PMP 01 Project Management Framework - 5th edition

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Project Management Framework Based on PMBOK 5th Edition

Waleed El-Naggar, MBA, PMP

https://www.facebook.com/waleed.naggar

What is a Project

What is Project Management

Organizational Structure

Project Stakeholders

Project Phases

Project Management Process Groups

PMI/PMP

Agenda

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Definite beginning and a definite end

Does not mean short duration

Produce a product or artifact, quantifiable, an end item or

a component item

A capability to perform a service, such as call center

A result, such as research results or documents

What is a Project?

A temporary endeavor undertaken to create

a unique product, service or result

Project vs. Operation Operations are an organizational function performing an

ongoing execution of activities.

Examples: Production, manufacturing, and accounting

operations.

Projects help achieve the organizational goals when they

are aligned with the organization’s strategy.

Projects require project management while operations

require business process management (BPM) or

operations management.

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Project or Operation?

Portfolio, Program and Projects

Subproject

A manageable component of a project

May be performed by a separate organization

Could be a project phase

Subprojects are typically referred to as projects

and managed as such

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What Is Project Management? The application of knowledge, skills, tools, & techniques to

project activities to meet project requirements

Project management is accomplished through the

appropriate application and integration of the 47 logically

grouped project management processes categorized into

5 process groups:

• Initiation

• Planning

• Execution

• Monitoring and Controlling

• Closure

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Project Management Office (PMO)

A management structure that standardizes the

project-related governance processes and

facilitates the sharing of resources, methodologies,

tools and techniques.

Responsibilities of PMO can range from being:

Supportive

Controlling

Directive

Provides dedicated training, enterprise-wide project

management software, Coordinates overall project

quality standards. 10-Nov-2012 https://www.facebook.com/waleed.naggar 11

The Role of Project Manager

The project manager is responsible to satisfy

needs: task needs, team needs and individual

needs to achieve project goals.

Project managers need interpersonal skills such as:

Leadership

Team Building

Motivation

Communication

Influencing

Decision making

Political and culture

awareness

Negotiation

Trust Building

Conflict Management

Coaching

Organizational Structures

Functional

Projectized

Weak Matrix

Balanced Matrix

Strong Matrix

Functional Organization

Project

Coordination Chief

Executive

Functional

Manager

Functional

Manager

Functional

Manager

Staff Staff Staff

Staff Staff

Projectized Organization

Project

Manager

Project

Manager

Project

Manager

Staff Staff Staff

Staff Staff

Executive

Weak Matrix Organization

Functional

Manager

Functional

Manager

Functional

Manager

Staff Staff Staff

Staff Staff

Project

Coordination

Executive

Balanced Matrix Organization

Executive

Functional

Manager

Functional

Manager

Functional

Manager

Staff Staff Staff

Staff Staff

Manager Staff

Strong Matrix Organization

Functional

Manager

Functional

Manager

Functional

Manager

Staff Staff Staff

Staff Staff

Manager of Project

Managers

Project Manager

Executive

Organizational Structure Influences

Advantages/Disadvantages of Organizations

I. Functional Organization

Grouped by areas of specialization/ functions. Power

is with the functional leader.

Advantages: Access to specialists; members

reporting to only one supervisor, clearly defined

career paths

Disadvantages: less focus on project deliverables,

no career path on Project Management, PM has no

authority

Organization is by projects. Personnel report to

PM/has total power.

Advantages: Efficient project organization -

Loyalty to the project - effective communications.

Disadvantages: No “home” after the project is

completed - duplication of facilities.

II. Projectized Organization

Power varies between Project & Functional managers according to its type (strong, balanced or weak)

Advantages:

Maximum utilization of scarce resources

Efficient horizontal & vertical dissemination of information

Retention of home after project closure.

Disadvantages:

Different priorities between PM & FM (Conflicts)

Dual reporting

Complex to monitor and control

Duplication of effort

III. Matrix Organization

Balance of Power in an Organization

Functional

Matrix

Balanced

Matrix

Strong

Matrix

Projectized

Functional Influence in Decision Making

Project Influence in Decision Making

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Key Stakeholders

Project manager Manages the project

Customer Uses the product or service

Performing organization Enterprise that does the project

Sponsor Provides financial resources

Individuals and organizations who are

actively involved in the project and whose

interests may be positively or negatively

affected by the project success or failure

What Is a Deliverable?

A tangible, verifiable product, result or capability

to perform a service that must be produced to

complete a process, phase, or project.

A deliverable often marks the end of a phase of

the project

Phase end = Phase exit, stage gates, or kill points

Cost & Staffing levels across the project life cycle

Impact of Variable Based on Project Progress

Project Phases Divides the project into phases that provide

better management control and the appropriate links to the operations of the organization

Project Governance Across the Life Cycle

Phase-to-Phase Relationship

Initiating Process Group Defines and authorizes the project or a project phase

Planning Process Group Defines and refines objectives, and plans the course of action

required to attain the objectives and scope that the project was undertaken to address

Executing Process Group Integrates people and other resources to carry out the project

management plan for the project

Monitoring and Controlling Process Group Regularly measures and monitors progress to identify variances

from the project management plan so that corrective action can be taken when necessary to meet project objectives

Closing Process Group Formalizes acceptance of the product, services or result and

brings the project or a project phase to an orderly end

Process Groups Interaction

The project life cycle is comprised of which of

the following?

A. Phases

B. Milestones

C. Estimates

D. Activities

The answer is: A

What type of organization is BEST for

managing complex projects involving cross

disciplinary efforts?

A. Projectized

B. Functional

C. Line

D. Matrix

The answer is: D 10-Nov-2012 https://www.facebook.com/waleed.naggar 34

Of the following, which is the logical order of the

project management processes?

A. Initiating, planning, controlling, executing, closing

B. Planning, initiating, controlling, executing, closing

C. Initiating, planning, executing, controlling, closing

D. Planning, initiating, executing, closing

The answer is: C

Project Management Institute

Founded in 1969, the Project Management

Institute (PMI) has grown to be the organization

of choice for project management professionals

world wide.

600,000 members representing 184 countries

Establishes project management standards,

provide seminars, educational programs and

professional certification.

http://www.pmi.org

Project Management Professional (PMP)

The PMP certification is the most widely recognized and

respected certification in the field of project

management. The purpose and goal of this certification

program is the development, maintenance, evaluation,

promotion, and administration of a rigorous,

examination-based, professional certification program of

the highest caliber.

Worldwide there are over 50,000 PMPs who provide

project management services in 26 countries.

Certification Test Eligibility Requirements

Category 1 •Baccalaureate/equivalent degree

•Minimum of 4,500 hours of project

management experience within the five

process groups (Initiation, Planning,

Execution, Control, Closing)

• 3 years of project management

experience within the last 6 years (36

months of non-overlapping months of

PM experience).

• 35 contact hours of project management

education.

Category 2 •High School diploma/equivalent degree

•Minimum of 7,500 hours of project

management experience within the five

process groups (Initiation, Planning,

Execution, Control, Closing)

• 5 years of project management

experience within the last 8 years (60

months of non-overlapping months of

PM experience).

• 35 contact hours of project management

education.

Thank you

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PMP 01 Project Management Framework - 5th edition

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