This document provides an overview of key topics in project management for Week 2. It discusses the differences between projects and operations, and defines portfolios, programs, and projects. It also covers the project management environment and factors that can influence a project. Additionally, it explains the importance of project selection and prioritization, and introduces tools like the project priority matrix to help managers select which projects to pursue. The document concludes with a discussion of the project life cycle and different approaches.

1. BMGT 315
Project Planning and
Management

2. WEEK 2
No class on Wednesday, 26 Jul (Field Trip Day)
Project Versus Operations
Projects, Programmes & Portfolios
Project management environment
Project Priority Matrix

3. Projects Vs. Operations
•All work can be described as fitting into one of two types:
projects our operations.
•Projects are temporary and no two projects are completely
identical.
•Operations on the other hand consists of ongoing work
necessary to ensure that an organisation continues to function
effectively.
(Source: Kloppenborg, Annantatmula & Wells, 2023, pg. 6)

4. Portfolios, Programmes and Projects (PPP)(1/3)
What is a Portfolio?
“A collection of projects,
programs, subsidiary
portfolios, and operations
managed as a group to
achieve strategic
objectives”
(PMI Standard for
Portfolio Management,
Fourth Edition)
What is a Program?
“Related projects,
subsidiary programs and
program activities
managed in a coordinated
manner to obtain benefits
not available from
managing them
individually”
(PMI Standard for Program
Management Fourth
Edition)
What is a Project?
“A temporary work effort
that produces a unique
result”
(Rosenau and Githens,
2005)
“A complex, non-routine,
one-time effort limited by
time, budget, resources,
and performance
specifications designed to
meet customer needs.”
(Gray and Lawson, 2004)

5. Portfolios, Programmes and Projects (PPP) (2/3)
Source: PMBOK, 2017, pg. 12

6. Portfolios, Programmes and Projects (PPP) (3/3)
Projects
Sub-programmes
Programmes
Portfolio Event planners
Celebrations
Weddings
A & B Mr and Mrs X
21st birthdays
Conferences Vacations

7. Portfolios, Programmes and Projects (PPP)
•Click on the link here.
•Click on the Long term plan section:
•In your groups, identify the portfolios and at least two
programmes under one portfolio.
10
minutes

8. Project management environment
•Projects operate in environments that could influence them and
these could have a favourable or unfavourable impact.
•These influences could be:
•Environmental factors (internal & external)
•Internal organisational processes
How could these
influence the project?

9. Project management environment
Source: PMBOK, 2017, pg. 37-41
Not under the control of
the project team.
Internal (e.g.)- resource availability,
employee capability, organisational
culture
External (e.g.) – legal restrictions,
government & industry standards,
physical environmental elements
Specific to the organisation.
Processes, policies & procedures
(e.g.)- guidelines related to
initiating a project
Knowledge base (e.g.) – repository
for storing information

10. - Projects exists within a larger system such as an organisation.
- Organisations create value for stakeholders.
- Portfolios, programs, projects, products and operations could work individually or collectively to create
and deliver value that is aligned with the organisation’s strategy.
Source: The Standard for Project Management, PMI, 2021
Creating value

11. Creating value
For an effective value delivery system information and feedback must be shared consistently
across all components to ensure alignment with strategy and attuned to the environment.
Source: The Standard for Project Management, PMI, 2021

12. Project selection criteria
•Organisation could pursue multiple projects but this poses
challenges of strategic decision making, resource management,
scheduling and operational control.
•Therefore, choices must be made to select the most viable
projects with maximum value for the organisation.
•Several decision models exist to help managers : numeric and
nonnumeric.
(Source: Pinto, 2020)

13. Selecting and prioritising projects
•What value does each potential project bring to the organisation?
•Are the demands of performing each project understood?
•Are the resources needed to perform the project available?
•Is their enthusiastic support both from external customers and
from one or more internal champions?
•Which projects will best help the organisation achieve its goals?
•Given the resource constraints, which project brings a higher
return on investment?
(Source: Kloppenborg, Annantatmula & Wells, 2023, pg.11)

14. Project selection criteria
•Pinto (2020) identified these six important issues to consider
when evaluating screening models
1. Realism
2. Capability
3. Flexibility
4. Ease of Use
5. Cost
6. Comparability
(Source: Pinto, 2020, pg. 104)
For more details read
page 104 from Pinto,
2020

15. Issues in project screening and selection
•Risk – Technical, financial, safety, quality and legal
•Commercial – expected ROI, payback period, potential market
share, long-term market dominance, initial cash outlay, new
markets
•Internal operating issues- need to develop/train employees,
workforce size/composition, physical environment, change in
service or operations
•Additional factors – patent protection, impact on company’s
image, strategic fit
Source: Pinto (2020) pg. 105.

16. How is project success determined?
Reflect on this question in pairs and be prepared to share your thoughts.
2 minutes

17. Triple constraints
Topic 2 PreClass Reading
http://www.theprojectmanagementblueprint.com/?p=244
What is the Project
Management Triple
Constraint

18. Triple constraints
•“Project success is often reliant on the project manager’s ability
to manage stakeholder expectations and make trade-offs
between key project dimensions comprising the triple constraint
(Linton, 2014, pg. 20).”
Source: Linton, 2014, pg. 20

19. Triple constraints
Discuss in pairs:
•Which of these constraints do you think is the most important on
a project?
2 minutes
Which is Best - Managing, Time, Cost or Quality?

20. Establishing project priorities- Project priority matrix
•Project manager, from the client’s perspective often has to
understand which of the constraints should take precedence and
which can be sacrificed. Understanding the client’s desires
enables a project manager to make the best decisions.
•A project priority matrix is used for identifying - which criterion is
constrained, which should be enhanced, and which can be
accepted.
•Constrain: This parameter is fixed.
•Enhance: Given the scope of the project, which criterion should be optimised
•Accept: For which criterion is it tolerable not to meet the original parameters?
Source: Larson & Gray, 2018, pg.107 & Kloppenborg, Annantatmula & Wells, 2023, pg. 12)

21. Project prioritisation matrix
Triple Constraint / Priority Matrix
Cost Time Quality
Fix/Constrain x
Optimise/
Enhance
x
Accept x
Cannot be
changed.
Adds value
Nothing to be
concerned of.

22. Project priority matrix – Scenario 1
You’ve recently been appointed the project manager for one of
NASA’s missions – Artemis. The project does not have a set
launch date and funding for this project is unlimited. NASA stated
“With Artemis missions, NASA will land the first woman and first person of
color on the Moon, using innovative technologies to explore more of the
lunar surface than ever before…We will use what we learn on and around
the Moon to take the next giant leap: sending the first astronauts to Mars.”
•Individually draw a project priority matrix for the scenario.
Source: https://www.nasa.gov/specials/artemis/
3 minutes

23. Triple Constraint / Priority Matrix
Cost Time Quality
Fix/Constrain
Optimise/
Enhance
Accept

24. Project priority matrix – Scenario 2
Apple has recently decided to launch its latest iPhone and you
have been appointed as a project manager. The company has
already made an announcement that the new model will be
launched on 10 September 2023. The iPhones have a reputation
of bringing new technologies to the market as Apple places itself
at the top of innovation technologies.
•Individually draw a project priority matrix for the scenario.
3 minutes

25. Triple Constraint / Priority Matrix
Cost Time Quality
Fix/Constrain
Optimise/
Enhance
Accept

26. Project life cycle
•A project life cycle is the series of phases that a project goes
through from its initiation to its closure
1. selecting and initiating
2. Planning
3. Executing
4. closing in realising
•There are two different approaches to a project life cycle the first
one is a plan-driven project life cycle and the second one, which
is adaptive or change driven project life cycle, often referred to
as an agile life cycle.
•Link: https://www.apm.org.uk/resources/find-a-resource/agile-project-management/

27. Project life cycle
Source: Kloppenborg et al. 2019, p. 8 – 9.

28. References
•Kloppenborg, T.J., Anantatmula, V., & Wells, K.N. (2019), Contemporary Project
Management. Cengage Learning.
•Kloppenborg, T.J., Anantatmula, V., & Wells, K.N. (2023), Contemporary Project
Management- Plan Driven and Agile Approaches. Cengage Learning.
•Larson, E.W. & Gray, C.F. (2018), Project Management – The Managerial Process.
McGraw Hill.
•Pinto, J.K. (2020) Project Management – Achieving Competitive Advantage. Pearson.
•Project Management Institute (2017) A Guide to the Project Management Body of
Knowledge: PMBOK guide (6th ed.). Newton Square, PA. Project Management Institute
•Project Management Institute (2021) The Standard for Project Management.
•Project Management Institute (2021) A Guide to the Project Management Body of
Knowledge: PMBOK guide (7th ed.).