01 project management framework


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01 project management framework

  1. 1. Project Management FrameworkWaleed El-Naggar, MBA, PMP Company LOGO
  2. 2. Agenda 1. Introduction to Project Management 2. Organizational Structures 3. Project Lifecycle Definition 4. Project Management Processes 5. PMP Certificate5/5/2009 Compiled by: Waleed El-Naggar 2
  3. 3. What Is a Project? A temporary endeavor undertaken to create a unique product or service Temporary endeavor • Every project has a definite beginning and a definite end • Does not mean short duration Undertaken to create a unique product, service or result • A product or artifact that is produced, is quantifiable, and can be either an end item in itself or a component item • A capability to perform a service, such as business functions supporting production or distribution • A result, such as outcomes or documents5/5/2009 Compiled by: Waleed El-Naggar 3
  4. 4. Project, Portfolio and Program5/5/2009 Compiled by: Waleed El-Naggar 4
  5. 5. Subproject A manageable component of a project May be performed by a separate organization Could be a project phase Subprojects are typically referred to as projects and managed as such5/5/2009 Compiled by: Waleed El-Naggar 5
  6. 6. What Is Project Management? Application of knowledge, skills, tools, & techniques to project activities to meet project requirements Project manager must balance the competing project constrains which are: • Scope • Quality • Schedule • Budget • Resources • Risk5/5/2009 Compiled by: Waleed El-Naggar 6
  7. 7. Project Management vs. Operation Operations are an organizational function performing an ongoing execution of activities. Examples: Production, manufacturing, and accounting operations. Projects help achieve the organizational goals when they are aligned with the organization’s strategy. Projects require project management while operations require business process management (BPM) or operations management.5/5/2009 Compiled by: Waleed El-Naggar 7
  8. 8. Project Phases & the Project Life Cycle A project can be divided up into phases The completion of a phase is marked by a deliverable Collectively the project phases make up the project life cycle Intermediate PhaseCost andStaffing Level Final Phase Initial Phase Start Time5/5/2009 Compiled by: Waleed El-Naggar 8
  9. 9. Cost & Staffing levels across the project life cycle5/5/2009 Compiled by: Waleed El-Naggar 9
  10. 10. Stakeholders InfluenceStakeholders are individuals or organizations that areactively involved in the project, or whose interests may beaffected as a result of project execution or projectcompletion High Influence of stakeholders Cost of changes Low Start Finish Project Time5/5/2009 Compiled by: Waleed El-Naggar 10
  11. 11. Standard vs. Regulation A Standard is :  A document approved by a recognized body providing a set of rules to achieve an optimum degree of order in a given context.  There is no penalty for non-compliance. A regulation is:  A requirement which specifies the characteristics of a product/service .  Compliance is mandatory.5/5/2009 Compiled by: Waleed El-Naggar 11
  12. 12. Project Stakeholders Individuals and organizations who are actively involved in the project and whose interests may be positively or negatively affected by the project success or failureKey Stakeholders Project manager Manages the project Customer Uses the product or service Performing organization Enterprise that does the project work Sponsor Provides financial resources5/5/2009 Compiled by: Waleed El-Naggar 12
  13. 13. Project Stakeholders5/5/2009 Compiled by: Waleed El-Naggar 13
  14. 14. Project PhasesDivides the project into phases that provide better management control and the appropriate links to the ongoing operations of the organizationProject Governance Across the Life CyclePhase-to-Phase Relationship5/5/2009 Compiled by: Waleed El-Naggar 14
  15. 15. Project Groups & Phases5/5/2009 Compiled by: Waleed El-Naggar 15
  16. 16. Project Management Skills General Management knowledge and skills: Planning, organizing, staffing, executing and controlling. Interpersonal skills:  Effective Communication.  Influencing the organization: “getting things done”  Leadership: Vision – strategy -Direction.  Motivating people: Energizing people.  Negotiation and conflict management.  Problem solving: Problem definition, alternatives identification and decision making.5/5/2009 Compiled by: Waleed El-Naggar 16
  17. 17. Project Management Office (PMO) An organizational unit to centralize and coordinate the management of projects under its domain. Involved in the selection, management, redeployment of shared project personnel. Provides dedicated training for project managers. Provides enterprise- wide project management software. Centrally monitors all PMO timelines and budgets. Coordinates overall project quality standards.5/5/2009 Compiled by: Waleed El-Naggar 17
  18. 18. What Is a Deliverable?A tangible, verifiable product, result or capability to perform a service that must be produced to complete a process, phase, or project.A deliverable often marks the end of a phase of the projectPhase end = Phase exit, stage gates, or kill points5/5/2009 Compiled by: Waleed El-Naggar 18
  19. 19. Organizational Structures Functional Projectized Weak Matrix Balanced Matrix Strong Matrix5/5/2009 Compiled by: Waleed El-Naggar 19
  20. 20. Functional Organization Project Chief Coordination Executive Functional Functional Functional Manager Manager Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff5/5/2009 Compiled by: Waleed El-Naggar 20
  21. 21. Projectized Organization Chief Executive Project Project Project Manager Manager Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff5/5/2009 Compiled by: Waleed El-Naggar 21
  22. 22. Weak Matrix Organization Chief Executive Functional Functional Functional Manager Manager Manager Staff Staff Staff Project Staff Staff Staff Coordination Staff Staff Staff5/5/2009 Compiled by: Waleed El-Naggar 22
  23. 23. Balanced Matrix Organization Chief Executive Functional Functional Functional Manager Manager Manager Staff Staff Staff Staff Staff Staff Manager Staff Staff5/5/2009 Compiled by: Waleed El-Naggar 23
  24. 24. Strong Matrix Organization Chief Executive Functional Functional Functional Manager of Project Manager Manager Manager Managers Staff Staff Staff Project Manager Staff Staff Staff Project Manager Staff Staff Staff Project Manager5/5/2009 Compiled by: Waleed El-Naggar 24
  25. 25. Organizational Structure Influences Organization Matrix Type Functional ProjectizedProjectCharacteristics Weak Matrix Balanced Matrix Strong MatrixProject Managers High to Almost Little or None Limited Low to Moderate Moderate to HighAuthority Total High to AlmostResource Availability Little or None Limited Low to Moderate Moderate to High TotalWho controls the project Functional Functional Mixed Project Manager Project Managerbudget Manager ManagerProject Managers Role Part-time Part-time Full-time Full-time Full-timeProject Management Part-time Part-time Part-time Full-time Full-timeAdministrative Staff5/5/2009 Compiled by: Waleed El-Naggar 25
  26. 26. Advantages/Disadvantages of OrganizationsI. Functional OrganizationGrouped by areas of specialization/ functions.Power is with the functional leader. Advantages: Access to specialists; members reporting to only one supervisor, clearly defined career paths Disadvantages: less focus on project deliverables, no career path on Project Management, PM has no authority5/5/2009 Compiled by: Waleed El-Naggar 26
  27. 27. Advantages/Disadvantages of OrganizationsII. Projectized OrganizationOrganization is by projects. Personnel report toPM/has total power. Advantages: Efficient project organization - Loyalty to the project - effective communications. Disadvantages: No “home” after the project is completed - duplication of facilities.5/5/2009 Compiled by: Waleed El-Naggar 27
  28. 28. Advantages/Disadvantages of OrganizationsIII. Matrix OrganizationPower varies between Project & Functional managersaccording to its type (strong, balanced or weak) Advantages:  Maximum utilization of scarce resources  Efficient horizontal and vertical dissemination of information  Retention of home after project closure. Disadvantages:  Different priorities between PM & FM (Conflicts)  Dual reporting  Complex to monitor and control  Duplication of effort5/5/2009 Compiled by: Waleed El-Naggar 28
  29. 29. Balance of Power in an Organization Project Influence in Decision Making Functional Influence in Decision Making Pure Weak Balanced Strong PureFunctional Matrix Matrix Matrix Projectized5/5/2009 Compiled by: Waleed El-Naggar 29
  30. 30. QuizWhat type of organization is BEST formanaging complex projects involving crossdisciplinary efforts? A. Projectized B. Functional C. Line D. Matrix The answer is: D5/5/2009 Compiled by: Waleed El-Naggar 30
  31. 31. Types of Life Cycles Product Life Cycle  A Project is undertaken to present only one aspect of the Product life cycle.  The product life cycle may be composed of several projects. Project Management Life Cycle vs. Project Life Cycle:  Project life cycle is customizable for each project; example; e.g. Plan – design – implement – test: in IT projects.  Each step of the Project Life Cycle may contain the whole project management life cycle.5/5/2009 Compiled by: Waleed El-Naggar 31
  32. 32. Project Management Process Groups Monitoring & Controlling Processes Planning Processes Initiating Closing Processes Processes Executing Processes5/5/2009 Compiled by: Waleed El-Naggar 32
  33. 33. Project Management Process Groups Initiating Process Group  Defines and authorizes the project or a project phase Planning Process Group  Defines and refines objectives, and plans the course of action required to attain the objectives and scope that the project was undertaken to address Executing Process Group  Integrates people and other resources to carry out the project management plan for the project Monitoring and Controlling Process Group  Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives Closing Process Group  Formalizes acceptance of the product, services or result and brings the project or a project phase to an orderly end5/5/2009 Compiled by: Waleed El-Naggar 33
  34. 34. Project Process Group Overlaps5/5/2009 Compiled by: Waleed El-Naggar 34
  35. 35. Project Management Process Groups and Knowledge Areas Mapping5/5/2009 Compiled by: Waleed El-Naggar 35
  36. 36. QuizThe project life cycle is comprised of whichof the following? A. Phases B. Milestones C. Estimates D. Activities The answer is: A5/5/2009 Compiled by: Waleed El-Naggar 36
  37. 37. QuizOf the following, which is the logical order of the projectmanagement processes? A. Initiating, planning, controlling, executing, closing B. Planning, initiating, controlling, executing, closing C. Initiating, planning, executing, controlling, closing D. Planning, initiating, executing, closing The answer is: C5/5/2009 Compiled by: Waleed El-Naggar 37
  38. 38. Project Management InstituteFounded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide.200,000 members representing 125 countriesEstablishes project management standards, provide seminars, educational programs and professional certification.http://www.pmi.org5/5/2009 Compiled by: Waleed El-Naggar 38
  39. 39. Project Management Professional (PMP) The PMP certification is the most widely recognized and respected certification in the field of project management. The purpose and goal of this certification program is the development, maintenance, evaluation, promotion, and administration of a rigorous, examination-based, professional certification program of the highest caliber. Worldwide there are over 50,000 PMPs who provide project management services in 26 countries.5/5/2009 Compiled by: Waleed El-Naggar 39
  40. 40. Certification Test Eligibility Requirements Category 1 Category 2• Baccalaureate/equivalent degree • High School diploma/equivalent degree• Minimum of 4,500 hours of project • Minimum of 7,500 hours of project management experience within the five management experience within the five process groups (Initiation, Planning, process groups (Initiation, Planning, Execution, Control, Closing) Execution, Control, Closing)• 3 years of project management • 5 years of project management experience within the last 6 years (36 experience within the last 8 years (60 months of non-overlapping months of months of non-overlapping months of PM experience). PM experience).• 35 contact hours of project management • 35 contact hours of project management education. education.5/5/2009 Compiled by: Waleed El-Naggar 40
  41. 41. After Passing ExaminationEach PMP must satisfy the PMI ContinuingCertification Requirements Program (formerlycalled Professional Development Program) inorder to maintain the PMP certification.  Attain no less than 60 Professional Development Units (PDUs) within a three-year cycle.  Agree to continue to adhere to PMI’s Professional Code of Conduct.5/5/2009 Compiled by: Waleed El-Naggar 41
  42. 42. PMP Areas Scope Management 14% Time Management 7% Cost Management 7% Quality Management 8% Procurement Management 7% Risk Management 7% HR Management 12% Communications Management 12% Integration Management 12% Professional Responsibility 14%5/5/2009 Compiled by: Waleed El-Naggar 42
  43. 43. PMP ResourcesProject Management Body of Knowledge (PMBOK) Guide, 4th EditionPMP Exam Prep, 5th Edition by Rita MulcahyProject Management Professional Study Guide, 5th Edition, Kim Heldman5/5/2009 Compiled by: Waleed El-Naggar 43
  44. 44. Thank You5/5/2009 Compiled by: Waleed El-Naggar 44