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ABDULLAH ALKHADRAWY, PMP - PMBOK 5TH. 1 Based on the project management body of knowledge (PMBOK) 5 th edition
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Page 1: PMP PMbok 5th CH1 - CH2

ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.

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Based on the project management body of knowledge(PMBOK) 5th edition

Page 2: PMP PMbok 5th CH1 - CH2

ABDULLAH ALKHADRAWY, PMP - PMBOK5TH.

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Course Instructor: Abdullah Ahmed Al-Khadrawy. BSc. Civil Engineering 2006 (V.Good HD). Graduation Project (Project Management)

2006.(Excellent graded) Certified from Primavera Inc. ® : Advanced user

for Primavera P6 (2008). Certified from Primavera Inc. ® : Advanced user

for primavera Contract Manager 12 (2009). Attended courses (PMP, CCE, FIDIC, Project

Management, Arbitration for EngineeringContracts) [2007-2013]

Certified from PMI ® as PMP ® April2011

Page 3: PMP PMbok 5th CH1 - CH2

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- Purpose of the PMBOK® Guide.- What is a Project?- What is Project Management?- Relationships Among Portfolio Management, Program- Management, Project Management, and OrganizationalProject Management.- Relationship Between Project Management, OperationsManagement, and Organizational Strategy.- Business Value.- Role of the Project Manager.- Project Management Body of Knowledge.

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IntroductionIntroduction

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• Purpose of the PMBOK® Guide.* Generally recognized.* Good practice.

* The PMBOK® Guide also provides andpromotes a common vocabulary within the projectmanagement profession for using and applying projectmanagement concepts.

* Code of ethics.

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A Project

PMI ® Definition:

“A project is a temporary endeavor undertaken

to create a unique product, service or result.”

May be divided into sub-projects (phases)

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A Project

* Finite: start and end date

* Interrelated tasks

* Has one or more clear objectives which are strategically aligned and

whose achievement will add value to the organization

* Unique deliverables based on a Business Need

* Progressive elaboration.

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Progressive elaboration

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A Project

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A4

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Slide 8

A4 mind storming mapABDULLAH; 24/10/2013

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PROJECT MANAGEMENT

* The application of knowledge, skills, tools, and techniquesto project activities to meet the project requirements.

* Accomplished through the appropriate application andintegration of the 47 logically grouped project managementprocesses.

* Process Groups are:Initiating, Planning, Executing, Monitoring and Controlling, andClosing

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PROJECT MANAGEMENT

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Monitoring &

Controlling Processes

PlanningProcesses

InitiatingProcesses

ClosingProcesses

ExecutingProcesses

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4.1 Develop 4.2 Develop Project 4.4 Monitor andControl Project Work

Project Charter Management Plan 4.5 PerformIntegrated ChangeControl

5. Project Scope 5.1 Plan Scope 5.5 Validate Scope

Management Management 5.6 Control Scope

5.2 Collect

Requirements

5.3 Define Scope

5.4 Create WBS

6. Project Time 6.1 Plan Schedule 6.7 Control

Management Management Schedule

6.2 DefineActivities6.3 SequenceActivities6.4 EstimateActivity Resources6.5 EstimateActivity Durations6.6 DevelopSchedule

7. Project Cost 7.1 Plan Cost

Management Management

7.2 Estimate Costs7.3 DetermineBudget

8.1 Plan QualityManagement

8.2 Perform QualityAssurance

9. Project 9.2 Acquire Project

Human Resource Team

Management 9.3 Develop Project

Team9.4 Manage ProjectTeam

10.2 Manage 10.3 ControlCommunications Communications

11. Project Risk 11.1 Plan Risk

Management Management

11.2 Identify Risks11.3 PerformQualitative RiskAnalysis11.4 PerformQuantitative RiskAnalysis11.5 Plan RiskResponses

12.2 Conduct 12.3 Control 12.4 Close

Procurements Procurements Procurements

13.1 IdentifyStakeholders

InitiatingProcess Group

PlanningProcess Group

ExecutingProcess Group

MonitoringandControlling

ClosingProcess Group

Project Management Process Groups

13. ProjectStakeholderManagement

13.2 PlanStakeholderManagement

13.3 ManageStakeholderEngagement

13.4 ControlStakeholderEngagement

11.6 Control Risks

12. ProjectProcurementManagement

12.1 PlanProcurementManagement

9.1 Plan HumanResourceManagement

10. ProjectCommunications

Management

10.1 PlanCommunicationsManagement

7.4 Control Costs

8. ProjectQuality

Management

8.3 Control Quality

4. ProjectIntegration

Management

4.3 Direct andManage ProjectWork

4.6 Close Project orPhase

KnowledgeAreas

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Portfolios, Programs, and Projects

Process – "a systematic series of activities directedtowards causing an end result such that one or more inputswill be acted upon to create one or more outputs"

An Operation - an organizational function performing theongoing activities that produce the same product or providea repetitive service

Business Value – entire value of the business

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Portfolios, Programs, and Projects

Project - "a temporary endeavor undertaken tocreate a unique product, service or result!Program – "a group of related projects, subprogramsand program activities managed in a coordinatedway to obtain benefits and control not obtainablefrom managing them individually"Portfolio - "projects, programs, sub portfolios andoperations managed as a group to achieve strategicobjectives – not necessarily directly related"

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Portfolios, Programs, and Projects

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Organizationalstrategy & goals

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Portfolios, Programs, and Projects

Portfolio - "projects, programs, sub portfolios andoperations managed as a group to achieve

directlynecessarilynot–“objectivesstrategic“"related

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Portfolios, Programs, and Projects

,related projects"a group of–Programsubprograms and program activities managed in a

and control notobtain benefitstocoordinated wayobtainable from managing them individually"

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Portfolios, Programs, and Projects

strategy"–Organizational Project Managementutilizing project, program, andexecution frameworkas well as organizational enablingportfolio management

deliverconsistently and predictablytopracticesorganizational strategy producing better performance,

better results, and a sustainable competitive.advantage

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Organizational Project Management MaturityModel – OPM3

Organizational Project Management MaturityModel – OPM3

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Portfolios, Programs, and Projects

Organizational Project Management –

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Portfolios,Programs,and Projects

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Projects Programmes PortfoliosNarrow scope –

specified deliverablesWide scope – Outcomes

measured in benefits,ambiguity

Business Scope – aligned tostrategic direction – flex to

suitPM manages change

control ; controlschanges

PgM expects and embraceschange

PoM – monitors broadinternal and external

environmentsSuccess -> Project

Performance criteriaSuccess -> New

Capabilities throughtransition and embedding,

Benefits

Success -> aggregateperformance of portfolio

elements

Leadership style –directive, authoritative

Leadership style –influential, relationshipcentered; stakeholder

engagement

Leadership – influential,Board decision making,

internal and externalrelationship building

PM managesspecialists

PgM manages projectmanagers

PoM manages portfolio staff

PM motivates usingown knowledge and

skills; team focus

PgM motivates viaProgramme Vision,

Leadership, winning heartsand minds, Relationships

Leaders – ideas, innovation,synthesis, inspiration, pull

leadership

Detailed planning;stage focus

High level planning;Programme focus

Business planning; strategicfocus

Monitor team throughTeam Managers;

monitor and control is akey task for the Project

Manager

Monitors projects throughthe Governance structure in

place, including QualityAssurance and maybe,Programme Assurance

Monitors aggregateperformance; value

indicators; early warningsystems; Portfolio dashoards

requiring Program reports

Organizational Project Management

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•Projects and Strategic Planning

- Market demand- Business need / Strategic opportunity

- Customer request / social need- Technological advance

- Legal requirement- Environmental Need – reduce waste

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Page 22: PMP PMbok 5th CH1 - CH2

Projects,(Programs)Management,

Office

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PMO

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PMO

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PMO

Return Of Investment

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PMO Can be a main stakeholder and a Key decision maker - Thereare three main types:Supportive

•consultative role•supplies templates, best practice, training, lessons learnt; has lowcontrolControlling

•consultative role•supplies templates, best practice, training, lessons learnt•requires compliance and has moderate controlDirective

•consultative role•supplies templates, best practice, training, lessons learnt•takes control, manages projects directly and has high control

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PMOintegrates data and information from corporate strategic projectsand evaluates how higher level strategic objectives are beingfulfilled. Supportive

the natural liaison (link) between the organization’s portfolios,programs, projects, and the corporate measurement systems

(e.g. balanced scorecard).

May have the authority to act as an integral stakeholder and a keydecision maker throughout the life of each project,

make recommendations, or to terminate projects or take otheractions, as required, to remain aligned with the business objectives.

may be involved in the selection, management, and deployment ofshared or dedicated project resources.

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PMO (e.g. balanced scorecard).

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PMO• Managing shared resources across all projects

administered by the PMO;

• Identifying and developing project managementmethodology, best practices, and standards; Coaching,mentoring, training, and oversight;

• Monitoring compliance with project managementstandards, policies, procedures, and templates by meansof project audits;

• Developing and managing project policies, procedures,templates, and other shared documentation

• (organizational process assets); and

• Coordinating communication across projects.

PMO is to support project managers

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PMO• The project manager focuses on the specified project

objectives, while the PMO manages major program scopechanges, which may be seen as potential opportunities tobetter achieve business objectives.

• The project manager controls the assigned projectresources to best meet project objectives, while the

• PMO optimizes the use of shared organizational resourcesacross all projects.

• The project manager manages the constraints (scope,schedule, cost, quality, etc.) of the individual projects, whilethe PMO manages the methodologies, standards, overallrisks/opportunities, metrics, and interdependencies amongprojects at the enterprise level.

The role of project managers Vs. PMO role

Page 30: PMP PMbok 5th CH1 - CH2

Operations Management

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Operations are ongoing endeavors that produce

repetitive outputs, with resources assigned to do

basically the same set of tasks according to the

standards institutionalized in a product life cycle.

Page 31: PMP PMbok 5th CH1 - CH2

Operations Management

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overseeing, directing, and controlling business

operations.

support the day-to-day business

necessary to achieve strategic and tactical goals of

the business.

Page 32: PMP PMbok 5th CH1 - CH2

Operations’ Examples

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Production operations.

Manufacturing operations.

Accounting operations

Software support.

maintenance.

Page 33: PMP PMbok 5th CH1 - CH2

Projects versus Operations

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Projects Performed by people Constrained by limited

resources Planned, executed and

controlled Temporary Unique

Operations Performed by people Constrained by limited

resources Planned, executed and

controlled Ongoing Repetitive

Page 34: PMP PMbok 5th CH1 - CH2

Projects interacts Operations

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At each closeout phase

When developing a new product, upgrading a

product, or expanding outputs

While improving operations or the product

development process

Page 35: PMP PMbok 5th CH1 - CH2

Projects interacts Operations

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At each point, deliverables and knowledge are transferred

between the project and operations for implementation of

the delivered work.

This implementation occurs through a transfer of project

resources to operations toward the end of the project, or

through a transfer of operational resources to the project

at the start.

Page 36: PMP PMbok 5th CH1 - CH2

Operational Stakeholders inProject Management

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Operational stakeholders should be engaged and

their needs identified as part of the stakeholder

register, and their influence (positive or negative)

should be addressed as part of the risk

management plan.

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Operational Stakeholders inProject Management

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Plant operators, Manufacturing line supervisors, Help desk staff, Production system support analysts, Customer service representative, Salespersons, Maintenance workers, Telephone sales personnel, Call center personnel, Retail workers, Line managers, and Training officers.

Page 38: PMP PMbok 5th CH1 - CH2

Organizations and ProjectManagement

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Organizations use governance to establishstrategic direction and performance parameters.

The strategic direction provides the purpose,expectations, goals, and actions necessary toguide business pursuit and is aligned withbusiness objectives.

Project management activities should be alignedwith top-level business direction.

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Organizations and ProjectManagement

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Project management activities should be aligned withtop-level business direction.

if there is a change, then project objectives need to berealigned.

In a project environment, changes to project objectivesaffect project efficiency and success.

When the business alignment for a project is constant,the chance for project success greatly increasesbecause the project remains aligned with the strategicdirection of the organization.

Page 40: PMP PMbok 5th CH1 - CH2

Project-Based Organizations(PBO)s.

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various organizational forms that create temporary systemsfor carrying out their work.

PBOs can be created by different types of organizations(i.e., functional, matrix, or projectized).

PBOs may diminish the hierarchy and bureaucracy inside theorganizations as the success of the work is measured by thefinal result rather than by position or politics.

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Project-Based Organizations(PBO)s.

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PBOs conduct the majority of their work as projectsand/or provide project rather than functionalapproaches.

PBOs conduct the majority of their work as projectsand/or provide project rather than functionalapproaches.

PBOs can refer to either entire firms, multi-firmconsortia, or networks; it is also possible that somelarge project-based organizations have functionalsupport areas or that the PBO is nested withinsubsidiaries or divisions of larger corporations.

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Project Management &Organizational Governance

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Projects (and programs) are undertaken to achieve strategic business outcomes, Many organizations now adopt formal organizational governance processes and

procedures. Organizational governance criteria can impose constraints on projects—particularly if

the project delivers a service which will be subject to strict organizational governance. Because project success may be judged on the basis of how well the resultant

product or service supports organizational governance, it is important for theproject manager to be knowledgeable about corporate/ organizationalgovernance policies and procedures pertaining to the subject matter of the productor service

(e.g., if an organization has adopted policies in support of sustainability practicesand the project involves construction of a new office building, the project managershould be aware of sustainability requirements related to building construction.)

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Project Management andOrganizational Strategy

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Organizational strategy should provide guidance and direction to projectmanagement

the project sponsor or the portfolio or program manager whoidentifies alignment or potential conflicts between organizationalstrategies and project goals and then communicates these to theproject manager.

If the goals of a project are in conflict with organizational strategy, itis incumbent upon the project manager to document and identify suchconflicts as early as possible in the project.

the development of an organizational strategy could be the goal of aproject rather than a guiding principle. In such a case, it is important forthe project to specifically define what constitutes an appropriateorganizational strategy that will sustain the organization.

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Business Value

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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 andintangible elements.

Examples of tangible elements include monetary assets, fixtures, stockholder equity, andutility.

Examples of intangible elements include good will, brand recognition, public benefit, andtrademarks.

Depending on the organization, business value scope can be short-, medium-, or long-term.

Value may be created through the effective management of ongoing operations. However,through the effective use of portfolio, program, and project management, organizations willpossess the ability to employ reliable, established processes to meet strategic objectives andobtain greater business value from their project investments.

While not all organizations are business driven, all organizations conduct business-relatedactivities. Whether an organization is a government agency or a nonprofit organization, allorganizations focus on attaining business value for their activities.

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Business Value

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Successful business value realization begins with comprehensivestrategic planning and management.

Portfolio management aligns components (projects, programs, oroperations) to the organizational strategy,

Organized into portfolios or subportfolios to optimize project orprogram objectives, dependencies, costs, timelines, benefits,resources, and risks. This allows organizations to have an overallview of how the strategic goals are reflected in the portfolio

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Business Value

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Using program management, organizations have the ability toalign multiple projects for optimized or integrated costs,schedule, effort, and benefits.

Program management focuses on project interdependenciesand helps to determine the optimal approach for managingand realizing the desired benefits.

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Business Value

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With project management, organizations have the abilityto apply knowledge, processes, skills, and tools andtechniques that enhance the likelihood of success overa wide range of projects.

Project management focuses on the successful deliveryof products, services, or results. Within programs andportfolios, projects are a means of achievingorganizational strategy and objectives.

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, program, and projectportfolioofAlignmentBusiness Valuewithactivitiesmanagement

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Strengthening organizational enablers such as structural,cultural, technological, and human resource practices.

continuously conducting portfolio strategic alignment andoptimization.

performing business impact analyses. and developing strong (robust) organizational enablers.

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Role of the Project ManagerUpon completion, you will be able to …

project manager:• Roles• Responsibilities• Interpersonal skill requirements• Your knowledge area gaps and strengths

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Role of the Project Manager

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The project manager is the person assigned by theperforming organization to lead the team that isresponsible for achieving the project objectives.

Depending on the organizational structure, aproject manager may report to a functional manager.In other cases, a project manager may report to aprogram or portfolio manager.

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Role of the Project Manager

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project manager may report to a program orportfolio manager,

the project manager works closely with the

program or portfolio manager to achieve the project

objectives and to ensure the project management

plan aligns with the overarching program plan.

1

3

2

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Role of the Project Manager

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The project manager also works closely and in

collaboration with other roles, such as a business analyst,

quality assurance manager, and subject matter experts.

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Role of the Project Manager:Responsibilities and Competencies of PM

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satisfy the needs: task needs, team needs, and individual

needs.

the link between the strategy and the team.

Projects are essential to the growth and survival of

organizations.

The project manager’s role therefore becomes increasinglystrategic.

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Role of the Project Manager:Responsibilities and Competencies of PM

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Knowledge—Refers to what the project manager knowsabout project management.

Performance—Refers to what the project manager is able todo or accomplish while applying his or her projectmanagement knowledge.

Personal—Refers to how the project manager behaves whenperforming the project or related activity. i.e. :encompassesattitudes,

core personality characteristics, and leadership

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Role of the Project Manager:Interpersonal Skills of a Project Manager

Decision-maker n Leadership Coaching n Sales person Communication n PM expert Team building n Conflict management Power broker n Behavior model Influencing n Political and cultural awareness Negotiation n Trust building Motivation n Communication

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Organizational Influences on ProjectManagement

• An organization’s culture, style, and structure influence how itsprojects are performed.

• The organization’s level of project management maturity and itsproject management systems can also influence the project.

• JV or partnering agreement, the project will be influenced by morethan one organization.

The following sections describe organizational characteristics, factors,and assets within an enterprise that are likely to influence the project.

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Organizational Cultures and Styles (culturalnorms)

• Organizations are systematic arrangements of entities

(persons and/or departments) aimed at accomplishing a

purpose, which may involve undertaking projects.

• An organization’s culture and style affect how it conducts

projects

• Organizational culture is shaped by the common experiences

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Organizational Cultures and Styles* Common experiences

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Shared visions, mission, values, beliefs, and expectations;

Regulations, policies, methods, and procedures;

Motivation and reward systems;

Risk tolerance;

View of leadership, hierarchy, and authority relationships;

Code of conduct, work ethic, and work hours;

Operating environments.

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Organizational Communications

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Project management success in an organization is highly dependent on an

effective organizational communication style.

project managers in distant locations are able to more effectively communicate with

all relevant stakeholders within the organizational structure to facilitate decision

making.

Stakeholders and project team members can also use electronic communications(including e-mail, texting (text chatting), instant messaging, social media, video and

web conferencing, and other forms of electronic media) to communicate with the

project manager formally or informally.

globalization

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Organizational Structures

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Functional Organization

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FunctionalManager

ChiefExecutive

ProjectCoordination

)(Gray boxes represent staff engaged in project activities

Staff

Staff Staff

Staff

Staff

FunctionalManager

FunctionalManager

Staff

StaffStaff

Staff

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Functional OrganizationDiscussion Question

• In your opinion, what advantages and potentialdisadvantage doesthis type of organizational structure foster?

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Functional OrganizationPotential Advantages

• Clear reporting relationships• Highly specialized expertise• Homogeneous group• Drive for technical excellence

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Page 64: PMP PMbok 5th CH1 - CH2

Functional OrganizationPotential Issues

• Project boundaries limited to discipline• Barrier to customer influence and satisfaction• Employee development opportunities limited• Project manager dependent on personal influence• Hierarchical decision and communication processes• Overwork technical issues versus build to standard• Fosters part-time roles

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Weak Matrix

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FunctionalManager

ChiefExecutive

ProjectCoordination(Gray boxes represent staff engaged in project activities )

Staff

Staff Staff

StaffStaff

FunctionalManager

FunctionalManager

Staff

Staff

Staff

Staff

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Balanced Matrix

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FunctionalManager

Staff Staff

StaffStaff

Staff

ChiefExecutive

FunctionalManager

FunctionalManager

ProjectCoordination(Gray boxes represent staff engaged in project activities )

Project Manager

Staff

Staff Staff

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Strong Matrix

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ChiefExecutive

FunctionalManager

FunctionalManager

FunctionalManager

Manager ofProject Managers

Staff

Staff

Staff Staff

Project Manager

Project Manager

Project Manager

Staff

Staff

Staff

Staff

Staff

Staff

Project Coordination(Gray boxes represent staff engaged in project activities )

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Projectized Organization

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ProjectManager

ChiefExecutive

ProjectCoordination

Gray boxes represent staff engaged in project activities )(

ProjectManager

ProjectManager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

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Projectized OrganizationDiscussion Question

• Based on your experience, what potential advantages anddisadvantage does this type of organizational approachfoster?

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Page 70: PMP PMbok 5th CH1 - CH2

Project-Based OrganizationPotential Advantages

• Strong project manager role• Full-time administrative staff• Clear accountability• Fosters co-location• Improved focus• Cost and performance tracking• Decision-making• Customer relationships• Common processes

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Page 71: PMP PMbok 5th CH1 - CH2

Project-Based OrganizationPotential Issues

• Lessening of employee’s “profession” identity• Reduced focus on technical competence• Leadership by the non-technically skilled• Focus on administrative work versus technical• Devaluing of functional managers• Process versus deliverable emphasis

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Page 72: PMP PMbok 5th CH1 - CH2

Structure Influence on Projects

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Page 73: PMP PMbok 5th CH1 - CH2

Composite Organization

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ChiefExecutive

FunctionalManager

FunctionalManager

FunctionalManager

Manager ofProject Managers

Staff

Staff

Staff Staff

Project Manager

Project Manager

Project Manager

Staff

Staff

Staff

Staff

Staff

Staff

Project A CoordinationProject B Coordination

(Gray boxes represent staff engaged in project activities )

Page 74: PMP PMbok 5th CH1 - CH2

Organizational structures & Project Manager

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Many organizational structures include strategic, middlemanagement, and operational levels. The project manager mayinteract with all three levels depending on factors such as:

- Strategic importance of the project,

- Capacity of stakeholders to exert

influence on the project,

- Degree of project management

maturity,

- Project management systems,

- Organizational communications.

Page 75: PMP PMbok 5th CH1 - CH2

Organizational structures & Project Manager

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This interaction determines project characteristics such as:

- Project manager’s level of authority,

- Resource availability and management,

- Entity controlling the project budget, Project manager’s role, and

- Project team composition.

Page 76: PMP PMbok 5th CH1 - CH2

Organizational Process Assets

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They include any artifact, practice, or knowledge from any or all of theorganizations involved in the project that can be used to perform or govern theproject.

These process assets include formal and informal plans, processes, policies,procedures, and knowledge bases, specific to and used by the performingorganization.

include the organization’s knowledge bases such as lessons learned andhistorical information.

Organizational process assets may be grouped into two categories: (1)processes and procedures, and (2) corporate knowledge base.

Page 77: PMP PMbok 5th CH1 - CH2

Organizational Process AssetsProcesses and Procedures

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Initiating and Planning:○ Guidelines and criteria for tailoring the organization’s set of standard

processes and procedures to satisfy the specific needs of the project;

○ Specific organizational standards

such as policies (e.g., human resources policies, health and safety policies, ethicspolicies, and project management policies), product and project life cycles, andquality policies and procedures (e.g., process audits, improvement targets,checklists, and standardized process definitions for use in the organization);

○ Templates (e.g., risk register, work breakdown structure, project schedulenetwork diagram, and contract templates).

Page 78: PMP PMbok 5th CH1 - CH2

Organizational Process AssetsProcesses and Procedures

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Executing, Monitoring and Controlling:

○ Change control procedures, including the steps by which performing organizationstandards, policies, plans, and procedures or any project documents will be modified,and how any changes will be approved and validated;

○ Financial controls procedures (e.g., time reporting, required expenditure anddisbursement reviews, accounting codes, and standard contract provisions);

○ Issue and defect management procedures defining issue and defectcontrols, issue and defect identification and resolution, and action item tracking;

Page 79: PMP PMbok 5th CH1 - CH2

Organizational Process AssetsProcesses and Procedures

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Executing, Monitoring and Controlling:○ Organizational communication requirements (e.g., specific communication technologyavailable, authorized communication media, record retention policies, and securityrequirements);

○ Procedures for prioritizing, approving, and issuing work authorizations;

○ Risk control procedures, including risk categories, risk statement templates,probability and impact definitions, and probability and impact matrix; and

○ Standardized guidelines, work instructions, proposal evaluation criteria, andperformance measurement criteria.

Page 80: PMP PMbok 5th CH1 - CH2

Organizational Process AssetsProcesses and Procedures

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Closing:

○ Project closure guidelines or requirements

(e.g., lessons learned,

final project audits,

project evaluations,

product validations,

and acceptance criteria).

Page 81: PMP PMbok 5th CH1 - CH2

Organizational Process AssetsCorporate Knowledge Base

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The organizational knowledge base for storing and retrievinginformation includes, but is not limited to:

Configuration management knowledge bases containing theversions and baselines of all performing organization standards,policies, procedures, and any project documents;

Financial databases containing information such as labor hours,incurred costs, budgets, and any project cost overruns;

Historical information and lessons learned knowledge bases (e.g.,project records and documents, all project closure information anddocumentation, information regarding both the results of previousproject selection decisions and previous project performanceinformation, and information from risk management activities);

Page 82: PMP PMbok 5th CH1 - CH2

Organizational Process AssetsCorporate Knowledge Base

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Issue and defect management databases containing issue and defectstatus, control information, issue and defect resolution, and action itemresults;

Process measurement databases used to collect and make availablemeasurement data on processes and products; and

Project files from previous projects (e.g., scope, cost, schedule, andperformance measurement baselines, project calendars, project schedulenetwork diagrams, risk registers, planned response actions, and definedrisk impact).

Page 83: PMP PMbok 5th CH1 - CH2

Enterprise Environmental Factors

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Enterprise environmental factors refer to conditions, not under the

control of the project team, that influence, constrain, or direct the

project.

Enterprise environmental factors are considered inputs to most

planning processes, may enhance or constrain project management

options, and may have a positive or negative influence on the outcome

Enterprise environmental factors vary widely in type or nature.

Page 84: PMP PMbok 5th CH1 - CH2

Enterprise Environmental Factors

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* Enterprise environmental factors include, but are not limited to:

Organizational culture, structure, and governance;

Geographic distribution of facilities and resources;

Government or industry standards (e.g., regulatory agency regulations,codes of conduct, product standards, quality standards, andworkmanship standards);

Infrastructure (e.g., existing facilities and capital equipment);

Existing human resources (e.g., skills, disciplines, and knowledge, suchas design, development, legal, contracting, and purchasing);

Personnel administration (e.g., staffing and retention guidelines,employee performance reviews and training records, reward andovertime policy, and time tracking);

Page 85: PMP PMbok 5th CH1 - CH2

Enterprise Environmental Factors

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* Enterprise environmental factors include, but are not limited to:

Company work authorization systems;

Marketplace conditions;

Stakeholder risk tolerances;

Political climate;

Organization’s established communications channels;

Commercial databases (e.g., standardized cost estimating data,industry risk study information, and risk databases); and

Project management information system (e.g., an automated tool,such as a scheduling software tool, a configuration managementsystem, an information collection and distribution system, or webinterfaces to other online automated systems).

Page 86: PMP PMbok 5th CH1 - CH2

Project Stakeholders and Governance

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A stakeholder is an individual, group, or organization who may affect,

be affected by, or perceive itself to be affected by a decision, activity, or

outcome of a project. Stakeholders may be actively involved in the

project or have interests that may be positively or negatively affected

by the performance or completion of the project.

Different stakeholders may have competing expectations that might

create conflicts within the project.

Page 87: PMP PMbok 5th CH1 - CH2

Project Stakeholders

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Project Life Cycle and Organization

Project Stakeholders

Project Team

The Project

OperationsManagement Functional

Managers

Sellers/BusinessPartners

Customers/Users

OtherProjectTeam

MembersProject

Manager

ProjectManage-

mentTeam

ProjectManage-

mentOffice

ProgramManager

PortfolioManager

OtherStakeholders Sponsor

Page 88: PMP PMbok 5th CH1 - CH2

Project Stakeholders

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King Abdullah Sports City, Jeddah

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Project Governance

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Project governance is an oversight function that is aligned with the

organization’s governance model and that encompasses the project life

cycle.

. Project governance framework provides the project manager and team with

structure, processes, decision-making models and tools for managing the

project, while supporting and controlling the project for successful delivery.

Page 90: PMP PMbok 5th CH1 - CH2

Project Governance

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Strategic Alignment

Structured Authority Levels and decision making

Following Processes and Procedures

Communication standards, processes and procedures

Guidelines to align the project objectives with the strategic direction and targets

Processes for stage gate/phase reviews, project reviews, identifying lessons,

change and configuration control, decision making

Page 91: PMP PMbok 5th CH1 - CH2

Organizations Governance

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Establishing the strategic direction(s)

Designing and implementing organizational policies

Structuring systems, processes and procedures for consistent application

Setting up the required culture (desired behaviors and norms)

Communicating purpose, goals, expectations and actions (strategic planning -

>Business Plan)

Using these systems, processes and procedures, the project can contribute to

Business Value

Page 92: PMP PMbok 5th CH1 - CH2

Organizations Governance

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Project Governance

Isnot Part of

Page 93: PMP PMbok 5th CH1 - CH2

Project team

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Project teams include roles such as:

•Project management staff. This role may be performed or supported by a

project management office (PMO).

•Project staff. The members of the team who carry out the work of creating the

project deliverables.

•Supporting experts. Supporting experts perform activities required to develop

or execute the project management plan.

•user or customer representatives.

Page 94: PMP PMbok 5th CH1 - CH2

Project team

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•Sellers. Sellers, also called vendors, suppliers, or contractors,. If the sellers bear

a large share of the risk for delivering the project’s results, they may play a

significant role on the project team.

•Business partner members. Members of business partners’ organizations may

be assigned as members of the project team to ensure proper coordination.

•Business partners: provide specialized expertise or fill a specified role such as

installation, customization, training, or support.

Page 95: PMP PMbok 5th CH1 - CH2

Composition of Project teams

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The composition of project teams varies based on factors such as organizational

culture, scope, and location.

The relationship between the project manager and the team varies depending on

the authority of the project manager.

Samples:

Dedicated: - All or a majority of the project team members are assigned to workfull-time on the project.

- The project team may be colocated or virtual and usually reports directly to theproject manager.

- This is the simplest structure for a project manager, as the lines of authority areclear and team members can focus on the project’s objectives.

Page 96: PMP PMbok 5th CH1 - CH2

Composition of Project teams

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Part-time.

- Some projects are established as temporary additional work, with the project

manager and team members working on the project while remaining in their existing

organizations and continuing to carry out their normal functions.

- The functional managers maintain control over the team members and the

resources allocated to the project, and the project manager is likely to continue

performing other management duties (low authority).

- Part-time team members may also be assigned to more than one project at a

time.

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Composition of Project teams

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Dedicated and part-time project team compositions may exist in any of the

organizational structures.

Dedicated project teams are often seen in projectized organizations, where most of

the organization’s resources are involved in project work and project managers have

a great deal of independence and authority.

Part-time project teams are common within functional organizations, .

Matrix organizations use both dedicated and part-time project teams.

Other members who have limited involvement at various stages of a project can be

thought of as part-time project team members. (limited calendar)

Page 98: PMP PMbok 5th CH1 - CH2

Composition of Project teams

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Based on organizational structure. An example of this is a partnershipbased project to gainsome advantages.

These advantages may be offset by the project manager’s lower degree of control over teammembers and the need for strong mechanisms for communication and monitoring progress.

Virtual teams rely on collaborative tools, such as shared online workspaces and videoconferences, to coordinate their activities and exchange information about the project.

A virtual team can exist with any type of organizational structure and team composition.

Virtual teams are necessary for projects where resources are located onsite or offsite or both

Accommodate differences in the culture, working hours, time zones, local conditions, andlanguages.

Page 99: PMP PMbok 5th CH1 - CH2

Project Life cycle

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Time

ProjectManagementOutputs

ProjectCharter

Startingthe

project

Organizing andpreparing

Closingthe

project

Carrying out the work

ProjectManagement Plan

AcceptedDeliverables

ArchivedProject

Documents

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Project Life cycle

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Risk and uncertainty

Cost of changes

Project TimeLow

High

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• A project life cycle is a collection of project phases thatdefines– what work will be performed in each phase– what deliverables will be produced and when– who is involved in each phase, and– how management will control and approve work produced in

each phase• A deliverable is a product or service produced or provided

as part of a project

Project Phases and the Project Life Cycle

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Page 102: PMP PMbok 5th CH1 - CH2

• In early phases of a project life cycle– resource needs are usually lowest– the level of uncertainty (risk) is highest– project stakeholders have the greatest opportunity to influence the project

• In middle phases of a project life cycle– the certainty of completing a project improves– more resources are needed

• The final phase of a project life cycle focuses on– ensuring that project requirements were met– the sponsor approves completion of the project

More on Project Phases

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Phases of the Traditional Project Life Cycle

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One Approach to Managing the Installation of a Telecommunications Network

Executing Processes

Monitoring and Controlling Processes

Closing ProcessesInitiating Processes Planning Processes

Example of a Single-Phase Project

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Phases of the Traditional Project Life Cycle

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Phase-to-Phase relationships

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Landscaping

One Approach to Cleaning Up a Hazardous Waste Site

ExecutingProcesses

Monitoring and Controlling Processes

ClosingProcesses

InitiatingProcesses

PlanningProcesses

Waste Removal/Cleanup

ExecutingProcesses

Monitoring and Controlling Processes

ClosingProcesses

InitiatingProcesses

PlanningProcesses

Facility Decommissioning

ExecutingProcesses

Monitoring and Controlling Processes

ClosingProcesses

InitiatingProcesses

PlanningProcesses

Construction Phase

ExecutingProcesses

Monitoring and Controlling Processes

ClosingProcesses

InitiatingProcesses

PlanningProcesses

Design Phase

ExecutingProcesses

Monitoring and Controlling Processes

ClosingProcesses

InitiatingProcesses

PlanningProcesses

Potential Approach to Building a New Factory

Overlapping relationship

Sequential relationship

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• projects can follow

– Predictive life cycle: the scope of the project can be clearly

articulated and the schedule and cost can be predicted

– Iterative (cyclic) e.g. research projects

– Adaptive life cycle: (Agile) (rapid cyclic 2-4 W) requirements

cannot be clearly expressed, projects are mission driven and

component based, using time-based cycles to meet target dates.

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Page 107: PMP PMbok 5th CH1 - CH2

• Waterfall model: has well-defined, linear stages of systemsdevelopment and support

• Spiral model: shows that project is developed using an iterative orspiral approach rather than a linear approach

• Incremental build model: provides for progressive development of theproject

• Prototyping model: used for developing prototypes to clarify userrequirements

• Rapid Application Development (RAD) model: used to producesystems quickly without sacrificing quality

Predictive Life Cycle Models

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Waterfall and Spiral Life Cycle Models

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Adaptive life cycles (also known aschange-driven or agile methods)

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