www.wizardea.com | firstname.lastname@example.orgLearning ObjectivesUpon completion of this topic you will learn about Definition of project, project management, program management and portfolio management Relationship among project management, program management and portfolio management Operation management PMO Role of a project manager Characteristics of the project lifecycle Project management lifecycle vs. project lifecycle Product vs. project lifecycle Project vs. operational work Stakeholders Project management into different organizational structure3
www.wizardea.com | email@example.comWhat is a ProjectCharacteristics of a Project– Temporary, with defined start and end time– Create unique products or services– Need some resource or budget– Need to meet stakeholders expectations or requirements– Project are progressively elaborated4E.g. Develop an apartment building within 3years, Launch a new banking product within 9months, Develop 6 HR for cloud computingwithin 5 months, Marketing campaign for theBeauty Gel by December 2011.
www.wizardea.com | firstname.lastname@example.orgProject Management“The application of knowledge, skills, tools and techniques to complete theproject on time, on budget and to the specification.”65 Process Groups of Project Management• Initiation• Planning• Execution• Monitoring & Control•Closing
www.wizardea.com | email@example.comProgram Management“A group of related projectsmanaged in a coordinated way toobtain benefits and control notavailable from managing themindividually. Programs may includeelements of related work outside ofthe scope of the discrete projects.”77
www.wizardea.com | firstname.lastname@example.orgPortfolio ManagementA portfolio refers to a collection of projects and programs and other workthat are grouped together to facilitate effective management of the work tomeet strategic business objectives.Portfolio management refers to centralized management of one or moreportfolios which includes identifying, prioritizing, authorizing, managingand controlling projects, programs and other related work, to achievespecific strategic business objectives.88E.g. A software development firm hasstrategic objective to “maximize ROI” mayput together a portfolio that includes a mixof projects in ERP, Banking and COTSprojects. From this mix the firm may chooseto manage related projects as one program.
www.wizardea.com | email@example.comRelationship among Project, Program andPortfolio Management99
www.wizardea.com | firstname.lastname@example.orgOperation ManagementOperations are an organizational function performing the ongoingexecution of activities that produce the same product or provide arepetitive services. Operation requires business process management oroperations management.10E.g. Accounts management, Personnelmanagement, Inventory management,Marketing Management etc.
www.wizardea.com | email@example.comProject Management Office (PMO)A Project Management Office (PMO) is an organizational body or entityassigned various responsibilities related to the centralized coordinatedmanagement of those projects under its domain.11The primary function of PMO may include, butare not limited to• Managing shared resources across all projectsadministrated by the PMO;• Identifying and developing projectmanagement methodology, best practices andstandards;• Coaching, mentoring, training and oversight;• Developing and managing organizationalprocess assets;• Monitoring project compliance withorganizational process assets via project audits;• Coordinating communication across projects.
www.wizardea.com | firstname.lastname@example.orgRole of a Project Manager• A project manager is a person assigned by the performingorganization to achieve the project objectives.• Depending on the organizational structure a project manager mayreport to the functional manager / portfolio manager / programmanager.12Effective project management requires thatproject manager processes the followingcharacteristics:•Knowledge. This refers to what the projectmanager knows about project management.•Performance. This refers to what the projectmanager is able to do or accomplish whileapplying their project management knowledge.• Personal. This refer to how the projectmanager behaves when performing the projector related activity.
www.wizardea.com | email@example.comCharacteristics of the Project LifecycleProject vary in size and complexity. No matter how large or small, simpleor complex, all projects can be mapped to the following life-cyclestructure:– Starting the project– Organizing and preparing– Carrying out the project work and– Closing the project13
www.wizardea.com | firstname.lastname@example.orgProduct Vs. Project Lifecycle14
www.wizardea.com | email@example.comProject Management vs. Project Lifecycle15• Medium or• Large Project• Small Project
www.wizardea.com | firstname.lastname@example.orgProject Vs. Operational Work• Project and operations differ primarily in that operations are ongoingand produce repetitive products, services, or results. Projects aretemporally and end. Conversely, operations work is ongoing andsustain the organization over time.• Organization perform work to achieve a set of objectives. In manyorganizations the work performed can be categorized as eitherproject or operations work. These two type of work share a numberof characteristics as follows:– Performed by individuals– Limited by constraints, including resources constrains– Planned, executed, monitored and controlled and– Perform to achieve organizational objectives or strategic plans.16
www.wizardea.com | email@example.comStakeholdersStakeholders are persons or organizations, who are activelyinvolved in the project or whose interests may be positively ornegatively impacted by the performance or completion of theproject.17
www.wizardea.com | firstname.lastname@example.orgFunctional Organization• Hierarchical• Bureaucracy – Chain ofCommand• Each functional departmentmanaged independently• Projects generally within dept• HOD is PM• Cross-Functional projects– Team members loyal toFunctional Managers1919
www.wizardea.com | email@example.comProjectized Organization• Project Manager have ultimateauthority• Supporting departments mayreport directly to PM• Teams can be collocated, i.e.team members physically workin the same location• Team members report to PM• Resource utilization may below• Fear of being out of work afterproject completion2020
www.wizardea.com | firstname.lastname@example.orgMatrix Organization• Takes advantage of strengths and weaknesses of both functional andprojectized organization• Employees report to at least one Functional and one Project Manager• Functional Managers have administrative duties• Project Managers responsible for work assignments• Communication and Negotiation between Functional and ProjectManager• Balance of power between Project and Functional Managers21
www.wizardea.com | email@example.comStrong Matrix Organization• Tends towards ProjectizedOrganization• Balance of power with ProjectManager• PM can force FunctionalManagers for resources22
www.wizardea.com | firstname.lastname@example.orgWeak Matrix Organization• Tends toward Functionalorganization• Functional Managers have allthe power• PMs are project coordinators• PMs have little or no authority• Functional Managers assignwork• PM expedites the project2323
www.wizardea.com | email@example.comBalanced Matrix Organization• Power balanced betweenProject Manager andFunctional Manager• Staff are assigned based onproject needs2424