Principles of Project Management Week 2 PROJ6000

1. Principles of Project Management
Week 2
Dr Sujit Soni
sujit.soni@torrens.edu.au
Lecturer/Learning Facilitator
Master of Global Project Management

2. Today’s Schedule
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
Module 1.1 – Projects and Project Management
• What is it?
• What do we do with it?
• The PMBoK Standard
• Project Life Cycles& Project Phases
Module 1.2 – The Project Manager Competency
Development (PMCD) Framework.

3. Subject Structure
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
Module 1 – Introduction to Project Management
and Project Management Competencies
Module 2 – Project Selection Methods and
Initiation Processes
Module 3 – Project Management Methodologies
Module 4 – Project Management Knowledge Areas
Module 5 – Project Success and Failure
Module 6 – Project Leadership and Subject Review

4. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
PROJ6000Roadmap

5. Whatisaproject?
“A temporary endeavor undertaken to produce
a unique product, service or result” (Project
Management Institute, 2017)
“A temporary organization that is created for
the purpose of delivering one or more
business products according to an agreed
Business Case.”
•PRINCE2
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

6. What is Project Management?
PMI
• The application of knowledge, skills, tools and techniques to project activities to meet the project
requirements.
AXELOS
• The discipline of applying specific processes and principles to initiate, plan, execute and manage the way
that new initiatives or changes are implemented within an organization.
• Project management is different to management of business as usual activity, which is an ongoing
process, as it involves creating new work packages to achieve agreed ends or goals.
ISO
• The application of methods, tools, techniques and competencies to a project. Project management
includes the integration of the various phases of the project life cycle and is performed through
processes.
Extra! Click on the action button for a video on
What Project Management Involves:
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

7. PMI. The Standard for ORGANIZATIONAL PROJECT MANAGEMENT (OPM) (PMI, 2018)
Business Process Management and Project Management

8. Portfolio, Programs, Projects
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
create
• Project
“A temporary endeavor undertaken to
unique project service or result.”
• Program
“A group of related projects, subsidiary programs,
and program activities managed in a coordinated
way to obtain benefits not available from managing
them individually.”
• Portfolio
“Projects, programs, subsidiary portfolios, and
operations managed as a group to achieve strategic
goals.”

9. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

10. Project Life Cycle
A project management life cycle is a sequence of processes that includes:
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
PMLC: The series of phases that a project passes
from its start to its completion - PMBoK
Every valid project management
approach will include these processes,
one way or another.
The PMLC provides a basic framework
for managing the project, regardless
of the work involved or methodology.

11. Project Life Cycle
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
• Develop and gain approval of a general statement of
the goal and business value of the project
INITIATING
• Identify work to be done and estimate time, cost, and
resource requirements
PLANNING
• Recruit the team and establish team operating rules
• Do the work according to plan
EXECUTING
• Respond to change requests and resolve problem
situations to maintain project progress
MONITORING & CONTROLLING
• Assure attainment of client requirements and install
deliverables
CLOSING

12. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
Project Phases
A project phase is a collection of logically related project activities that culminate in the
completion of one or more deliverables.
Deliverable:
Any unique and
verifiable product,
result, or capability to
perform a service that
is required to be
produced to complete
a process, phase, or
project.

13. Initiating Process Group
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
• Processes performed to define a new project or a
new phase of an existing project.
• Initial scope is defined, and initial financial
resources are committed.
• Project Charter & Stakeholder Register
developed (Outcomes)
• Obtaining authorization to start the project.
(When the project charter is approved, the
project becomes authorized).
• Project manager assigned

14. Planning Process Group
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
• Processes performed to establish the total
scope effort, refine the objectives and
develop the course of action required to
attain those objectives
• Develop Project Management Plan (main
outcome), subsidiary plans and documentation
• Develop
budget
the project’s baselines (Scope,
and schedule) used further for
performance monitoring
• Identify the project team and define roles
and responsibilities
• Plan for changes

15. Executing Process Group
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
• Completion of work (deliverables are
completed) required as defined in plan
Involves:
• Coordinating people and resources
• Managing stakeholder perceptions and
keeping them engaged through
communication
• Integrating and performing activities as per
plan
• Change requests
• Planning updates and re-baselining
• Execute tasks defined in the PMP
• Implement the procurement of project
resources

16. Monitoring & Controlling
Process Group
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
• Consist of those processes required to
track, review and regulate the progress and
performance of the project.
• Identify required plan changes
• Controlling changes and recommending
corrective or preventive actions
• Maintain issue log and Project Knowledge
repository
• Monitor risks and procurement repository
• Identifies areas requiring attention

17. Closing Process Group
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
• Process performed to conclude formally
all activities of a project or project phase
• Identify, document, and communicate
lessons learned
• Documents are reviewed to ensure
completion before the project is closed
• A PM holds a meeting to analyse what
went well, recognise valuable team
members and figure out project failures
• Obtain final acceptance of project
deliverables
• Archive project records and release
project resources

18. Project Activities within the Project Life Cycle
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

19. Lifecycle phases

20. The PMBoK Processes
Which of the following pictures apply to
the concepts above?
Inputs > Project >
Outputs > Outcomes > Benefits
PROJ6000 – PRINCIPLES OF
PROJECT MANAGEMENT
How to read the PMBoK
• What do you need
• How to do it
• What you have achieved/produced

21. INPUTS
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
• Any item/resource required to complete a
project.
• May be an output from a predecessor process.
• Examples – materials, equipment, human
resources, documents, etc.
• They are used during the project to create
outputs

22. OUTPUTS
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
• “The tangible or intangible artefact produced,
constructed or created as a result of a planned
activity.” (Jenner, 2012, p. 272)
• “A specialist product that is handed over to the
user(s). Note that management products are
not outputs but are created solely for the
purpose of managing the project.” (Office of
Government Commerce, 2009, p. 302)
• “A product, result, or service generated by a
process. May be an input to a successor
process.” (Project Management Institute, 2013, p. 548)

23. OUTCOME
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
Prince2 Definition –
• “An outcome is the result of the
change derived from using the
project’s outputs.” (OGC, 2019, p21)

24. Let’s take a
10 min
break!

25. Module 1
Introduction to Project Management and Project Management Competences
Module 1.2 content:
The Project Manager Competency Development (PMCD)
Framework.
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

26. Who is the Project Manager?
The Project Manager
Manages temporary, non-repetitive activities and frequently
acts independently of the formal organisation.
• Organises resources for the project.
• Provides direction, coordination, and integration to the
project team.
• It is responsible for the performance and success of the
project.
• Must ensure appropriate trade-offs are made among the
time, cost, and performance requirements
(triple constraint: scope, schedule, cost)
Must induce the right people at the right time to address the
right issues and make the right decisions.
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

27. Project Manager – a people-oriented profession!
Communicate
& Motivate
the Project
Team
Foster
knowledge
transfer and
integration
Balance
competing
constraints
with available
resources
Lead the project
team to meet project
objectives and
stakeholders
expectations
Doesn't need to
perform every role,
but should have PM
knowledge to build a
team with the right
skills
Communicate
across multiple
aspects of the
project - provides
direction and vision
to project success
Use soft skills to
balance competing
stakeholder's goals
to gain "buy in"
Interact with
other Project
Managers and/or
Managers and
sponsor
Stay informed
of industry
trends
Advocates the
value of the
PM in the
organisation -
increase
acceptance

28. Project Management Competency
Development (PMCD)
• Developed to provide both individuals and organisations with guidance
on how to assess, plan and manage the professional development of a
Project Manager.
• It is generally accepted that a competency can be termed as
encompassing knowledge, skills, attitudes, and behaviors that are
causally related to superior job performance.
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

29. Project Management Competency
Development (PMCD)
Technical Project management, the
knowledge, skills and behaviors. The technical
aspects of performing one’s role.
Leadership,
behaviors
the knowledge,
needed to guide,
skills and
direct and
motivate a team.
Strategic and business management, The
knowledge of and expertise in the industry
and organization.
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

30. Technical Skills
Skills to effectively apply PM knowledge to deliver the desired outcomes for programs
or projects
• Focus on the critical technical project management
elements for each project managed. This list focuses on
as simple as having the right artifacts readily available. At
the top of the list were the following:
• Critical success factors for the project,
• Schedule,
• Selected financial reports, and
• Issue log.
• Tailor both traditional and Agile tools, techniques and
methods for each project.
• Make time to plan thoroughly and prioritise diligently.
• Manage project elements, including, but not limited to,
schedule, cost, resources, and risks. This Photo by Unknown Author is licensed under CC BY-SA-NC
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

31. Strategic and business management skills
Involves the ability to see the high-level overview of the organisation and effectively
negotiate and implement decisions and actions that support strategic alignment and
innovation
• Working knowledge of functions such as operations, finance and marketing.
• Developing and applying pertinent product and industry expertise.
• Project Managers should be knowledgeable enough about the business to be able to:
• Explain to others the essential business aspects of the project.
• Work with the project sponsor and team and experts to develop an appropriate project delivery
strategy; and,
• Implement strategy in a way that maximizes the business value of the project.
• Explain to others the following aspects of the organisation:
• Strategy and Mission;
• Goals and objectives;
• Operations;
• Market condition and competition
This Photo by Unknown Author is licensed under CC BY-NC-ND
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

32. Leadership Skills
Ability to guide, motivate and direct a team.
• Leadership skills may include:
• Negotiation, resilience, communication, problem-solving,
critical thinking, and interpersonal skills.
Qualities and skills of a leader:
• Being a visionary (describe goals, products and objectives);
• Being collaborative;
• Being optimistic and positive;
• Being a life-long learner who is results- and action oriented;
• Giving credit to others;
• Asking and listening;
• Having a holistic and systematic view of the project;
Dealing with people
• The PM should study people’s behaviours and motivations.
• Communicate by managing expectations, accepting
feedback, spending sufficient time continuously;
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
“Organisations look to project
leaders – those with the right
combination of technical,
leadership and strategic and
business management expertise
– to drive optimum project
performance and demonstrate
greater agility”
Project Management Institute (2017). Achieving Greater Agility:
The people and process drivers that accelerate results. PMI's
Pulse of the Profession In-Depth Report. Newtown Square, PA:
Project Management Institute.

33. PM’s
Competencies

34. Assessments Overview
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
Assessment 1 Breakdown Structure

35. Assessments Information PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
Assessment
Number
Assessment
Name
Task type Length Weight Submission
Due date
Assessment 1. Project Management
Lifecycle – Opinion
Post and peer
response.
1x Initial discussion
post and 1x Peer’s
response.
600 words for Initial
post and 200 words for
response’s post (+/-
10%).
25% Both posts must be
submitted on
Blackboard by
the 8th Oct (Main) & by
15th Oct
(response/final)
(Week 4).
Assessment 2. Individual report
PMBoK Vs Prince2 or
Agile in contemporary
projects.
Report. 1200 words (+/- 10%). 35% Must be submitted on
Blackboard by
the 29 Oct
(Week 6).
Assessment 3. Project Charter report. Report. 2000 Words (+/- 10%). 40% Must be submitted on
Blackboard by
the 3rd Dec (Week 11
– No extensions).

36. Assessment One
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT

37. Assessment Instructions
PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
Always read the instructions at
first. You need the concepts
from Module 1 & 2
This is the question
you need to answer in
the main post

38. • Read about the PMBoK and the Project Management Lifecycle to familiarise
yourself with their fundamental concepts.
• Critically reflect on your readings to form an opinion of both and how they
interact together.
• Write a 600-word (+/-10%) opinion piece responding to the set questions. The
word count does not include the reference list
• Be sure to cite any source material, including learning resources or other
academic or industry literature you research, used to inform your opinion. Use at
least 3 references.
• Use “in-text references” and “reference list” according to APA Writing Guide
Assessment 1 – Opinion Post Requirements

39. • Use critical thinking! Use sentences including “in my opinion…”, “I
agree/disagree with…” “I think that…”, and so on.
• Try to use diagrams/illustrations/tables they will not count on your word limit.
• Do not attach any document in the forum. The information has to be post in the
body of the discussion forum.
• Only posts made directly on my thread will be considered. Do not create a new
thread.
• No assessments will be accepted via email.
Assessment 1 – Opinion Post Requirements

40. Respond to another student’s post by critiquing their opinion and comparing it with
yours in 200 words (+/-10%).
✓Do you agree or not with the post? Why? (critical thinking)
✓You need to justify and explain your critique of their opinion, and add
relevant information that contributes to your classmate’s post
✓In-text references and reference list to build your post or even your own
working experiences. References are not part of the 200 words (+-10%)
Assessment 1 – Peer Post Requirements

41. Critical Thinking is about questioning … it’s not about criticizing. It’s about critiquing.
(Dwyer 7e page 383)