Introduction to project management framework v2

Introduction to Project Management
(Framework )
By Qussay K.MohammedTaqi
Iraq-Baghdad
qussay.karam@gmail.com
Qussay Mohammedtaqi
1

References
• PMBOK - Project Management Body of Knowledge BOOK Sixth edition.
• PMBOK - Project Management Body of Knowledge BOOK Fifth edition.
• Rita PMP® Exam Prep 8th Edition Rita Mulcahy
• Celia L.Desmond Project Management for Telecommunication Managers.
• Leadership Principles for Project Success by Thomas Juli .
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Project Management Framework
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Management : is the process of reaching organizational goals by working
with and through people and other organizational resources .
There are basically six primary related activities o management. These are:
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
6- Decision makers
Input
Resources
Functions
planning, organizing,
directing , staffing ,
controlling and Decision
makers
Output
Targets and goals
Management

5
Types of resources :
1- Human Resources = individual like teachers , employers , workers , security men ,,, etc. .
2- Finances Resources = Money like budget , revenue ,,,,,, etc. .
3- Physical Resources like office , cars , tools ,stores , ….., etc. .
4- information Resources like reports , market status , researches , ….., etc. .
5-Time
Resources as input

6
Decision
makers
Management Functions
Directing
Organizing
Planning
Controlling
Staffing
Planning involves choosing tasks that must be
performed to attain organizational goals, outlining
how the tasks must be performed, and indicating
when they should be performed.
“Controlling is the measurement &
correction of performance activities of
subordinates in order to make sure that
the enterprise objectives and plans desired
to obtain them as being accomplished”.
The directing function is concerned with leadership,
communication, motivation and supervision so that the
employees perform their activities in the most efficient
manner possible, in order to achieve the desired goals
Staffing is the function of hiring and
retaining a suitable work-force for the
enterprise both at managerial as well
as non-managerial levels
work subdivisions are defined,
arranged and coordinated so that
each part relates to the other part
in a united and coherent manner
so as to attain the prescribed
objectives

8
What is a Project?
It is a temporary endeavor undertaken to create a unique product, service, or result.
The temporary mean project has a definite beginning and end. The end is reached when:
1- The project's objectives have been achieved .
2 - The project is terminated because its objectives will not or cannot be met, or The need
for the project no longer exists(ex: the customer refuses accepting the product; there’re
some technical issues that can’t be resolved by using existing tools and technologies).
3- If the client (customer) wishes to terminate the project (ex :Budget cuts and
downsizing , Schedule delays)
4- Security issue .
.
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What is a Project?
A project can create a unique product, service, or result :
the difference between cost , time , resources , location ,…,etc.
Examples of projects include, but are not limited :
• Developing a new product, service, or result ( ex : swap sites from 2G
technology to 3G technology )’
• Constructing a new network ( FTTH , DWDM, Safe city project, …., etc.).
• Developing or acquiring a new system or modified information system
(hardware or software);
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What is Project Management?
Project management is the apply for knowledge, skills, tools, and techniques of project activities to
meet the project requirements.
 Project management is accomplished through the appropriate application and
integration of the 49 logically grouped project management processes, which
are categorized into 5 Process Groups and 13 categories areas .
Activities
Project Management is both a Science and Art
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Project Management Process Group and Knowledge Area Mapping
Rev.0
13
Note :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 .

15
What is Project Management?
Balancing the competing project constraints,
which include:
■ Scope,
■ Quality,
■ Schedule,
■ Budget,
■ Resources.
■ Risks.
Note : There is a big difference between managing small and large projects. For
example, on a small project, you walk over to the person you need to speak to when you
have an issue to resolve. On a large project, you may have spent weeks planning
communications. When there is an issue, you have to figure out who is involved and
where they are located, look up their preferred method of communication and their
contact information, and then communicate with them in that way.
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Project Success
• The success of the project should be measured in terms of completing the project within the
constraints of scope, time, cost, quality, resources, and risk as approved between the project managers
and senior management.
• Project success should be referred to the last baselines approved by the authorized stakeholders.
• The project manager is responsible and accountable for setting realistic and achievable boundaries for the
project and to accomplish the project within the approved baselines.
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1. Meet business objectives
2. Satisfy stakeholder expectations
3. Increase chances of success
4. Deliver the right products at the right time
5. Resolve problems and issues
6. Respond to risks in a timely manner
7. Optimize the use of organizational resources
8. Identify, recover, or terminate failing projects
9. Manage constraints (e.g., scope, quality, schedule, costs, resources)
10. Balance the influence of constraints on the project (e.g., increased scope may increase cost
or schedule)
11. Manage change in a better manner.
Effective project management helps to

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1. Missed deadlines,
2. Cost overruns,
3. Poor quality,
4. Rework,
5. Uncontrolled expansion of the project,
6. Loss of reputation for the organization,
7. Unsatisfied stakeholders,
8. Failure in achieving the objectives for which the project was
undertaken.
Poorly managed projects or the absence of project management may
result in:

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1- un aligned expectations .
2- implementation before project approve .
3- inexperienced resources .
4- team conflict .
5- switching priorities .
6- uncontrolled
The reasons project targets not achieve (not limited )
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Who is a Project Manager?
• The project manager is the person assigned by the performing organization to lead
the team that is responsible for achieving the project objectives.
Note :PM not required to be a technical expert.
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Competencies of the Project Manager
 Knowledge = what the project manager knows about project management.
 Performance = what the project manager is able to do or accomplish while applying
his or her project management knowledge.
 Personal = Interpersonal skills
Knowledge Performance Personal
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As a project manager, you need to collect and review lessons learned
from similar projects before starting work on a new project. NO need
make the same mistakes or face the same problems others have faced
,You can benefit from others’ experience.

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Project Manager
Skills
Political and
cultural
awareness
Communic--
ation
Negotiation
learning
from failure
Coaching
Conflict
manageme-
nt
Trust
building
Decision
making
InfluencingMotivation
Team
building
Resolve
technical
skills
Leadership
Interpersonal skills of a project manager
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Project
Manager
Skills
Motivation
Example on steps :
1- set the targets .
2-measure performance .
3-celebrate success
25
Know
your
team

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Project
Manager
Skills
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Leadership
Leadership include not limited :
 work as one team
 Respect and trust
 focusing the efforts of a group
 Competence
Take care of
your team
Project
Manager
Skills
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Influencing
Influencing include not limited :
> Lead by example, and follow through with
commitments.
> Clarify how a decision will be made.
> Use a flexible interpersonal style and adjust
the style to them
Project
Manager
Skills
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Steps :
 Define the Problem
 Determine the Causes
 Generate Ideas
 Select the Best Solution
 Take Action
Resolve
"A project is a
problem
scheduled for
solution."
Project
Manager
Skills
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Negotiation
Negotiation Include not limited :
> Analyze the situation.
> Differentiate between wants and needs, both theirs and yours.
> Focus on interests and issues rather than on positions.
> Ask high and offer low, but be realistic.
> When you make a concession, act as if you are yielding something of value, don’t just
give in.
> Both parties should feel as if they have won. This win-win negotiating style is preferred
but not always achievable. If possible, don’t let the other party leave feeling as though
he or she has been taken advantage of.
> Listen attentively and communicate articulately.
Project
Manager
Skills
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Trust
building
Some actions project managers can take to help build trust:
> Engage in open and direct communications to resolve problems.
> Keep all stakeholders informed, especially when fulfilling commitments is at risk.
> Spend time directly engaged with the team asking non assumptive questions to
gain a better understanding of the situations affecting the team.
> Be direct and explicit about what you need or expect.
> Do not withhold information out of a fear of being wrong but be willing to share
information even if you may be wrong.
> Be receptive to innovation and address any issues or concerns in a forthright
manner.
> Look beyond your own interests.
> Demonstrate a true concern for others and avoid engaging in pursuits that could
be viewed as being detrimental to the interest of others.
speak truth to power
Project
Manager
Skills
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Conflict
management
How Conflict management :
 Begin from the third story—not your story or the other person’s story, but how an
impartial observer would describe the conflict or situation; also could be an
alternate story creating an ideal situation.
 Explain your purpose and extend an invitation. It is always wise to ask people if
it is okay to give them feedback or share constructive criticism.
 Explore their story to demonstrate empathic understanding.
 Share your own story that brings personal learnings into the dialogue.
 Take the lead in problem solving.
Project
Manager
Skills
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Coaching
Coaching Include not limited :
 developing the project team to higher levels of competency and performance.
 formal or informal training may be developed to increase technical skills or assist
team-building efforts and facilitate consistent interpersonal interactions.
Project
Manager
Skills
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Some suggested activities to develop the strengths within a team
are to:
 Select and identify team members based on clear strengths
 Determine what skills and strengths are needed to achieve the
results of the team
 Start to find out how you can best make an individual’s strengths
contribute to the results the team needs to achieve
 Explore what the team need to be good
Team
building
Project
Manager
Skills
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it's been estimated that project manager's spend 90%
of their time on communication related activities!
Examples of Project Communication
 Reports
 Presentations
 Meetings
 Email
 Phone call
 chatting
Communication
Project
Manager
Skills
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project manager priorities
 Priorities include tasks , deliverables , meeting stockholders ,schedules ,…..,etc.
 Priorities classified to Low , medium and high (0,1,2,3,….,etc. )
Problems with priorities : we facing below
1- every thing is high priority ( active 1,2,3…..etc. )
2-over committing with priority ( yes , sure , …. etc. ) .
Reasons of priority problem :
1-we don’t have organization framework .
2-we let guilt rule and afraid to say No .
3-we don’t place our self as priority .
Control on Priority :
1- we need to know organization framework .
2-priortize work by follow schedule and classified priorities (low , medium and high )
3-train other ,share documents and distribute priorities .
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Project Stakeholders
• A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of a project.
•. Stakeholders may be actively involved in the project or have interests that may be positively or negatively
affected by the performance or completion of the project
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Example of Stakeholders
 The project team includes the project manager and the group of individuals who act together in performing the work of the
project to achieve its objectives.
 Sponsor: is the person or group who provides resources and support for the project and is accountable for enabling success.
The sponsor may be external or internal to the project manager’s organization. From initial conception through project closure,
the sponsor promotes the project. The sponsor may also be involved in other important issues such as authorizing changes in
scope, phase-end reviews, and go/no-go decisions when risks are particularly high.
 Customers : are the persons or organizations who will approve and manage the project’s product, service, or result.
 Users : are the persons or organizations who will use the project’s product, service, or result.
 Sellers : also called vendors, suppliers, or contractors, are external companies that enter into a contractual agreement to
provide components or services necessary for the project.
 Business partners : are external organizations that have a special relationship with the enterprise, sometimes attained through
a certification process. Business partners provide specialized expertise or fill a specified role such as installation,
customization, training, or support.
 Organizational groups : are internal stakeholders who are affected by the activities of the project team. Examples of various
business elements of an organization that may be affected by the project include marketing and sales, human resources, legal,
finance, operations, manufacturing, and customer service.
 Other stakeholders : such as procurement entities, financial institutions, government regulators, subject matter experts,
consultants, and others.
Project Product or service
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How to manage people by simple way
Most projects we have interaction with :
1-Customers .
2-Subordinates.
3-Co-workers .
4- Directors .
Reference : https://www.youtube.com/watch?v=PWmhl6rzVpM&t=84s

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1- Reiterate customers view :
For example :
Customer : why our request still not done .
PM : sorry I will make call now to solve it
2- give suggest to solve issue
For example :
Customer : why our request still not done .
PM : sorry , what do you thing if we …… (give suggest or other
idea )
How mange interaction with customers (maintain rapport with unhappy customer )
 Do not tell customers -NO , when asked about a request.

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3- explain the Pros and the Cons (advantages and disadvantages )
For example :
Customer : why our request still not done
PM : please , let we explain that if ………(give advantages and
disadvantages )
How mange interaction with customers (maintain rapport with unhappy customer )
 Built good relationship with customer caused by good communication
with customer .
 Built good relationship with customer will save businesses and let
customer comeback to contact with you .
Important

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How mange interaction with subordinates :
1- explain to team why we need certain
things and how they can help organization
2-be open with people suggestion
3-accepted responsibility of your decisions

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How mange interaction with Directors :
To manage interaction with supervisor we need to know how supervisor prefers to
process information .
Is supervisor like :
1- visual method by pictures , videos , graphic , excel
sheet , …., etc.
2- listing method by phone call and meeting .
3- feeling method by site visit and product testing

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How mange interaction with Co-workers (Influencing by push and pull styles ) :
Carrot and stick: if we reach the target in time,
we will receive a reward either we will get punishment

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How mange interaction with Co-workers (Influencing by push and pull styles ) :
Consultative : let your team share ideas and ask them about
Big Picture : by showing and share values , missions
and life goals by the team .

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Senior Management
• Help prioritize projects and make sure the project manager has the proper
authority and access to resources.
• Issues strategic plans and goals and makes sure that the company's
projects are aligned with them.
• May be called upon to resolve conflicts within the organization, with the
Sponsor, Customer.
Rev.0
47

• Project coordinators have power to make some decisions, have some authority, and
report to a higher-level manager.
• Weaker than a project manager
• May not be allowed to make budget decisions or overall project decisions
• May have some authority to reassign resources
• Acts as the communication link to Senior Management
• Found in weak matrix or functional organizations
Project Coordinator
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What is a Program?
• A project may or may not be part of program but a program will always have projects.
• Program is defined as a group of related projects managed in coordinated way to
obtain benefits and control not available from managing them individually.
• Programs may include elements of related work outside the scope of the discrete
projects in the program (other related work )
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What is a Program Management?
• Program management is defined as the centralized coordinated management of a program
to achieve the program’s strategic objectives and benefits.
• Projects within a program are related through the common outcome or collective capability.
• It focuses on the project interdependencies and helps to determine the optimal approach for
managing them.
• Actions related to these interdependencies may include:
■ Resolving resource constraints and/or conflicts that affect multiple projects within the
program,
■ Aligning organizational/strategic direction that affects project and program goals and
objectives, and
■ Resolving issues and change management within a shared governance structure.
50

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Portfolio & Portfolio Management
•A PORTFOLIO refers to a collection of projects or programs and other works that are grouped
together to facilitate effective management of that work to meet strategic business objectives.
•PORTFOLIO MANAGEMENT refers to the centralized management of one or more portfolios,
which includes identifying, prioritizing, authorizing, managing, and controlling projects,
programs, and other related work, to achieve specific strategic business objectives.

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What is a Strategic Plan?
• Strategic planning is a practice by which a company looks into the future for
products or services it must have, typically three to five years in the future.
Portfolio, Program and Project are means of achieving an organization‘s strategic
plan. Helping you turn the strategic vision into reality.
• Strategic planning is an organizational management activity that is used to set
priorities, focus energy and resources, strengthen operations, ensure that employees
and other stakeholders are working toward common goals, establish
agreement around intended outcomes/results, and assess and adjust the
organization's direction in response to a changing environment.
• Strategic planning is a disciplined effort that produces fundamental decisions and
actions that shape and guide what an organization is, who it serves, what it does, and
why it does it, with a focus on the future.
• Effective strategic planning articulates not only where an organization is going and
the actions needed to make progress, but also how it will know if it is successful.

54
Project Management Office (PMO)
• A project management office (PMO) is an organizational body or entity.
• PMO is a management structure that standardizes the project-related governance
processes and facilitates the sharing of resources, methodologies, tools, and
techniques.
• The responsibilities of a PMO can range from providing project management support
functions to actually being responsible for the direct management of one or more
projects.
• The PMO integrates data and information from corporate strategic projects and
evaluates how higher level strategic objectives are being fulfilled.
• The PMO is the natural liaison between the organization’s portfolios, programs,
projects, and the corporate measurement systems (e.g. balanced scorecard).
• The projects supported or administered by the PMO may not be related, other than by
being managed together.
• A PMO may have the authority to act as an integral stakeholder and a key decision
maker throughout the life of each project, to make recommendations, or to terminate
projects or take other actions, as required, to remain aligned with the business
objectives. In addition, the PMO may be involved in the selection, management, and
deployment of shared or dedicated project resources. 54

55
Project Management Office Functions
1) Managing shared resources across all projects administered by the PMO.
2) Identifying and developing project management methodology, best practices, and
standards.
3) Coaching, mentoring, training, and oversight.
4) Monitoring compliance with project management standards, policies, procedures,
and templates by means of project audits.
5) Developing and managing project policies, procedures, templates, and other
shared documentation (organizational process assets).
6) Coordinating communication across projects.
55

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Project Management Office Structures
• There are several types of PMO structures in organizations, each varying in the degree of control and
influence they have on projects within the organization, such as:
■ Supportive: Supportive PMOs provide a consultative role to projects by supplying templates, best
practices, training, access to information and lessons learned from other projects. This type of PMO
serves as a project repository. The degree of control provided by the PMO is low.
■ Controlling: Controlling PMOs provide support and require compliance through various means.
Compliance may involve adopting project management frameworks or methodologies, using specific
templates, forms and tools, or conformance to governance. The degree of control provided by the PMO
is moderate.
■ Directive : Directive PMOs take control of the projects by directly managing the projects. The degree of
control provided by the PMO is high.
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Test yourself! Read the description of the PMO and try to determine whether it is most likely
to be supportive, controlling, or directive, or a combination of the three.
Description Type of PMO
I Manages all projects throughout the organization
2
Provides support and guidance, requires all projects within the
organization to use designated project management software and
templates, but doesn’t otherwise exert control over the project
3 Coordinates all projects within the organization
4
Recommends common terminology, templates, and reporting and
other procedures to be used on projects throughout the organization
to promote consistency and streamline effort
5 Appoints project manager
6 Prioritizes projects
7 Has the highest level of control over projects
Answer (bottom to up )
Game:
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59
Operations
Operations are ongoing endeavors that produce repetitive outputs like manufacturing lines ,
production lines and assembling lines , Unlike the ongoing nature of operations, projects are
temporary endeavors.
 Operational work is ongoing work to support the business and systems of the
organization, and project work ends when the project is closed.
• When a project is finished, the product is handed off to operations, which could
require employee training or adjustments to the operational processes for those
who will use the project’s product or service .
• OPERATIONS MANAGER are responsible for ensuring that business operations
are efficient.
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Operations Vs. Project Management
Rev.0 53
Difference Are Projects Operations
Duration
Temporary-has definite beginning
and end
Ongoing activity
Objective
Attain desired goals and Close Project
or Phase
Sustain business
End Result
Production of "Unique" Product or
Service
Sustain business
Progressive Elaboration progressively elaborated
Not necessarily progressively elaborated
Similarities Area
Constrained by limited resources
Performed by people
Planned, executed and controlled
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 Organizations are systematic arrangements of entities (persons and/or
departments) aimed at accomplishing a purpose, which may involve
undertaking projects.
 An organization’s culture and style affect how it conducts projects.
 Project management success in an organization is highly dependent on an
effective organizational communication style.
Organizational Structures
The company or any department of the company can considered a
form of organization
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Most organizations have three management levels (Hierarchical View):
Top-level managers : managers are responsible for controlling and overseeing the entire organization. They
develop goals, strategic plans, company policies, and make decisions on the direction of the business example :
CEO,CFO , president, vice-president .
Middle-level managers : managers devote more time to organizational and directional functions than top-level
managers example , project manager , operation manager , General managers, branch managers, and
department managers .
•Low-level managers (first line) : managers Guiding and
supervising employees on day-to-day activities on ground and
Ensuring the quality and quantity of production examples
Supervisors, section leads, and foremen
Organizations and Management Levels

63
Organizations Management Areas ( Functional View )
•Organizations are essentially a group of different functions, aligned to create a specific product or
service. Assigning managers to different functional areas is a popular approach to business
management.
•Some common management areas include marketing, finance, IT, sales, human resources, and legal.

65
 Functional Organization is a hierarchy where each employee has one clear
superior.
• Each department in a functional organization will do its project work independently
of other departments.
• Staff members are grouped by specialty, such as production, marketing, engineering,
and accounting at the top level.
• Specialties may be further subdivided into focused functional units, such as
mechanical and electrical engineering.
• The project manager is a part-timer with little or no authority and resources.
Classic Functional Organization
Within Functional Organization, Projects generally occur within a single
department. If information or project work is needed from another
department, employees transmit the request to the head of the
department, who communicates the request to the other department head.
Otherwise, communication stays within the project. Team members
complete project work in addition to normal departmental work. 65

66
Classic Functional Organization
FUNCTIONAL MANAGER is focused on providing management
oversight for a functional or a business unit .
66

67
Advantages Disadvantages
Easier management of specialists
People place more emphasis on their
functional specialty to the detriment of the
project
Team members report to only one supervisor No career path in project management
Similar resources are centralized, as the
company is grouped by specialties
The project manager has little or no authority
Clearly defined career paths in areas of work
specialization
Advantages and Disadvantage of Functional Organization
67

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• Project managers have a GREAT deal of independence and authority.
• Team members complete only project work, and when the project is over, they
do not have a department to go back to. They need to be assigned to another
project or get a job with a different employer ( NO HOMES ).
• Team members are often co-located.
• Communication primarily occurs within the project.
Projectized Organizations often have organizational units called
departments, but they can either report directly to the project manager or
provide support services to the various projects.
Projectized Organization
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Projectized Organization
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Efficient project organization
No “home” for team members when project is
completed
Team loyalty to the project Lack of specialization in disciplines
More effective communications
than functional
Duplication of facilities and job functions
May result in less efficient use of resources
Advantages and Disadvantage of Projectized Organization
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Depending on the relative level of power and influence between functional
and project managers. Matrix organizations can be classified as
Weak matrix organizations
 Maintain many of the characteristics of a functional organization.
 The role of the project manager is more of a coordinator or expediter.
Balanced matrix organization
 Project Manager does not provide the project manager with the full
authority over the project and project funding.
 the power is shared between the functional manager and the project
manager.
Strong matrix organizations
 Have many of the characteristics of the projectized organization.
 Have full-time project managers with considerable authority and
full-time project administrative staff.
Matrix organizations
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Highly visible project objectives Extra administration is required
Improved project manager control over
resources
Project team members have more than
one boss
More support from functional areas More complex to monitor and control
Maximum utilization of scarce resources Resource allocation is more complex
Better coordination
Extensive policies and procedures are
needed
Better horizontal and vertical
dissemination of information
Functional managers may have different
priorities than project managers
Team members maintain a “home” Higher potential for conflict
Advantages and Disadvantage of Matrix Organization
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• Many organizations involve ALL these structures AT VARIOUS LEVELS, often
referred to as a composite organization,
• For example, even a fundamentally functional organization may create a
special project team to handle a critical project.
• The team may include full-time staff from different functional departments, may
develop its own set of operating procedures, and may even operate outside of
the standard, formalized reporting structure during the project.
Organization may manage most of its projects in a strong matrix,
but allow small projects to be managed by functional departments.
Composite Organization
74

76
Game:
Share your company organization ?
76

Introduction to project management framework v2

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