3. What Is a Project?
A temporary endeavor undertaken to create
a unique product or service
Temporary endeavor
• Every project has a definite beginning and a definite end
• Does not mean short duration
Undertaken to create a unique product, service or result
• A product or artifact that is produced, is quantifiable, and can be
either an end item in itself or a component item
• A capability to perform a service, such as business functions
supporting production or distribution
• A result, such as outcomes or documents
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5. 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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6. What Is Project Management?
Application of knowledge, skills, tools, & techniques to
project activities to meet project requirements
Project manager must balance the competing project
constrains which are:
• Scope
• Quality
• Schedule
• Budget
• Resources
• Risk
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7. Project Management 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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8. Project Phases & the Project Life Cycle
A project can be divided up into phases
The completion of a phase is marked by a deliverable
Collectively the project phases make up the project life
cycle
Intermediate Phase
Cost and
Staffing
Level Final
Phase
Initial Phase
Start
Time
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9. Cost & Staffing levels across the
project life cycle
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10. Stakeholders Influence
Stakeholders are individuals or organizations that are
actively involved in the project, or whose interests may be
affected as a result of project execution or project
completion
High Influence of stakeholders
Cost of changes
Low
Start Finish
Project Time
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11. Standard vs. Regulation
A Standard is :
A document approved by a recognized body
providing a set of rules to achieve an optimum
degree of order in a given context.
There is no penalty for non-compliance.
A regulation is:
A requirement which specifies the characteristics
of a product/service .
Compliance is mandatory.
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12. Project Stakeholders
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
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
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14. Project Phases
Divides the project into phases that
provide better management control and
the appropriate links to the ongoing
operations of the organization
Project Governance Across the Life Cycle
Phase-to-Phase Relationship
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16. Project Management Skills
General Management knowledge and skills: Planning,
organizing, staffing, executing and controlling.
Interpersonal skills:
Effective Communication.
Influencing the organization: “getting things done”
Leadership: Vision – strategy -Direction.
Motivating people: Energizing people.
Negotiation and conflict management.
Problem solving: Problem definition, alternatives
identification and decision making.
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17. Project Management Office (PMO)
An organizational unit to centralize and
coordinate the management of projects under its
domain.
Involved in the selection, management,
redeployment of shared project personnel.
Provides dedicated training for project managers.
Provides enterprise- wide project management
software.
Centrally monitors all PMO timelines and budgets.
Coordinates overall project quality standards.
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18. 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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25. Organizational Structure Influences
Organization Matrix
Type Functional Projectized
Project
Characteristics Weak Matrix Balanced Matrix Strong Matrix
Project Manager's High to Almost
Little or None Limited Low to Moderate Moderate to High
Authority Total
High to Almost
Resource Availability Little or None Limited Low to Moderate Moderate to High
Total
Who controls the project Functional Functional
Mixed Project Manager Project Manager
budget Manager Manager
Project Manager's Role Part-time Part-time Full-time Full-time Full-time
Project Management
Part-time Part-time Part-time Full-time Full-time
Administrative Staff
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26. 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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27. Advantages/Disadvantages of Organizations
II. Projectized Organization
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.
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28. Advantages/Disadvantages of Organizations
III. Matrix Organization
Power varies between Project & Functional managers
according to its type (strong, balanced or weak)
Advantages:
Maximum utilization of scarce resources
Efficient horizontal and 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
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29. Balance of Power in an Organization
Project Influence in Decision Making
Functional Influence in Decision Making
Pure Weak Balanced Strong Pure
Functional Matrix Matrix Matrix Projectized
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30. 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
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31. Types of Life Cycles
Product Life Cycle
A Project is undertaken to present only one aspect
of the Product life cycle.
The product life cycle may be composed of several
projects.
Project Management Life Cycle vs. Project Life
Cycle:
Project life cycle is customizable for each project;
example; e.g. Plan – design – implement – test: in
IT projects.
Each step of the Project Life Cycle may contain the
whole project management life cycle.
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33. 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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35. Project
Management
Process Groups
and Knowledge
Areas Mapping
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36. 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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37. 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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38. 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.
200,000 members representing 125 countries
Establishes project management standards,
provide seminars, educational programs and
professional certification.
http://www.pmi.org
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39. 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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40. Certification Test Eligibility Requirements
Category 1 Category 2
• Baccalaureate/equivalent degree • High School diploma/equivalent degree
• Minimum of 4,500 hours of project • Minimum of 7,500 hours of project
management experience within the five management experience within the five
process groups (Initiation, Planning, process groups (Initiation, Planning,
Execution, Control, Closing) Execution, Control, Closing)
• 3 years of project management • 5 years of project management
experience within the last 6 years (36 experience within the last 8 years (60
months of non-overlapping months of months of non-overlapping months of
PM experience). PM experience).
• 35 contact hours of project management • 35 contact hours of project management
education. education.
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41. After Passing Examination
Each PMP must satisfy the PMI Continuing
Certification Requirements Program (formerly
called Professional Development Program) in
order to maintain the PMP certification.
Attain no less than 60 Professional
Development Units (PDUs) within a three-year
cycle.
Agree to continue to adhere to PMI’s
Professional Code of Conduct.
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