The presentation will focus on responding to two common questions that arise regarding project management. The first question is What Needs to be done on a Project? The second question is How should a project be planned, executed, controlled, monitored and closed out? How an organization responds to both questions will have a significant impact on project success. All too often organizations focus on the first question while paying little attention to the second. Practical suggestions for establishing an effective project environment will be provided

1. The Difference Between the What and
the How of Project Management
The Smarter Everyday project is owned and operated by CTE Solutions Inc.
Authors: William S. Bates & Thomas Flynn

2. Copyright Information & PMI
The Difference Between the What and the How of Project Management. It may not be reproduced in
whole or in part without the written authorization of the administrator through CTE Solutions.
The Difference Between the What and the How of Project Management is compliant with the Project
Management Institute’s A Guide to the Project Management Body of Knowledge, 5th Edition, 2013.
Some of the seminar materials are copyrighted by Bates Project Management Inc. for which the
authors have authority to utilize for their use.
The presentation is copyrighted by William S. Bates and Thomas Flynn, 2014 and is on loan for use
by CTE Solutions.
PMBOK is a registered mark of the Project Management Institute, Inc.

3. Outline
•
Introduction
Key Concepts and Definitions
Project Lifecycle
Project Planning and Control Model
•
What Needs to be Done on a Project?
Project Management Institute Requirements
Strength of the PMBOK®
Weakness of the PMBOK®®
•
Transition to the How of PM
–
–
•
•
Corporate Planning Process Model
Requirements to Achieve the How
Recent Research
Conclusion

4. Corporate Positioning
Company
Project
Program
Portfolio
On Going
Ops

5. Key Concepts and Definitions
•
Portfolios
A collection of programs, projects and operations within a business and/or support line
•
Programs
A large, complex undertaking composed of multiple projects to deliver a major product or service
•
Projects
A temporary endeavour that results in a distinctive product, service or end result
•
Work Package
A specific deliverable required to create the final product, service or end result of a project.
Lowest level of the work breakdown structure

6. Key Concepts and Definitions
•
Project Management
•
Project Management Methodology
•
Corporate Operations
The application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements (PMBOK®)
A set of consistent processes, procedures, techniques and templates to
cover all required areas of project initiation, planning, execution,
monitoring and close-out of a project
Day-to-day functions to deliver the services of an organization

7. Time
Benefits Realization
Close out
Execution
Planning
Initiation
Project Effort $ or Hrs./Days
Project Lifecycle

8. What needs to be done…?
•
Project Management Institute
•
Purpose of the PMBOK® Guide:
A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - 5th
Edition, 2013
“The PMBOK® Guide identifies that subset of the project management body of
knowledge that is generally recognized as good practice. Generally recognized means
the knowledge and practices described are applicable to most projects most of the
time, and there is consensus about their value and usefulness.”…. Good practice does
not mean that the knowledge described should always be applied uniformly to all
projects; the organization and/or project management team is responsible for
determining what is appropriate for any given project.” (P.2)

9. PMBOK Components®
•
Five processes:
• Ten Knowledge Areas
• Initiation
– Integration
– Scope
• Planning
– Cost
• Executing
– Time
• Monitoring & controlling
– Risk
• Closing
– Human Resources
– Quality
– Communications
– Procurement
– Stakeholder
Management

10. Project Management Processes
Planning
Processes
Initiating
Processes
Monitoring &
Controlling
Processes
Executing
Processes
Arrows represent flow of information
Closing
Processes
Total of 47 processes in PMBOK® Guide
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 5th Edition, 2013, Project Management
Institute

11. Project Planning and Control Model
Project
Initiation
Update & Detail
Project Scope
Definition
Monitoring &
Control
Updates
Finalize Plan &
Gain Approvals
Other Processes as
required
Risk, Quality,
Human Resources,
Communications,
Procurement,
Stakeholder
Project Budget
Development
(Excluded from
Seminar)
Detailed Work
Package Planning
& Estimating
Project
Schedule
Development

12. Strengths and Weaknesses of PMBOK®
•
• Weaknesses
Strengths
– Too complex for small projects
- Recognized standard
– Theoretical and very difficult
- Applicable to any project
to apply in the real world
- Evolves; new edition every 4 years
– Certifications do not always
- Certifications are available
prove who is suited &
qualified to manage projects

13. Transition to the How of PM
•
Corporate planning required by a company or
government agency
•
Effective project management environment be
established
•
Assess current project management capabilities
•
Implement as a project

14. Project Management Context
Provides for a closed loop
planning, execution and
control of all corporate
activity
Mission
Statement
(Evolve
Over time)
Monitor & Update
Operational &
Capital Plans
(Monthly to
Quarterly)
Goals/
Objectives
(Evolve Over
Time)
Project
Project
Plans
Plans
Annual
Plans
Specific
Action Plans
(Updated
Yearly)
Strategic
Plan
Strategies
(Update Yearly)
Corporate Planning Process Model

15. Corporate Planning Model Components
•
Corporate planning definition for this seminar
•
Definition components
•
•
•
•
•
•
•
•
Planning for the future (1 to 5 year time frame)
Based on documented assumptions that respond to an
evolving business and political environment
Systematic setting of corporate goals
Planning for operations, portfolios, programs and projects
Identifies specific projects to achieve the corporate goals
Responds to the needs of business units and integrates across
units as necessary
Reduces risks
Improves profitability and/or quality of services

16. Requirements to Achieve the How of
PM
Senior Management Support & Direction
Business and
Technology Processes
Documented
Project
System &
Tools
Project
Project
Governance
Management
Methodology
Education
Leadership & Skills
Effective Project
Management
Environment

17. Process for Successful PM Implementation
•
Enterprise PM Implementation Methodology Model
Implementation Phase
Development Phase
Assessment &
Planning
Communications & Cultural Sub-Project
Project Management Organization
On-Going
Operations

18. Assessment and Planning Phase
Capability
Preliminary
Investigation
Management
Review
Assessment
Plan
Requirements
Definition
Refine
Plan
Organizational PM
Maturity/Capability
Staff PM Capability
Implementation
Project Planning
Decision
Cancel
Assessment
Report
Project Plan
Commence
Project

19. Recent Research
•
Essential traits for “success” as a project manager:
Takes Initiative: The tendency to perceive what is necessary to be accomplished
and proceed on one’s own
Enthusiastic: The tendency to be eager and excited toward one’s own goals
Finance/Business: The interest in commerce or fiscal management
Wants to Lead: The desire to be in a position to direct or guide others
Source: Dr. Paul D. Giammalvo, Using “Behavioral Profiling” to Identify “Successful” Project Managers, PM World Journal, Vol. 1 –Issue 1 – August 2012

20. Recent Research Continued
Analytical:
The tendency to logically examine facts and situation (not necessary analytical ability).
Handles Autonomy:
The tendency to have the motivation and self-reliance necessary for a significant amount of independence from immediate
supervision (does not indicate the necessary job related knowledge)
Wants Challenge:
The willingness to attempt difficult tasks or goals
Giammalvo Quote:
“Despite the proliferation of exam based credentials and certifications, they are not reliable predictors of whether any individual
has what it takes to be “successful”, especially in a new or different environment.”
20

21. Conclusion
•
Effective project management takes 1.5 to 3 years to
implement
•
Must have management commitment
•
Implement as a project
•
Project management training only part of the solution
21

22. Conclusion
•
More than about certification and standards
•
Must understand potential and existing PMs’
behavioural attributes
•
Behavioural attributes can be enhanced over time,
including through training

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