Project Management Certification Course

Andreas Solomou PMP® PRINCE2 MCTS® MCT® MCP® CTP® 1

Project Management Certification Course

Project Management Process Groups

Knowledge AreasInitiating Planning Executing M & C Closing

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communication Management

Project Risk Management

Project Procurement Management

Project Stakeholder Management

Why non-ongoing processes?

“The only constant today is change”Volatility of the business environment

Progressive elaboration of projects allows optimised change management

We DO NEED Project Management Skills

Projects are the vehicles by which strategy is delivered

Project management is becoming an increasingly complex aspect of how organizations operate.

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1.1 & 1.2Introduction &

Foundational Elements

1.2.1 What is a Project?

____________________________________________________________________________________________________________________________________________________________________________________________________________________________

Major Characteristics

Definite Start & End

Every project creates a unique verifiable Product

Service or

Result

Tangible or Intangible outcome

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A project can create:

A product that can be either a component of another item, an enhancement of an item or an end item in itself

A service or a capability to perform a service

An improvement in the existing product or service lines

A combination all

A result, such as an outcome or document

Product – Service - Result

Projects are undertaken to fulfil objectives by producing deliverables

Deliverable: a unique verifiable product

Objective: an outcome

Benefits

What makes a project unique?

Location

Stakeholders

Environment

Design

Situation

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What cannot be considered as a Project?

• Ongoing Operations• repetitive process that follows an organization’s existing

procedures

• Production lines

• Supply chain management

Why connect PM with Operations

Project Management is closely tied and in most cases interferes with ongoing business operations

We have to take the concepts that follow and connect them to our business/operations

Operations are there to support strategic business objectives too

Projects drive change

Business Value

Time

Projects

Current StateFuture State of the Organisation

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Business Value

Business value is a concept that is unique to each organization

Tangible Elements + Intangible Elements = Value

Why Projects for Business Value?

Effective use of project management, provides organizations the ability to:

employ reliable, established processes to meet strategic objectives

& subsequently obtain greater business value from their project investments

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1.2.2Importance of project Management

What is Project Management?

Project management is the application of knowledge,

skills,

tools, and

techniques

to project activities to meet the project requirements.

Debate & Research

Only a small % of projects was successful

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The Discipline of Project Management

Frameworks/Standards(Methodologies)

Post graduate degrees in PM

What is a Standard?

A standard is a formal document that describes established norms, methods, processes and practices

It is a methodology which describes the methods that should be used in order to achieve specific goals

Some well known standards

PMI (USA) (ANSI)

PRINCE2 (UK)

IPMA (Swedish)

P2M (Japan)

ISOs (e.g) ISO 21500:2012

…/.

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Why the Standards?

Its in our nature to make mistakes - so better avoid them

Stop re-inventing the wheelAvoid starting over again with every project

Improve faster (having a base is easier)

Use the standard as a benchmark

PMI BoK (Framework)

Macro and Micro environmentRoles and Responsibilities / SkillsBest PracticesProcesses, Tool and Techniques

PRINCE2ISO (21500 Series)

What, When, Who?

HOW?

1.1The PMI Standard

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Founded in 1969Not-for-profit professional membership association

Further matures the profession

More than 3 million professionals working in nearly every country

Standards described in the PMBoKs

Supported by the Chapters (pmi-cyprus.org.cy)

1.1.1 PMI standard & the PMBoK

Description of the:Project Life Cycle

Project Management Cycle

The purpose of the standardCommon vocabulary within the project management profession (essential)

Provides guidelines on best practices applicable to most projects

Project Management Institute Code of Ethics and Professional Conduct

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It provides a structured approach from conceptualisation to realisation and delivery of a project

Allows practitioners to communicate with a common understanding of terminology & concepts regardless of industry or region

So!How the Standard works

A managed project:

According to PMBoKProject Management is accomplished through the appropriate application and integration of the:

49 logically grouped project management processes

Categorized into 5 Process Groups

Separated into Knowledge areas (Constraints)

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Based on the concept of PDCA

Management method Focusing on control &

Continuous improvement

PLAN

ACT DO

CHECK

Managing a project typically includes:

Managing Stakeholder expectations

Requirements Identification

Balancing the competing Constraints

Project Communications’ needs

meaning…

…lots of Planning

Due to the potential for change, the development of the project management plan is an iterative activity and is progressively elaborated throughout the project’s life cycle.

Prevention Vs. Correction

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Initiating

Planning

(Plan)

Executing

(Do)

Controlling

(Check)

Closing

Managed Project

The Challenge for PMs

Constraints

An applicable restriction or limitation, either internal or external to the project, that will affect the performance of the project or a process.

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The Project Manager’s Responsibility

Continuous balancing of the competing Constraints

The competing Constraints

•Scope

•Quality

•Schedule

•Cost

•Resources

•Risks

•…/

The “iron” triangle

EX_01

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1.2.3Projects Programs Portfolios &

Project Organisational Management (OPM)

Intensity of Projects

Depending on the nature of business & number of projects organisations may:

Classify

Group

their projects to manage them in a coordinated way aiming to increase their business value & achieve strategic goals

Portfolios Vs. Programs Vs. Projects

1.2.3.2 Program: A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually

1.2.3.3 Portfolio: Set of sub-portfolios, programs or sub-programs that might or might not be related but serve the organisations strategic objectives

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Organisational Project Management

ORGANISATIONAL PROJECT MANAGEMENTis a strategic framework used to guide Portfolio and

project management to deliver organisational strategy

Portfolio ManagementSelects the best programs or projects to achieve strategic objectives

Program ManagementCoordinates management to achieve specific benefits that support strategic objectives

Project ManagementSupports the program and portfolio objectives and ultimately the organisations strategic objectives

Driven

by o

rganisatio

nal strategy

Alig

ne

d t

o o

rgan

isat

ion

al S

trat

egy

Source: RMC

Operations Management Vs. Project Management

In some cases:Projects’ take advantage of corporate resources and various aspects of ongoing operations

In other cases PM supports ongoing operations in various ways

Ongoing Operations & PM Intersections

At each Closeout Phase

Developing a new product

Upgrading a service/product

Expanding outputs

While improving operations

Until the end of the product life cycle

Operations Projects

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Operational Stakeholders in PM

They can influence positively or negatively the Project

Project managers who consider and appropriately include operational stakeholders in all phases of projects, gain insight and avoid unnecessary issues that often arise when their input is overlooked.

EX_02C

1.2.4Project (Management) key components

Project key components

Project life cycle

series of phases from start to finish

Project Phase

collection of project activities that deliver an output

Phase Gate/s (Review)

Project Management Processes

Project Management Process Groups

Project Management knowledge Areas

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1.2.4.1Project & the Development Lifecycle

Basic framework for managing a project

A project life cycle is the series of phases (stages) that a project passes through from its initiation to its closure.

Characteristics of the Project Life Cycle

Risk and uncertainty are greatest at the start

Cost and staffing levels:low at the start

peak as the work is carried out

drop rapidly as the project draws to a close.

Ability to influence the final characteristics of the project’s product, without significantly impacting cost:

highest at the start

decreases as the project progresses towards completion

*Not applicable to adaptive life cycles

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Influence, Risk & Cost of Changes

Stakeholder influence, risk and uncertainty

Cost of Changes

Time

Low

High

Degre

e

*Not applicable to adaptive life cycles

Generic Project Lifecycle Structure

Starting the Project

Project Charter Project Management Plan

Accepted Deliverables

Archived Project Documents

CO

ST A

ND

STA

FFIN

G L

EVEL

TIME

Carrying out the work

Organising and Preparing

Closing the Project

Project Lifecycles

Can be:

Predictive or

Adaptive

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Development Lifecycle types

Predictive IterativeIncremental Agile

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Adaptive Life Cycles

Adaptive methods are also iterative and incremental, iterations are very rapid

They respond to high levels of change

Ongoing stakeholder involvement.

The overall scope of the project will be decomposed into a set of requirements and work to be performed, (product backlog)

Types of Agile Methods

Scrum

RAD

Lean & Kanban Software Development

Extreme Programming (XP)

Crystal

Dynamic Systems Development Method (DSDM)

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Adaptive (Agile) Life Cycle

Agile methods break tasks into small increments with minimal planning

Targeted at complex systems and projects with dynamic, un-deterministic and non-linear characteristics

Daily communication is essential

Agile Manifesto

Individuals & interactions over Processes & tools

Working software over Comprehensive documentation

Customer collaboration over Contract negotiation

Responding to change over Following a plan

What the Agile guide suggests

Agile Agile Agile Predictive Predictive

Agile Agile Agile Agile Agile Agile Agile

Predictive Predictive Predictive Predictive

Predictive Predictive Predictive

Agile Agile Agile

Agile Agile Agile

Predictive Predictive

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The factors that help select the management lifecycle?

Definable Vs non-definable work

*Responsibilities

The PM Team has the responsibility to determine the best life cycle for each project:

Identify the processes needed to be performed in each phase

Perform the processes identified

Adjust the attributes of a phase (name, duration, entry/exit criteria)

Independent from the Product Life Cycle

Development

Maturity

Decline

SALE

S V

OLU

MES

TIME

Introduction

Growth

Project Management

Project Management

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1.2.4.2Project Phase

Project Phases

A project may be divided into any number of phases

It is a collection of logically related project activities that culminates in the completion of one or more deliverables

Phase 1 Deliverable 1

Phase 2Deliverable

2

Phase 3Major

Specific Deliverable

Project Phase

A collection of logically relate project activities

Project phases evolve through the life cycle in a series of phase sequences called

Handoffs,

or Technical Transfers

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Phase Attributes

Name

(e.g. Phase A, Feasibility, Design, Prototype etc.)

Number

(four phase project)

Duration

Resource

Requirements

Entrance/exit criteria (specific approvals, documents completed etc.)

Remember*

Phase CompletionYou will recognize phase completion because each phase has a specific deliverable, or multiple deliverables that mark the end of the phase.

Stage Gate

Milestone

Phase Review

Phase Gate

Kill Point

Technical Handoff

Handoff

Phase entrance

Phase exit

Phase Gate

End of the phase to assess progress and performance against:

Business Case

Project Charter

Project Management Plan

Benefits Management Plan

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Phase Gate decisions

Continue to the next

Continue to the next with modifications

End the Project

Remain in the Phase

Repeat the Phase or elements of it

(Sequential)

(Overlapping)

(Iterative)

1.2.4.4Project Management Processes

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What is a Process?

A process is a set of interrelated actions and activities performed to create a pre-specified product, service or result.

An input to another process

A deliverable of the project or phase

Every project management process produces one or more outputs from one or more inputs using appropriate project management tools and techniques

Activity Attributes

Diagramming Tools &

Techniques

Project Schedule

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Process Categories

Used once or at predefined points in the project

Performed periodically as needed

Performed continuously throughout the project

Why Project Management Processes?

Ensure the effective flow of the project throughout its life cycle.

Encompass the tools & techniques involved in applying the skills and capabilities described in the Knowledge Areas

Process Categories

Project Oriented ProcessesCovered by the PMBoK

Product Oriented ProcessesDo you remember that “area specific skills” are important in project management?

*Project Management Processes & Product-

oriented Processes overlap & interact

throughout the life of a project.

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Product Oriented Processes

Specify and create the project’s product.

They are typically defined by the project life cycle &

Vary by application area as well as the phase of the product life cycle

1.2.4.5Project Management Process Group

Project Management Process Group

Logical grouping of project management processes to achieve specific project objectives

Independent of Project Phases

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Initiating

Planning

(Plan)

Executing

(Do)

Controlling

(Check)

Closing

Initiating: Justification, Authorization

Planning: Establish scope, refine objectives, define the course of action

Executing: Put the plan in action

Monitoring and Controlling: Understand your variances, performance and forecast

Closing: Formally close the project or phase

Link between process

Project management processes are linked by specific inputs and outputs

Not necessarily within the same process group

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Attention*:

Processes are presented as discreet elements in the PMBoK guide

Processes Interact & Overlap

Iterative (Back and Forth)

Remember: Plan-Do-Check-Act

Initiating

Project Phase (Feasibility Study)

Planning

Plan

Executing

Project Management

Process Groups

Act Check

Do

Monitoring &Controlling

Monitoring &Controlling

Closing

Initiating

Project Phase(Requirements)

1.2.4.6Project Management Knowledge Areas

Knowledge Areas

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communication Management

Risk Management

Procurement Management

Stakeholder Management

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Other knowledge areas

Specific sectors may require additional knowledge areas to be added

e.g. Health & Safety in construction

EX_Proc

1.2.4.7Project Data & Information

Project Management Data & Info

Work Performance Data: Raw observations

Work Performance Information: Meaningful combination of raw data

Work Performance Reports: Representation of project information that guide decision making

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Project Communications

Project Change Control

Various Project

Processes

Controlling Processes

Executing Processes

Overall Project Control

Work Performance Data

Work Performance Information

Work Performance Reports

Approved Change Requests

Project Team Members

Project Stakeholders

Project Management Plan and Project Documents updates

1.2.5Tailoring

Tailoring

The method used to identify which process and its inputs or outputs are applicable for managing a specific project is called Tailoring

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PM Methodologies & Best Practice

No methodology can be fully and consistently (uniformly) applied to all projects and succeed.

Responsibility for applying the Processes

Project Managers & their teams in collaboration with project stakeholders should carefully address each process and its inputs and outputs and determine which are applicable to the project they are working on.

Trade-offs

Project and Product processes interact inevitably

ExampleScope Change (Product oriented process) will most probably affect Project Cost (Defined by the Project Processes).

In this case a trade-off between project requirements and project objectives (targets) should be considered

specific performance trade-offs will vary from project to project and organization to organization

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Tailoring

Should address the competing constraints of Scope, Schedule, Cost, Resources and Risks as each of this is different for each project

Should be done based on the project environment, organizational culture, stakeholder needs, organizational governance, customer (internal or external)

Tailoring considerations in a nutshell

The importance of each constraint

Project Environment

Organisational Culture

Stakeholder’s needs

Varying levels of governance required

The customer (internal or external)

1.2.6PM Documents

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Projects have:

Output

Outcome

Benefits

Business Documents

Business Case


Projects and Strategy

There is a strong relationship between Strategy & Projects

The relationship: Organizations sometimes change their operations, products, or systems by creating strategic business initiatives that are developed and implemented through projects

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Strategy & Projects

Projects should be aligned with business strategic direction.

Business strategic directions often change*

Projects Managers should always be ready to realign with the strategic directions of the organisations

The Risk for Project Managers

If the project does not support corporate objectives

Looses support and consequently looses:

Recourses

Assistance

Attention

So…what is Strategy after all?

________________________________________________________________________________________________________________________________________________________________________________

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Feasibility study

A feasibility study is used to analyse a project or idea in order to assess what the likely outcomes will be, or to test alternative options

Focuses also on a variety of factors including political, regulatory, demographic, geographic, socio-economic etc.

It usually weighs up the cost of the project against the expected benefits (i.e. cost / benefit analysis)

Results in “Go” / “No Go” decisions

Business Case

A documented economic feasibility study to establish the validity of the benefits of a selected component lacking sufficient definition and the is used as a basis for authorization of further project management activities

Responsibilities: Development and maintenance: Project Sponsor

Recommendations and oversight: Project Manager

Business Case

Lists the objectives or reasons for Project Initiation

It helps measure the project success at the end of the project against the project objectives

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Business Case

Used throughout the project life cycle

Lists objectives and reasons for project initiation

May result in go/no go decisions

A needs assessment precedes the Business Case


Complements the Business Case

Documented explanation defining the processes for creating, maximizing and sustaining the benefits provided by the project

Responsibilities:

Keep everything aligned: Project Manager (works with the Sponsor)


DescribesHow &

When

The benefits will be delivered and

Describes the mechanisms that should be in place to measure those benefits

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1.2.6.3Project Success Measures

Project Success

Project success should be referred to the last baselines approved by the authorized stakeholders

The project manager is responsible and accountable for setting realistic and achievable boundaries for the project and to accomplish the project within the approved baselines.

Select measurable project objectives

Should be documented

Metrics could include:

Payback Period

Benefit Cost Ratio

ROI

NPV

IRR

Non financial

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Before initiating a Project

Project Selection MethodsThe project manager is not typically involved but has to know how the project ended up with him/her and how it relates to organisational strategy

Organisations typically use more that one method/model when selecting among projects

Selection Method Categories

Benefit Measurement Methods (Comparative Approach)

Economic Models*

Scoring Models*

Murder Board

Peer Review

Constraint Optimisation Methods (Mathematical Approach)

Linear ProgrammingInteger ProgrammingDynamic ProgrammingMulti-Objective Programming

Murder Board

A group of people (e.g. senior management) asking exhausting questions about the project

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Peer Review

Person or group of experts having the same skills as the person suggesting the project are reviewing the project objectives and make a decision

Economic Models

Cost-Benefit Analysis

Payback Period

Present Value

Net Present Value

Internal Rate of Return

Scoring Models

Benefit-Cost Analysis

The relationship between benefits (revenues) and cost expressed as a decimal or ratio (benefit-cost ratio):

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Payback Period

Payback calculation uses cash flows, not net income.

The payback calculation does not address a project's total profitability.

Rather, the payback period simply computes how fast a company will recover its cash investment.

Does not take into account the time value of money!

The time value of Money!

If €1 allows the purchase of an item today, it is possible that €1 will not be enough to purchase the same item in 5 years

𝐹𝑉 = 𝑃𝑉 × (1 + 𝑟)𝑛

Present Value:

𝑃𝑉 =𝐹𝑉

(1 + 𝑟)𝑛

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NPV

It is the most valid method of investment appraisal

It takes into account the discounted price (value) of money.

Companies should (only) go ahead with projects that have a positive NPV

If we have to choose between a number of projects, we choose the one with the highest positive NPV

IRR

IRR is an investment estimation process

Percentages are easier to understand

IRR can give us an NPV close to 0

Projects with an IRR higher that the Required Rate Of Return should be chosen

Scoring Models

Use a factor that denotes the weight of each criterion:

CriteriaWeight

Factor

Score

Project 1

Project 1

Totals

Score

Project 2

Project 2

Totals

Score

Project 3

Project 3

Totals

Profit Potential 5 5 5 3

Marketability 3 4 3 4

Easy to develop 1 4 3 2

Weighted score

*Scoring scale 0 to 5

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Opportunity Cost

The loss of potential gain from other alternatives when one alternative is chosen

Sunk Costs

Sunk costs are costs which have occurred and cannot be recovered.

Economic theory advises us not to consider sunk costs in making future decisions

This is where bad decisions are taken

Working Capital

Money available for day-to-day operations

Working capital is one of the basic metrics used to evaluate a company's financial health.

𝑊𝑜𝑟𝑘𝑖𝑛𝑔 𝐶𝑎𝑝𝑖𝑡𝑎𝑙 = 𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝐴𝑠𝑠𝑒𝑡𝑠 − 𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝐿𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠

EX04A

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2Project Environment

2.1 Overview

Projects and project management take place in an environment that is broader than that of the project itself

Organisational Cultures and Styles and Macro-environment

Organization’s established practices (Micro-environment)

*Projects’ Interact with Organisations and their Environments

Influences

Negative or Positive

Enterprise Environmental Factors

Organizational Process Assets

Influences

EEFs

External Internal

OPAs

Processes, Policies and Procedures

Corporate Knowledge

Base

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2.2.1 EEFs - Internal

Organizational Culture, Structure and Governance

Geographic Distribution of facilities and resources

Infrastructure

Information technology software

Resource availability

Employ capability

EEFs – Internal example

Cultures and styles are group phenomena known as cultural norms, which develop over time

Shared visions, mission, values, beliefs & expectations

Regulations, policies, methods & procedures

Motivation and reward systems

Risk tolerance

View of leadership, hierarchy & authority relationships

Code of conduct, work ethic & work hours

Operating environments

EEFs – Internal Example

Organizational Communications:

Project management success in an organization is highly dependent on an effective organizational communication style

Information systems & processes

Projects managers knowledge about communication barriers

Communications define how a project is conducted & facilitate decision making

Speed of information

Remote teams

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2.2.2 EEFs - External

Market place conditions

Social and cultural influences and issues

Legal restrictions

Commercial databases

Academic research

Government and industry standards

Financial considerations

Physical environmental elements

2.3 Processes & Procedures

Specific to the organization

Plans

Processes

Policies

Procedures

Knowledge base

OPA: Initiating - Planning

Project Selection Methods

Tailoring

Organisational StandardsHuman Resource Policies

Health & safety

Product & Project Life cycle

Quality Policies & ProceduresProcess Audits

Checklists

Improvement policy

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OPA: Initiating & Planning

Templates

Definitions & Standardized procedures (e.g. Quality audits)

Human Resource Policies

Health & safety procedures

Security and confidentiality policies

Environmental policies

OPA: Executing, M & C

Change control procedures

Financial controls procedures

Issue and defect management procedures

Organizational communication requirements

Procedures for issuing work authorizations

Risk control procedures

KPI’s

OPA: Closing

Project closure guidelines or requirementsProject evaluations

Product validations

Acceptance criteria

Final project audits

Lessons learned

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OPA: Corporate Knowledge Repositories

Configuration management knowledge bases containing the versions & baselines of all performing organization:

Standards,

Policies,

Procedures, and

any project documents

Financial databases containing information such as labour hours, incurred costs, budgets

Historical Information

2.4Organizational Systems

Organizational Systems’ Factors

Governance Frameworks

Management Elements

Organizational Structure Types

System dynamics are defined by the interaction between the components

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A project manager

needs to understand where the following reside within the organization:

Responsibility

Accountability

Authority

Their understanding will enable him/her to use his/her capabilities to successfully manage and deliver a project

2.4.2 Organizational Governance Frameworks

Governance is the Frameworks within which authority is exercised in organizations

Rules

Policies

Procedures

Norms

Relationships

Systems

Processes

2.4.3 Management Elements

Division of work

Authority levels

Responsibility distribution

Respect for authority

Unity of Command (Authority concentration)

Unity of direction (One plan, one commander)

Compensation (salary)

Resource capacity management

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2.4.4Organizational Structure Types

Organizational Structures (EEF)

Dictates the authority of the project manager

It can affect the availability of resources & influence how projects are conducted

oOrganic or SimpleoMultidivisional (non centralised/replication)oFunctional (centralised)oProjectizedoMatrixoCompositeoHybridoVirtualoPMO (mixed)

Organic or Simple

Flexible – people working side by side

PM Authority: Little or None

Part time

Budget managed by owner or operator

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Functional Organisations

AdvantagesClear chain of command

Career path within specific functional areas that allows for speciality skills to reach high levels

DisadvantagesLimited authority of the Project Manager

Multiple projects compete for limited resources

Project team members are loyal to functional managers

Multi-divisional

Each division has its own functions

Little or no authority

Part-time

Project Oriented Organisation

AdvantagesProject managers have ultimate authority over the project.

The focus of the organization is the project.

The organization’s resources are focused on projects and project work.

Team members are co-located (usually).

DisadvantagesNo career path

Project team members might be released after the project

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Matrix Organisations

Minimize the differences between functional and projectized organizations

Take advantage of each ones strengths and

Aim to minimise each structures weaknesses

Balanced Matrix

Each manager has responsibility for their parts of the project or organization,

Employees get assigned to projects based on the needs of the project, (not the strength or weakness of

the manager’s position)

Virtual

Network Structure with nodes at point of contact with other people

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PMO

Mix of other types

Organisation structure influence

Depending on the organisational structure, the Project Manager interacts with all levels of authority:

Strategic Management Level

Middle Management

Operational Management Level

Project Management Office (PMO)

It is a management structure that:Standardizes the project-related governance processes

Facilitates the sharing of resources, methodologies, tools and techniques.

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PMOs & their Strategic Role

It the is the natural liaison between the organization’s portfolios, programs, projects, and the corporate measurement systems (e.g. balanced scorecard).

Types of PMOs

Determined by the degree of control and influence they have on projects within the organization:

Supportive

Controlling

Directing

EX02- ONLINE

3The Project Manager

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The role of the Project Manager

Show the path to results.

Drive the team down the path.

Achieve those results together.

The role of the Project Manager

Functional Manager Provides management oversight for a functional or a business unit

Operations Manager Responsible for ensuring that business operations are efficient

Project Manager

Depending on the organisational structureHe/She might have full authority over resources

Reports to a functional manager

Be one of several Project Managers that report to Program or Portfolio Manager

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Sphere of InfluenceProject Manager

Project Team

PPP Managers

Resource Managers

Sponsors

Governing Bodies

Steering Committees

PMOs

Stakeholders

Suppliers

Customers

End Users

Project Manager Profile

Threshold competencies:General Management Proficiencies

Area Specific Knowledge

Project Management Knowledge

(Knowledge = Project management skills)

Performance (Capabilities to accomplish using his/her skills)

Personal (attitudes, core personality characteristics & leadership skills)

Ranking order of PM’s Skills

Interpersonal (Communication) SkillsWritten, Oral (Backbone of successful projects)

Organisational skillsBeing able to track tons of information (Reports, Requirements, Project documentation, memos …)

Budgeting SkillsKnowledge of finance & accounting principals

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Interpersonal Skills (EQ)

Leadership

Team building

Motivation

Influencing

Trust buildingConflict management

Negotiation Skills

Coaching

Decision making

Political & cultural awareness

EX02B

“Project Management is not just a career path. It is a strategic competency necessary for the growth and future of a company”.

Part 2

1.6 Project Stakeholders & Governance

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Project Stakeholders and Governance

A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project

Stakeholders may be actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project

The Project

Project Team

PM Team

Project Manager

Other PM team

Members

Sponsor

Customer / User

Sellers / Business Partners

Other Stakeholders

Portfolio Manager

Program Manager

PMO

Functional Managers

Operations Management

Project Stakeholders

Stakeholders’ Management

It is the project manager’s responsibility to manage the influences of these various stakeholders in relation to the project requirements to ensure a successful outcome

1. Project team members

2. Interested entities internal or external to the performing organisation

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Continuous effort

Stakeholder identification is a continuous process throughout the entire project life cycle

Failure to do so can lead to delays, cost increases, unexpected issues and other negative consequences including project cancellation

The project Sponsor

A sponsor is the person or group who provides resources and support for the project

Accountable for enabling success

Project Champion

It is usually someone with a great deal of technical expertise or industry knowledgeregarding the project, and

helps focus attention on the project from a technical perspective.

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Project Team

Project management staff

Project staff

Supporting experts

User or Customer Representatives.

Sellers

Business partner members

Business partners

Project team composition

Dedicated (simplest composition)Co-located or Virtual

Report directly to Project Manager

Clear lines of authority

Part-timeFunctional managers retain the control over the teams (usually)

Project team composition based on org. structures

Partnerships or Joint venturesOffer flexibility and lower cost to the project

Less control to the project manager

Geographic location of the team membersVirtual Teams

Rely on online workspaces and other communication and information technology

The project managers need to accommodate differences in the culture, working hours, time zones, local conditions, and languages

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Project Management Certification Course

Documents

Transcript of Project Management Certification Course