PMP Session Day 1

PMAC
PMAC Consulting Private Limited

Global R.E.P. PMI, USA
presents
“ADVANCED PROJECT MANAGEMENT COURSE”
IN CONFORMANCE WITH LATEST PMI STANDARDS
PMBOK® GUIDE-2008, FOURTH EDITION
1
PM Basics
Fundamental
Concepts
2
PM Basics: Fundamental Concepts
We begin our discussion on fundamental

concepts under three broad headings:
1. Project Management Framework
2. Project Life Cycle and Organization
3. Project Management Processes
3
PROJECT MANAGEMENT FRAMEWORK

What is a project?
Projects vs. Operations!
Projects and Strategic Planning!
What is ‘Project Management?
What is a Program?
What is a Portfolio?
4
PROJECT MANAGEMENT FRAMEWORK

Relationships among Project Management,
Program Management, and Portfolio
Management!
What is a PMO?
Role of a Project Manager!
PMBOK® Guide!
Enterprise Environmental Factors!
5
PM Basics
What is a project?
A Project is A TEMPORARY ENDEAVOR

undertaken to create A UNIQUE PRODUCT,
SERVICE, OR RESULT!
Let’s understand the definition
6
PM Basics: Understanding ‘Project Characteristics’
Temporary means:
- Definite beginning
- Definite end
- With defined project objectives
(scope, time, cost, and quality)
7
Temporary does not

necessarily mean
Short in duration!
Projects can last for several years!!
Government of India’s E-governance project is
A multi-year project.
All that temporary means is that
project duration is finite, not ongoing.
8
Temporary does not mean
The product of the project will also be temporary.
Most projects are done to produce products,

service or result that is long lasting.
Examples
a bridge, a dam,
a building, a monument, a park
9
Unique product, service, or result

Projects involve creating a product, service,
or result that has not been done exactly the
same way before EVEN IF YOU HAVE BEEN
DOING SAME CATEGORY OF PROJECTS
MANY TIMES OVER!
Different CLIENTS, REQUIREMENTS, LOCATIONS,
etc.
10
PM Basics: Comprehending Project
A project can create:

1. A product (component of another item or end
item).
2. A service (a business function to support
production or logistics).
3. A result (an outcome or document, such as
R&D project develops Knowledge,
11 Market Survey).
Progressive elaboration
is critical to project success
Progressive means proceeding in steps,

continuing steadily with increment.
Elaboration means worked out with care

and detail, developed thoroughly
12
WHY Progressive elaboration?

Because projects are temporary and unique!
Example: Project scope is high-level in the beginning. It

becomes more detailed as project team
progresses and develops better understanding
of project objectives and deliverables.
Many people confuse it with scope creep that happens
due to poor scope definition, poor WBS formation and
13 Uncontrolled changes.
Each project’s product is unique.

Hence, its characteristics
THAT DISTINGUISH IT
must be
“PROGRESSIVELY ELABORATED!”
That’s why so much emphasis on processes called:
- “Identify stakeholders” (during initiation)
- “Collect requirements” (during planning)
14
Progressive elaboration
is critical to project success!
The distinguishing characteristics

“Broadly defined” early in the project
More explicit and detailed as project
progresses
THEN, PROJECT TEAM BEGINS TO GRASP THEM
BETTER
15
PM Basics: Progressively elaborated
Product Scope and Project Scope

PRODUCT SCOPE PROJECT SCOPE
Functions and The work required to
features characterizing be performed to deliver
the product or service. a product bearing
specified functions and
features.
COMPLETION
COMPLETION
Measured against
Measured against
product requirements
project management
plan
16
PM Basics
Projects Vs. Operations
17
PM Basics: Projects vs. Operational Work
What do organizations do?
1.
ORGANIZATIONS
PERFORM WORK
to accomplish
a set of defined objectives
18
2.
Work can be categorized as

either
PROJECTS or OPERATIONS
Sometimes they overlap!
19
What is common to projects and operations?

3.
Performed by people
Limited by Constraints, including
resource constraint
Planned, executed, monitored and controlled
Performed to achieve organizational objectives
Or strategic plans
20
PROJECTS OPERATIONS
Projects are temporary

Operations are ongoing
and unique.
and repetitive.
The purpose of a project
The purpose of an
is to attain its objective
ongoing operation is to
and then terminate.
sustain the business.
The project concludes
Operations adopt new
when its specified
set of objectives and the
objectives have been
work continues.
21 achieved.
PM Basics: Comprehending ‘Project Examples’
Operation examples
Manufacturing operations
Production operations
Usage of the product of a project, such
as a software application, or using
network infrastructure
Accounting operations
22
Project examples
Developing a new product or service
Starting a new business, or expansion of the
existing one
Installing a new facility/ infrastructure
Increasing productivity
Increasing market share
Increasing profitability
23
Project examples
Cost reduction (operation and maintenance)
R & D projects
Technology up-gradation/ new technology
projects
Pharmaceutical projects
Organizational Change management projects
(work environment, performance management,
organization structure, training, etc.)
24
PM Basics: Projects and Strategic Planning
Projects and Strategic Planning
25
PM Basics: ‘Projects implement strategy’
Projects are are a means to achieve

“Strategic Plan” of an organization!
One or more of the following Strategic

Considerations give rise to projects:
1) Market demand
2) Customer request
3) Strategic opportunity/Business Need
4) Technological advance
5) Legal requirements
26
PM Basics: ‘Projects encompass entire organization’
Projects
are
-Taken up at all organizational levels
- May require few persons to thousands
- May be undertaken within an organization or
involve many outside organizations
27
PM Basics: ‘Hey! It’s important’
Worldwide concern
YET
It is concerning to note
that
only about 34% of all the projects
undertaken globally
SUCCEED!
28
Worldwide concern
This only means that the concept
of
“Managing Projects Effectively”
is
poorly understood.
29
Addressing the concern
To master
the concepts, tools, and techniques
for
“Managing Projects Successfully”
let’s first
understand the genesis of PROJECTS!
30
PM Basics
What
is
‘Project Management’
31
PM Basics : Defining ‘Project Management’
What is Project Management?

PROJECT MANAGEMENT IS
The application of KNOWLEDGE,
SKILLS, TOOLS AND TECHNIQUES
to project activities to meet the
Project Requirements!
32
PM Basics
What is Project Management?

The project management is accomplished through
application and integration of the 42 logically grouped
Project Management Processes comprising 5 Process
Groups
Initiating
Planning
Executing
Monitoring and Controlling
33 Closing
PM Basics: Triple Constraints
HOW TO manage the TRIPLE CONSTRAINTS
Time Cost
Q
Scope
34
PM Basics: Triple Constraints
Dimensions of TRIPLE CONSTRAINTS

Time
Scope Cost
Risk Quality
Customer satisfaction
35
PM Basics: Program, Portfolio
- What is a program?
- What is a portfolio?
- Relationships among project
management, program management,
and portfolio management!
36
PM Basics: Project Management Context
Wider Perspective of Project Management
Project Management exists in a broader canvas:

Program Management
Portfolio Management
37
PM Basics: Fundamental concepts
“Project Management exists in

a broader context governed by
Program and Portfolio Management!”
Organizational Strategies and Priorities
are linked and have relationships
- Between portfolios and programs,
- Between programs and individual projects!
38
PM Basics: Program, Portfolio
What is a program?
A program is a group of related projects
managed in a 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.
39
Generally,
there is a hierarchy of Strategic plan
Portfolio
In this hierarchy, a program
consists of several associated Program
projects that will contribute to
the accomplishment of Project
a STRATEGIC PLAN!
Subproject
40
Space program Strategic plan

Airplane program
Poverty alleviation Portfolio
program Program
Project A Project B Project C
Subproject Subproject
Subprojects
OFTEN OUTSOURCED Externally, or Internally (to other
unit) on the basis:
- Single phase, HR Skill requirement, Technology
41
A PROGRAM
1) extends over a longer period of time horizon.
2) consists of several parallel or sequential work efforts
that are coordinated toward program goals.
3) time scale for projects tends to be shorter, and projects
are often the individual work efforts of a program.
Program Urban Development

Program
Projects Small business

Job & Skill
Housing rehab Consulting
42 Training
Assistance
DYNAMICS OF
Portfolio and
Portfolio
Management
Portfolio Management
1. Maximize the value of portfolio by careful scrutiny of
the Proposed Projects and Programs for being
taken within the Portfolio.
2. Timely exclusion of the projects not meeting
Portfolio’s Strategic Business Objectives.
3. Balance the portfolio AMONG Incremental &
Radical investments AND for efficient utilization of
43 resources.
PMO
Project Management Office

An organizational unit to centralize and coordinate
management of projects under its domain.
At minimum, PMO provides Project Management

Support Functions:
1. Training
2. Software
3. Standardized policies & procedures
44
PMO
Advanced PMOs:
• Can get delegated authority to act as integral
stakeholder and key decision-maker during initiation
of each project.
• Can have authority to Recommend or Terminate
projects TO KEEP BUSINESS OBJECTIVES
CONSISTENT.
• Be involved in selection, management and
redeployment of shared/dedicated project staff.
45
PM Basics: Functions of PMO
1) Administer shared and coordinated resources across

all projects.
2) Identify and deploy PM Methodology/Bests Practices/
Standards.
3) Clearinghouse and management of project policies,
procedures, templates, and other shared documents.
4) Central repository/management for shared & unique
risks for all projects.
5) Central office for operation/management of PM Tools
(enterprise pm software).
6) Mentoring of Project Managers.
46
7) Central coordination of communication across all

projects.
8) Central coordination of overall project quality standards
between PM & other quality staff (internal or external),
or standards organization.
9) Central monitoring: all project timelines and budgets at
enterprise level!
What is the difference between the role of a

Project Manager and a PMO?
47
Role Differences:
1) Project Mangier focuses on specified project objectives.

PMO manages major program scope changes that
(opportunities to better achieve business objectives).
2) Project manager controls assigned project resources.

PMO optimizes use of shared resources across all
projects.
48
Role Differences:
3) Project Manager manages constraints of the project.

PMO manages constraints among all projects at the
enterprise level. PMO manages the methodologies,
standards, overall risk/opportunity, and
interdependences among Projects at the enterprise
level!
49
Enterprise Environmental Factors
We need to consider all the external and internal factors

that surround our project!
WHY?
Answer
They may enhance or constraint project
management options! They may have a positive or
negative influence on the outcome!! Remember this.
You will agree when you see what all are these factors.
50
factors
1) Organization culture, structure, and processes
2) Market conditions
3) Government or industry standards
4) Stakeholder risk tolerances
5) Infrastructure
6) Existing human resources and their special skills
7) Personnel administration (staffing, retention, training
8) Work authorization system
51
factors
9) Political climate
10) Organization’s established communication channels
11) Commercial databases
12) PMIS (project management information system)
PMIS- an automated tool. Examples:
- scheduling software tool
- a configuration management system
- an information collection and distribution system
- web interfaces to other online automated systems
52
Project Life Cycle and Organization
1) The Project Life Cycle and Project Phases

2) Project Stakeholders
3) Organizational Influences
53
The Project Life Cycle

and
Project Phases
54
What is a project life cycle?

A project life cycle is a collection of generally sequential
and sometimes overleaping project phases!
What leads to deciding their number and names?
Management and control needs of the organization or

Organizations involved in the project determine names
and numbers of the project phases! The industry,
the technology, and unique aspects of the organization!
55
PM Basics : “Project Life Cycle and Project Phases”
Projects are unique

Project
undertakings.
Involve a degree of Phase 1 Phase 2 Phase 3
uncertainty.
Hence, each project is divided into several phases
for better management control and providing for
links to the ongoing operations.
Together, the project phases are called the ‘Project
Life Cycle’.
56
Makes sure proper
definition of the
project’s product
Project phases: Sequential Logic
Project
Deliverable I Deliverable II Deliverable n

Output of Preceding phase is input to Succeeding phase
Each phase marked by completion of one or more

deliverables.
Takes its name from the item/items, it has to deliver-the
primary phase deliverable.
57
Project phases: ‘What is a deliverable?’
DELIVERABLE
is
‘A TANGIBLE, VERIFIABLE WORK PRODUCT’
EXAMPLES
1. A specification,
2. Feasibility report,
3. Detailed design document, or
4. A working prototype
58
Project phases: ‘Types of deliverables’
1. 2.
Product deliverables Project Management Deliverables
End products or Deliverables of the
the components of Project management
end products process
for which the project is (charter, scope statement,
undertaken plan, baseline, etc.)
Deliverables, and therefore phases, are part of a

sequential process designed to ascertain proper control
of the project and to accomplish the intended Product/
59 Service that is the objective of the project.
PM Basics : “Project Phases and Project Life Cycle”
Phases can be further subdivided into subphases

Size, complexity, level of risk,
Project
and cash flow constraints
decide further division of
Phase 1 Phase 2 Phase 3
phases into subphases.
Subphase
Each subphase is aligned with
Subphase defined deliverable (s) for
monitoring and control, and
Subphase
are related to primary phase
deliverable.
60
PM Basics: “Project Life Cycle”
Project Life Cycle

Project life cycle (PLC) defines what one needs to do
“ to do the work” on the project
Construction PLC
Feasibility, planning, design, product, turnover, and
startup.
Information systems PLC
Requirements analysis, high-level design, detailed
design, coding, testing, installation, conversion, and
operation.
61
BSES
Project
Project
Requirements Design Build Test Turnover
Management
Project life cycle
START PLC Characteristics FINISH
defines start and finish of the project

determines transactional actions at the start and finish
of the project
62
PM Basics : Project life cycle characteristics
Uncertainty and risk are highest in the beginning.

The chances of successfully completing the project
are therefore lowest at the start.
But as we proceed, the uncertainty, risk become
progressively reduced, and our chances of
successfully completing the project become
progressively brighter
63
Project life cycle characteristics
Uncertainty of Success AND RISK

High
Low
Amount at Stake
Life Cycle of Project (Time)

64

The cardinal principle
Stakeholders ability to influence the final
characteristics the product of the project is highest
only in the beginning .
As project proceeds, it gets diminished
progressively and then the cost of any change, or
correction becomes very high.
This lays stress proper scope definition to avoid
later surprises .
65

PLC Characteristics
High Opportunity to add value opportunity to add

value highest at the
start and lowest at
the end.
Cost of change
Low Cost of change lowest at the start
Time
and highest at the
Project life cycle end
66
PM Basics: ‘Project Life Cycle and Product life Cycle’
Project life cycle defines start and finish of a project with intermediate
phases. Product life cycle is a broader concept. It begins with business
plan, through idea, to product, ongoing operations and ends with product
divestment. Project life cycle is but a phase of product life cycle!
Product life cycle

Feasibility Product development Operations Disposal
Operation and support

Test and install
Requirements
Construct
Design
Maintenance and support

67 Project Life Cycle
PM Basics : “Project Management Life Cycle”
Project Management Life Cycle

Project management life cycle (PMLC) defines
what one needs to do “ to manage” the
project
PHASE OF PROJECT MANAGEMENT LIFE CYCLE
Initiating, planning, executing, monitoring and
controlling, and closing.
Define Goal Plan Execute Evaluate Close

project plan project project
68
PM Basics: Project Stakeholders
Project Stakeholders
Individuals and organizations
Actively involved in the project OR
Whose interests may be positively or negatively
affected by the performance or completion of the
project.
Stakeholders may exert influence over the project, its
deliverables, and the project team members!
69
KEY POINT
The project Manager MUST
identify all internal and external stakeholders!
determine their requirements and expectations!!
manage the influence of the various stakeholders in
relation to project requirements to ensure successful
outcome!!!
70
Examples of stakeholders
• Customers/users
• Sponsor
• Portfolio managers/portfolio review board
• Program managers
• Project management office
• Project managers
• Project team
• Functional managers
• Operations management
71 • Sellers/business partners
Key Project Stakeholders
Sponsor
Government Performing Suppliers

organization Sub Contractors
Top Influencers
Management Boss
Project Manager
Project Staff Team members
Functional department
Customers/ INFUENCERS
personnel in Customer
user PMO
organization
Internal Users
72
Stakeholders responsibility and project outcomes

Stakeholders Responsibility and
authority Project outcomes
Varying levels “DAMAGING”
Changes over the course of
project life cycle
Occasional contributions in
surveys to focus groups to full Project outcomes
project sponsorship (financial /
political support) “HIGHLY
POSITIVE”
73
Stakeholders responsibility and project outcomes
Stakeholders Responsibility
and authority Project
outcomes
Project Managers “DAMAGING”
who ignore stakeholders
74
Positive / Negative Stakeholders
Positive stakeholders Negative stakeholders

Those who would benefit Those who see negative
from the project outcomes from project’s
Community Business leaders gain
success
from an industrial project as they Environmental activists may see
find economic benefit for the project’s success leading to
community from project’s success environmental hazards.
- Rs. 100 million Reliance Power
Project in Dadri, U.P. hailed by Amar
Singh Group of Ruling Party.
75
Stakeholder Management
THE CHALLENGE
Stakeholders have differing needs,
perspectives, and expectations to be
managed by the project manager.
76
Stakeholder expectations: “differing objectives”
MARKETING DEPT.
High features
TECHNICAL DEPT.
MANAGEMENT
State-of-Art
profitable
Technology,
low cost of
PRODUCT
GOVERNMENT operation
of
Satisfying
PROJECT
Government CUSTOMER
pollution and Cheaper and
safety norms Long lasting
SOCIETY FINANCE
Comfortable and Low cost of
Eco-friendly procurement
77
CONCURRENT ENGINEERING
provides
Solution to the problem
of
“differing stakeholder needs, perspectives,

and expectations”.
78
CONCURRENT ENGINEERING
It refers to the combined early efforts of
designers That final

developers product of
producers To ensure the project
salesperson, and satisfies
other stakeholders everyone
79
Identify stakeholders
Assess their knowledge and skills
Analyze the project to make sure their needs will
be met
Get and keep them involved through assigning
them work, using them as experts, reporting to
them, involving them in changes and the creation
of lessons learned
Get them to sign-off and obtain their formal
acceptance
80
Managing Stakeholders
Resolving stakeholder conflicts is major task on the
project. You have to continuously find ways to satisfy
their needs.
In general, differences between and among
stakeholders should be resolved in favor of the
customer!
But remember, not to disregard needs and expectations
of other stakeholders.
In fact, it is your major challenge to find appropriate
resolutions to such differences!!
81
PM Basics: organizational influences
Organizational influences on the project
PROJECT Healthcare
corporations
Institutions
Other
Organizations
82

Maturity of the organization with respect to
its:
organizational SYSTEMS
organizational CULTURE and STYLES
organizational STRCUTURE
role of PMO in ORGANIZATIONAL STRUCTURES
PROJECT MANAGEMENT SYSTEM
83
Project-based
Non-project-based
84
Project-based
derive their revenue from performing projects

engineering/ consultant/ architectural / construction
companies, government contractors
85
Non-project-based
adopted management by projects

like their financial system account, track, and report on
multiple, simultaneous projects
try to have project management systems
generally do not have adequate PM Systems
86
Organizational
Performance of work Culture
organizational CULTURE and STYLES

Values, norms, beliefs, and expectations
(shared within organization)
Work ethics and work hours
Policies and procedures
View of authority relationships
87
IMPACT OF ORGANIZATIONAL INFLUENCES
on the success of the project
Organization culture can be entrepreneurial,

aggressive, participatory, rigid hierarchical, fraught
with infighting and politics, friendly and human-
centered, etc.
REAL LIFE EXAMPLES
1) Pepsi has a culture that is aggressive, your
high-risk approach is welcome there.
2) Century Cotton Mill has rigid hierarchical culture,
your participatory style will not work there.
3) HCL Corporation has participatory culture, it can not
88 accommodate anybody’s authoritarian style.
organizational STRUCTURE
Constraints the availability
of
resources
Functional to Projectized
MATRIX
Functional Weak matrix Projectized
Balanced matrix
Strong matrix
89
Functional Structure
MOST COMMON / TRADITIONAL FORM
Organization is structured by functions:
Marketing, Engineering, Manufacturing, Finance, HR.
Each one works

as separate entity
with managers and subordinates.
90
organizational STRCUTURE Functional

Staff engaged
Project in project work
coordination
CEO
EXAMPLE Functional Functional Functional
A PRODUCT Manager A Manager B Manager C
DEVELOPMENT
PROJECT
Design phase Staff Staff Staff
called “design
project” by
engineering
department
Staff Staff Staff
Communication
through heads
of departments Staff Staff Staff
91only
ADVANTAGES DISADVANTAGES
1) Easier management of 1) More emphasis on
functional specialists. functional specialty to
2) Team members report detriment of the project.
to only one supervisor. 2) Project Manager has no
3) Similar resources are authority.Power with
centralized to function, FMs.
companies are grouped 3) Scope of the project
by functions/specialties. limited to functional
4) Clearly defined career boundary.
path in the functional 4) No career in project
92 area. management.
Projectized Structure
PROJECTIZED ORGANIZATIONS ARE

JUST OPPOSITE OF FUNCTIONAL:
All organization is by projects.
The project manager has
total control of projects.
Team members are collocated

Most organization’s resources assigned to project work
93
organizational STRCUTURE Projectized

Staff engaged
Project in project work
coordination
CEO
Project Project Project
IDEAL Manager A Manager B Manager C
Project Manager
Sole Authority
Staff Staff Staff
Departments
report directly to
the Project Staff Staff Staff
Manager or
provide support
services Staff Staff Staff
94
ADVANTAGES
DISADVANTAGES
1) Project manager has 1) No home for project
ultimate authority over team members when
the project. project is completed.
2) Loyalty to the project. 2) Less efficient resource
3) More effective utilization, though efficient
communication than project organization.
functional. 3) Lack of professionalism
4) Team members are in disciplines.
collocated 4) Duplication of facilities
95 and job functions.
Matrix Structure
SINCE BOTH FUNTIONAL AND PROJECTIZED HAVE STRENGTHS

AND WEAKNESSES, we need to maximize strengths and
weaknesses.
MATRIX: best of both organizational structures.
Employees in a matrix organization report to

one FM and at least one PM.
PM and FM together conduct performance
review of the employees.
96
Matrix Structure
Matrix organizations are of three types:
WEAK BALANCED STRONG

MATRIX MATRIX MATRIX
97
WEAK
MATRIX
Matrix Structure
Weak matrix (more like functional)- Here, the balance

of power rests with the FM and PM is merely an
expeditor or coordinator.
Project expeditor acts mainly as a staff assistant and
coordinates communication. Project expeditor can not
make or enforce any decisions.
Project coordinator has some power to make
decisions and reports to higher level manager than
98 expeditor.
Matrix Structure
organizational STRCUTURE Weak matrix

Staff engaged
in project work
CEO
Functional Functional Functional
Manager A Manager B Manager C
Staff Staff Staff

Project
coordination Staff Staff Staff
Staff Staff Staff

99
BALANCED
MATRIX
Matrix Structure
Balanced matrix- The power is balanced between

project manager and functional manager.
Each manager has responsibility for his/her part of the
project or organization, and people get assigned to
projects based on the needs of the project, not
strengths or weakness of the manager’s position.
Most organizations are Balanced Matrix these

10 days!
0
Matrix Structure
organizational STRUCTURE Balanced matrix

Staff engaged
in project work
CEO
Functional Functional Functional
Manager A Manager B Manager C
Staff Staff Staff

Project
coordination Staff Staff Staff
10 Project Manager Staff Staff

1
Matrix Structure
STRONG
MATRIX
Strong matrix is more like projectized.

Here,
The balance of power rests with
The project manager
not
10 The functional manager.
2
Matrix Structure
organizational STRUCTURE Strong matrix

Staff engaged
in project work
CEO
Manager of Functional Functional Functional
Project Managers Manager A Manager B Manager C
Project
Staff Staff Staff
Manager
Project
coordination Project
Staff Staff Staff
Manager
10 Project
Staff Staff Staff
Manager
3
Matrix Structure
RELEVANCE FOR PROJECTS
Highly visible project Not cost effective as

objectives. more administrative
Improved PM control personnel are
over resources. needed.
More support from More than one boss for
functions. project team.
Maximum utilization of More complex to
10 scarce resources. monitor and control.
4 Better coordination.
Matrix Structure
Better information flow Tougher problems with

(both horizontal and resource allocation.
vertical) than functional. Requires extensive
Team members policies and procedures.
maintain a home, they FMs may have differing
continue to belong to priorities than PMs.
their respective Higher potential for
departments unlike conflicts and duplication
10 projectized. of efforts.
5
Organizational structure influences on project
Structure Matrix
Functional Projectized
Features Weak Balanced Strong
Project Little or none Limited Low to FULL
Manager Moderate Moderate AUTHORITY
Power to High
Resource Little or none Limited Moderate Moderate ALMOST
Availability to High TOTAL
Budget Functional Functional Mixed Project Project
Control Manager Manager Manager Manager
Role of Project Part time Part time Full time Full time FULL TIME ON
Manager On projects on projects on projects PROJECTS
10 Administrative Part time on Part time Full time Full time FULL TIME ON
6 Staff On projects on projects on projects PROJECTS
Organization Process Assets
OPAs help us throughout the project!
1. Corporate Knowledgebase
2. Policies, Processes and Procedures
10
7
1. Corporate Knowledgebase
- Historical information from previous projects
- Lessons learned from previous projects
Project files, process measurement databases, issue and
defect management databases, configuration
management databases, versioning and rebaselining info,
Financial databases, overruns, etc.
10
8
2. Policies and Procedures
- organization's policy and procedures for conducting work
Organizational standards, policies, standard product and
project lifecycles, quality policy and procedures, work
instructions, performance measurement criteria, proposal
evaluation criteria, Templates (WBS, Network Diagram,
Contract Templates), ethics policy, project management
policy, Guidelines/criteria for tailoring, Project Closure
10 Guidelines/Requirements..
9
2. Policies and Procedures
- organization's policy and procedures for conducting work
Issue and defect management procedures,
Procedures for prioritizing, approving and issuing work
instructions, Change Control Procedures, Risk Control
Procedures, Financial Control Procedures,
Organizational Communication Requirements.
11
0
PM Basics
Project Management Processes
11
1
PM Basics: Project Management Knowledge Areas
Project Management
Knowledge Areas
Describe Project Management Knowledge and Practice in

terms of THEIR COMPONENT PROCESSES.
9 Knowledge Areas!
11
2
Develop Project Charter

Project Integration Management
Develop Project Management Plan
Supports various elements Direct and Manage project
of project management which execution
are identified, defined, Monitor and control project work
Combined and coordinated Perform Integrate change control
Close project or phase
Project Scope Management
To ensure project includes Collect requirements
all the work required and Define scope
Only the Work needed to Create WBS
complete project Verify scope
11 Successfully Control scope
3
Project Time Management Define Activities

Sequence Activities
To ensure timely completion Estimate Activity Resources
Estimate Activity Durations
of the project
Develop Schedule
Control Schedule
Project Cost Management

Planning, controlling, and Estimate Costs
managing costs so Determine budget
that project is completed Control Costs
11 within approved Budget
4
Project Quality Management

Plan Quality
To ensure project will satisfy Perform Quality Assurance
NEEDS for which it was Perform Quality Control
undertaken
Project HR Management
Develop Human Resource plan
To make most effective Acquire project team
use of people involved Develop project team
with the project Manage project team
11
5
Project Com. Management Identify Stakeholders

To ENSURE TIMELY and
Plan Communications
APPROPRIATE generation, Distribute Information
collection, dissemination, Storage Manage stakeholders expectations
and disposition of the Report Performance
PROJECT INFORMATION
Project Risk Management

Plan Risk Management
Identify Risks
Concerned with
Perform Qualitative risk analysis
identifying, analyzing, and
Perform Quantitative risk analysis
responding to project risks Plan Risk responses
11
Monitor and control Risks
6
Project Procurement
Management Plan procurements
To acquire material, goods Conduct procurements
and services outside Administer procurements
Close procurements
performing organization
To meet project scope
11
7
PM Basics: Project Management Process Groups
Project boundaries
Project boundaries
Planning processes
Project End
Project
User
Deliverables
Project Controlling
Initiator Initiating
Processes
Inputs Processes
Sponsor
Project Process
Records Assets
11 Executing processes
8
INITIATING PROCESS GROUP
THE PURPOSE
• Facilitates formal authorization to begin a new

project or phase.
• Done outside the project’s scope of control.
• Business needs or requirements are documented.
• Normally the feasibility is established by evaluating
various alternatives and choosing the best one.
11
9
WHAT IS DONE HERE?

• Clear descriptions of project objectives are developed,
noting down the reasons for selecting the project to
best satisfy the requirements
Such decision also gives us basic description of
1) project scope
2) deliverables
3) forecast of resources
12
0 4) high-level constraints, assumptions, risks
VERY IMPORTANT
Involving stakeholders during initiation
1) develops “Shared Ownership”,
2) enhances “Chances of Deliverable
Acceptance”, And
3) “Customer/other stakeholders’
12 Satisfaction!”
1
Mapping 5 PM Process Groups to
9 Knowledge Areas Consists of
3 slides
SLIDE 1
Process Groups
INITIATING PLANNING EXECUTING CONTROLLING CLOSING
Knowledge Areas
Project Integration Develop Develop Project Direct and Monitor & Control
Close
Management Project Management Manage Project Project Work
Project or
Charter Plan Execution Phase
Perform
Integrated Change
Control
Project Scope -Collect requirements - Verify Scope

Management - Define Scope - Control Scope
- Create WBS
- Define Activities
- Sequence
Project Time Activities Control
Management - Estimate Activity Schedule
Resources
12 - Estimate Activity
Durations
2 - Develop Schedule
3 slides
SLIDE 2
Process Groups
INITIATING PLANNING EXECUTING CONTROLLING CLOSING
Knowledge Areas
Project Cost Estimate Costs
Cost control
Management Determine budget
Project Quality Perform
Plan Quality Perform
Management Quality Quality control
Assurance
Project HR Develop Acquire Project
Management Human Resource Team
Plan Develop Project
Team
Manage project
team
Project Report
Communications Identify Plan Information Performance
Management Stakeholders Communications distribution
12 Manage
stakeholder
3 expectations
3 slides
SLIDE 3
Process Groups
INITIATING PLANNING EXECUTING M and C CLOSING
Knowledge Areas
Project Risk - Plan Monitor
Management Risk Management And
- Identify Risks Control
- Perform Qualitative Risks
Risk analysis
- Perform
Quantitative risk
analysis
- Plan Risk responses
Project Plan procurements Conduct Administer Close

procurements procurements procurements
Procurement
Management
12
4
9 Knowledge Areas
From this mapping, we understand:
Where the project management processes fit

into both:
1) Nine knowledge areas, and
2) Five project management process groups

12
5
Project Management
INITIATING
PROCESS GROUP
Processes:
develop project charter
identify stakeholders
12
7
Now, project management begins!
Initiating Process Group

Initiating a Project
Processes:
develop project charter
12
8

1) Developing a document that formally
authorizes a project or a phase.
2) Documenting initial requirements that
that satisfy the stake holders’ needs
and expectations.
12
9

The real project starts when there
is a chosen solution to the business need,
and the decision to invest has been made.
An approved project charter formally

initiates a project!
13
0

Question: When a project manager should be
identified and assigned?
Answer: As early as feasible, preferably while
The charter is being developed but always
prior to start of planning!
13
1

Question: Should the project manager be
involved in the development of project charter?
Answer: It is recommended that the project
manager participate in the development of the
project charter, as it provides him/her authority
to apply resources to project activities.
13
2

Question: Who authorizes the projects?
Answer: They are authorized by someone
external to the project! Sponsor, PMO, Portfolio
Steering Committee. They can create it or
delegate that duty to the project manager.
Note: project initiator/sponsor is a position
13 having funding authority!
3
Needs assessment Initiation is always done

and feasibility study Formally.
in some cases EXCEPTION:
precedes initiation. Internal service projects
13
4

WHO needs this business
change?
The main areas (clue : Who will be benefited)
to WHICH solution is
recommended ?
be addressed (clue: Why is it preferred to
in the alternative?)
Project Initiation WHAT are the benefits?
13 (clue: Are they real and
5 enforceable?)

What are estimated project
Costs and Assumptions?
The main areas (clue: high-level estimates at
to this point of time).
be addressed WHAT are the significant
in risks?
Project Initiation (clue: things which may get in
the way of success).
13
6
Once your organization recognizes a need

and decides to respond to it, you have a
Project
It involves
Selecting a project and Committing
organizational resources to it.
Since every phase is also initiated, the initiation
also means authorizing the project to continue to
13 the next phase. But it’s not so simple!
7
The project has to support:

a) Your company's Strategic Plan,
b) Address management concerns.
But it’s not There are many management

so simple
concerns!
You need to survive and grow in
a highly competitive market!!
13
8
Your organization is already

doing something:
providing certain products

But it’s not and services through its
ongoing operations.
so simple
INITIATION of
a project , therefore, provides links
with your organization’s
13 ongoing work.
9
Develop Project Charter process overview

INPUTS TOOLS & OUTPUTS
TECHNIQUES
Project statement of PROJECT CHARTER
work Expert Judgment
Business case
Contract (if applicable)
Enterprise
environmental factors
Organizational
process assets
14
0
Develop project charter

Project SOW
Describes product or services to be
provided by the project.
For internal projects, it is given by
project initiator or sponsor.
For external projects, it is given by
14 external customer as part of RFP.
1
HERE, Project SOW indicates:

1) Business need
2) Product scope description: Product requirements
that project will create. Less details during
initiation, more during later processes as product
characteristics are progressively elaborated.
Product requirements must show the relation of
the product with the business need. These
requirements should be detailed enough to
support later planning.
14 3) Strategic plan: all projects must support organization’s
2 strategic goals!
Project SOW indicates a: Strategic plan

Strategic plan: Projects are the means by which
all projects must performing organization implements its
support the strategic plan.
organization’s Hence, each project you select must
support your organizations strategic plan.
strategic goals!
ABC Industries had taken up a TV Project
because Marketing VP had wanted it.
It was neither core competence of the
company nor FITTED into its strategic plan.
14 The project did not get enough attention
later on and fell through.
3
Business Case
Describes justification for investment from
business standpoint.
Business need and cost-benefit analysis
contained.
Requesting organization or customer (in external
projects) write the business case.
Reviewed periodically in multi-phase projects for
benefits.
14
4
Business Case emerges from one or more of the

following:
a) Market demand
b) Organizational need
c) Customer request
d) Technological advance
e) Legal requirement
f) Ecological impacts
g) Social need
14
5
Contract (if applicable)

- Contract becomes input here if the project is
being undertaken for an external customer.
14
6
Project Integration Management: initiation
Develop
project charter Enterprise environmental
INPUTS
factors
We must consider the

influence of all such factors
and systems on Project’s
Success:
Government/ Industry
14 standards
7 Infrastructure
Develop
project charter Enterprise environmental
INPUTS factors
Existing Human Resources

Personnel administration
(guidelines to hiring, performance
reviews, training history)
Company’s work
14
authorization system
8
Develop
project charter Enterprise
INPUTS environmental factors
Market conditions
Stakeholder tolerances
Commercial databases
(standardized cost estimating data,
industry risk study information/ risk
14 databases)
9
Develop
project charter Enterprise
INPUTS environmental factors
PMIS (automated tool suite
like scheduling s/w,
configuration management
system, information collection
and distribution system, or
web interfaces to other online
15 systems)
0
Develop
project charter Organizational process
assets
INPUTS
influence of all the org.
process assets on Project’s
Success:
1) Organization’s Formal/
informal policies,
15 - procedures, plans, and
1 - guidelines
Develop
project charter Organizational process
INPUTS assets
influence of all the org.
process assets on Project’s
Success:
2) Organization’s learning and
knowledge from earlier
15
projects
2
Develop
project charter Organizational
INPUTS process assets
- Organization’s learning and
knowledge from earlier
projects like:
Completed schedules
Risk data
15 Earned Value data
3
Develop
Develop Project Charter Process
project charter
TOOLS AND TECHNIQUES
Expert Judgment
1) Help assess inputs required to develop the charter
2) Applied to any technical and management details
3) Comprises special expertise from any group or individual
Sources:
- other units within performing organization
- consultants
- stakeholders (also customers/sponsors)
- professional/technical associations
16 - industry groups
3
Discussion on OUTPUTS
Project Charter
DOCUMENT that formally authorizes a
OUTPUTS project
PROJECT
CHARTER ISSUED by a project initiator or
sponsor, external to project
organization, at a level appropriate to
project funding
EMPOWERS the project manager to

16 apply resources to project activities
4
Project Charter
AUTHORITY of project manager
OUTPUTS is particularly important when
PROJECT project team comes from various
CHARTER
functional areas.
He/she has to deal with many
issues relating to cooperation
and performance of the team
16
5 members working on the project.
Project Charter
Documents Business Needs, Current

understanding of customer’s needs, or the new
product, service or result that is intended to meet!
16
6
Information in the Project Charter

1. Project purpose and justification,
OUTPUTS
2. Measurable project objectives and related
PROJECT
success criteria,
CHARTER
3. High-level requirements,
4. Assigned project manager and empowerment,
5. High-level project description
6. High-level risks
16 7. Summary level milestone schedule
7
Information in the Project Charter
OUTPUTS 8. Summary level budget,

9. Project
approval requirements:
a) What constitutes project success
b) Who decides project is successful
c) Who will sing off on the project
Name and authority of the sponsor or other

persons authoring the project charter.
16
8
Discussion on INITIATION
Constraints
Factor that limit project management team’s
options
Examples:
PROJECT 1. an imposed date,
CHARTER 2. a predefined budget,
3. scope
4. staffing
5. specified quality
6. contractual terms
7. Project’ product to be socially, economically,
and environmentally sustainable (puts further
16 constraint on in terms of scope, time, staffing ,
and cost).
9
Assumptions
Things assumed to be real, true and
certain for the purpose of planning.
PROJECT
CHARTER
If they do not come true?
THEY BECOME RISK
17
0
EXAMPLES OF Assumptions
While planning, you assume:
1. vendor delivery date will be
PROJECT
honored,
CHARTER 2. help from other functional areas
will come on date as planned.
3. certain team members or
specialists required on your
17 project will be there.
1
You assume so many things.
PROJECT Must document these assumptions.

CHARTER
They impact all areas of planning
Are progressively elaborated as

17 project progresses.
2
During initiation, high-level
OUTPUTS assumptions are discovered and
PROJECT documented.
CHARTER
Assumptions are monitored

throughout the project.
17
3
Sample project charter
PROJECT TITLE AND DESCRIPTION

“ABC Customer Satisfaction Project”
Recent Customer satisfaction survey has found that many of our

customers’ orders for mobile sets has taken the customer 8 times
longer to place order on our network than the competitors’ network.
The goal of this project is to examine the root causes and offer solution.
Implementation of solution will be separate project.
PROJECT MANAGER ASSIGNED AND AUTHORITY LEVEL

Vikas Chopra shall be the project manager for this project and have the
authority to select his team and determine final project budget.
17
Continued
4
Discussion on INITIATION OUTPUTS

OBJECTIVES
Complete the project no later than February 1, 2009. Spend no more than
INR 200,000, result in a tested plan to reduce the order time by at least
90%.
BUSINESS CASE (Business need)

This project is being undertaken to prevent further dissatisfaction of
customers with LG’s offerings on net. We expect that increased
customer satisfaction will improve revenues. Developing new ideas to
satisfy customers will be an additional advantage arising from this
project.
17
Continued
5
Discussion on INITIATION OUTPUTS

PRODUCT DESCRIPTION
The project should result in specific deliverables like:
1. The solution describing what should be changed, how much time and
cost each change will take ,and how much order placement time each
change will ensure. The proposed solution must be consented by
related departmental managers (Marketing, Quality Assurance,
Customer Care, and Support Services).
2. The document describing names of customers with whom necessary
interactions are advised for implementing the solution.
3. The Work Breakdown Structure that details the plan for completing
the project and the list of risks involved in the project.
17 SIGNED AND APPROVED:

6 Manas Banerjee, President
Project Communications Management
Initiating Process Group

Initiating a Project
Processes:
18
8
the process of
1) Identifying all people or organizations
impacted by the project.
2) Documenting their interests,
involvement,a and impact on project
18 success!
9
please remember
It is critical for project success to identify
the stakeholders early in the project!
AND
Analyze their levels of interest,
expectations, importance and influence!!
19
0
please develop a strategy

For approaching each stakeholder and
determining the level and timing of
stakeholders’ involvement to
maximize positive influences and
minimize potential negative impacts!
19 Please keep reviewing this strategy during project
1 execution!
please classify the stakeholders

Due to large number of stakeholders and
limited time with the project manager,it
helps to classify according to:
1) Interest
2) Influence
19 3) Involvement
2
Identify Stakeholders process overview

TOOLS &
OUTPUTS
INPUTS TECHNIQUES
Stakeholder Register
Project Charter. Stakeholder
Stakeholder
Procurement Documents Analysis
Management Strategy
Enterprise Environmental Expert Judgment
Factors
Organizational Process
Assets
19
4
Identify Stakeholders: Discussion on inputs
Project Charter
provide information about internal and
external parties involved in and affected by
the project.
Example
Sponsor (s), customers, team members, groups and
departments,and other organizations involved in the
19 project, and affected by the project.
5
Procurement Documents
If the project is the result of the procurement
activity, or based on established contract, the
parties involved in that contract are key project
stakeholders.
Note: Suppliers are also project stakeholders!

19
6 Remember this!

- Organizational or company culture.

Do you
- Government or industry standards. maintain such
OPAs do help, you can’t deny. See OPAs ?
- Stakeholder Register Templates.
- Lessons Learned from previous projects.
- Stakeholders registers from previous projects.
19
7
Identify Stakeholders: Discussion on techniques

There are two ways to identify stakeholders
1. Stakeholder analysis
2. Expert judgment
19
8

Stakeholder analysis
the process of
systematically gathering and analyzing
quantitative and qualitative information
TO DETERMINE WHOSE INTERESTS
should be taken into account throughout
the project!
19
9

identifies
1) Interests,
2) Expectations, and
3) Influence of the stakeholders
Relates them to the purpose of the project!
20
0

THE STEPS
Step 1: Identify “all” Potential Stakeholders.
Step 2: Identify Potential impact or support
each stakeholder could generate.
Step 3: Assess how key stakeholders are
20 likely to react.
2
EXPERT JUDGMENT
Used to ensure Comprehensive Identification and
Listing of Stakeholders!
Expert judgment can be taken through individual

consultations or panel format (focus group,
survey).
21
4
Identify Stakeholders: OUTPUTS

1) Stakeholder Register
2) Stakeholder Management Strategy
21
5
Identify Stakeholders: OUTPUTS
Stakeholder Register
1. Identification 2. Assessment 3. Stakeholder
Information Information Classification
Name, position, Major Internal/external,
location, role in requirements, Supporter/neutral/
project, contact main resistor, etc.
info. expectations,
potential
21 influence, phase
6 of most interest.
Stakeholder Management Strategy

Defines approach to increase the support and
minimize negative impacts of stakeholders
Elements included:
1) Key stakeholders who can significantly impact,
2) Level of participation in the project desired,
3) Stakeholder groups and their management.
21
7
Stakeholder Analysis Matrix
Common way to represent Stakeholder Management

Strategy.
Stakeholder Interests in Assessment Potential
the project of impact strategies
1) For
gaining
support
2) For
21 reducing
8 obstacles
PROJECT MANAGEMENT Progresses
PLANNING PROCESS GROUP
21
9
Consists of PROCESSES performed to:
1) establish TOTAL SCOPE OF THE EFFORT,

2) Define and refine the objectives,
3) develop the course of action required to attain
those objectives!
4) Project Management Plan and Project
documents are developed to carry out the
22 project.
0
Question: Is planning on time affair?

Answer: No, planning and documentation
are iterative and ongoing processes!
WHY?
Because,
1) as more information or characteristics are
gathered and understood, additional planning
may be required.
22
1
Question: Is planning one time affair?

WHY?
Because,
2) plus significant changes during the project may
trigger a need to revisit one or more planning
processes, and some of the initiating
22 processes.
2
Question: Is planning one time affair?

WHY?
This progressive detailing of the project
Management plan is called “Rolling Wave
Planning”. This proves that planning and
documentation are iterative and ongoing
22 processes.
3
Example
For some projects, there might be little or no
identifiable risk until after significant planning
has been done. This would mean that time and
cost targets are overly aggressive, thus
involving considerably more risk than earlier
understood. So, additional time and cost need
to be added in the schedule and budget.
22
4
Planning
Planning Process Group

Planning a Project
Processes: Processes: Processes:
Collect requirements Plan quality develop project
Define scope Develop HR plan management plan
Create WBS Plan communications
Define activities Plan risk management
Sequence activities Identify risks
Estimate activity resources Perform qualitative risk analysis
Estimate activity durations Perform quantitative risk analysis
Develop schedule Plan risk responses
22 Estimate costs Plan procurements
5 Determine budget
The Concept
The processes required to ensure that

the project includes
ALL THE WORK REQUIRED
(and only the work required)
To
“complete the project successfully!”
22
9
The Concept
It is primarily concerned with

DEFINING AND CONTROLLING
“WHAT IS AND IS NOT INCLUDED
IN THE PROJECT!”
23
0
Collect Requirements
Knowledge Area: Scope Management
23
3
Process
Collect requirements
the process by which we define and record
stakeholders’ needs for meeting project
objectives.
23
4
Project’s success is directly influenced

by the care taken in capturing
project and product requirements!
23
5
Collect requirements process

TECHNIQUES
Interviews
Project charter Requirements
Focused groups
Stakeholder register documentation
Facilitated workshops
Requirements
Group creativity
management plan
techniques
Requirements
Group decision making
traceability matrix
techniques
Questionnaires and
surveys
Observations
23 Prototypes
8
Project Scope Management: Collect Requirements
Discussion on Inputs
1. Project charter provides high-level project
requirements and high-level product
description for developing detailed level
product requirements!
2. Stakeholder Register is used to identify
stakeholders who will provide details level
project and product requirements!
23
9
Project Scope Management:
Discussion on Tools & Techniques

1. Interviewing experienced project
participants, stakeholders and subject matter
experts through prepared and spontaneous
questions to gain understanding of features
and functions of project deliverables!
Conducted on one-on-one basis but may involve
24 Multiple interviewers and interviewees.
0

2. Focus groups
a) trainer-moderated,brings together pre-qualified
stakeholders, subject matter experts.
b) Interactive session, more conversational than
interviews.
c) PURPOSE: to learn about their expectations
and attitudes about a proposed product or
24 service or result!
1

3. Facilitated workshops
a) Focused sessions to bring together key “Cross-
Functional Stakeholders” to define product
requirements!
b) Primary technique to quickly define “Cross-Functional
Requirements and reconcile stakeholders differences!
c) Builds trust, fosters relationships and improves
communications.
24 d) Issues discovered and resolved more quickly than in
2 individual sessions.
Facilitated workshops: Examples
Project Scope Management: Collect Requirements
JAD (Joint Application Development/Design) Sessions:

Users and software developers brought together for
improving software development process.
QFD (Quality Function Deployment): in manufacturing

industry. Helps determine critical characteristics for new
product development.
Procedure: customer needs (VOC) collected, objectively

24 sorted and prioritized and goals are set for achieving them!
3

4. Group Creativity Techniques
a) Brainstorming: generate & collect multiple ideas.
b) Nominal group technique: voting added to rank most
useful ideas. Enhances brainstorming.
c) Delphi: common opinion of experts anonymously.
d) Idea/mind mapping: ideas from individual brainstorming
build a map showing commonalities and differences.
Helps understand better and generate new ideas.
24 e) Affinity diagram: large number of ideas sorted in groups
4 for review and analysis.

4. Group Decision Making Techniques
a) Unanimity: everyone agrees for single course of action.
b) Majority: more than 50% support the idea.
useful ideas. Enhances brainstorming.
c) Plurality: even if majority not achieved, largest block
in the group decides.
d) Dictatorship: one individual forces decision on the
24 group.
5

5. Questionnaires & surveys: appropriate when broad
audience and statistical analysis needed.
6. Observations: seeing people in their environment.
Particularly useful for ‘detailed processes’ (when people
who use the product have difficulty or are unwilling to
articulate their requirements!!
Also called ‘Job Shadowing’- external observer watches
user performing the job.
24
To uncover hidden requirements, a ‘participant observer
6

6. Observations:
Also called ‘Job Shadowing’- external observer watches

user performing the job.
To uncover hidden requirements, a ‘participant observer
(who actually performs the process) can also
experience how it done!
24
7

7. Prototypes:
- Method of obtaining early feedback on requirements by
providing a ‘working model’ of the expected product.
- Allows stakeholders to experiment with a model of their
Final product. Removes abstractions as it is tangible.
“Sufficient Requirements gathered through many feedback

cycles.” Example: iterative cycles of mockup creation, user
24 Experimentation, feedback generation and prototype
8 revision.
Discussion on Outputs
1. Requirements documentation:
- describes how individual requirements meet the
business need for the project.
- Before baselining, the requirements must be fully
detailed, complete, clear, measurable, traceable and
agreeable to all stakeholders!!!
- Formats may be simple or elaborate with attachments!
24 sample
9
Sample
Project Scope Management: template
Requirements documentation: sample entries

1) Business need or opportunity to be seized, limitations
2) Business and project objectives for traceability
3) Functional requirements (detailing business processes,
Information, and interaction with the product).
4) Non-functional requirements (level of service,
performance, compliance, security, safety, etc.).
5) Quality requirements
6) Acceptance criteria
7) Business rules (guiding principles of the organization).
25
0
Sample
Project Scope Management: template
Requirements documentation: sample entries
8) Impacts to other organizational areas

9) Impacts to other entities inside or outside performing
organization
10) Support or training requirements
11) Requirements assumptions and constraints
25
1
Define Scope
25
8
Define Scope
Importance of Scope statement!

1) describes in details project deliverables and
the work needed to produce these deliverables!
2) develops common understanding among
stakeholders!
3) helps team conduct more detailed planning
4) guides team’s work during execution!
26
1
Inputs-Tools-Outputs
Define Scope
Inputs outputs
Tools and Techniques
1. Project charter 1. Project scope

1. Product Analysis
2. Requirements statement
2. Alternative Identification
documentation
3. Expert Judgment
3. Organizational 2. Project document
4. Facilitated workshops
process assets UPDATES
26
2
Define Scope process: Inputs
1) Project charter
High-level project description and
product
characteristics and project approval
requirements mentioned in the charter,
are used to develop scope statement.
2) Requirements documentation
26
3 Helps development of scope statement.
Define Scope process: Inputs
3) Organizational process assets

- Provides policies, templates
procedures
- Historical information
- Lessons learned
26
4
Define Scope: Tools & Techniques
1) Product analysis
Helps translate high-level product
descriptions into tangible deliverables.
Includes techniques like product breakdown,
systems analysis, systems engineering, value
analysis, and function analysis.
26
5
2) Alternative identification
techniques to find out alternative, better
approaches for executing and performing the
work of the project! General management
techniques:
Brainstorming
Lateral thinking
26 Pair-wise comparison, etc.
6
3) Expert judgment
Used in developing scope statement
4) Facilitated workshops
Used in developing scope statement
26
7
1. Project scope
statement
2. Project document
UPDATES
Define Scope: Outputs
Project scope statement

1) Describes, in detail, the project’s
deliverables,
2) Develops common understanding of the
project scope among stakeholders,
3) Contains explicit SCOPE EXCLUSIONS
that can help in managing stakeholder
26 expectations,
8
Project scope statement

4) Enables team to perform more detailed
planning,
5) Guides the project team during
execution, and
6) Acts as baseline for EVALUATING
changes or additional work contained or
26 outside the project boundaries!
9
template
Project scope statement contains: 6 items

product scope description
progressively elaborates characteristics of the
product/service/result described in the charter and
requirements documentation.
product acceptance criteria
defines the process and criteria for accepting
27 completed product.
0
template

product deliverables
product deliverables include product of the project
and ancillary results, such as project management
reports and documentation.
project exclusions
explicitly stating what is out of scope for the project
27 for properly managing stakeholder expectations.
1
template

project constraints
specified, such as a predetermined budget, imposed
dates, schedule milestones, contractual provisions
(if project being done under contract). Note:
Constraints may also be listed in a separate log.
project assumptions
assumptions for project scope and potential impact.
27 May also be noted in a separate log.
2
1. Project scope
statement
2. Project document
UPDATES
Project document updates

Following documents may be updated:
stakeholder register
requirements documentation
requirements traceability matrix

27
3
CREATE WBS
Knowledge Area: Project Scope Management
27
4
CREATE WBS
Process of subdividing project deliverables and
project work into more manageable components.
What is WBS?
A deliverable-oriented hierarchical decomposition
of work to be executed by the project team to:
- create required deliverables
27
- accomplish project objectives
5
WBS
WBS organizes and defines the total scope and
represents specified in the current approved
Scope Statement!
What is a work package?
Lowest level of WBS. A work package can be
scheduled, cost estimated, monitored, and
27 controlled.
6
Create WBS Creating WBS
WBS
A deliverable-oriented
hierarchical decomposition
of project work:
to achieve
1. PROJECT OBJECTIVES
2. PRODUCE NEEDED
DELIVERABLES
to organize and define
TOTAL PROJECT SCOPE
27 Work outside WBS is outside
7 the scope of the project
Create WBS Creating WBS

WBS
Each descending level provides
increasingly detailed definition
of project work
Planned work at lowest level

WBS Components (work package)
is:
- Scheduled
- Cost estimated
27 - Monitored Helps stakeholders view
- Controlled Project Deliverables
8
Create WBS
PROCESS OF SUBDIVIDING
MAJOR PROJECT DELIVERABLES
(AS IDENTIFIED IN SCOPE STATEMENT)
into
SMALLER, MORE MANAGEABLE
COMPONENTS UPTO
WORK PACKAGE LEVEL
27
9
Create WBS
PURPOSE
1. IMPROVES accuracy of time, cost, and
resource estimation
2. DEFINES a baseline for measuring and
controlling performance!
3. FACILITATES unambiguous responsibility
assignments!
28
0
Create WBS
Causes Increases
Rework Project Time
IMPACT OF
POOR WBS
Lowers
Lowers Morale
productivity of
workforce
28 Increases final project cost due to inevitable changes that spoil project rhythm
1
Create WBS process overview

Organizational TECHNIQUES Work Breakdown
process assets Structure
Scope Statement WBS dictionary
Decomposition Scope baseline
Requirements
documentation Project document
updates
28
2
Create WBS Decomposition

process of breaking down major
project deliverables or sub-deliverables
into smaller, manageable components
until the they are defined to the work
package level.
WORK PACKAGE LEVEL is

the point at which cost, duration, and
resources can be reliably estimated,
and supports later development project
of management activities.
28
3
PERFORMING DECOMPOSITION: slide A
Using major deliverables and subprojects as level 1
Using subprojects (external to project team)
Project
Phase 1 Phase 2 Deliverable 3 Subproject 4 Subproject n
Deliverable 2.1 Deliverable 2.2 Deliverable 2.3 Deliverable 4.1 Deliverable 4.m
Deliverable 2.2.1 Deliverable 2.2.2 Deliverable 4.1.1 Deliverable 4.1.2 Deliverable 4.1.x
Work Package
Work Package Work Package
2.2.1.1 Subproject 2.2.2.1 3.1 4.1.2.1
Work Package Work Package Work Package
Subproject 2.2.2.2
2.2.1.2
3.2 4.1.2.2
2.2.1.3 2.2.2.2.1
3.3 4.1.2.3
28 Work Package
2.2.2.2.2
Work Package
3.4
4
PERFORMING DECOMPOSITION: slide B
Using phases of the project life cycle as level 1
Software Product
Release 5.0
Project Product Detail INTEGRATION &

Construct TEST
Management Requirements Design
SOFTWARE
PLANNING SOFTWARE SOFTWARE SOFTWARE
USER USER USER USER

MEETINGS
Documentation Documentation Documentation Documentation
Training Program Training Program Training Program Training Program

ADMINISTRATION
Materials Materials Materials Materials
28
5
PERFORMING DECOMPOSITION: slide C
Using different approaches within each branch of WBS
Aircraft
System
Project Air Support Test &
Management Training Data Facilities
Vehicle Equipment Evaluation
Systems Organizational
Engineering Equipment Technical Level Base
Mock-ups
Management Training Orders SE Buildings
Intermediate
Supporting Facilities Engineering Level Maintenance Operational
PM Activities Training Data SE Facility Test
Services Management Depot Developmental
Training Data Level SE Test
Test
28 Airframe Engine
Communication
system
Navigation
system
Fire control
system
6
Create WBS Performing decomposition
Develop and assign identification codes to

TOOLS & each component of WBS (a unique identifier):
TECHNIQUES 1) generally a number associated with the
organization’s financial system.
Decomposition 2) help hierarchical summation of costs
and resources, and also help tracking
them.
3) known as code of accounts or chart of
accounts.
28
7
WBS
OUTPUTS IS THE FOUNDATION upon
Work Breakdown
Structure which project is built.
WBS dictionary
Scope baseline
Project document
updates
ALL planning and controlling
depends on WBS
28
8
CHARACTERISTICS OF WBS
OUTPUTS
Work Breakdown
Structure
GRAPHICAL PICTURE of the
WBS dictionary
Scope baseline
hierarchy of the project.
Project document
updates
VISUALIZES the entire

project.
28
9
- Each descending level
OUTPUTS progressively elaborates the
Work Breakdown deliverables into their detailed
Structure
WBS dictionary components.
Scope baseline
Project document
updates
- Serves as scope baseline.
Identifies all work to be
performed. Work not in WBS
is outside the project scope.
29
0
( CONTINUED)
OUTPUTS
Work Breakdown
- Creates a common understanding
Structure of project scope among the
WBS dictionary stakeholders.
Scope baseline
Project document
updates
- Unstructured list of activities does
not form WBS.
- Can be used as template for other

29 projects.
1
(continued)
OUTPUTS BREAKS DOWN the project work
Work Breakdown into work packages that
Structure 1) Can be realistically estimated
WBS dictionary
Scope baseline 2) Can be completed quickly
Project document
updates
3) Have no logic for further
division
4) Can be completed without
interruption
5) Have meaningful conclusion
29 and deliverable.
2
(continued)
OUTPUTS
Work Breakdown
Structure
WBS dictionary
- CREATED with help of the
Scope baseline
Project document
team
updates
- HELPS prevent changes and

work slipping through the
29 cracks
3
(continued)
OUTPUTS - Gets team buy-in and builds the
Work Breakdown
team
Structure
WBS dictionary
Scope baseline
Project document - Determines proof of need for
updates
staff, cost and time
- Facilitates communication and

cooperation between and
29
among the stakeholders
4
(continued)
OUTPUTS - Each element at each level of the WBS is
assigned a unique identifier.
Work Breakdown
Structure
WBS dictionary - This unique identifier is generally a
Scope baseline number associated with the
Project document organization’s financial system.
updates
- These identifiers help hierarchical

summation of costs and resources, and
also help tracking them.
29 - These identifiers are known as code of

5 accounts or chart of accounts.
OUTPUTS
Some project managers choose
Work Breakdown to note milestones on their WBS.
Structure
WBS dictionary A milestone is a major
Scope baseline
Project document accomplishment in a project.
updates
EXAMPLE: Completion of a deliverable
Milestones serve as check points to
determine progress.
29 IN MOST CASES, higher levels of
6 WBS can be flagged as milestones.
(continued)
OUTPUTS The items at the lowest level of
Work Breakdown
Structure WBS are called Work Packages.
WBS dictionary
Scope baseline
Project document
updates Work packages can be easily
assigned to individuals, with clear
accountability and reasonability
for completing the assignment.
29
7
(continued)
Work packages may be
subdivided in a subproject
work breakdown structure
when some scope of work
is assigned to another
organization
29
8
Create WBS
ACTIVITY COST
DEFINITION ESTIMATING
WBS
RESOURCE COST
PLANNING BUDGETING
29 Risk management planning

9

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PMAC

PMAC Consulting Private Limited

We begin our discussion on fundamental

PROJECT MANAGEMENT FRAMEWORK

PROJECT MANAGEMENT FRAMEWORK

A Project is A TEMPORARY ENDEAVOR

Let’s understand the definition

Temporary does not

Temporary does not mean

The product of the project will also be temporary.

Most projects are done to produce products,

Unique product, service, or result

A project can create:

Progressive means proceeding in steps,

Elaboration means worked out with care

WHY Progressive elaboration?

Example: Project scope is high-level in the beginning. It

Each project’s product is unique.

The distinguishing characteristics

Product Scope and Project Scope

Projects Vs. Operations

What do organizations do?

Work can be categorized as

Sometimes they overlap!

What is common to projects and operations?

Projects are temporary

Projects and Strategic Planning

Projects are are a means to achieve

One or more of the following Strategic

Addressing the concern

What is Project Management?

What is Project Management?

HOW TO manage the TRIPLE CONSTRAINTS

Dimensions of TRIPLE CONSTRAINTS

Wider Perspective of Project Management

Project Management exists in a broader canvas:

“Project Management exists in

Space program Strategic plan

Program Urban Development

Projects Small business

PM Basics: Project Management Context

Project Management Office

At minimum, PMO provides Project Management

PM Basics: Project Management Context

1) Administer shared and coordinated resources across

7) Central coordination of communication across all

What is the difference between the role of a

1) Project Mangier focuses on specified project objectives.

2) Project manager controls assigned project resources.

3) Project Manager manages constraints of the project.

We need to consider all the external and internal factors

1) The Project Life Cycle and Project Phases

The Project Life Cycle

What is a project life cycle?

What leads to deciding their number and names?

Management and control needs of the organization or

Projects are unique

Deliverable I Deliverable II Deliverable n

Each phase marked by completion of one or more

Deliverables, and therefore phases, are part of a