This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include: - Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work. - Project management involves following a systematic process comprising five process groups and nine knowledge areas. - Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure. - Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer. - Organizational

1. Project Management Framework

2. A Guide Training guide for new project team member Learning guide for Project management framework Training guide to new team member for in-house project management procedure

3. Project Definition Temporary endeavor with beginning and end date Creates unique product, service, or result It is progressively elaborated

4. Operational Work Ongoing work Repetitive Sustains the business Adopts a new set of objective to continue the work

5. Project vs. Operational

6. Project Management A Profession Both Science and an Art Follows Systematic Process Having Professional and Social Responsibility Iterative throughout the Project Lifecycle Comprising of 5 Process Groups and 9 Knowledge Areas

7. Project Management Process Groups

8. Project Management Knowledge Areas

9. Program Definition A Program is a Group of Projects Their management is coordinated to provide decreased risk, economies of scale and improved management Includes elements of related work outside of the project in the program Eg. A new car model program can be broken up into projects for each component design and upgrade. Involves series of repetitive or cyclical undertaking Publishing a newspaper or magazine with each individual issue managed as a project

10. Project Management office PMO or Program office A Department that centralizes management of projects PMO is an organizational structure and not a person All those who are in PMO must be PMP Oversees the management of project, program or combination of both Existence of PMO provides more benefit to an organization

11. Project Management office PMO’s Roles One or more of the followings Providing the policies, methodologies, templates for managing project Providing supports and guidance to others on managing projects, training others in the project, and assisting in the management tool Providing PMs for different projects and being responsible for the result of those projects.

12. Project Management office PMO’s Authorities Manage the independencies between the projects Help to provide resources Terminate Projects Gather Lesson Learnt document to avail other projects Provide Template and Guidance Provide EMP Software Involve heavily more on initiation than the other phases

13. Objectives Project Objectives Contained in the Project Preliminary Scope Statement and Scope Statement. Projects are considered complete when the objective is being met. Considered terminating when it was not met the objectives. PM’s role is to accomplish the project objectives Management by Objective Establish unambiguous & realistic objectives Periodically evaluate if the objectives are being met Implement Corrective Action

14. Triple Constraint TIME COST Risk TIME Quality COST Client Satisfaction HR & procurement Quality SCOPE New Triple Constraints Old Triple Constraints SCOPE

15. OPM3 Organizational Project Management Maturity Model Helps the organization to determine the level of maturity model in the project management 3 - Interlocking elements KNOWLEDGE ASSESSMENT IMPROVEMENT Definition “ Organizational project management focuses on the clear correlation between an organization’s capabilities in the management of projects, programs and portfolios and its effectiveness in implementing strategy, which directly impacts on financial results. The degree to which an organization practices this type of project management is referred to as its OPM3” Elements of OPM3

16. AOE-Area of expertise A Project Manager can successfully manage a project irrespective of his technical knowledge Effective Project Management requires that the project management team understand and use the knowledge and skill from 5 AOE. PMBOK PMBOK guide provides Project Life Cycle Definition, Project Management Process Groups(5) and Knowledge Areas(9) Application Area Knowledge, Standards, and regulations Application areas are, Functional department and supporting disciplines such as legal, production, inventory , marketing, logistics and personnel. Technical Elements such as Software development or engineering or others(sanitation, water engineering…) Management Elements such as agreements, policy, etc. Industry Groups such as Automotive, chemical, financial, healthcare. Understanding the project environment Physical, Cultural , social, international, political environments General management knowledge and skill Financial, a/c, procurement, sales and marketing, logistics & supply chain, contracts… Interpersonal skill Effective communication, Influencing the organization, Leadership, motivation, Negotiation, conflict management, problem solving Project Team’s AOE

17. Project Life Cycle Project Life Cycle defines What Technical work to do in each phase When the deliverables are to be generated in each phase How each deliverable is reviewed, verified and validated Who is involved in each phase How to control and approve each phase Characteristics Phases are generally sequenced and defined in the form of technical handoff Cost and staffing level is low at the start and peak during the intermediate phase, and drop rapidly as the project draws to a conclusion The ability of the stakeholders to influence the final characteristics and final cost of the project is highest at the start and progressively lower as project continues Cost of changes and correcting errors generally increases as the project continues

18. Project Life Cycle Initial Phase Intermediate Phase Final Phase High Cost & Staffing level Project time Project Cost & Staffing Level Stakeholder’s influence Low Project time Stakeholder’s influence Cost of changes

19. Project Phases Characteristics of Project phases are Initial Intermediate Final Idea Input Project Management Team Phases Intermediate Charter Project Management Outcome Plan Approval Handover Scope Statement Baseline Acceptance Progress Project Output Product

20. Project vs. Product Life Cycle Upgrade Product Life Cycles Business Plan Product Idea Operation Divestment Intermediate Project Life Cycles Relationship between the Product and the Project Life Cycles

21. Stakeholders Key Stakeholders Project Manager Customer / User Performing Organization Project Team Members Project Management Team Sponsors Influencers PMO Project Sponsor Project Manager Project Management Team Project Team Project Stakeholders

22. Organizational Influence Organizational Systems Organizational Cultures & Styles Organizational Structure Role of PMO in the Organizational Structure Project Management System

23. Thank You !!! Muthu Swamy S Rms.reddy@hotmail.com