Principles of the project management Project and development life cycles Project phase Phase gate Project management processes Project management process groups Project management knowledge areas

1. Project
management
“Operations keep the lights on, strategy
provides a light at the end of the tunnel,
but project management is the train
engine that moves the organization
forward.”
– Joy Gumz
Nimra zaman.

2. • Principles of the project management
• Project and development life cycles
• Project phase
• Phase gate
• Project management processes
• Project management process groups
• Project management knowledge areas
2
What we
cover in
this:

3. Principles of
project
management
3
Principles guide the way in which
we approach projects, providing a
framework for structuring our
management of interventions.

4. Well-
Governed
4
“The speed of decision-making
is the essence of good
governance.”
– Piyush Goyal
The governance structure of a project provides a framework
for management and decision-making, clearly articulating
the roles, responsibilities, and tolerances (authority) of each
level in management.
Governance is introduced in the Identification and Definition
phase and further detailed in Project Setup.
During Planning, Implementation, and Closure, the
governance structure is essential to determining changes.
Governance plays an active role in decision gates throughout
the project.
In a well-governed project, the project manager is clear on
which decisions need to be made by whom and when. There is
a system of support and feedback to enable a more productive
project environment

5. Participatory
5
“Coming together is a beginning.
Keeping together is progress.
Working together is success.”
– Henry Ford
Participation of stakeholders throughout the entire life
of the project is important for ensuring project success.
When stakeholders are actively involved, the
ownership of the project increases.
The project manager is responsible for identifying to
what extent each stakeholder should be involved in
each phase and how that engagement will happen.
The Participatory Principle is woven throughout the
entire Project, through the tools and processes outlined
in each of the phases.
In Identification and Definition, for example,
stakeholders are identified and analyzed to determine
who they are and how they will be/want to be involved
in the project.

6. Comprehensive
6
“Management is, above all, a
practice where art, science, and
craft meet.”
– Henry Mintzberg
A project manager must take into
consideration how the project components fit
together to bring about the outcomes—how
they contribute to achieving the goal.
From the Identification phase (ensuring that
the outcome aligns with
organizational/program/sector objectives), to
the Planning phase (planning all project
activities, direct and indirect), a comprehensive
project puts the individual project pieces
together to create a complete picture.

7. Integrated
7
“Unity is strength…when there is
teamwork and collaboration,
wonderful things can be
achieved.”
– Mattie Stepanek
Phases, tools, and processes in a project
are not silos, they cannot efficiently
function together unless they are
integrated with one another.
The project manager is responsible for
developing a strategy in which each of the
tools and processes builds upon the next.
The project manager must understand
the environment and context in which the
project operates and work within
constraints to ensure all project elements
are integrated.

8. Adaptive
8
“Business and human endeavors are
systems… we tend to focus on
snapshots of isolated parts of
the system. And wonder why our
deepest problems never get
solved.”
– Peter M Senge
Even the most well-defined and planned-
for projects will experience challenges
and issues; this is inevitable. The way in
which the project manager responds to
challenges, issues, and changes
determines the overall success and
impact the project will have.
Decision-making based on data and
information should guide the project
manager in adapting the project activities
and components to the evolving
environment.

9. Key components
of project
management
 Project and development life cycles
 Project phase
 Phase gate
 Project management processes
 Project management process groups
 Project management knowledge areas

10. 10

11. 1. PROJECT AND DEVELOPMENT LIFE CYCLES
The series of phases that a project passes through
from its start to its completion
2. PROJECT PHASE
A collection of logically related project activities that
culminates in the completion of one or more deliverables
3. PHASE GATE
A review at the end of a phase in which a decision is
made to continue to the next phase, to continue with
modification, or to end a program or project.
11

12. 3. PROJECT MANAGEMENT PROCESSES
A systematic series of activities directed toward causing
an end result where one or more inputs will be acted
upon to create one or more outputs.
4. PROJECT MANAGEMENT PROCESS GROUPS
A logical grouping of project management inputs, tools
and techniques, and outputs. The Project Management
Process Groups include Initiating, Planning, Executing,
Monitoring and Controlling, and Closing. Project
Management Process Groups are not project phases
5. PROJECT MANAGEMENT KNOWLEDGE AREAS
An identified area of project management defined by its
knowledge requirements and described in terms of its
component processes, practices, inputs, outputs, tools,
and techniques.
12

13. A life cycle defines the inter-related phases of a
project, programme or portfolio and provides a
structure for governing the progression of the work.
(Association for Project Management 2012)
A project life cycle is the series of phases that a
project passes through from its start to its completion.
It provide the basic framework for managing the
project. This basic framework applies regardless of
the specific project work involved.
Project life cycle

14. 14

15. 15

16. Project life
cycle
16
All life cycles follow a similar high-level generic
sequence but this can be expressed in quite different
ways. Life cycles will differ across industries and
business sectors.
Within a project life cycle, there are generally one or
more phases that are associated with the development
of the product, service, or result. These are called a
development life cycle.
The most common type is the linear life cycle,
sometimes known as the linear sequential model or
waterfall method. In addition to the linear model, other
life cycle formats include:
• predictive, iterative, incremental, adaptive, hybrid
model

17. 17
It is up to the project management team to
determine the best life cycle for each project. The
project life cycle needs to be flexible enough to deal
with the variety of factors included in the project.
Life cycle flexibility may be accomplished by:
• Identifying the process or processes needed to be
performed in each phase,
• Performing the process or processes identified in
the appropriate phase, Adjusting the various
attributes of a phase (e.g., name, duration, exit
criteria, and entrance criteria).

18. 18

19. 19

20. Project life
cycle
20
• In a linear/ predictive life cycle, the project scope, time,
and cost are determined in the early phases of the life
cycle. Any changes to the scope are carefully managed.
Predictive life cycles may also be referred to as waterfall
life cycles.
• In an iterative life cycle, the project scope is generally
determined early in the project life cycle, but time and
cost estimates are routinely modified as the project team’s
understanding of the product increases. Iterations develop
the product through a series of repeated cycles, while
increments successively add to the functionality of the
product.
• Adaptive life cycles are agile, iterative, or incremental.
The detailed scope is defined and approved before the
start of an iteration. Adaptive life cycles are also referred
to as agile or change-driven life cycles.

21. Project life
cycle 21
• In an incremental life cycle, the deliverable is
produced through a series of iterations that
successively add functionality within a
predetermined time frame. The deliverable
contains the necessary and sufficient capability to
be considered complete only after the final
iteration.
• A hybrid life cycle is a combination of a predictive
and an adaptive life cycle. Those elements of the
project that are well known or have fixed
requirements follow a predictive development life
cycle, and those elements that are still evolving
follow an adaptive development life cycle.

22. Project life
cycle phases
A life cycle defines
the inter-related
phases of a project
and provides a
structure for
governing the
progression of the
work.
22
A project phase is a collection of logically related
project activities that culminates in the completion of
one or more deliverables.
The phases in a life cycle can be described by a variety
of attributes.
Attributes may be measurable and unique to a specific
phase.
Attributes may include but are not limited to:
• Name (e.g., Phase A, Phase B, Phase 1, Phase 2, proposal
phase),
• Number (e.g., three phases in the project, five phases in
the project),
• Duration (e.g., 1 week, 1 month, 1 quarter),
• Resource requirements (e.g., people, buildings,
equipment),

23. Project life
cycle phases
A life cycle defines the
inter-related phases of a
project and provides a
structure for governing
the progression of the
work.
23
• Entrance criteria for a project to move into that
phase (e.g., specified approvals documented,
specified documents completed), and
• Exit criteria for a project to complete a phase (e.g.,
documented approvals, completed documents,
completed deliverables).
• Projects may be separated into distinct phases or
subcomponents. These phases or subcomponents
are generally given names that indicate the type of
work done in that phase. Examples of phase
names include but are not limited to:
• Concept development, Feasibility study, Customer
requirements, Solution development, Design,
Prototype, Build, Test, Transition,
Commissioning, Milestone review, and Lessons
learned.

24. 24

25. 25
• Discuss What tasks are involved in each phase of the
project life cycle?
• Is it possible to ‘fast-track’ (in terms of time) any
aspect of the project life cycle?

26. Phase
Gate
26

27. 27
Decision Gates/ Gate phase
Decision gates are major control points used to accept the products of a particular phase, to conclude, and
to move on to the next phase.
phase-gate is a project management concept punctuated by stages of development followed by benchmarks
for assessment.
These gates are points in the project where the project team considers whether to move the project forward
as is, make changes based upon information available, or stop the project altogether.
At each decision gate, the team asks, Are we still doing the right project, and are we still doing it in the
right way?

28. 28

29. 29

30. 30
Phase-Gate Example: Launching a Website
Below is an example of some of the
phases you might use if you were
launching a website. There should be a
gate at the end of each phase below,
allowing for assessment.

31. 31
Best Practices for Implementing the Phase-Gate Process
In order to make a phase-gate process roll out effectively and efficiently, the
doors for cross-channel communication shouldn’t just be open, they should be
made easy for each team to chat with an adjacent team quickly, easily and
successfully.
This also means keeping meetings engaging, interactive and necessary for all
who are involved.
The best part about phase-gate is that if a problem becomes too big, the
project has many opportunities—gates—to shut down the process.
So any conflict or issues that might arise have already been anticipated and
conflict can be mitigated at many different levels.

32. 32
The Downside
When your company has too many cooks in the kitchen, the phase-gate process
can be a chore.
When too many stakeholders are in every meeting, present during every phase
and every gate, conflicting opinions can become cumbersome and inhibit the
creative process.
Be sure to have leadership agree on creative goals from the outset so that the
phase-gate process can leave room for creativity up to the creatives.

33. PROJECT
MANAGEMENT
PROCESSES
33

34. 34

35. 35

36. 36

37. WHAT ARE
ITTOs
Inputs
Any item, whether
internal or external to
the project that is
required by a
process before that
process proceeds.
37
Tools and
techniques
A defined systematic
procedure employed by
a human resource to
perform an activity to
produce a product or
result or deliver a
service, and that may
employ one or more
tools
Outputs
A product, result,
or service
generated by a
process.
49 PMBOK process
(things we do in project
management)
Each process as ITTOs

38. They are what you need to start
the process,
how you perform the activities
in the process
and then what you will end up
with once you are done.
The Inputs, Tools & Techniques
and Outputs are listed in the
PMBOK Guide for each of the 49
processes.

39. 39

40. Process-
making
cake
40
In everyday terms: Each of the
49 processes in the PMBOK
Guide is like a recipe in a
cookbook
Output
You will
have a cake
T&T
You have to mix
them together,
then bake the
mix in an oven
Input
you need eggs,
flour & sugar

41. 41
Can ITTO Outputs also be Inputs?
Yes, they absolutely can (and frequently are). PMP ITTO and Project Management Processes in
general are not "one and done" linear processes. Rather, like a project, ITTO form a circular
system of relationships, feedback, and continuous improvement.
An everyday simple example of this
type of system with outputs from one
process becoming an input to another
is baking a cake, which is made up of
three processes:

42. 42

43. PROJECT
MANAGEMENT
PROCESSES
43
The project life cycle is managed by executing a series of
project management activities known as project
management processes.
• Every project management process produces one or
more outputs from one or more inputs by using
appropriate project management tools and
techniques.
• Project management processes are logically linked by
the outputs they produce. Processes may contain
overlapping activities that occur throughout the
project.

44. 44

45. 45

46. PROJECT
MANAGEMENT
PROCESS
GROUPS
46
A Project Management Process Group is a logical grouping of
project management processes to achieve specific project
objectives.
• Process groups are not project phases or stages
• Process groups may repeat in each of the project phase
• Also called as domains of project management
• There are total 49 processes mapped to 5 process groups.
Process Group Number Of Processes
Initiating 2
Planning 24
Executing 10
Monitoring and Controlling 12
Closing 1

47. Project
Management
Process Groups 47
1. Initiating Process Group.
Those processes performed to define a new
project or a new phase of an existing project
by obtaining authorization to start the
project or phase.
2. Planning Process Group.
Those processes required to establish the
scope of the project, refine the objectives, and
define the course of action required to attain
the objectives that the project was
undertaken to achieve.
.

48. Project
Management
Process Groups 48
3. Executing Process Group.
Those processes performed to complete the work
defined in the project management plan to satisfy the
project requirements.
4. Monitoring and Controlling Process Group.
Those processes required to track, review, and
regulate the progress and performance of the project;
identify any areas in which changes to the plan are
required; and initiate the corresponding changes.
5. Closing Process Group.
Those processes performed to formally complete or
close the project, phase, or contract. Process flow
diagrams are used throughout this guide.

49. 49

50. 50

51. PROJECT
MANAGEMENT
KNOWLEDGE
AREAS
51
A Knowledge Area is an identified area of project management
defined by its knowledge requirements and described in terms
of its component processes, practices, inputs, outputs, tools, and
techniques.
The needs of a specific project may require one or more
additional Knowledge Areas, for example, construction may
require financial management or safety and health
management.
Knowledge area Number of
processes
Project Integration Management. 7
Project Scope Management. 6
Project Schedule Management 6
Project Cost Management. 4
Project Quality Management 3
Project Resource Management. 6
Project Communications Management. 3
Project Risk Management. 7
Project Procurement Management. 3
Project Stakeholder Management. 4

52. 52
Project Management consists of chronological phases that every project
goes through and which are Project Initiation, Project Planning, Project
Execution, Project Monitoring and controlling, and Project Closing.
Consider all these as the upper body or the visible body of a tree.
• All these processes are the main processes and a project is completed
by completing these processes only. But, this is only the upper
knowledge or an overview of the Project Management Project. Unlike
any tree, this tree also has a root.
So, if you are a student who wants to understand the whole structure of
Project Management Process to the depth, or you are a professional who
wants to understand everything to be the best, knowing the 10 Project
Management Knowledge Areas is definitely going to help you.

53. 53
The Guide to the Project Management Body of Knowledge (PMBOK®Guide) founded 10
Project Management Knowledge Areas as the base to the Project Management Process and
the root to our tree.
As one has to understand the roots and its functions to understand the working of a tree,
you will have to understand these 10 Knowledge Areas to understand Project Management.
Therefore, the 10 Project Management Knowledge Areas are as follows:
1. Project Integration Management.
2. Project Scope Management.
3. Project Schedule Management.
4. Project Cost Management.
5. Project Quality Management
6. Project Resource Management.
7. Project Communications Management.
8. Project Risk Management.
9. Project Procurement Management.
10. Project Stakeholder Management.

54. 54

55. 55

56. PROJECT
MANAGEMENT
KNOWLEDGE
AREAS
56
1. Project Integration Management. Includes the
processes and activities to identify, define, combine,
unify, and coordinate the various processes and
project management activities within the Project
Management Process Groups.
2. Project Scope Management. Includes the processes
required to ensure the project includes all the work
required, and only the work required, to complete
the project successfully.
3. Project Schedule Management. Includes the
processes required to manage the timely
completion of the project.
4. Project Cost Management. Includes the processes
involved in planning, estimating, budgeting,
financing, funding, managing, and controlling costs
so the project can be completed within the
approved budget.

57. PROJECT
MANAGEMENT
KNOWLEDGE
AREAS
57
5. Project Quality Management.
Includes the processes for incorporating the
organization’s quality policy regarding planning,
managing, and controlling project and product quality
requirements, in order to meet stakeholders’
expectations.
6. Project Resource Management.
Includes the processes to identify, acquire, and
manage the resources needed for the successful
completion of the project.
7. Project Communications Management.
Includes the processes required to ensure timely and
appropriate planning, collection, creation, distribution,
storage, retrieval, management, control, monitoring,
and ultimate disposition of project information.

58. PROJECT
MANAGEMENT
KNOWLEDGE
AREAS
58
8. Project Risk Management.
Includes the processes of conducting risk management
planning, identification, analysis, response planning,
response implementation, and monitoring risk on a
project.
9. Project Procurement Management.
Includes the processes necessary to purchase or acquire
products, services, or results needed from outside the
project team.
10. Project Stakeholder Management.
Includes the processes required to identify the people,
groups, organizations that could impact or be impacted
by the project, to analyze stakeholder expectations and
their impact on the project, and to develop appropriate
management strategies for effectively engaging
stakeholders in project decisions and execution.

59. 59

60. 60
Project Integration Management
Project Integration Management withholds the project and combines it as a unified project.
This knowledge area is used in all the five phases - initiation, Planning, Execution, Monitoring
and Controlling, and Closing.
This Knowledge Area holds together the processes and tasks and converts them into one single project
with defined deliverables.
Project Initiation Management has seven processes
included in it:
1. Develop Project Charter
2. Develop Project Management Plan
3. Direct and Manage Project Work
4. Manage Project Knowledge
5. Monitor and Control Project Work
6. Perform Integrated Change Control
7. Close Project or Phase

61. 61
Project Scope Management
There is a thin difference between what the stakeholders want and what they need. Initially many
projects are started on the knowledge of what is wanted by the stakeholders.
After a while, changes are to be made to target the deliverables to the wants of the stakeholders
instead of the needs, which creates extra work and tasks, which is obviously frustrating and tiring.
Therefore, Project Scope Management relates to the work that is included in doing the project and
involves the Project Scope.
Therefore this process is about making sure that everyone is concerned with the deliverables of the
project and is satisfied with the process so that there is no need for making any changes in future.
Project Scope Management includes six processes:
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS(Work Breakdown Structure)
5. Validate Scope
6. Control Scope

62. 62
Project Time Management:
While making a project plan, tasks will be assigned with deadlines and budget would be estimated to
complete them.
Now a project depends on its timeline to be completed and the time management of the manager and
various members doing the tasks.
Now, it is possible that some members would overestimate the time to complete the task to have some
room and not feel hurried. Others might underestimate the time. And some unexpected problem
would always come to consume your time. Because of these variables, Time Management is necessary.
Thus, this Knowledge area is essential for the successful and timely delivery of the project.
Time Management includes six processes:
1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
4. Estimate Activity Duration
5. Develop Schedule
6. Control Schedule

63. 63
Project Cost Management
In simple words, it is the process of preparing a budget and tracking if the
whole project is going as per the Project Baseline Budget or not. If not, then
taking up necessary steps to move it back on the track.
It includes activities such as Planning, Budgeting, estimating, funding,
financing, managing and monitoring.
Project Cost Management includes four
processes:
1. Plan Cost Management
2. Estimate Costs
3. Determine Budget
4. Control Costs

64. 64
Project Quality Management: (Quality is the criteria for the value of your project)
You are getting paid to deliver what was needed. You have promised to deliver a quality project
and if you deliver anything less than that, then it is a failure to you and to the stakeholders
too.
Quality is the only thing which differs you from the competition, thus maintaining it is the
main thing, or else if you are delivering less than the proposed thing, how can one trust you?
Therefore, Project Quality Management ensures that the project is progressing according to the
standards.
Project Quality Management includes
three processes:
1. Plan Quality Management
2. Manage Quality
3. Control Quality

65. 65
Project Resource Management
Management stands for managing something right? But what?
The Manager has to manage and consider which resources would be used to complete the project.
i.e. People, Equipment, facilities, Funding's. All these have to be managed and organized to execute
the work involved.
In Project resource Management, the focus is on using the required resources to attain the planned
outcome.
Project Resource Management includes six processes:
1. Plan Resource Management
2. Estimate Activity Resources
3. Acquire Resources
4. Develop Team
5. Manage Team
6. Control resources

66. 6
6
Project Communication Management
Project Communication Management is mostly about communication since 80% of Project
Management is communication.
In fact, highly effective communicators are more likely to deliver projects on time and within
budget.
Communication is essential between the Project Manager, team members and the stakeholders,
as the absence of it can have negative effects on the project.
Project Communication Management includes
three processes:
1. Project Communication Management
2. Manage Communications
3. Monitor Communications

67. 67
Project Risk Management:
All the Projects are like Pakistani roads. i.e. Speed breakers and Potholes are
must, likewise, the risk is inevitable in the project.
In Project Risk Management, Project Manager should first lookout for possible
risks and should work towards avoiding or solving them, and once the project is
started, they should solve any risk that pops up.
Project Risk Management Process includes seven
processes:
1. Plan Risk Management
2. Identify Risks
3. Perform Qualitative Risk Analysis
4. Perform Quantitative Risk Analysis
5. Plan Risk Responses
6. Implement Risk Responses
7. Monitor Risks

68. 68
Project Procurement Management
Let’s be rational here, we are not capable of doing all the things on our own. Thus,
Project Procurement management refers to purchasing or acquiring products,
services or results from outside.
This Knowledge Area is not applicable to all the projects. We know what we can
do from the planning stage only and what we have to get done from outside. Thus,
from planning to acquiring to delivering the final product, Project Procurement
Management is used.
Project Procurement Management includes three
processes:
1. Plan Procurement Management
2. Conduct Procurements
3. Control Procurements

69. 69
Project Stakeholder Management
Project Stakeholder Management refers to involving the stakeholders in the project management,
from the initial stage and finalizing the products quality, steps, and the deliverables.
If a Project Manager fails to involve the stakeholders in the initial stage, they will make you
change the tasks later on to meet their wants, which will just hamper the project’s scope and
value.
Project Stakeholder Management includes four
processes:
1. Identifying Stakeholders
2. Plan Stakeholder Management
3. Manage Stakeholder Management
4. Monitor Stakeholder Engagement