PMP® Exam PreparationB. M. Shahrier Majumder, PMP                 www.wizardea.com | contact@wizardea.com
Project Management Framework
Learning ObjectivesUpon completion of this topic you will learn about     Definition of project, project management, prog...
What is a ProjectCharacteristics of a Project   – Temporary, with defined start and end time   – Create unique products or...
Competing Project Constrains               www.wizardea.com | contact@wizardea.com   5
Project Management“The application of knowledge, skills, tools and techniques to complete the           project on time, o...
Program Management7    “A group of related projects    managed in a coordinated way to    obtain benefits and control not ...
Portfolio Management8    A portfolio refers to a collection of projects and programs and other work    that are grouped to...
Relationship among Project, Program and    Portfolio Management9                   www.wizardea.com | contact@wizardea.com...
Operation Management   Operations are an organizational function performing the ongoing   execution of activities that pro...
Project Management Office (PMO) A Project Management Office (PMO) is an organizational body or entity assigned various res...
Role of a Project Manager •   A project manager is a person assigned by the performing     organization to achieve the pro...
Characteristics of the Project LifecycleProject vary in size and complexity. No matter how large or small, simpleor comple...
Product Vs. Project Lifecycle                 www.wizardea.com | contact@wizardea.com   14
Project Management vs. Project Lifecycle •   Medium or •   Large Project •   Small Project                     www.wizarde...
Project Vs. Operational Work• Project and operations differ primarily in that operations are ongoing  and produce repetiti...
Stakeholders Stakeholders are persons or organizations, who are activelyinvolved in the project or whose interests may be ...
Organizational Structure18     • Functional Organization     • Projectized Organization     • Matrix Organization         ...
Functional Organization19     • Hierarchical     • Bureaucracy – Chain of       Command     • Each functional department  ...
Projectized Organization20     • Project Manager have ultimate       authority     • Supporting departments may       repo...
Matrix Organization • Takes advantage of strengths and weaknesses of both functional and   projectized organization • Empl...
Strong Matrix Organization22     • Tends towards Projectized       Organization     • Balance of power with Project       ...
Weak Matrix Organization23     • Tends toward Functional       organization     • Functional Managers have all       the p...
Balanced Matrix Organization24     • Power balanced between       Project Manager and       Functional Manager     • Staff...
Questions                       • <mail.shahrier@yahoo.com>                       • http://bd.linkedin.com/in/shahrier    ...
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PMP Exam Preparation: Project Management Framework

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PMP Exam Preparation: Project Management Framework

  1. 1. PMP® Exam PreparationB. M. Shahrier Majumder, PMP www.wizardea.com | contact@wizardea.com
  2. 2. Project Management Framework
  3. 3. Learning 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 structure www.wizardea.com | contact@wizardea.com 3
  4. 4. What 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 elaborated E.g. Develop an apartment building within 3 years, Launch a new banking product within 9 months, Develop 6 HR for cloud computing within 5 months, Marketing campaign for the Beauty Gel by December 2011. www.wizardea.com | contact@wizardea.com 4
  5. 5. Competing Project Constrains www.wizardea.com | contact@wizardea.com 5
  6. 6. Project Management“The application of knowledge, skills, tools and techniques to complete the project on time, on budget and to the specification.” 5 Process Groups of Project Management • Initiation • Planning • Execution • Monitoring & Control •Closing www.wizardea.com | contact@wizardea.com 6
  7. 7. Program Management7 “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects.” 7 www.wizardea.com | contact@wizardea.com
  8. 8. Portfolio Management8 A portfolio refers to a collection of projects and programs and other work that are grouped together to facilitate effective management of the work to meet strategic business objectives. Portfolio management refers to centralized management of one or more portfolios which includes identifying, prioritizing, authorizing, managing and controlling projects, programs and other related work, to achieve specific strategic business objectives. E.g. A software development firm has strategic objective to “maximize ROI” may put together a portfolio that includes a mix of projects in ERP, Banking and COTS projects. From this mix the firm may choose to manage related projects as one program. www.wizardea.com | contact@wizardea.com 8
  9. 9. Relationship among Project, Program and Portfolio Management9 www.wizardea.com | contact@wizardea.com 9
  10. 10. Operation Management Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide arepetitive services. Operation requires business process management or operations management. E.g. Accounts management, Personnel management, Inventory management, Marketing Management etc. www.wizardea.com | contact@wizardea.com 10
  11. 11. Project Management Office (PMO) A Project Management Office (PMO) is an organizational body or entity assigned various responsibilities related to the centralized coordinated management of those projects under its domain. The primary function of PMO may include, but are not limited to • Managing shared resources across all projects administrated by the PMO; • Identifying and developing project management methodology, best practices and standards; • Coaching, mentoring, training and oversight; • Developing and managing organizational process assets; • Monitoring project compliance with organizational process assets via project audits; • Coordinating communication across projects. www.wizardea.com | contact@wizardea.com 11
  12. 12. Role of a Project Manager • A project manager is a person assigned by the performing organization to achieve the project objectives. • Depending on the organizational structure a project manager may report to the functional manager / portfolio manager / program manager. Effective project management requires that project manager processes the following characteristics: •Knowledge. This refers to what the project manager knows about project management. •Performance. This refers to what the project manager is able to do or accomplish while applying their project management knowledge. • Personal. This refer to how the project manager behaves when performing the project or related activity. www.wizardea.com | contact@wizardea.com 12
  13. 13. Characteristics 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 project www.wizardea.com | contact@wizardea.com 13
  14. 14. Product Vs. Project Lifecycle www.wizardea.com | contact@wizardea.com 14
  15. 15. Project Management vs. Project Lifecycle • Medium or • Large Project • Small Project www.wizardea.com | contact@wizardea.com 15
  16. 16. Project Vs. Operational Work• Project and operations differ primarily in that operations are ongoing and produce repetitive products, services, or results. Projects are temporally and end. Conversely, operations work is ongoing and sustain the organization over time.• Organization perform work to achieve a set of objectives. In many organizations the work performed can be categorized as either project or operations work. These two type of work share a number of 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. www.wizardea.com | contact@wizardea.com 16
  17. 17. Stakeholders Stakeholders are persons or organizations, who are activelyinvolved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. www.wizardea.com | contact@wizardea.com 17
  18. 18. Organizational Structure18 • Functional Organization • Projectized Organization • Matrix Organization – Strong – Weak – Balanced 18 www.wizardea.com | contact@wizardea.com
  19. 19. Functional Organization19 • Hierarchical • Bureaucracy – Chain of Command • Each functional department managed independently • Projects generally within dept • HOD is PM • Cross-Functional projects – Team members loyal to Functional Managers 19 www.wizardea.com | contact@wizardea.com
  20. 20. Projectized Organization20 • Project Manager have ultimate authority • Supporting departments may report directly to PM • Teams can be collocated, i.e. team members physically work in the same location • Team members report to PM • Resource utilization may be low • Fear of being out of work after project completion 20 www.wizardea.com | contact@wizardea.com
  21. 21. Matrix Organization • Takes advantage of strengths and weaknesses of both functional and projectized 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 Project Manager • Balance of power between Project and Functional Managers www.wizardea.com | contact@wizardea.com 21
  22. 22. Strong Matrix Organization22 • Tends towards Projectized Organization • Balance of power with Project Manager • PM can force Functional Managers for resources www.wizardea.com | contact@wizardea.com
  23. 23. Weak Matrix Organization23 • Tends toward Functional organization • Functional Managers have all the power • PMs are project coordinators • PMs have little or no authority • Functional Managers assign work • PM expedites the project 23 www.wizardea.com | contact@wizardea.com
  24. 24. Balanced Matrix Organization24 • Power balanced between Project Manager and Functional Manager • Staff are assigned based on project needs 24 www.wizardea.com | contact@wizardea.com
  25. 25. Questions • <mail.shahrier@yahoo.com> • http://bd.linkedin.com/in/shahrier www.wizardea.com | contact@wizardea.com 25

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