Management (EPM)
Lecture 2
Dr Yasir Ahmad
WHY WE DON’T USE FORMAL
PROJECT MANAGEMENT?
• No Knowledge
• No Importance
• No need (culture,
Why We Don’t stakeholders…)
Use Formal • No believe
Project • Considered tough
Management? • Top management does
not care (Just do it)
• Fear of litigation
• Complacency
Relationship of Project, Program,
Portfolio and Operations
Management
A project is a temporary endeavor undertaken to create a
unique product, service, or result
Organ - i - zation
CHANGES IN MANAGING ORGANIZATIONS
From To
Industrial Society Information Society
Forced Technology High Technology
National Economy World Economy
Short Term Long Term
Centralization Decentralization
Institutional Help Self-Help
Representative Democracy Participatory Democracy
Hierarchies Networking
West East
Either/OR Multiple Option
Organizational Project
Management (OPM)
OPM is defined as a framework in which portfolio,
program, and project management are integrated with
organizational enablers in order to achieve strategic
objectives
The purpose of OPM is to ensure that the organization
undertakes the right projects and allocates critical
resources appropriately
OPM also helps to ensure that all levels in the
organization understand the strategic vision, the
initiatives that support the vision, the objectives, and
the deliverables
INFLUENCE OF ORGANIZATIONAL
STRUCTURE ON PROJECTS
Organization structure Functional Matrix Projectized
Weak Matrix Balanced Strong
Project characteristics
Matrix Matrix
Project Manager's Little or None Low Low to Moderate High to
Authority Moderate to High Almost Total
Resource Little or None Low Low to Moderate High to
Availability Moderate to High Almost Total
Development
Implementation
Verification
Termination
Start Finish
Time
Project and Development Life
Cycle Approaches
Predictive
and
Adaptive.
Adaptive life cycle approach into multiple phases called
development life cycles:
• Predictive
• Iterative
• Incremental
• Adaptive
• Hybrid
Developmental Life Cycle
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
PM PROCESS GROUPS
4
2
1 5
3
P RO C ES S G RO U P S I N T E R A C T I O N
1 2 3 4 5