The document provides an introduction to key concepts in project management including: - Defining a project, project management, and the differences between projects, programs and portfolios. - Describing the purpose and types of Project Management Offices (PMOs) and their degree of control. - Explaining the importance of identifying and managing stakeholders, their needs and expectations to balance competing demands around quality, scope, time and cost. - Detailing what should be included in a comprehensive project management plan such as objectives, activities, schedule, resources and risks. - Identifying factors that contribute to project success including executive support, user involvement, clear requirements and reliable estimates.

1. Introduction to Project Management

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3. 3Objectives
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To set goals and expectations
To reduce project complexity and risks
To manage resources efficiently
To communicate with all stakeholders
To ensure business value and benefits are
achieved

4. 4Project Management
What is a Project?
A temporary endeavor undertaken to produce an output such as product, service,
improvement or result. It has a defined timeline with a beginning and end until the
project is either completed or terminated.
What is Project Management?
An application of knowledge, process, skills, tools and techniques to meet the project
requirements by utilizing the 47 project management processes. The processes are
grouped into 5 main process groups: Initiating, Planning, Executing, Monitoring
& Controlling, and Closing.

5. 5Project, Program, Portfolio
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What is Portfolio, Program, Project?
A portfolio is a collection of projects, programs and sub-portfolios.
A program is a group of projects and sub-programs.
A project is a temporary effort to deliver something.
Portfolio
Program
Project
Project

6. 6Project Management Office
What is a PMO?
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. There are 3 types of PMO structures, each different in degree of control
and influence on the projects.
Supportive – Function as a project repository, supportive PMOs provide templates, best
practices, training and access to information.
The PMO’s degree of control is low.
Controlling – Controlling PMOs require compliance through adopting frameworks or
methodologies, using specific tools and templates, or conformance to governance. The PMO’s
degree of control is moderate.
Directive – Projects are managed directly controlled by the PMOs in delivering results. The
PMO’s degree of control is high.
PMO

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Progressive Benefits :
 Predictable, Reusable PM Tools & Techniques
 Staff Professionalism in Project Management
 Culture Shift to Project Management
 Organizational Improvement
 Productive Project Teams
 Profitability Improvement
 Global Recognition
Source: The Project Office by Block & Frame
Project Management Office

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• Will be a Portfolio Office
• Will think and speak in the language of “Money”
• Will be consultative and analytical
• Will understand Value and how the business can generate it
• Can judge when an investment is going south before it’s too late and is not afraid of
confrontation
• Understands that projects/programs and products are complex adaptive systems and
that uncertainty and possible failure are a normal part of the equation
• Is regarded as a trusted advisor and honest broker by everyone involved.
PMO of the Future

9. 9Business Value
What is Business Value?
Tangible and intangible benefits to the organization. Business value scope can be short, medium or long term.
Organizations invest in projects, programs and portfolios to obtain greater business value.

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• Type 1 or project success:
The project is completed on-time and on-budget, with all features and
functions as initially specified.
• Type 2 or project challenged:
The project is completed and operational but over-budget, over the time
estimate and offers fewer features and functions than originally
specified.
• Type 3 or project impaired:
The project is canceled at some point during the development cycle.
Need for Project Management

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"Project stakeholders are individuals and organizations who are
actively involved in the project, or whose interests may be
positively or negatively affected as a result of project execution or
successful project completion."
Key stakeholders on every project include:
• Sponsor. A sponsor is the person or group who provides resources and support for the project and is accountable for enabling success. The sponsor may be external
or internal to the project manager’s organization. From initial conception through project closure, the sponsor promotes the project. This includes serving as
spokesperson to higher levels of management to gather support throughout the organization and promoting the benefits the project brings. The sponsor leads the
project through the initiating processes until formally authorized, and plays a significant role in the development of the initial scope and charter. For issues that are
beyond the control of the project manager, the sponsor serves as an escalation path. The sponsor may also be involved in other important issues such as authorizing
changes in scope, phase-end reviews, and go/no-go decisions when risks are particularly high. The sponsor also ensures a smooth transfer of the project’s deliverables
into the business of the requesting organization after project closure.
• Customers and users. Customers are the persons or organizations who will approve and manage the project’s product, service, or result. Users are the persons or
organizations who will use the project’s product, service, or result. Customers and users may be internal or external to the performing organization and may also exist
in multiple layers. For example, the customers for a new pharmaceutical product could include the doctors who prescribe it, the patients who use it and the insurers
who pay for it. In some application areas, customers and users are synonymous, while in others, customers refer to the entity acquiring the project’s product, and
users refer to those who will directly utilize the project’s product.
Project Stakeholders

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Sellers. Sellers, also called vendors, suppliers, or contractors, are external companies that enter into a contractual agreement to provide
components or services necessary for the project.
Business partners. Business partners are external organizations that have a special relationship with the enterprise, sometimes attained
through a certification process. Business partners provide specialized expertise or fill a specified role such as installation, customization,
training, or support.
Organizational groups. Organizational groups are internal stakeholders who are affected by the activities of the project team. Examples of
various business elements of an organization that may be affected by the project include marketing and sales, human resources, legal, finance,
operations, manufacturing, and customer service. These groups support the business environment where projects are executed, and are
therefore affected by the activities of the project. As a result, there is generally a significant amount of interaction between the various business
elements of an organization and the project team as they work together to achieve project goals. These groups may provide input to
requirements and accept deliverables necessary for a smooth transition to production or related operations.
Functional managers. Functional managers are key individuals who play a management role within an administrative or functional area of
the business, such as human resources, finance, accounting, or procurement. They are assigned their own permanent staff to carry out the
ongoing work, and they have a clear directive to manage all tasks within their functional area of responsibility. The functional manager may
provide subject matter expertise or their function may provide services to the project.
Other stakeholders. Additional stakeholders, such as procurement entities, financial institutions, government regulators, subject matter
experts, consultants, and others, may have a financial interest in the project, contribute inputs to the project, or have an interest in the
outcome of the project.
Project Stakeholders

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Meeting or exceeding stakeholder needs and expectations invariably
involves balancing competing demands among: Needs (identified
requirements)
Expectations (unidentified requirements)
Quality
Scope
What must be done to
meet the project objectives
Cost
Scope
What must be done
to
meet the project
objectives
Time
The time need to
complete the
work
What is Managed in a Project

14. 14What is a Project Management Plan?
A project plan is a formal document designed to guide the control and execution of a project. A project plan is the key to a
successful project and is the most important document that needs to be created when starting any business project.
A project plan is used for the following purposes:
To document and communicate stakeholder products and project expectations
To control schedule and delivery
To calculate and manage associated risks
A project plan answers the following basic questions regarding the project:
Why? - What is the task related to the project? Why is the project is being sponsored?
What? - What are the activities required to successfully complete the project? What are the main products or deliverables?
Who? - Who will take part in the project and what are their responsibilities during the project? How can they be organized?
When? - What exactly is the project schedule and when can the milestones be completed?
Project initiation requires detailed and vital documentation to track project requirements, functionalities, scheduling and budget.
Poor documentation can lead to disastrous results for all project stakeholders. Formal project plans establish detailed project
requirements, including human and financial resources, communications, projected time lines and risk management.
A project plan is a formal agreement between the project procurer and developer. It documents and ensures mutual project
stakeholder approval while assisting management and technical teams with project tracking

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• Executive support
• User involvement
• Experienced project manager
• Clear business objective
• Minimize scope
• Standard software infrastructure
• Firm basic requirements
• Formal methodology
• Reliable estimates
Source: The Standish Group Report 1995
Degreeofinfluenceon
Projectsuccess
Recipe for Success in Project Management

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