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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
PMO
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?
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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?
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Project or Operation?
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Project or Operation?
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Portfolio, Program and Projects
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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:
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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
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Functional Organization
Project
Coordination Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff
Staff
Staff Staff
Staff Staff
Staff
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Projectized Organization
Project
Manager
Project
Manager
Project
Manager
Staff Staff Staff
Staff
Staff
Staff Staff
Staff Staff
Chief
Executive
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Weak Matrix Organization
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff
Staff
Staff
Staff Staff
Staff Staff
Project
Coordination
Chief
Executive
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Balanced Matrix Organization
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff
Staff
Staff
Staff Staff
Manager Staff
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Strong Matrix Organization
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff
Staff
Staff
Staff Staff
Staff Staff
Manager of Project
Managers
Project Manager
Project Manager
Project Manager
Chief
Executive
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Organizational Structure Influences
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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
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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
Advantages/Disadvantages of Organizations
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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
Advantages/Disadvantages of Organizations
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Balance of Power in an Organization
Pure
Functional
Weak
Matrix
Balanced
Matrix
Strong
Matrix
Pure
Projectized
Functional Influence in Decision Making
Project Influence in Decision Making
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Project Stakeholders
Key Stakeholders
Project manager Manages the project
Customer Uses the product or service
Performing organization Enterprise that does the project
work
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
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Project Stakeholders
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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
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Cost & Staffing levels across the project life cycle
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Impact of Variable Based on Project Progress
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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
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Project Management Process Groups
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Project Management Process Groups
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
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Process Groups Interaction
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Quiz
The project life cycle is comprised of which of
the following?
A. Phases
B. Milestones
C. Estimates
D. Activities
The answer is: A
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Quiz
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
Quiz
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
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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
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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.
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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.
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