Projcet Management Framework

PROJECT MANAGEMENT
FRAMEWORK
Eng.Mukhlis Mirghani
Contents
Session Contents
• What is a Project?
• What is Project Mgt?
• Program-Program Mgt
• Portfolio-Portfolio Mgt
• PMO
• Who is the Project Manager and
Competencies
• Organizational Influences & Project Life
Cycle
Session Objective
To know:
• What is Project
• What is Project Management
• What is a Program and Program Management
• What is Portfolio and Portfolio Management
• Why projects are undertaken
• What is Project Management Office
• What a Project Manager’s competencies
What is a Project?
• Temporary
• Unique
• Progressive elaborative
A project is a temporary endeavor
undertaken to create a unique product,
service, or result
What is different between OPERATION and
PROJECT??
PROJECT Vs. OPERATION
Both
• Performed by people
• Constrained by limitations
• Planned, executed and controlled
Differ by
• Temporary
• Unique
What is Project Management?
• The application of
 Knowledge,
 Skills,
 Tools,
 Techniques
to project activities to meet the project
requirements.
Managing the project means:
• Identifying requirements;
• Addressing the various needs, concerns,
and expectations of the stakeholders
• Setting up, maintaining, and carrying out
communications among stakeholders;
• Managing stakeholders towards meeting
project requirements and creating
project deliverables;
• Balancing the project constraints
If your product
Your project You have to have doesn’t do what
will need to the people and it’s supposed to do,
get done on materials to get you wont succeed.
schedule. the work done.
Unexpected
obstacles can
Your project will You need to manage
wreck your
always have to the scope of work
project if you
stay you do for the
don’t deal with
within a budget. project. Eng.Mukhlis Mirghani
this one.
Understand your company’s big
picture
Projects have a beginning

and an end and produce
something specific.
Programs are groups of

projects that should be
managed together.
Portfolios might include

programs and projects.
Program-Program Mgt
A program
• a group of RELATED projects managed in a
coordinated way to obtain benefits NOT
available from managing them individually
• Program management focuses on
interdependencies of projects and describes
the best approach to achieving program
objectives
• EXAMPLE!!!
Portfolio-Portfolio Mgt
A portfolio
• projects, programs and operations
managed as a group to achieve strategic
objectives.
• Portfolio management refers to the
centralized management of one or more
portfolios to achieve strategic
objectives.
WHY PROJECTS ARE UNDERTAKEN??
• Market demand
• Customer request
• Technological advancement
• Legal requirements
• Environmental considerations
• Strategic opportunity/business need
PMO
STANDERDIZE & CENTRLIZE the management of the
projects in the organization.
A primary Function is:
• Managing shared resources
• Identifying and developing PM methodology, best
practices, and standards;
• Coaching, training, and oversight;
• Monitoring compliance with project management
standards, policies, procedures, and templates by
means of project audits;
• Developing and managing project policies,
procedures, templates
• Coordinating communication across projects.
PMO types and its degree of control
Supportive Controlling
Provides
templates LOW MODERATE Provides guidance on
polices how manage
lessons projects and ensures
learned compliances with org.
practice
Directive
HIGH
Provide project
managers and
responsible for
results of those
projects
Project Manager Competencies
• 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—how the project manager
behaves when performing the project or
related activity.
Project Manager Competencies
• Application Area Knowledge

 Standards and Regulations of the Area
• General Management Skills
 IT Skills
 Budgeting Skills
• Project Environment
 Cultural and Social
 International and Political
 Physical (Ecology)
Interpersonal Skills of a Project Manager
• Leadership,
• Team building,
• Motivation,
• Communication,
• Influencing,
• Decision making,
• Political and cultural awareness,
• Negotiation,
• Trust building,
• Conflict management, and
• Coaching.
Organizational Cultures and Styles
• Organizational culture is shaped by the
common experiences of members of the
organization
• The organization’s culture is EEF.
• Cultures and styles are learned and
shared and may have a strong influence
on a project’s ability to meet its
objectives
how the company is
ORGANIZED
ORGANIZATIONAL
STRUCTURES
Functional
Projectized Organization
Weak Matrix Organization
Balanced Matrix Organization
Strong Matrix Organization
ADV. & DisADV.
ADVANTAGE DISADVANTAGE
Team member report to only superior People focus on their specialty
Clear career path in area of specialty No career path in PM
Ease of specialty mgt PM has little authority
Efficient project org. No HOME for the PT
People loyalty to the project Less efficiency in use of resources
More effective comm. Lack of specialization in discipline
Improve PM control over resources PT have more than one boss
PT maintain HOME Higher potential of conflict
Maximize resource utilization Complexity in monitoring
OPA and EEF
OPA EEF
• 2 categories: • conditions, not under
o Processes and the control of the
Procedures project team, that
o Corporate influence, constrain,
Knowledge Base or direct the project.
• INPUTS in most of • INPUTS to most
planning process planning processes.
Organizational Process Assets
OPA
 Organizational processes, standards &

procedures
 Templates
 Organizational communications
requirements
 Financial controls procedures
 Change control procedures
 Risk Control procedures
 Organizational knowledge base
Enterprise Environmental Factors
EEF
 Organizational Structure
 Organizational Culture
 Governmental/Industry standards
 Infrastructure
 Existing Human Resources
 Personnel Administration
 Organization’s Work Authorization System
 Marketplace conditions
 Project Management Information System
EEF
People Risk Tolerance
The skills and
Some companies are
organizational
culture highly tolerant of
where you work. risk
and some are really
Market risk averse
The way your
company
is performing in the
market can affect
the Standards
way you manage Some companies
your depend on government
project. standards to run their
PMIS business and when they
Automated tools change, it can have a big
e.g. software, file impact
storage for lessons Eng.Mukhlis Mirghani
learned
Other
current
project
Lesson Project
learned in Your
project lesson
company
OPA learned
Update
company
OPA
stakeholders
Sponsor
the person who pays for
Functional manager the
project. Without the
provide the subject sponsor’s help, there’s no
matter way the project can be a
expertise success.
Business partner
Your company might Consumers or users
contract a company to Usually, you build a
provide training or product or service so
other materials that that
affect someone can buy or use
your project. it. You have to meets
Seller
The companies you work the customer’s needs
with to help you deliver it
are stakeholders in your
project’s success too.
How I KNOW the project successes
• completing the project within the constraints
of:
 Scope,
 Time,
 Cost,
 Quality,
 Resources,
 Risk
Project Team
• The project manager
• The group of individuals who perform the
work of the project
• project management staff (risk analyst,
cost estimator, planner, scheduler…)
Project Life Cycle
• Series of Phases from PROJECT initiation to its
closure.
• PHASES Names and Numbers are determined by:
 The management and control needs of the
organization,
 The nature of the project itself,
 Application AREA
• A project phase is a collection of logically related
project activities that concludes in the
completion of one or more deliverables
Generic life cycle structure
Impact of Variable Based on Project
Time
Single-Phase Project
Phase-to-Phase Relationships
Sequential relationship Overlapping relationship
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PROJECT MANAGEMENT

Projects have a beginning

Programs are groups of

Portfolios might include

• Knowledge—what the project manager

• Application Area Knowledge

 Organizational processes, standards &

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