PM501

1
PM501

• Introduction to Project Management
• Session 2 Organizational Influences
• Project Management Processes

Dr. Nedka Gateva ngateva_at_technologica.com
2
Learning Goals

• Organizational culture
• Organizational influences
• Project Management System
• PM Office
• The project management processes
• Describe the five project management process
  groups, the typical level of activity for each,
  and the interactions among them.
• Understand how the project management process
  groups relate to the project management knowledge
  areas.
• Understand the contribution that effective
  project initiation, project planning, project
  execution, project monitoring and control, and
  project closing makes to project success.

3
Organizational Culture

• Shared values, norms, beliefs and expectations
• Policies and procedures
• Relationships based on authority and respect
• Professional ethics and work hours

4
Organizational Structures

• Project-based Organizations
• Performing projects for customers
• Management by projects
• Non-project-based Organizations
• Departments and sub-units that operate PM

5
Functional Organization
Chief Executive
ProjectCoordination
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff engaged in project activities
Staff
6
Projectized Organization
ProjectCoordination
Chief Executive
Project Manager
Project Manager
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff engaged in project activities
Staff
7
Weak Matrix Organization
Chief Executive
FunctionalManager
FunctionalManager
FunctionalManager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
ProjectCoordination
8
Balanced Matrix Organization
Chief Executive
FunctionalManager
FunctionalManager
FunctionalManager
Staff
Staff
Staff
Staff
Staff
Staff
Project Manager
Staff
Staff
ProjectCoordination
9
Strong Matrix Organization
Chief Executive
Manager of Project Managers (PMO)
FunctionalManager
FunctionalManager
Project Manager
Staff
Staff
Project Manager
Staff
Staff
Staff
Staff
Project Manager
Project Coordination
10
Composite Organization
Chief Executive
Manager of Project Managers (PMO)
Functional Manager
Functional Manager
Project Manager
Staff
Staff
Coordination of project ?
Project Manager
Staff
Staff
Staff
Staff
Project Manager
Coordinationof project ?
11
Organizational Structure Influences
12
The Role of the PMO

• Organizational unit for centralized project
  management
• Development of policies and procedures
• Training of staff and methodological support
• Coordination, resources allocation, direct
  participation
• Knowledge base

13
Project Success Factors

14
Project Processes

• Definition of a Process
• A series of actions directed toward a particular
  result.
• There are two categories of linked processes
• Project oriented processes
• Product oriented processes

Ref. PMBOK Guide, PMI, 3rd ed., 2004
15
Process Groups and Their Linkages

Initiating
Planning
Executing
Controlling
Closing
16
Processes on Project Phases

Level of activities
Executing processes
Closing
Planning
Initiating
Controlling
Time
Start Phase
End Phase
17
Process Cycle
Do
Plan
Check
Act
18
Project Management Processes
Monitoring Controlling Processes
PlanningProcesses
InitiatingProcesses
ClosingProcesses
ExecutingProcesses
PMBOK Guide, PMI, 3rd ed., 2004
19
Initiating Processes

• What are we going to deliver and what work must
  be done to accomplish these
  outcomes?
• When will we produce these deliverables, when
  will the deliverables be reviewed and
  verified and when will they be
  accepted/validated by the stakeholders?
• Who are we doing this work for and who are the
  stakeholders (customers, sponsors, end
  users, team members) that may use this
  product or service?
• Why is the work being initiated? This should be
  discussed by and agreed on by all
  stakeholders assigned to the project?
• Where will the product be used?
• How are we going to accomplish the objectives
  and how will the project be controlled
  and monitored?

Initiating is the point where we
start considering an idea and further refine
that idea. It is also when the group agrees
and authorizes additional research toward
the completion of an outcome.
20
Initiating Process Group
Planning
Executing
Monitoring Controlling
Two processes to authorize the start of a new
project or a phase in an ongoing project.
21
Initiating Process Group

• Develop Project Charter ( 4.1) developing the
  project charter that formally authorizes a
  project or a project phase.
• Develop Preliminary Project Scope Statement (4.2)
  develops the preliminary project scope
  statement that provides a high level scope
  narrative.

22
Planning Processes
The planning processes are to organize and
identify the components of a project to develop
the product or service. The project manager and
the team work together to write the scope of
work, create a checklist, identify resources,
estimate time to develop tasks and recommend
major deliverables. The scope needs to be very
clear so the stakeholders will plan their project
according to what they have listed. This list
will have identified tasks and major deliverables
for each step of the project. The schedule will
have resources and completion times assigned to
each task. There will be more discussion on how
to develop a scope statement, create a checklist
and identify resources, estimate times and
completion dates.
What processes are needed and how are they going
to be applied?
23
Planning Process Group
Monitoring Controlling
Initiating
Executing
Closing
24
Planning Process Group - ?

• Develop Project Management Plan ( 4.3)
  documenting the actions necessary to define,
  prepare, integrate, and coordinate all subsidiary
  plans into a project management plan.
• Scope Planning (5.1) creating a project scope
  management plan that documents how the project
  scope will be defined, verified, controlled, and
  how the work breakdown structure (WBS) will be
  created and defined.
• Scope definition (5.2) developing a detailed
  project scope statement as the basis for future
  project decisions.
• Create Work Breakdown Structure (WBS) (5.3)
  subdividing the major project deliverables and
  project work into smaller, more manageable
  components.
• Activity Definition (6.1) identifying the
  specific schedule activities that need to be
  performed to produce the various project
  deliverables.
• Activity Sequencing (6.2) identifying and
  documenting dependencies among schedule
  activities.
• Activity Resource Estimating (6.3) estimating
  the type and quantities of resources required to
  perform each schedule activity.

25
Planning Process Group ??

• Activity Duration Estimating (6.4) estimating
  the number of work periods that will be needed to
  complete individual schedule activity.
• Schedule Development (6.5) analyzing activity
  sequences, durations, resource requirements, and
  schedule constraints to create the project
  schedule.
• Cost Estimating (7.1) developing an
  approximation of the cost of the resources needed
  to complete the project activities.
• Cost Budgeting ( 7.2) aggregating the estimated
  costs of individual activities or work packages
  to establish a cost baseline.
• Quality Planning (8.1) identifying which
  quality standards are relevant to the project and
  determining how to satisfy them.
• Human Resource Planning (9.1) identifying and
  documenting project roles, responsibilities, and
  reporting relationships, as well as creating the
  staffing management plan.
• Communications Planning (10.1) determining the
  information and communications needs of the
  project stakeholders.

26
Planning Process Group ??I

• Risk Management Planning (11.1) deciding how to
  approach, plan, and execute the risk management
  activities for a project.
• Risk Identification (11.2) determining which
  risks might affect the project and documenting
  their characteristics.
• Qualitative Risk Analysis (11.3) prioritizing
  risks for subsequent further analysis or action
  by assessing and combining their probability of
  occurrence and impact.
• Quantitative Risk Analysis (11.4) numerically
  analyzing the effect on overall project
  objectives of identified risks.
• Risk Response Planning (11.5) developing
  options and actions to enhance opportunities, and
  to reduce threats to project objectives.
• Plan Purchases and Acquisitions (12.1)
  determining what to purchase or acquire and
  determining when and how.
• Plan Contracting (12.2) documenting products,
  services, and results requirements and
  identifying potential sellers.

27
Executing Processes
To ensure the tasks are being completed by team
members according to the plan. To monitor and
manage changes against the projects objectives,
review the scope statement at periodic times
during the project. Develop project team.
Identify the changes, undertake preventive and
corrective actions, ensure the quality and the
continuous improvement of the work to satisfy the
stakeholder's requirements.
Processes to execute the planned work.
28
Executing Process Group
Monitoring Controlling
Initiating
Closing
Planning
29
Executing Process Group

• Direct and Manage Project Execution (4.4)
  executing the work defined in the project
  management plan to achieve the projects
  requirements defined in the project scope
  statement.
• Perform Quality Assurance (8.2) applying the
  planned, systematic quality activities to ensure
  that the project employs all processes needed to
  meet requirements.
• Acquire Project Team (9.2) obtaining the human
  resources needed to complete the project.
• Develop Project Team (9.3) improving the
  competencies and interaction of team members to
  enhance project performance.
• Information Distribution (10.2) making needed
  information available to project stakeholders in
  a timely manner.
• Request Seller Responses (12.3) obtaining
  information, quotations, bids, offers, or
  proposals, as appropriate.
• Select Sellers (12.4) reviewing offers,
  choosing among potential sellers, and negotiating
  a written contract with each seller.

30
Monitoring Controlling Processes
To measure the performance and to make certain
that scheduled tasksare completed on time and
that the expectations are being met. Potential
problems should be identifiedin a timely manner
and corrective actionscan be taken, when
necessary, to control the execution of the
project. To identify variances from the project
management plan and recommend preventive action
in anticipation of possible problems.
Monitoring and controlling the project execution.
31
Monitoring Controlling Process Group
Initiating
Closing
Planning
Executing
32
Monitoring Controlling Process Group - I

• Monitor and Control Project Work (4.5)
  monitoring and controlling the processes used to
  initiate, plan, execute, and close a project to
  meet the performance objectives defined in the
  project management plan.
• Integrated Change Control (4.6) reviewing all
  change requests, approving changes, and
  controlling changes to the deliverables and
  organizational process assets.
• Scope Verification (5.4) formalizing acceptance
  of the completed project deliverables.
• Scope Control (5.5) controlling changes to the
  project scope.
• Schedule Control (6.6) controlling changes to
  the project schedule.
• Cost Control ( 7.3) influencing the factors
  that create cost variances and controlling
  changes to the project budget.
• Perform Quality Control (8.3) monitoring
  specific project results to determine whether
  they comply with relevant quality standards and
  identifying ways to eliminate causes of
  unsatisfactory performance.

33
Monitoring Controlling Process Group - II

• Manage Project Team (9.4) tracking team member
  performance, providing feedback, resolving
  issues, and coordinating changes to enhance
  project performance.
• Performance reporting (10.3) collecting and
  distributing performance information, including
  status reporting, progress management, and
  forecasting.
• Manage Stakeholders (10.4) managing
  communications to satisfy the requirements of and
  resolve issues with project stakeholders.
• Risk Monitoring and Control (11.6) identifying,
  analyzing and planning for newly arising risks,
  keeping track of the identified risks, monitoring
  residual risks, executing risk response plans,
  and evaluating their effectiveness throughout the
  project life cycle.
• Contract Administration (12.5) managing the
  contract and relationship between the buyer and
  seller, reviewing and documenting how a seller is
  performing or has performed to establish required
  corrective actions and provide a basis for future
  relationships with the seller, managing
  contract-related changes and, when appropriate,
  managing the contractual relationship with the
  outside buyer of the project.

34
Closing Processes
To approve and accept the project deliverables,
close the contracts and accounts, report the work
and save the information. To review and discuss
the final work, document lessons learned and
release the Project Team.
End of the Project.
35
Closing Process Group
Planning
Executing
Controlling
36
Closing Process Group

• Close Project (4.7) finalizing all activities
  across all of the project management process
  groups to formally close the project or a project
  phase.
• Contract Closure (12.6) completing and settling
  each contract, including the resolution of any
  open items, and closing each contract applicable
  to the project or a project phase.

37
Lessons Learned

• Keep a knowledge base for future projects
• What were the successes and failures of
  the project?
• What could be improved?
• How to save the information for future estimates?

Celebrate the closure of the project!
38
Linkages Among the Project Phases
..... Next Phases
Previous Phases .....
Design Phase
Build Phase
39
Mapping Diagram
Created with Casewise Corporate Modeler by
TechnoLogica