3/12/2017
Project Management Framework and Initiation
Mohamed Seleam, PMP, PMI-RMP, PMI-SP, PMI-PBA
Who am I?
My name is Mohamed Seleam Abou Hatab
Sr. Project Management consultant
Certified Project Management Professional PMP by PMI / USA
Certified Risk Management Professional PMI-RMP by PMI USA
Certified Scheduling Professional PMI-SP by PMI USA
Certified Business Analysis Professional PMI-RMP by PMI USA
Currently working as lecturer for many institutes all over the world
more than fifteen years of experience in the field of project management .
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Participant Introductions
Name
Organization
Role in organization
What is your expectations ?
Course Objectives
After completing this course, you should be able to:
•Get familiar with the PMI methodology for managing your projects
•Make the most of limited study time for taking the PMP® exam
•Become familiar with the exam format and question types
•Develop a personal study plan
•Identify personal areas of competency and weakness
•Reinforce knowledge of the ten Project Management Institute (PMI® )
Project Management Knowledge Areas, five Project Management Process
Groups, and the Professional Responsibility
Help you to prepare for the PMP® Certification Exam
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Ground Rules To Enhance Performance
Start on time to Finish on time
Mobile Phone on Silent Please
N0 Laptops allowed including mobile data
Questions after Permeation
RATHOLE TO CONCENTRATE
Presents 100 % to get your certificate
PM Standards
Project Management Institute (PMI)
www.PMI.ORG
Project Management Body Of Knowledge (PMBOK)
PMI Certifications
Project Management Professional (PMP)
Certified associate in Project Management (CAPM)
Program Management Professional (PgMP)
PMI Scheduling Professional (PMI – SP)
PMI Risk Management Professional (PMI – RMP)
PMI Agile certified practitioner (PMI-ACP )
PMI Professional in Business Analysis (PMI-PBA)
Portfolio Management Professional (PfMP)
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PM Framework
• What is a Project?
A project is a temporary endeavor undertaken to create a unique
product, service, or result.
• Temporary
( definite beginning and definite end)
Most projects are undertaken to create a lasting outcome.
• Unique
( different location, different design, different circumstances, different contractors etc.)
• Progressive Elaboration
Continuously improving and detailing a plan as more detailed and specific
information and more accurate estimates become available.
What is Project Management?
The application of knowledge, skills, tools and
techniques to project activities to meet the
project requirements.
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The Triple Constraints
Time
Scope Cost
Quality
Risk
Resources
Role of Project Manager
Knowledge = What he
Knows about Project
management
Project
manager
Personal = how the Performance = What able
project management to do or accomplish while
team behaves when applying their project
performing the project or management
activity knowledge
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Project Management Knowledge Areas
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resources Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
• Project Stakeholder Management
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Project Management Process Groups
• Initiating process group
• Planning process group .
• Executing process group
• Monitoring and Controlling process group
• Closing process group .
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Process Interactions
Project Management Process Groups are linked by the objectives they
produce, with the results or outcomes of one generally becoming an input
to another or is a deliverable of the project
Note: Many of the Inputs, Tools & Techniques, and Outputs for the 47 Project
Management processes appear in more than one of the Project Management
Process Groups; many of these will be addressed only once in the following Units
unless additional information specific to a Process Group needs to be addressed
The project life cycle
a project life cycle is a collection of generally
sequential and sometimes overlapping project
phases whose name and number are
determined by the management and control
needs of the organization or organizations
involved in the project, the nature of the
project itself, and its area of application.
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Project Management Process Groups
Mapped to the Plan-Do-Check-Act Cycle
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Process Groups Interact in a Project
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Characteristics of a Project Life Cycle
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Stakeholders
Sponsor
Regulatory
Agencies End Users
Team
Members Project Customer
Subcontractor Senior
s Management
Suppliers/
Vendors
Projects and strategic planning
Projects are often utilized as a means of achieving an organization’s
strategic plan.
Program management
A program is defined as a group of related projects managed in a
coordinated way to obtain benefits and control not available from
managing them individually.
Portfolio management
A portfolio is a collection of projects or programs and other work that are
grouped together to facilitate effective management of that work to meet
strategic business objectives.
Project management and
operations management
Operations are an organizational function performing the ongoing
execution of activities that produce the same product or provide a
repetitive service.
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Projects, Programs, and Portfolios
Project Program Portfolio
Scope of work Narrow scope with specific Wider scope – provide Business scope – depends
deliverables benefits and capabilities to on strategic goals of the
program organization
Role of Called project manager• Called program manager• Called portfolio manager•
Manages technicians, • Manages project • Manages or coordinates •
Manager specialists etc. managers portfolio management
Conducts detailed planning to • Create high-level plans • staff
manage deliverables of the providing guidance to Creates and maintains •
project projects processes for the
Monitors and controls the • Monitors projects and • aggregate portfolio
projects products ongoing work through Monitors aggregate •
governance structures performance and value
indicators
Skills required Project managers are team • Program managers are • Portfolio managers are •
players who motivate with their leaders who provide vision leaders providing insight
knowledge and skills and leadership and synthesis
Leadership style focuses on • Leadership style focuses • Leadership style focuses •
task delivery and directive to on managing relationships on adding value to
meet success criteria and conflict resolution portfolio management
staff
Projects and Operations
operation Projects
Ongoing and repetitive Temporary
Similar outputs Unique output
Permanent resources Resources on temporary
upon-need basis
Projects and Operations
Planned, executed & Controlled series of tasks and activities
Constrained by limited resources
Produce output/product
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Project management office (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.
Supportive. Supportive PMOs provide a consultative role to projects by
supplying templates, best practices, training, access to information and lessons
learned from other projects.
controlling. Controlling PMOs provide support and require compliance
through various means.
directive. Directive PMOs take control of the projects by directly managing
the projects.
PMO Maturity levels
Level 3: Grown-up/Defined Standard Level 4: Mature/Managed – A very Level 5: Best in Class/Optimised –
Processes – A solid PMO which successful PMO which has good A world-class PMO which has
experiences more successes than sponsorship. All core processes are complete sponsorship. All core
failures. Most processes have consistent, all key project data is processes are consistent and
consistency, most key project data is collected, solid analytics are undertaken continuously improved, all key
collected but only basic analytics are and reporting is primarily data-driven. project data is collected, analytics
done and reporting has introduced some Plays an important role in the success of are comprehensive and reporting
metrics. Plays a role in some project the project environment. is completely data-driven. Plays a
successes (and failures). critical role in the success of the
Level 2: Established/Repeatable – A project environment.
recognised PMO is operating but is in need
of improvement. Some processes have 5
consistency, some project data is collected
but little of it is analysed and reporting is
still primarily commentary based. Plays a 4
limited role in project success.
Level 1: Immature/Initial – A named entity 3
(identified as a PMO) is operating but, in
general, processes are inconsistent, project
data isn’t collected/used and reporting is 2
broadly qualitative. Has little influence on
project success.
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Level 0: Absent - No identifiable PMO
operating. No influence on project success.
0
0: Absent 1: Immature / 2: Established / 3: Grown-up / 4: Mature / 5: Best in Class /
Initial Repeatable Defined Managed Optimised
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Business Value
Business value is a concept that is unique to each
organization. Business value is defined as the
Entire value of the business;
the total sum of all tangible and intangible elements.
Examples of tangible elements include monetary assets, fixtures,
stockholder equity, and utility.
Examples of intangible elements include good will, brand recognition,
public benefit, and trademarks. Depending on the organization.
Organizational Influences
Since projects are typically part of an organization that is larger than the project, the
project is influenced by a number of aspects of the larger organizational structure:
• Organizational Systems
Are management systems in place to support project needs efficiently and effectively.
• Organizational Cultures and Styles
Most organizations have developed unique and describable cultures that often have a
direct influence on the project.
• Organizational Structure
The structure of the performing organization often constrains the availability of
resources.
• Role of the PMO in Organizational Structures
PMO can exist in any organizational structures but are most likely to be found in
projectized or matrix organizations.
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Functional Organization
C.E.O
Project coordination
Functional Functional Functional Functional
Manager Manager Manager Manager
Staff Staff Staff Staff
Staff Staff Staff Staff
Weak Matrix Organization
C.E.O
Functional Functional Functional Functional
Manager Manager Manager Manager
Staff Staff Staff
Staff
Project Staff Staff
Staff Staff
coordination
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Balanced Matrix Organization
C.E.O
Functional Functional Functional Functional
Manager Manager Manager Manager
Staff Staff Staff
Staff
Project manager Staff Staff Staff
Project coordination
Strong Matrix Organization
C.E.O
Functional Functional Functional Manager of Project
Manager Manager Manager Managers
Staff Project
Staff Staff manager
Staff Staff Staff Project manager
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Projectized Organization
C.E.O
Project Project Project Project
Manager Manager Manager Manager
Project coordination
Staff Staff Staff
Staff
Staff Staff Staff Staff
Organizational Structure
Weak Balanced Strong
Functional Matrix Matrix Matrix Projectized
PM Little or Weak Balanced Strong Complete
Authority None w/ Funct.
Resource None / few Few Some Mostly Available
Availability Available Available Available Available
Budget Functional Functional Balanced PM PM
Control Mgr. Mgr.
Project Not Not Mostly Dedicated Dedicated
Team Dedicated Dedicated Dedicated
PM’s Title Project Lead / Project Project or Program
Lead / Coordinator / Manager Program or Project
Coordinator Expeditor Manager Manager
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Initiating Processes Flow chat
What do
Sponsor or
I want?
customer
Project manager Sponsor Project manager
asks Project issues the develops the
assists the sponsor
Statement charter project scope
with the charter if
statement and
of Work necessary
the project
management
Company plan
culture
and
existing
systems
Processes, The Project
procedures, management plan is
and bought into,
historical approved, realistic,
information and formal (BARF)
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Project’s documented
FORMAL AUTHORIZATION &
INITIATION.
Project Charter
By Sponsor, PMO or someone
external who is able to FUND.
Provides PM with the authority to
apply organizational resources to
the project activities.
NOTE: this means that PM is
preferably assigned now while
charter is being developed!
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Simple/Sample Content of Project Charter
Project purpose & justification.
Objectives and their success criteria
High level requirements that satisfy stakeholder needs, wants, and
expectation.
Business need, high level product description, or product requirements that
the project is undertaken to address.
Assigned project manager and authority level.
Summary milestone schedule.
Summary budget
Name of sponsor or those authorizing the project
Approval criteria and who signs off project
Functional organizations and their participation.
Organizational, environmental & external assumptions.
Inputs
1. Develop Project
• Project SOW
Charter
• Business Case
• Agreements The process of
• EEF & OPA developing the project
charter.
Techniques Expert judgment is
• Expert Judgment applied to technical
• Facilitation and management
techniques aspects by individuals
or groups with
specialized knowledge
or training.
Outputs
• PROJECT CHARTER
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Questions
1 ) progressive elaboration means:
A ) Implementation of the project must
progress strictly according to the initial
project management plan.
B ) Project processes are iterated as more
detailed as more information is
uncovered throughout the project life
cycle.
C ) Project management plans must be
elaborate in order to be effective.
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1 ) progressive elaboration means:
A ) Implementation of the project must
progress strictly according to the initial
project management plan.
B ) Project processes are iterated as more
detailed as more information is
uncovered throughout the project life
cycle.
C ) Project management plans must be
elaborate in order to be effective.
2 ) the project manager’s role during the
executing process group of the project can
BEST be described as a (an) :
A ) Director.
B ) Integrator.
C ) Coordinator.
D ) leader.
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6 ) One of your team members informs you that
he does not know which of the many projects
he is working on is the most important. Who
should determine the priorities among projects
in a company?
A ) Project manager.
B ) Sponsor.
C ) PMO.
D ) Team.
7 ) Which of the following BEST describes
the major constraints on a project?
A ) Scope, number of resources, and
cost.
B ) Scope, cost, and time
C ) Scope, time, cost, quality, risk, and
Resources.
D ) Time, cost, and number of changes.
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8 )A frequent complaint about matrix
organizations is that communications
are:
A ) Hard to automate.
B ) Closed and inaccurate.
C ) complex.
D ) Misleading.
9 ) To obtain support for the project
throughout the performing organization. It’s
BEST if the project manager:
A ) Ensure there is a communication
management plan.
B ) Correlates the need for the project to
the organization’s strategic plan.
C ) Connects the project to the personal
objectives of the sponsor.
D ) Ensures that the management plan
includes the management of the team
members.
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10 ) Who has the MOST power in a
projectized organization?
A ) The project manager
B ) the functional manager
C ) The team
D ) They all share power.
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