The document provides an overview of project management concepts including business enterprises, projects, programs, operations, the project manager role, project phases and life cycle, stakeholders, and organizational structures. It discusses key definitions such as projects being temporary endeavors to create unique products or results, and programs being groups of related projects. The roles of the project manager and skills needed are outlined. Project phases and typical project life cycles are presented. Stakeholders and different organizational structures like functional, projectized, and matrix are also summarized.

1. PM DeepDive
The Framework
- Niraj Agarwal
May 2011
Slide 1

2. Agenda
 Business Enterprises – Project, Programs & Operations
 Project Management
 Project Manager
 Project Phases
 Project Life Cycle
 Stakeholders
 Organizational Structures
May 2011
Slide 2

3. Business Enterprises
• Projects—Unique and Temporary. Project Product details are
elaborated progressively.
• Operations—Ongoing and Repetitive. Product details are fully known
before starting the product creation. Example: auto-parts
manufacturing .
• Programs—Combination of both above. They are a series (in a
sequence, one after another) of related but separate Projects and have
ingredients of ongoing operations. Example: Publishing of a weekly
magazine.
May 2011
Slide 3

4. Project
• Temporary endeavor undertaken to create a unique product , service or
result.
• Has a definite beginning and end and interrelated activities
• Projects are unique – characteristics are progressively elaborated
- Progressively: proceeding in steps
- Elaborated: worked with care and detail
• Scope of project should remain constant even as characteristics are
“progressively elaborated”. For example, the project scope or the product
will be broadly described early in the project and made more explicit and
detailed as the project team develops a better and more complete
understanding of the objectives and deliverables.
• The driving forces that create the stimuli for a project are typically
referred to as problems, opportunities, or business requirements.
May 2011
Slide 4

5. Project vs. Operations
Projects Operations
• Unique • Repeated
• Finite duration-temporary • Ongoing
• Objective oriented • Operation oriented
• Require cross-functional skills • Require functional skills
• Value measured • Volume measured
May 2011
Slide 5

6. Programs
• Programs are groups of projects managed in a coordinated way to
obtain benefits not available from managing the projects individually
• Most programs have elements of ongoing operations
- Series of repetitive or cyclical undertakings
• Projects are often divided into “subprojects” for more manageability
- Often contracted out to external organizations
May 2011
Slide 6

7. Project Management
The application of knowledge, skills, tools and techniques to project
activities in order to meet or exceed stakeholder needs and expectations
from a defined project – balancing the following:
• Scope, time, cost, and quality
• Stakeholders’ expectations
• Requirements (needs) vs. unidentified requirements (expectations)
May 2011
Slide 7

8. Project Management
Goals
• Enhance the probability of project success
• Focus on objective - Scope, Time, Cost, Quality
• Effective response to rapid changes
• Manage utilization of resources effectively
• Address stakeholders interests
• Minimize and Manage Risks effectively
• Achieve project goals
• Document Lessons Learnt
• Create re-usable data and information for future use
• Fulfill Stakeholders expectations
• Accomplish Customer Satisfaction!
May 2011
Slide 8

9. Project Manager
• The individual responsible for managing a project and achieving
project goals, requirements and customer satisfaction.
• He/She is in charge of the project and has to direct and coordinate
project effort and has to make all necessary decisions for ensuring
project success.
• He/She has to consistently produce key deliverables.
• As far as the project is concerned, the buck stops at him or her!
May 2011
Slide 9

10. Project Management Skills
• General Business Management (consistently producing results
expected by stakeholders)
• Leading (establishing direction, aligning resources, motivating)
• Communicating (clear, unambiguous, and complete)
• Negotiating (conferring with others to reach an agreement)
• Problem Solving (definition and decision making)
- Distinguish causes and symptoms
- Identify viable solutions
• Influencing Organization (understanding power and politics)
May 2011
Slide 10

11. Project Phases
• Project Phases are marked by the completion of a deliverable which is
a tangible, verifiable, measurable work product or output.
• Deliverables from one phase are usually reviewed for completeness
and accuracy and approved before work starts on the next phase.
Phase-end reviews are also called phase exits, phase gates, or kill points
• Set of defined work procedures to establish management control
• Generally in sequential logic, designed to ensure proper definition of
the product
• Generally a project life-cycle consists of four phases :
◦ Concept, Design, Execution/Implementation, Finish or closeout
May 2011
Slide 11

12. Project Phases
May 2011
Slide 12

13. Project Life Cycle
• Project Life Cycle defines:
- Technical work performed in each phase
- Who is involved in each phase
• Project Phases can overlap – “Fast Tracking”
• Common Characteristics of Project Life Cycles:
- Cost and Staffing levels are low at start and move higher towards
the end
- Probability of successfully completing project is low at beginning,
higher towards the end as project continues
- Stakeholder influence is high at the beginning and progressively
lowers as project continues
May 2011
Slide 13

14. Project Life Cycle
Cost and Staffing levels
May 2011
Slide 14

15. Project Life Cycle
Stakeholder influence
May 2011
Slide 15

16. Project Life Cycle
Putting it together
May 2011
Slide 16

17. Project Life Cycle and Product Life Cycle Relationships
Following Figure illustrates the product life cycle starting with the
business plan, through idea, to product, ongoing operations (and
Maintenance) and product divestment (Disposal).
May 2011
Slide 17

18. Stakeholders
Individuals or Organizations that are directly or indirectly involved
• Positively or Negatively impacted by the outcome of the Project
• Can influence project effort or the outcome of the project effort
• Often have conflicting expectations and objectives
• In general, differences should be resolved in favor of the customer –
individual(s) or organization(s) that will use the outcome of the
project
• Stakeholder management is a proactive task
- Project Mangers must determine all stakeholders and incorporate
their needs into the project
May 2011
Slide 18

19. Organizational Structures
The organization’s structure often constrains the availability of
resources for the project.
• Functional
• Projectized
• Matrix
May 2011
Slide 19

20. Organizational Structures
Functional
• A hierarchy where each employee has one clear superior.
• Staff is grouped by specialty, such as production, marketing,
engineering, and accounting.
• Project work is done independently within each department.
May 2011
Slide 20

21. Organizational Structures
Projectized
• Team members are often collocated.
• Most of the organization’s resources are involved in project work.
• Project managers have a great deal of independence and authority.
• Departments either report directly to the project manager or provide
services to the various projects.
May 2011
Slide 21

22. Organizational Structures
Matrix
Maintains the functional (vertical) lines of authority while establishing
a relatively permanent horizontal structure to interact with all
functional units supporting the projects.
• Weak matrix
• Balanced matrix
• Strong matrix
May 2011
Slide 22

23. Organizational Structures
Weak matrix
• Maintains many of the characteristics of a functional organization.
• The project manager’s role is more like that of a project coordinator
or project expeditor.
May 2011
Slide 23

24. Organizational Structures
Balanced matrix
• In-between weak and strong.
• The project manager has more authority than in a weak matrix.
• The PM is more likely to be full-time than part-time as in a weak
matrix.
May 2011
Slide 24

25. Organizational Structures
Strong matrix
• Similar in characteristics to a projectized organization.
• There is likely to be a department of project managers, which are full-
time.
May 2011
Slide 25

26. Organizational Structures
Influence on Projects
May 2011
Slide 26

27. Pop Quiz
Question 1
What is the definition of a project? Choose two.
A. A group of interrelated activities that create a unique benefit to the
organization
B. Through the use of project management techniques, which are
repeatable processes, a series of actions that are performed to produce
the same result multiple times
C. A temporary endeavor undertaken to create a unique product,
service, or result
D. A process used to generate profit, improve market share, or adhere
to legal requirements
E. A time - constrained endeavor with assigned resources responsible
for meeting the goals of the project according to the quality standards
May 2011
Slide 27

28. Pop Quiz
Question 2
What is the term for a group of related projects managed in a
coordinated fashion?
A. Life cycle
B. Phase
C. Process group
D. Program
May 2011
Slide 28

29. Pop Quiz
Question 3
Which of the following general management skills does a
project manager employ up to 90 percent of their time?
A. Programming
B. Communications
C. Leadership
D. Problem solving
May 2011
Slide 29

30. Pop Quiz
Question 4
A project manager has the most authority under which
organizational structure?
A. Project-based
B. Functional
C. Balanced matrix
D. Strong matrix
May 2011
Slide 30

31. Pop Quiz
Question 5
What is one disadvantage of a project - based organization?
A. The organization doesn‘t work on anything that isn’t project-related.
B. Costs are high because specialized skills are required to complete
projects in this type of structure.
C. The functional managers have control over which team members are
assigned to projects.
D. Once the project is completed, the project team members may not
have other projects to work on.
May 2011
Slide 31

32. Thank You!