Framework for Project Management This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management 1 Framework for Project Management Project Management as a profession The Project Management Institute (PMI) Project Management Knowledge Areas Project Management Certifications Scrum development The Project Management Office This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Management as a Profession Body of knowledge Standards Professional organizations Currently, anyone can call him or herself a project manager Unresolved issue: to what extent can an expert PM move from one industry to another? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Management Standards Standards organizations PMI Project Management Institute: http://www.pmi.org/ CAPM, PMP and other professional standards IPMA International Project Management Association: http://ipma.ch/ Several certifications This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Management Institute (PMI) Established in 1969 Certifications: most popular is PMP Also offer CAPM, for novice PMs, and several specialized certifications Currently over 590,000 PMPs in the world Have published the Project Management Body of Knowledge or PMBOK, now in its 5th edition. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Management Professional (PMP) Requirements: 5 years of project management experience pass a rigorous exam maintain ongoing professional development Currently over 590,000 PMPs in the world The CAPM or Certified Associate in Project Management only requires an exam and is considered to be a step along the way to a PMP This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management PMBOK Knowledge Areas Managing Integration Managing Scope Managing Time/Schedule Managing Costs Managing Quality Managing Human Resources . . . continued on next slide This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management PMBOK Knowledge Areas (continued) Managing Communication Managing Risks Managing Procurement Managing Stakeholders This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Integration Very active during the startup Coordinates all activities in all other knowledge areas This wo ...

1. Framework for Project Management
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
1
Framework for Project Management
Project Management as a profession
The Project Management Institute (PMI)
Project Management Knowledge Areas
Project Management Certifications
Scrum development
The Project Management Office
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management as a Profession
Body of knowledge
Standards
Professional organizations
Currently, anyone can call him or herself a project manager
Unresolved issue: to what extent can an expert PM move from
one industry to another?
This work is licensed under a

2. Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management Standards
Standards organizations
PMI
Project Management Institute: http://www.pmi.org/
CAPM, PMP and other professional standards
IPMA
International Project Management Association: http://ipma.ch/
Several certifications
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management Institute (PMI)
Established in 1969
Certifications: most popular is PMP
Also offer CAPM, for novice PMs, and several specialized
certifications
Currently over 590,000 PMPs in the world
Have published the Project Management Body of Knowledge or
PMBOK, now in its 5th edition.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management Professional (PMP)

3. Requirements:
5 years of project management experience
pass a rigorous exam
maintain ongoing professional development
Currently over 590,000 PMPs in the world
The CAPM or Certified Associate in Project Management only
requires an exam and is considered to be a step along the way to
a PMP
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas
Managing Integration
Managing Scope
Managing Time/Schedule
Managing Costs
Managing Quality
Managing Human Resources
. . . continued on next slide
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Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas (continued)
Managing Communication
Managing Risks
Managing Procurement
Managing Stakeholders

4. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Integration
Very active during the startup
Coordinates all activities in all other knowledge areas
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Scope
Scope generally defines what the project is all about
Forms the basis of agreement between the project SPONSOR
and the project team
Changes in the scope may be proposed at any time during a
project, but should follow a clearly defined approval process
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Project Management
Chapter 4: Framework for Project Management
Scope Statement
Description of the scope
Acceptance criteria
Deliverables
Exclusions
Constraints
Assumptions

5. This work is licensed under a
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Project Management
Chapter 4: Framework for Project Management
Scope and the WBS
A Work breakdown structure or WBS is the breakdown of the
deliverables into manageable units of work.
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Project Management
Chapter 4: Framework for Project Management
Schedule and Time Management
Based on the units of work defined by the WBS
Resources required are identified
Time durations are estimated
Dependencies are identified (such as, what task must be
completed before another task can begin)
And a schedule can be created
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Project Management
Chapter 4: Framework for Project Management
Schedule and Time Management
Several methods are available—details in a later chapter
Software is frequently used to assist with managing the time
schedule
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Project Management
Chapter 4: Framework for Project Management

6. Project Costs
Develop a budget
Several methods can be used to estimate
Plan for the cash flow
Track the expenditures
Explain deviations and make adjustments where required
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Project Management
Chapter 4: Framework for Project Management
Project Quality
Quality plan defines
The quality standards
The methods that will be used to achieve the standards
The methods that will be used to measure the standards
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Project Management
Chapter 4: Framework for Project Management
Human Resources
Identification of HR requirements
Selection of project team
Development of project team
Motivation and management of the project team
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Project Management
Chapter 4: Framework for Project Management
Communication

7. Communication includes within the team and with others
outside the team
The project should have a communication plan
Who needs to be communicated with
What methods will be used
What frequency
Who within the project will be responsible
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Project Management
Chapter 4: Framework for Project Management
Risk
Risk represents the likelihood of the occurrence of an event that
will negatively or positively impact the achievement of the
project goals
Processes:
Identify risks
Analyze risks
Manage risks
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Project Management
Chapter 4: Framework for Project Management
Procurement
Contracting to obtain supplies or services required to carry out
the project
May be extremely complex
Time schedules can be crucial
On complex projects, almost always involves additional experts
such as lawyers
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8. Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Stakeholder Management
Stakeholders are people or organizations who either will be
impacted by the project or who can impact the project.
Always include: project sponsor, project team
May include: customers, suppliers, vendors, the public, l and
owners, voters, other departments within the organization,
government, etc.
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Project Management
Chapter 4: Framework for Project Management
Stakeholder Management
Major tool is the stakeholder register
Lists stakeholder, role, all communications
Updated regularly throughout the project
New stakeholders can appear at any time
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Project Management
Chapter 4: Framework for Project Management
PMI Process Groups
Project Initiating
Project Planning
Project Executing
Project Monitoring and Controlling
Project Closing
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9. Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Knowledge Areas (PMBOK 5)
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Project Management
Chapter 4: Framework for Project Management
Knowledge Areas (PMBOK 5)
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
Known as an Agile method
Used when requirements are difficult to define or subject to
rapid change
Iterative approach
Uses sprints or 2 to 4 week cycles
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
Roles

10. Product owner
Scrum Master
Development Team
May include specialist roles such as developer, subject matter
expert
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
Priorities: stories are either on the:
Front burner (currently working on)
Back burner (next up)
Fridge (for later)
Priorities are revisited before each new sprint
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
Daily stand-up meeting (short meeting with fixed agenda)
What was done yesterday
What will be done today
Are there any problems the scrum master must address, such as
resource issues out of the control of the team
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Project Management
Chapter 4: Framework for Project Management

11. Scrum Development Caveats
Requires committed, mature developers
Major work must still be done up front
Needs commitment and involvement of Product Owner
Best for products that require frequent updates
Not so good for large, totally new products that will not allow
frequent updates after release
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Project Management
Chapter 4: Framework for Project Management
The Project Management Office (PMO)
Medium and large organizations
Typical objectives
Align projects with organizational objectives
Set standards for projects
Provide resources to project managers
Provide training and mentorship
Provide facilitation
Stay abreast of best practices in Project Management
Repository for project reports and lessons learned
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Project Management
Chapter 4: Framework for Project Management
Framework for Project Management
Project management as a profession
The Project Management Institute
Project Management Certifications: PMP, CAPM
PMBOK overview: ten knowledge areas; five process groups
Scrum methodology
The Project Management Office

12. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Questions?
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Project Management
Chapter 4: Framework for Project Management
33
Project Stakeholder Management
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Project Management
Chapter 5: Project Stakeholder Management
1
Outline
Definition of stakeholder
Typical stakeholders
Stakeholder management
Stakeholder Analysis
The stakeholder register

13. This work is licensed under a
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Project Management
Chapter 5: Project Stakeholder Management
Stakeholder definition
People, groups or organizations that could impact or be
impacted by the project
Source: PMBOK Guide, Fifth Edition, Page 391.
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 5: Project Stakeholder Management
Stakeholder management
Identify stakeholders, analyze stakeholder expectations and
their impact on the project, and develop appropriate
management strategies for effectively involving stakeholders in
project decisions and execution.
Source: PMBOK Guide, Fifth Edition, Page 391.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 5: Project Stakeholder Management
The stakeholder register
Used throughout the project
A table used to manage interactions with the stakeholders
Lists all stakeholders and stakeholder groups
Information added and updated throughout the phases of the
project:
Interests, involvement, interdependencies, influence on project
success
All interactions with each stakeholder or group, whether

14. planned or not, whether initiated by the project or by the
stakeholder
Who on the project team is responsible
Closely related to the project communication plan
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Project Management
Chapter 5: Project Stakeholder Management
Project Initiation: Identify Stakeholders
Top Management
Your Manager
Peers
Resource Managers
Internal Customers
External Customers
Government
Contractors, Subcontractors, Suppliers
Others (the public, landowners, interest groups, business
competitors)
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Project Management
Chapter 5: Project Stakeholder Management
Stakeholder Analysis
Who are they?
What are their interests?
Will their interest level vary throughout the project?
Can coalitions be built?
The power/interest grid
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15. Project Management
Chapter 5: Project Stakeholder Management
Project sponsor
The person or group responsible for enabling success.
May be inside but is usually outside the project.
Signs off that the project is complete—the one the PM has to
satisfy.
The person responsible for escalating issues that are beyond the
control of the PM.
Significant role in developing the initial charter and project
plan.
Source: PMBOK Guide, Fifth Edition, Page 32.
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Project Management
Chapter 5: Project Stakeholder Management
Politics of Projects
The environment
The goals of each stakeholder or group
Goals that are openly stated or clear
Hidden agendas?
Power
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Project Management
Chapter 5: Project Stakeholder Management
Cultural influences
Groups and individuals may differ with regard to:
Communications

16. Negotiations
Decision-making
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Project Management
Chapter 5: Project Stakeholder Management
Relationship building
Analyze stakeholders
Assess influence
Understand expectations
Define success
Keep stakeholders involved
Keep stakeholders informed
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Project Management
Chapter 5: Project Stakeholder Management
Build respect
Be honest
Take ownership
Be predictable and reliable
Stand by decisions
Take accountability for mistakes
Supportive stakeholders are essential
to project success!
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Project Management
Chapter 5: Project Stakeholder Management

17. Stakeholder management tools
Power/interest matrix
Cooperation-Threat matrix
Stakeholder analysis template
Stakeholder Register
Communication Plan
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Project Management
Chapter 5: Project Stakeholder Management
The power/interest gridKeep SatisfiedManage
CloselyMonitorKeep Informed
Power
Low
Interest
High
High
Low
Source: PMBOK Guide, Fifth Edition, Page 32.
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Project Management
Chapter 5: Project Stakeholder Management
Cooperation-Threat Matrix
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Project Management
Chapter 5: Project Stakeholder Management

18. Engagement levels
May classify in more detail than in Initiation phase:
Unaware
Resistant
Neutral
Supportive
Leading
For each stakeholder or group. Consider potential movement
from one level to another throughout the project.
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Project Management
Chapter 5: Project Stakeholder Management
Stakeholder management plan
A component of the Project Management Plan
Desired and current engagement levels with stakeholders
Scope and impact of project on stakeholders
Interrelationships between stakeholders
Stakeholder communication requirements and plan
Time frame, frequency, format and content of planned
communications to stakeholders
Method for updating the stakeholder management plan
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Project Management
Chapter 5: Project Stakeholder Management
Manage Stakeholder Engagement
Communicating and working with stakeholders to meet their
needs and expectations
To increase support and reduce resistance from stakeholders
Increase the probability of project success

19. This work is licensed under a
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Project Management
Chapter 5: Project Stakeholder Management
Stakeholder Management Summary
Stakeholders are people, groups or organizations that could
impact or be impacted by the project
Managing stakeholders is a key success factor for projects
Analyze stakeholder interests and level of influence
Build coalitions
Communicate with Stakeholders
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Project Management
Chapter 5: Project Stakeholder Management
Questions?
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Project Management
Chapter 5: Project Stakeholder Management
20
Culture and Project Management
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Project Management

20. Chapter 6: Culture and Project Management
1
Culture and Project Management
Definition of Organizational Culture
Project Manager’s Checklist
Team Challenges
Dealing with conflict
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Project Management
Chapter 6: Culture and Project Management
Organizational Culture
Shared beliefs, attitudes, values
Behaviors that arise from the beliefs, attitudes and values
May be obvious or subtle
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Project Management
Chapter 6: Culture and Project Management
Project Manager’s Checklist
Decision-making—who makes the decision and what processes
are followed
Communication
Formality
Medium
Complexity
Vocabulary and format— “Image”

21. This work is licensed under a
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Project Management
Chapter 6: Culture and Project Management
Team Challenges
Individual identity
Verbal and emotional expressiveness
Relationship expectations
Style of communication
Language
Personal priorities, values and beliefs
Time orientation
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Project Management
Chapter 6: Culture and Project Management
Dealing with Conflict
Conflict is not a bad thing
Problem-solving is a key activity for successful teams
Understanding your own preferred approach and those of your
team helps in productive conflict resolution
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Project Management
Chapter 6: Culture and Project Management
Five basic approaches to conflict resolution
Avoidance
Accommodation
Competition
Compromise

22. Collaboration
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Project Management
Chapter 6: Culture and Project Management
Culture and Project Management
Organizational Culture means shared beliefs, attitudes and
values, along with related behaviors
Project Managers need to be aware of cultural issues
Team Members can also face challenges in cross-cultural
relationships
Effectively dealing with conflict is a success factor for
projects—every project team must resolve differences and make
decisions
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Project Management
Chapter 6: Culture and Project Management
Questions?
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Project Management
Chapter 6: Culture and Project Management
9