproject

Relationships


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Project Management Office (PMO)


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A project management office (PMO) is an

organizational body or entity assigned various

responsibilities related to the centralized and

coordinated management of those projects under itsdomain. The responsibilities of a PMO can range

from providing project management support

functions to actually being responsible for the direct

management of a project.


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Project Management Office (PMO)


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A primary function of a PMO is to support project managers in avariety of ways which may include, but are not limited to:

Identifying and developing project management methodology, bestpractices, and standards;

Developing and managing project policies, procedures, templates,and other shared documentation (organizational process assets);

Coaching, mentoring, training, and oversight;

Monitoring compliance with project management standards, policies,procedures, and templates via project audits;

Managing shared resources across all projects administered by thePMO; and

Coordinating communication across projects.


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What is Project Managers Role


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Project managers are assigned by the performingorganization to achieve the project objectives.

Project manager is in charge of all aspects of the projectincluding, but not limited to:

Developing the project management plan and all relatedcomponent plans,

Keeping the project on track in terms of schedule and budget,

Identifying, monitoring, and responding to risk, and

Providing accurate and timely reporting of project metrics. The project manager is the lead person responsible for

communicating with all stakeholders, particularly the projectsponsor, project team, and other key stakeholders.


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Project Triple-Constraint


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Scope/ Quality


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Project Constraints


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Scope

Time Cost

Quality Risk

Customer Satisfaction

Team Members

Satisfaction


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Project Goals and Constraints

Projects are undertaken to accomplish specific goals

Scope and quality measure performance and

should result in outputs that satisfy customers

Consider scope and quality subject to be constraintsof time and cost

Scopethe sum of all products, services, and results to be

provided by the project. PMBOK Guide

Qualitythe degree to which a set of inherent characteristics

fulfills requirements. PMBOK Guide


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Project Goals and Constraints

Obstacles or challenges may limit the ability to

perform

Opportunities may allow projects to exceed original

expectations. Project Managers (PMs) decide which goals and

constraints take precedence


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Successful Projects

Project success is creating deliverables that include all of the agreed uponfeatures

Outputs please the projects customers.

Customers use the outputs effectively as they do their work (meet qualitygoals)

The project should be completed on schedule and on budget (meet timeand cost constraints).

Completed without heroics

People who work on the project should learn new skills and/or refine

existing skills.

Organizational learning should take place and be captured for futureprojects.

Reap business-level benefits such as development of new products,increased market share, increased profitability, decreased cost, etc.


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Why Projects Fail ?

Not enough resources are available for projectcompletion.

Not enough time has been given to the project.

Project expectations are unclear. Changes in the scope are not understood or agreed

upon by all parties involved.

Stakeholders disagree regarding expectations for

the project.

Adequate project planning is not used.


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Project Customer Tradeoff Matrix


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Project Life Cycle

All projects go through predictable stages called a

project life cycle.

Life cycle allows for control to assure that the

project is proceeding in a satisfactory manner andthat the results are likely to serve its customers

intended purposeProject life cyclea collection of generally sequential project phases

whose name and number are determined by the control needs of theorganization or organizations involved in the project. PMBOK Guide

customerthe person or organization that will use the projects product

or service or result. PMBOK Guide


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Project Life Cycle Stages

Initiatingwhen a project is proposed, planned at a highlevel, and key participants commit to it in broad terms

Planningstarts after the initial commitment, includes detailedplanning, and ends when all stakeholders accept the entiredetailed plan

Executingincludes authorizing, executing, monitoring, andcontrolling work until the customer accepts the projectdeliverables

Closingall activities after customer acceptance to ensureproject is completed, lessons are learned, resources arereassigned, and contributions are recognized.


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Most companies insist that a project must pass an

approval of some kind to move from one stage to

the next

The project life cycle is highly formalized and veryspecific


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Life Cycle for Quality Improvement Projects


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Good Project Managers Skills


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Communication skills

Organizational and Planning Skills

Budgeting Skills

Problem Solving and Decision making

Negotiating and Influencing

Leadership Skills

Team Building and Human Resources

NOT to please everyone!!!


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Soft Skills and Hard Skills

Soft skills include communication and leadership

activities.

Hard skills include risk analysis, quality control,

scheduling, and budgeting work A successful project manager needs both soft and

hard skills along with the judgment of when each is

more necessary. Training, experience, and mentoring are

instrumental in developing necessary skills.


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Project Organizational Structure

There are 3 major types of organizations:

Functional Organizations

Projectized Organizations

Matrix OrganizationsWeak Matrix organizations

Strong Matrix organizations

Balanced Matrix organizations

Variations and combinations may exist. The level of authority the project manager enjoys is

denoted by the organizational structure


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Functional Organization

Project

Coordinator


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Organizations is centered on specialties and grouped by

function.

Each department will do its project work independent of others.

Each employee reports to only one manager.

It is important to know and respect the chain of command.

Project managers have little to no formal authority.

Good communication, interpersonal, and influencing skills on the

part of the project manager are required to bring about asuccessful project under this structure.


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Advantages Disadvantages

Enduring organizational structure.Project manager has little to no formal

authority.

Clear career path with separation of

functions allowing specialty skills to

flourish.

Multiple projects compete for limited

resources and priority.

Employees have one supervisor with a

clear chain of command.

Project team members are loyal to the

functional manager.


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Projectized Organization


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Projectized Organization


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Projectized organizations are nearly the opposite offunctional organizations. It aims to develop loyalty tothe project, not to a functional manager.

The focus of this type of organization is the projectitself.

Most of the organizations resources are involved inproject work,

Team members are often co-located, Project managers have a great deal of independence

and authority.


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Matrix Organization


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Matrix organizations are a blend of functional andprojectized characteristics.

Weak matrix maintains many of the characteristics of afunctional organization, and the project manager role ismore of a coordinator or expediter than that of a trueproject manager.

Strong matrix has many of the characteristics of theprojectized organization, and can have full-time projectmanagers with considerable authority and full-time projectadministrative staff.

Balanced matrix organization recognizes the need for aproject manager, it does not provide the project managerwith the full authority over the project and project funding.


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Matrix Organization


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Employees in a matrix organization report to one functionalmanager and at least one project manager.

Itspossible that employees could report to multiple projectmanagers if they are working on multiple projects at onetime.

Functional managers pick up the administrative portion ofthe duties and assign employees to projects. They alsomonitor the work of their employees on the various projects.

Project managers are responsible for executing the project

and giving out work assignments based on project activities. Project managers and functional managers share the

responsibility of performance reviews for the employee.


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Strong Matrix Organization


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The project managers have a great power.

They have the ability to strong-arm the functional

managers into giving up their best resources for

projects. When competing for resources, project managers

may negotiate resources among each other.

Functional Manager handles only the administrativeaspect of his employees life.


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Strong Matrix Organization


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Weak Matrix Organization


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The functional managers have all the power in thisstructure.

Project managers are really project coordinators or

expeditors with part-time responsibilities on projectsin a weak matrix organization.

Project managers have little to no authority, just likein the functional organization.

On the other hand, the functional managers have alot of authority and make all the work assignments.The project manager simply expedites the project.


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Weak Matrix Organization


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Balanced Matrix Organization


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Project Management vs. Organization


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Functional Weak MatrixBalanced

MatrixStrong Matrix Pure Project

Persons

Authority in

Projects

No Authority Some Authority Moderate to

Low Authority

High to

Moderate

Authority

High Authority

Managers Timein Role

Part Time Part Time Full Time Full Time Full Time

Common Titles

for Manager

Project

Coordinator,

Project Leader

Project

Coordinator,

Project Leader

Project

Manager,

Project

Manager,

Program

Manager

Project

Manager,

Program

Manager

% of ProjectTeam Assigned

Full-Time

0% 15% 50% 75% 100%


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Project Expediter, Coordinator, Manager


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Depending on the type of Organization, the project managers role andpower can be very limited

Project Expediter

acts primarily as a staff assistant

as communications coordinator.

cannot personally make or enforce decisions.

Project Coordinator has some power to make decisions Has some authority

reports to a higher-level manager


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Organizational Structure


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Advantages Disadvantages

Functional Easier management of specialists Team members report to only one

supervisor

Similar resources are centralized, as

the company is grouped by specialties

Clearly defined career paths in areas ofwork specialization

People place more emphasis on their

functional specialty to the detriment of the

project

No career path in project management

The project manager has little or no

authority

Projectized Efficient project organization Loyalty to the project

More effective communication than

functional

No home when project is completed

Lack of professionalism in disciplines

Duplication of facilities and job functions

Less efficient use of resources

Matrix Highly visible project objectives Improved project manager control over

resources

More support from functional area

Maximum utilization of scarce resources

Better coordination

Extra administration is required

More than one boss for project teams

More complex to monitor and control

Tougher problems with resource allocation

Need extensive policies and procedures


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Project Roles

Project Executive-Level Roles

Project Management-Level Roles

Project Associate-Level Roles


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The steering team

The top leader (CEO) and his/her direct reports

Select, prioritize, and resource projects in accordance

with the organizations strategic planning Ensure that accurate progress is reported and

necessary adjustments are made.


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The chief projects officer

Keeper, facilitator, and improver of the project

management system

Responsible for project standards, methods, training,documentation

Either on the leadership team or one rung down in the

organization

Project Management Office (PMO)an organizational body or entityassigned various responsibilities related to the centralized and coordinated

management of those projects within its domain. The responsibilities of the

PMO can range from providing project management support functions to

actually being responsible for the direct management of a project.

PMBOK Guide


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The sponsor

The sponsor is often a member of the leadership team

Has a strong interest in having the project succeed

Some financial control

Clout in the organization

The power of influence

Takes an active role in chartering the project and reviewing progress

reports

Takes a behind-the-scenes role in mentoring and assisting the projectmanager throughout the project life.

Sponsorthe person or group that provides the financial resources, in cash

or in kind, for the project. PMBOK Guide


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Project manager Directly accountable for the project results, schedule,

and budget

The main communicator

Responsible for the planning and execution of the

project

Works on the project from start to finish.

The project manager often must get things done throughthe power of influence since his or her formal power

may be limited.Project managerthe person assigned by the performing organization toachieve the project objectives. PMBOK Guide


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Functional manager

The department headsthe ongoing managers of the

organization

Determine how the work of the project is to beaccomplished

Supervise that work

Negotiate with the project manager regarding which

workers are assigned to the project


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Facilitator

Helps the project manager with the process of running

meetings and making decisions

Frees the project manager to concentrate on the contentof the project

The facilitator concentrates on the process.

A facilitator helps the PM understand organizational

politics and provides suggestions on how to handlesituations.


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Senior customer representative

Ensures that the needs and wants of the various

constituents in the customers organization are identified

and prioritized Ensures that project progress and decisions continually

support the customers desires.


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Core team member

People assigned to a project from start to finish

The core team does most of the planning and makes

most of the project level decisions. A small core team is ideal since people will then be less

likely to fight.

Projects often require help from other people during

busy times.


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Subject matter experts

Temporary members that are brought on board during

busy times

Used on an as-needed basis. Not present during the charter development and

signing

May have neither dedication to nor detailed

knowledge of the project.


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Organizational Process Assets


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Processes & Procedures Organizational standard processes such as standards, policies

Standardized guidelines, work instruction, proposal evaluation criteria, and performancemeasurement criteria

Templates

Financial control procedures

Procedures for prioritizing, approving, and issuing work authorization Etc.

Corporate Knowledge Base Process measurement databases

Project files

Historical information & lesson learned knowledge bases

Issue and defect management databases

Configuration management knowledge bases

Financial databases

Etc.


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Qualifying to take PMP Exam

To take the PMP exam, candidates must meetrequirements as outlined by PMI (the Project

Management Institute):

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Keynotes64

Be able to describe the difference between projects and

operations. A project is temporary in nature with a definite

beginning and ending date. Operations are ongoing.

Be able to denote some of the skills every good project manager

should possess. Communication, budgeting, organizational, problemsolving, negotiation and influencing, leading, and team building.

Be able to differentiate the different organizational structures.

Organizations are usually structured in some combination of the

following: functional, projectized, and matrix (including weak matrix,

balanced matrix, and strong matrix).

Be able to name the five project management processes. Initiation,

Planning, Executing, Controlling, and Closing.

CSC 443- Lecture 1- The Project Management Framework

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