Chapter 1 Introduction - Handouts

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INTRODUCTION
Chapter 1
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Chapter 1
1.1 Purpose of the PMBOK Guide
1.2 What is a Project?
1.3 What is Project Management?
1.4 Relationships Among Portfolio, Program, Project, and
Organizational Project Management
1.5 Relationship Between Project Management, Operations
Management, and Organizational Strategy
1.6 Business Value
1.7 Role of the Project Manager
1.8 Project Management Body of Knowledge

PURPOSE OF THE PMBOK GUIDE
Chapter 1.1
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The objective of PMBOK Guide is
to identify the subset of project
management body of knowledge
that contains knowledge, processes,
skills, tools and techniques that can
influence project success.

This subset is generally recognized
and accepted as good practice.
Project Management
Body of Knowledge
PMBOK Guide
Published by Project
Management Institute, USA
www.pmi.org
Purpose of the PMBOK Guide
and also .
Promotes common project management vocabulary within the
profession.
PMBOK is a global standard that guides the project. It is not a
methodology (e.g., agile, PRINCE2, waterfall) for the project
management framework.
PMI standards are updated at least once in every 5 years as per
the ANSI Guidelines. PMBOK usually gets updated once in
every 4 years.
This training is completely aligned with the 5
th
edition.
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WHAT IS A PROJECT?
Chapter 1.2
What is a Project ?
Start End
Temporary (Not short in duration! But predefined end date)
Unique
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Temporary
A temporary endeavor undertaken to create a unique product, service, or result.*
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
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Progressive Elaboration
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THE RELATIONSHIPS AMONG PORTFOLIOS,
PROGRAMS, AND PROJECTS
Chapter 1.2.1
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A temporary endeavor undertaken to
create a unique product, service, or result.
Project
A group of related projects, subprograms,
and program activities managed in a
coordinated way to obtain benefits not
available from managing them individually.
Program
Projects, programs, sub portfolios, and
operations managed as a group to achieve
strategic objectives.
Portfolio
Figure 1-1.
Portfolio,
Program, and
Project
Management
Interactions
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure1-1, Page 5.
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WHAT IS PROJECT MANAGEMENT?
Chapter 1.3
What is Project Management?
* The application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.

Project Management is accomplished
through the application and integration of
47 Project Management Processes
Categorized under the
5 Process Groups.
Initiating Planning Executing
Monitoring
and
Controlling
Closing
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Balancing the competing constraints such as
Scope, Quality, Schedule, Budget, Resources,
and Risks.
Meeting project requirements
Requirements
Identification
Addressing
stakeholders
needs and
expectations
Creating
project
deliverables
Managing
communications
Managing a project!
RELATIONSHIPS AMONG PORTFOLIO, PROGRAM,
PROJECT, AND ORGANIZATIONAL PROJECT
MANAGEMENT
Chapter 1.4
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The application of knowledge, skills, tools, and
techniques to project activities to meet the
project requirements.
Project
Management
The application of knowledge, skills, tools, and
techniques to a program to meet the program
requirements and to obtain benefits and
control not available by managing projects
individually.
Program
Management
The centralized management of one or more
portfolios to achieve strategic objectives.
Portfolio
Management
Project
Management
Program
Management
Portfolio
Management
Organizational
Enabler
(Culture,
Structure,
Technology and
HR practices)
Better performance, results
and competitiveness.
Strategic
Goals
OPM is a strategy execution framework.
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Projects Programs Portfolios
Scope
Projects have defined
objectives. Scope is
progressively elaborated
throughout the project life
cycle.
Programs have a larger scope
and provide more significant
benefits.
Portfolios have an organizational
scope that changes with the
strategic objectives of the
organization.

Success
Success is measured by
product
and project quality, timeliness,
budget compliance, and
degree
of customer satisfaction.
Success is measured by the
degree to which the program
satisfies the needs and
benefits for which it was
undertaken.
Success is measured in terms of
the aggregate investment
performance and benefit
realization of the portfolio.
Monitoring
Project managers monitor and
control the work of producing
the products, services, or
results
that the project was
undertaken
to produce.
Program managers monitor
the progress of program
components to ensure the
overall goals, schedules,
budget, and benefits of the
program will be met.
Portfolio managers monitor
strategic changes and aggregate
resource allocation, performance
results, and risk of the portfolio.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Table1-1, Page 8.
PROGRAM MANAGEMENT
Chapter 1.4.1
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Program Management
Program consist of related projects and subprograms.
It may have related work outside the scope of projects.
Program management focuses on the project
interdependencies:
It resolves resource constraints and conflicts that affect related
projects.
Aligns strategic direction to project and program goals.
PORTFOLIO MANAGEMENT
Chapter 1.4.2
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Portfolio Management
Portfolio is a collection of projects, programs, sub-
portfolios, and operations.
Portfolios are created to achieve strategic objectives.
Projects and program with in portfolio may not be
interdependent but it supports common strategic goals.
Portfolio management focuses on project and program
prioritization, resource allocation and maintain consistency
in management.

PROJECTS AND STRATEGIC PLANNING
Chapter 1.4.3
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Projects
Projects are means to
strategic objectives.
Strategic
Objectives
70% increase
in market
share by 2020.
PROJECT MANAGEMENT OFFICE
Chapter 1.4.4
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Project Management Office (PMO)
PMO is an organizational body or entity, responsible for
centralized and coordinated management of projects.
The projects handled by PMO may not be related to each other.
PMO is a key decision maker at the beginning of each project, it
gives suggestions, and also terminates projects which no longer
helps in achieving strategic objective of an organization.
PMO also involves in resources sharing, allocation, and
deployment.

Project Management office (PMO)
A project management office is also known a program
management office or simply program office
Most important, PMO provides support to project managers
Project managers working under PMO can expect training,
software and mentoring for project managers
All projects have risk, PMO can centrally monitor centrally
monitor and track all risks within all projects. Thus a PMO can
create risk database.

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Types of PMO structures in organization
Supportive:
Provide consultative role to projects by supplying templates, best
practices, training, access to information and lessons learned from
other projects
Controlling:
Control exercised by PMO is moderate. Provides supports and
require compliance through various means
Directive:
Have full control of projects by directly managing the projects. The
high degree of control
Implements organization wide project
policies, procedures and practices.
Project Management compliance
Audit
Sharing
resources
Develop PM
methodologies
Coordinates
Communication
Coaching and
Training
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RELATIONSHIP BETWEEN PROJECT
MANAGEMENT, OPERATIONS MANAGEMENT,
AND ORGANIZATIONAL STRATEGY
Chapter 1.5
Project vs. Operations
Project
Resources, Budget, Plan, Risk,
Scope, Quality, etc.
Operations
Resources, Budget, Plan, Risk,
Scope, Quality, etc.
Key Difference
Project creates unique product Operations creates standard product
Projects are temporary Operations are permanent
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Both help achieves organizational strategy
Operations management is responsible for business
operations and it supports day-to-day routine business
activities, which is also a key to achieve strategic goals of
the business.
Though project is temporary, it helps organization to
achieve its goal with in the project constraints.
OPERATIONS AND PROJECT MANAGEMENT
Chapter 1.5.1
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Operations and Project Management
Projects can intersect with operations at various points
During closeout phase
When developing a new product, upgrading a product, etc.,
Process improvement projects
Through out the product life cycle

OPERATIONS MANAGEMENT
Chapter 1.5.1.1
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Operations Management
This area of management manages ongoing production of
goods and or services.
Operations management manages the systems and
processes that produces the goods and services.
It generally takes care of:
Forecasting, production, capacity planning, scheduling, quality
control, product design and redesign, productivity etc.,

OPERATIONAL STAKEHOLDERS IN PROJECT
MANAGEMENT
Chapter 1.5.1.2
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Operational Stakeholders
While operations and project management has different
objectives, projects should consider the operational
stakeholders needs.
Operational stakeholders are critical stakeholders and they
should be managed proactively and ensure their
engagement level at an appropriate level.
Examples Plant operators, help desk staff, sales persons,
training officers, etc.,
ORGANIZATIONS AND PROJECT MANAGEMENT
Chapter 1.5.2
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Organizations and Project Management
Organization is larger than the project. Organization sets
strategic direction and performance metrics.
Project management should support organizational goals
and when it changes, it should re-align to the revised goals.
PROJECT-BASED ORGANIZATIONS
Chapter 1.5.2.1
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Project-based organizations (PBOs)
PBOs refer to various organizational structure that are
designed to carrying out the work.
Different structures such as functional, matrix or
projectized can influence project management approach.
PBOs can help alienate projects from existing organization
cultures, bureaucracy and hierarchy which may not be
conducive for project success.
THE LINK BETWEEN PROJECT MANAGEMENT
AND ORGANIZATIONAL GOVERNANCE
Chapter 1.5.2.2
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The link between project management and
organizational governance
The outcome of the project should support the existing
organizational governance.
Project manager should be knowledgeable about corporate
policies and procedures.
For e.g., if an organization embraces sustainability in their
policies, project manager should ensure that his project as well
as the projects product should support this policy.
THE RELATIONSHIP BETWEEN PROJECT
MANAGEMENT AND ORGANIZATIONAL
STRATEGY
Chapter 1.5.2.3
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Project management and organizational strategy
Since projects are means to achieve organizational strategy,
organization should provide guidance and support to
project management.
If there is a possibility of potential conflict between
organizational strategy and project goals, sponsor or the
portfolio or the project manager should help resolve this
conflict.
BUSINESS VALUE
Chapter 1.6
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Business value
Defined as the entire value of the business. The total sum of
all tangible and intangible elements
Tangible elements include monetary assets, fixtures,
stockholder equity, and utility
Intangible elements include goodwill, brand name, public
benefit
Portfolio, program and project helps to bridge the gap
between organizational strategy and succesfull business
value realization.,
ROLE OF THE PROJECT MANAGER
Chapter 1.7
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Role of the Project Manager
Project Manager is the person assigned to successfully complete the
project objective.
Depending on organizational structure, a project manager may report
to functional manager, program manager, or portfolio manager.

RESPONSIBILITIES AND COMPETENCIES OF THE
PROJECT MANAGER
Chapter 1.7.1
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Responsibilities and competencies of the project
manager
Project Manager need to be proficient in tools and technique of
project management, but this alone will not be enough. He should be
proficient in subject matter and general management skills. In
addition he should have the following characteristics;
Knowledge
Performance
Personal

INTERPERSONAL SKILLS OF A PROJECT
MANAGER
Chapter 1.7.2
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Interpersonal skills of a project manager
Effective project managers require a balance of ethical,
interpersonal, and conceptual skills that help him to
analyze situation and interact appropriately
Leadership
Team building
Motivation
Communication
Decision making

PROJECT MANAGEMENT BODY OF KNOWLEDGE
Chapter 1.8
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Project Management Body of Knowledge
The PMBOK Guide contains the standard for managing projects
of any size, scope and industry.
This standard is limited to managing individual projects.
There are other standard specifically created for different
purposes:
The Standard for Program Management addresses the management
of programs,
The Standard for Portfolio Management addresses the management
of portfolios,
Organizational Project Management Maturity Model (OPM3)
examines an enterprises project management process capabilities.
CHAPTER 1
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