The document provides an overview of key project management concepts including the PMBOK Guide, projects, programs, portfolios, operations management, project life cycles, and the five process groups. It discusses the environment projects operate in, including organizational cultures and structures. It also covers the role of the project manager, their competencies, and interpersonal skills. Finally, it briefly introduces key project stakeholders.

1. SESSION 01: PROJECT MANAGEMENT
FRAMEWORK & PROCESSES AND DOMAINS
Giovanni Bambaren

2. PROJECT MANAGEMENT IS NOT NEW…

3. 1.1 PURPOSE OF
THE PMBOK
GUIDE
 This PMBOK Guide is different from a
methodology. A methodology is a system of
practices, techniques, procedures, and rules used
by those who work in a discipline. The PMBOK®
Guide is a foundation upon which organizations
can build methodologies, policies, procedures,
rules, tools and techniques, and life cycle phases
needed to practice project management.

4. 1.2 WHAT IS A PROJECT?
The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will
or cannot be met, or when the need for the project no longer exists.
The temporary nature of projects indicates that a project has a definite beginning and end.
A project is a temporary endeavor undertaken to create a unique product, service, or result.

5. 1.2.1 PROJECT
MANAGEMENT
 Project management is the application of
knowledge, skills, tools, and techniques to project
activities to meet the project requirements. Project
management is accomplished through the
appropriate application and integration of the 49
logically grouped project management processes,
which are categorized into 5 Process Groups.

6. 1.2.1 PROJECT
MANAGEMENT
These 5 Process Groups are:
 Initiating
 Planning
 Executing
 Monitoring and Controlling
 Closing.

7. 1.2.2
BUSINESS
VALUE
Business value is a concept that is unique to each
organization.
Business value is defined as the entire value of the business;
the total sum of all tangible and intangible elements.
Examples of tangible elements include monetary assets,
fixtures, stockholder equity, and utility.
Examples of intangible elements include good will, brand
recognition, public benefit, and trademarks.

8. 1.3. WHAT IS A
PROGRAM?
 A program is a group of related projects,
subsidiary programs, and program activities that
are managed in a coordinated manner to obtain
benefits not available from managing them
individually.

9. 1.3.1. PROGRAM
MANAGEMENT
1. Refers to the application of knowledge, skills,
and principles to a program to achieve the
program objectives and obtain benefits and
control not available by managing program
components individually.
2. Whereas Project Management addresses the
interdependencies within a project, Program
Management addresses the interdependencies
among its related projects and other program
components to adopt the best approach for
managing them.

10. 1.4. WHAT IS A
PORTFOLIO?
 A portfolio refers to projects, programs,
subsidiary portfolios, and operations
managed as a group to achieve strategic
objectives.
 Programs or projects of a portfolio may
not be interdependent or directly related.

11. 1.4.1 PORTFOLIO MANAGEMENT
 Portfolio Management refers to the centralized
management of one or more portfolios to achieve
strategic objectives.
 Portfolio components are grouped together for better
management and governance over work that aims to
meet organizational strategies and priorities (based
on risk, funding, and other factors).
 Portfolio management helps guide investment
decisions and provides the authority to make
decisions and provide the necessary resources to
meet those defined strategies.

12. 1.4.3 THE
RELATIONSHIPS
AMONG
PORTFOLIOS,
PROGRAMS, AND
PROJECTS

13. 1.5 OPERATIONS
MANAGEMENT
 Operations management involves the ongoing
production of goods and/or services. Although
management of ongoing operations is outside the
scope of project management, there are points
where operations and project management cross
during the project life cycle. For example:
 New product developments, upgrades, or
expansions;
 Improvements to operations or the product
development processes.
 At the end of the product life cycle; and
 At phase and project closure.

14. 1.5 OPERATIONS
MANAGEMENT
 Examples of operations

15. 1.6. FACTORS THAT LEAD THE CREATION OF
A PROJECT
MARKET DEMAND STRATEGIC
OPPORTUNITY/
BUSINESS NEED
SOCIAL NEED ENVIRONMENTAL
CONSIDERATION
CUSTOMER
REQUEST
TECHNOLOGICAL
ADVANCE
LEGAL
REQUIREMENT

16. 1.7 PROJECT LIFE
CYCLES
 A project life cycle refers to the series of phases
that a project goes through from its initiation
through to its closure. Project life cycles are either
predictive or adaptive and may be sequential,
iterative, or overlapping. Within the project life
cycle, there is typically a development life cycle
that consists of phases that encompass the
development of a product or service.

17. 1.7 PROJECT LIFE CYCLES
Project Phases

18. 1.7.1
PREDICTIVE
LIFE CYCLES

19. 1.7.2 ITERATIVE AND INCREMENTAL LIFE CYCLES

20. 1.7.3 ADAPTIVE LIFE CYCLES (AGILE)
3 weeks
3 weeks
3 weeks
3 weeks
3 weeks
3 weeks
3 weeks

21. 1.7.4
PROJECT LIFE
CYCLES
VARIABLES

22. 1.8 PROJECT
MANAGEMENT
PROCESS
GROUPS
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group

23. 1.8 PROJECT
MANAGEMENT
PROCESS
INTERACTIONS

24. 1.8.1 INITIATING
PROCESS
GROUP
 The Initiating Process Group consists of those
processes performed to define a new project or a
new phase of an existing project by obtaining
authorization to start the project or phase. Within
the Initiating processes, the initial scope is defined
and initial financial resources are committed.
Internal and external stakeholders who will interact
and influence the overall outcome of the project
are identified.
 The key purpose of this Process Group is to align
the stakeholders’ expectations with the project’s
purpose.

25. 1.8.2 PLANNING
PROCESS
GROUP
 The Planning Process Group consists of those
processes performed to establish the total scope
of the effort, define and refine the objectives, and
develop the course of action required to attain
those objectives. The Planning processes develop
the project management plan and the project
documents that will be used to carry out the
project.
 The key benefit of this Process Group is to
delineate the strategy and tactics as well as the
course of action or path to successfully complete
the project or phase.

26. 1.8.3 EXECUTING
PROCESS
GROUP
 The Executing Process Group consists of those
processes performed to complete the work
defined in the project management plan to satisfy
the project specifications. This Process Group
involves coordinating people and resources,
managing stakeholder expectations, as well as
integrating and performing the activities of the
project in accordance with the project
management plan.
 A large portion of the project’s budget will be
expended in performing the Executing Process
Group processes.

27. 1.8.4
MONITORING
AND
CONTROLLING
PROCESS
GROUP
 The Monitoring and Controlling Process Group
consists of those processes required to track,
review, and orchestrate the progress and
performance of the project; identify any areas in
which changes to the plan are required; and
initiate the corresponding changes.
 The key benefit of this Process Group is that
project performance is measured and analyzed at
regular intervals, appropriate events, or exception
conditions to identify variances from the project
management plan.

28. 1.8.4
MONITORING
AND
CONTROLLING
PROCESS
GROUP
 Controlling changes and recommending corrective
or preventive action in anticipation of possible
problems,
 Monitoring the ongoing project activities against
the project management plan and the project
performance measurement baseline, and
 Influencing the factors that could circumvent
integrated change control or configuration
management so only approved changes are
implemented.

29. 1.8.5 CLOSING
PROCESS
GROUP
 The Closing Process Group consists of those
processes performed to conclude all activities
across all Project Management Process Groups to
formally complete the project, phase, or
contractual obligations.
 This Process Group also formally establishes the
premature closure of the project. Prematurely
closed projects may include, for example: aborted
projects, cancelled projects, and projects having a
critical situation.

30. 1.8.5 CLOSING
PROCESS
GROUP
At project or phase closure, the following may occur:
 Obtain acceptance by the customer or sponsor to
formally close the project or phase,
 Conduct post-project or phase-end review,
 Record impacts of tailoring to any process,
 Document lessons learned,
 Apply appropriate updates to organizational
process assets,

31. 1.8.5 CLOSING
PROCESS
GROUP
 Archive all relevant project documents in the
project management information system (PMIS) to
be used as historical data,
 Close out all procurement activities ensuring
termination of all relevant agreements, and
 Perform team members’ assessments and release
project resources.

32. 1.9 ROLE OF THE
KNOWLEDGE
AREAS
 The 49 project management processes identified
in the PMBOK® Guide are further grouped into
ten separate Knowledge Areas. A Knowledge Area
represents a complete set of concepts, terms, and
activities that make up a professional field, project
management field, or area of specialization. These
ten Knowledge Areas are used on most projects
most of the time. Project teams should utilize
these ten Knowledge Areas and other Knowledge
Areas, as appropriate, for their specific project.

33. 1.9.1 ROLE OF
THE
KNOWLEDGE
AREAS
4.Project Integration Management
5. Project Scope Management
6. Project Schedule Management
7. Project Cost Management
8. Project Quality Management
9. Project Resource Management
10. Project Communications Management
11. Project Risk Management
12. Project Procurement Management
13. Project Stakeholder Management

34. 1.10 PROJECT
INFORMATION
Work performance data. The raw observations
and measurements identified during activities
performed to carry out the project work.
Work performance information. The performance
data collected from various controlling processes,
analyzed in context and integrated based on
relationships across areas.
Work performance reports. The physical or
electronic representation of work performance
information compiled in project documents,
intended to generate decisions or raise issues,
actions, or awareness.

35. 1.10 PROJECT
INFORMATION

36. 2.THE ENVIRONMENT
IN WHICH PROJECTS
OPERATE
Organizational Cultures and Styles
Organizational Communications
Organizational Structures
Organizational Process Assets
Enterprise Environmental Factors

37. 2.1
ORGANIZATIONAL
CULTURES AND
STYLES
Organizational culture is shaped by the common
experiences of members of the organization and
most organizations have developed unique cultures
over time by practice and common usage. Common
experiences include, but are not limited to:
 Shared vision, mission, values, beliefs, and
expectations;
 Regulations, policies, methods, and procedures;
 Motivation and reward systems;

38. 2.1
ORGANIZATIONAL
CULTURES AND
STYLES
 Risk tolerance;
 View of leadership, hierarchy, and authority
relationships;
 Code of conduct, work ethic, and work hours; and
 Operating environments.

39. 2.2 ORGANIZATIONAL
COMMUNICATIONS
Organizational communications capabilities have great influence on how projects are conducted. As a
consequence, project managers in distant locations are able to more effectively communicate with all
relevant stakeholders within the organizational structure to facilitate decision making.
Project management success in an organization is highly dependent on an effective organizational
communication style, especially in the face of globalization of the project management profession.

40. 2.2
ORGANIZATIONAL
COMMUNICATIONS
 Stakeholders and project team members can also
use electronic communications (including e-mail,
texting, instant messaging, social media, video and
web conferencing, and other forms of electronic
media) to communicate with the project manager
formally or informally.

41. 2.3 ORGANIZATIONAL STRUCTURES
 Organizational structure is an enterprise
environmental factor, which can affect the availability
of resources and influence how projects are
conducted. Organizational structures range from:
 Functional
 Projectized,
 Matrix structures

42. 2.3
ORGANIZATIONAL
STRUCTURES
Functional

43. 2.3 ORGANIZATIONAL STRUCTURES
 Matrix:
 Weak Matrix
 Balanced Matrix
 Strong Matrix

44. 2.3
ORGANIZATIONAL
STRUCTURES
Weak Matrix:

45. 2.3
ORGANIZATIONAL
STRUCTURES
Balanced Matrix:

46. 2.3
ORGANIZATIONAL
STRUCTURES
Strong Matrix:

47. 2.3
ORGANIZATIONAL
STRUCTURES
Projectized:

48. 2.3
ORGANIZATIONAL
STRUCTURES

49. 2.4 PROJECT
INFLUENCES

50. 2.4.1 ORGANIZATIONAL PROCESS
ASSETS (OPA)
Processes and Procedures
The organization’s processes and procedures for conducting
project work include, but are not limited to:
 Initiating and Planning: Guidelines, organizational standards
such as policies, product and project life cycles, and quality
policies and procedures, Templates.
 Executing, Monitoring and Controlling: Change control
procedures, Financial controls procedures, Risk control
procedures.

51. 2.4.1 ORGANIZATIONAL
PROCESS ASSETS (OPA)
Corporate/Organizational Knowledge Base
- Financial databases.
- Historical information and lessons learned
knowledge bases
- Issue and defect management databases
- Process measurement databases
- Project files from previous projects

52. 2.4.2 ENTERPRISE
ENVIRONMENTAL
FACTORS (EEF)
They refer to conditions, not under the control
the project team, that influence, constrain, or
direct the project.
They are considered inputs to most planning
processes, may enhance or constrain project
management options, and may have a positive
or negative influence on the outcome.

53. 2.4.2 ENTERPRISE
ENVIRONMENTAL
FACTORS (EEF)
Organizational culture, structure, and governance;
Geographic distribution of facilities and resources;
Government or industry standards (e.g., regulatory
agency regulations, codes of conduct, product
quality standards, and workmanship standards);
Infrastructure (e.g., existing facilities and capital
equipment);

54. 2.4.2 ENTERPRISE
ENVIRONMENTAL
FACTORS (EEF)
Existing human resources (e.g., skills, disciplines, and
knowledge, such as design, development, legal,
contracting, and purchasing);
Personnel administration (e.g., staffing and retention
guidelines, employee performance reviews and training
records, reward and overtime policy, and time tracking);
Company work authorization systems;
Marketplace conditions;

55. 2.4.2 ENTERPRISE
ENVIRONMENTAL
FACTORS (EEF)
Stakeholder risk tolerances;
Political climate;
Organization’s established communications channels;
Commercial databases (e.g., standardized cost estimating data, industry
study information, and risk databases); and
Project management information system (e.g., a scheduling software
tool, a configuration management system, or web interfaces to other
online automated systems).

56. 2.4.2 ENTERPRISE ENVIRONMENTAL
FACTORS

57. 2.5 PROJECT
MANAGEMENT
OFFICE
A project management office (PMO) is a
management structure that standardizes the project-
related governance processes and facilitates the
sharing of resources, methodologies, tools, and
techniques. The responsibilities of a PMO can range
from providing project management support
functions to actually being responsible for the direct
management of one or more projects.

58. 2.5 PROJECT
MANAGEMENT
OFFICE
There are several types of PMO structures in
organizations, each varying in the degree of control
and influence they have on projects within the
organization, such as:
 Supportive. Provide a consultative role to projects
by supplying templates, best practices, training,
access to information and lessons learned from
other projects. This type of PMO serves as a
project repository. The degree of control provided
by the PMO is low.

59. 2.5 PROJECT
MANAGEMENT
OFFICE
 Controlling. Controlling PMOs provide support
and require compliance through various means.
Compliance may involve adopting project
management frameworks or methodologies, using
specific templates, forms and tools, or
conformance to governance. The degree of
control provided by the PMO is moderate.
 Directive. Directive PMOs take control of the
projects by directly managing the projects. The
degree of control provided by the PMO is high.

60. 3 ROLE OF THE
PROJECT
MANAGER
3.1 Competencies of the Project Manager
 Knowledge—Refers to what the project manager
knows about project management.
 Performance—Refers to what the project manager
is able to do or accomplish while applying his or
her project management knowledge.
 Personal—Refers to how the project manager
behaves when performing the project or related
activity. Personal effectiveness encompasses
attitudes, core personality characteristics, and
leadership, which provides the ability to guide the
project team while achieving project objectives
and balancing the project constraints.

61. 3.2 ROLE OF THE PROJECT MANAGER
Interpersonal Skills
Leadership Political and Cultural
awareness
Team building Negotiation
Motivation Trust Building
Communication Conflict
Influencing Coaching
Decision Making

62. 3.4 PROJECT STAKEHOLDERS
Project Stakeholders
• Sponsor
• Customers and users
• Sellers
• Business partners
• Organizational groups
• Functional managers
• Other stakeholders

63. 3.4 PROJECT STAKEHOLDERS

64. 3.5 PROJECT TEAM
• Project management staff
• Project staff
• Supporting experts
• User or Customer Representatives
• Sellers
• Business partner members
• Business partners

65. 3.5 PROJECT
TEAM
3.5.1 Composition of Project Teams
 Dedicated. In a dedicated team, all or a majority of
the project team members are assigned to work
full-time on the project.
 Part-Time. Some projects are established as
temporary additional work, with the project
manager and team members working on the
project while remaining in their existing
organizations and continuing to carry out their
normal functions.

66. SUMMARY
1. Purpose of the PMBOK® Guide
2. What is a Project?
3. What is a Program?
4. What is a Portfolio?
5. Operation Management
6. Factors to consider for project creation
7. Project Life cycles
8. Process Groups
9. Knowledge Areas
10. The Environment in which projects operate
11. Role of the Project Manager

67. TIPS FOR THE PMP EXAM
Skip lengthy and
difficult questions,
especially at the
beginning of the
exam.
01
Mark doubtful
questions for
review in a second
or third pass
through the exam.
02
Respond to any
skipped questions
in the second pass
through the exam.
03
Respond to any
marked questions
after all skipped
questions have
been answered.
04

68. STRATEGIES
TO FOLLOW
Read each question carefully at least twice.
Pay close attention to tricky and absolute terms like “not
correct”, “except”, “all”, “always”, “none”, and “never” in the
questions as well as in the options.
Eliminate unsuitable options until the best response remaining.
Choose the most inclusive option when there is more than one
correct option.
Answer all the questions since there is no negative marking for
incorrect responses.