Project Management Framework


Published on

Project Management Framework

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Project Management Framework

  1. 1. Project Management Framework<br />
  2. 2. A Guide<br />Training guide for new project team member<br />Learning guide for Project management framework<br />Training guide to new team member for in-house project management procedure<br />
  3. 3. Project Definition<br />Temporary endeavor with beginning and end date<br />Creates unique product, service, or result<br />It is progressively elaborated<br />
  4. 4. Operational Work<br />Ongoing work<br />Repetitive<br />Sustains the business<br />Adopts a new set of objective to continue the work<br />
  5. 5. Project vs. Operational<br />
  6. 6. Project Management<br />A Profession<br />Both Science and an Art<br />Follows Systematic Process<br />Having Professional and Social Responsibility<br />Iterative throughout the Project Lifecycle<br />Comprising of 5 Process Groups and 9 Knowledge Areas<br />
  7. 7. Project Management<br />Process Groups<br />
  8. 8. Project Management<br />Knowledge Areas<br />
  9. 9. Program Definition<br />A Program is a Group of Projects<br />Their management is coordinated to provide decreased risk, economies of scale and improved management<br />Includes elements of related work outside of the project in the program<br />Eg. A new car model program can be broken up into projects for each component design and upgrade.<br />Involves series of repetitive or cyclical undertaking<br />Publishing a newspaper or magazine with each individual issue managed as a project<br />
  10. 10. Project Management office<br />PMO or Program office<br />A Department that centralizes management of projects<br />PMO is an organizational structure and not a person<br />All those who are in PMO must be PMP<br />Oversees the management of project, program or combination of both<br />Existence of PMO provides more benefit to an organization<br />
  11. 11. Project Management office<br />PMO’s Roles<br />One or more of the followings<br />Providing the policies, methodologies, templates for managing project<br />Providing supports and guidance to others on managing projects, training others in the project, and assisting in the management tool<br />Providing PMs for different projects and being responsible for the result of those projects.<br />
  12. 12. Project Management office<br />PMO’s Authorities<br />Manage the independencies between the projects<br />Help to provide resources<br />Terminate Projects<br />Gather Lesson Learnt document to avail other projects<br />Provide Template and Guidance<br />Provide EMP Software<br />Involve heavily more on initiation than the other phases<br />
  13. 13. Objectives<br />Project Objectives<br />Contained in the Project Preliminary Scope Statement and Scope Statement.<br />Projects are considered complete when the objective is being met.<br />Considered terminating when it was not met the objectives.<br />PM’s role is to accomplish the project objectives<br />Management by Objective<br />Establish unambiguous & realistic objectives<br />Periodically evaluate if the objectives are being met<br />Implement Corrective Action<br />
  14. 14. Triple Constraint<br />TIME<br />COST<br />Risk<br />TIME<br />Quality<br />COST<br />Client Satisfaction<br />HR & procurement<br />Quality<br />SCOPE<br />New Triple Constraints<br />Old Triple Constraints<br />SCOPE<br />
  15. 15. OPM3<br />Organizational Project Management Maturity Model<br />Helps the organization to determine the level of maturity model in the project management<br />3 - Interlocking elements<br />KNOWLEDGE <br />ASSESSMENT<br />IMPROVEMENT<br />Definition<br /> “ Organizational project management focuses on <br /> the clear correlation between an organization’s <br /> capabilities in the management of projects, <br /> programs and portfolios and its effectiveness <br /> in implementing strategy, which directly impacts <br /> on financial results.<br /> The degree to which an organization practices this type of project management is <br /> referred to as its OPM3”<br />Elements of OPM3<br />
  16. 16. AOE-Area of expertise<br />A Project Manager can successfully manage a project irrespective of his technical knowledge<br />Effective Project Management requires that the project management team understand and use the knowledge and skill from 5 AOE.<br />PMBOK<br />PMBOK guide provides Project Life Cycle Definition, Project Management Process Groups(5) and Knowledge Areas(9)<br />Application Area Knowledge, Standards, and regulations<br />Application areas are, Functional department and supporting <br /> disciplines such as legal, production, inventory , marketing,<br /> logistics and personnel.<br />Technical Elements such as Software development or engineering<br /> or others(sanitation, water engineering…)<br />Management Elements such as agreements, policy, etc.<br />Industry Groups such as Automotive, chemical, financial, healthcare.<br />Understanding the project environment<br />Physical, Cultural , social, international, political environments<br />General management knowledge and skill<br />Financial, a/c, procurement, sales and marketing, logistics & supply chain, contracts…<br />Interpersonal skill<br />Effective communication, Influencing the organization, Leadership, motivation, <br /> Negotiation, conflict management, problem solving<br />Project Team’s AOE<br />
  17. 17. Project Life Cycle<br />Project Life Cycle defines<br />What Technical work to do in each phase<br />When the deliverables are to be generated in each phase<br />How each deliverable is reviewed, verified and validated<br />Who is involved in each phase<br />How to control and approve each phase<br />Characteristics<br />Phases are generally sequenced and defined in the form of <br />technical handoff<br />Cost and staffing level is low at the start and peak during the <br /> intermediate phase, and drop rapidly as the project draws <br /> to a conclusion<br />The ability of the stakeholders to influence the final characteristics<br /> and final cost of the project is highest at the start and progressively<br /> lower as project continues<br />Cost of changes and correcting errors generally increases as the <br /> project continues<br />
  18. 18. Project Life Cycle<br />Initial Phase<br />Intermediate Phase<br />Final Phase<br />High<br />Cost & Staffing level<br />Project time<br />Project Cost & Staffing Level<br />Stakeholder’s influence<br />Low<br />Project time<br />Stakeholder’s influence<br />Cost of changes<br />
  19. 19. Project Phases<br />Characteristics of Project phases are<br />Initial<br />Intermediate<br />Final<br />Idea<br />Input<br />Project Management Team<br />Phases<br />Intermediate<br />Charter<br />Project Management Outcome<br />Plan<br />Approval<br />Handover<br />Scope Statement<br />Baseline<br />Acceptance<br />Progress<br />Project Output<br />Product<br />
  20. 20. Project vs. Product Life Cycle<br />Upgrade<br />Product Life Cycles<br />Business Plan<br /> Product<br />Idea<br />Operation<br />Divestment<br />Intermediate<br />Project Life Cycles<br />Relationship between the Product and the Project Life Cycles<br />
  21. 21. Stakeholders<br />Key Stakeholders<br />Project Manager<br />Customer / User<br />Performing Organization<br />Project Team Members<br />Project Management Team<br />Sponsors<br />Influencers<br />PMO<br />Project <br />Sponsor<br />Project <br />Manager<br />Project Management <br />Team<br />Project Team<br />Project Stakeholders<br />
  22. 22. Organizational Influence<br />Organizational Systems<br />Organizational Cultures & Styles<br />Organizational Structure<br />Role of PMO in the Organizational Structure<br />Project Management System<br />
  23. 23. Thank You !!!<br />Muthu Swamy S<br /><br />