Presentedby:

MrAbdorahmaneTALEB
abdorahmane@icloud.com



Learning Goals
What is a project?
What is a project program-portfolio management?
Relationship among project management, program management,
portfolio management, organisational project management,
operations management, & organisational strategy.
Business value
Role, Responsibilities, Competences, & Interpersonal Skills of the
Project Manager.
Organisational Influences & Project Stakeholders
Project Life Cycle & Project Management Process for Small and
Large Scale Projects.

Project
A project is a temporary endeavour with a
defined beginning and end
It is undertaken to create a unique Product,
Service or Result
End is reached when a project objectives
have been achieved or the project is
terminated or the need for the project no
longer exists
Projects can have social economic or
environmental impact

Projects are authorised because

Market Demand
Strategic opportunity / business need
Social need
Environment need
Customer request
Technological advancement
Legal requirement

A Project can create

A product that can be component of another
item, an enhancement or an end item in
itself
A service or capability to perform a service
An improvement in the existing product or
service lines
A result such as an outcome or document
Example: Building a bridge, house,
software, movie etc.

Portfolios
Is a collection of projects, programs, subportfolios, and operations managed as a
group to achieve strategic objectives.

Programs
Programs are grouped within
Portfolios comprise subprograms,
project or other work which is
managed in a coordinated way to
support the Portfolio.

Projects
Individual project that are either within or
outside of a program.
They are still considered part of the
portfolio.

PORTFOLIOS
PROJECT PROGRAM PROJECT

PROGRAM

PROJECT PROJECT PROJECT

PROJECT PROJECT PROJECT

Although the projects and programs within the portfolio may not necessary be interdependent or directly related, they are linked to the Organizations
Strategic plan by means of the Organizations Portfolio;

Organisational planning impacts the projects by means of project prioritisation based on risk, funding, and other considerations relevant to the
Organisations Strategic Plan.

ROLE
OF THE PROJECT MANAGER

RESPONSIBILITIES &
COMPETENCIES

INTERPERSONAL SKILLS
OF THE PROJECT MANAGER

Project Manager is the person assigned

by the organisation to lead the team that is
responsible for achieving the project
objectives;
Project Manager may report to the
functional manager;
Project Manager may report to a Program
or Portfolio Manager ;
The Project Manager also works closely
with the Business Analyst, Quality Assurance
Manager and Subject Matter Experts

They have the responsibility to

satisfy the needs, task needs, team
needs and individual needs;
He is the link between the strategy
and the team;
Only applying the knowledge, tools
and techniques is not enough, he
should also possess the following
competencies:
Knowledge About the project;
Performance What PM is able
accomplish while applying his project
management knowledge;
Personal PMs behaviour, attitude,
core personality, and leadership

They accomplish work through the project

team and other stakeholders;
They require a balance of ethical,
interpersonal, and conceptual skills to
analyse situations and interact appropriately.
Interpersonal skills are:
Leadership
Teambuilding
Motivation
Communication
Influencing
Decision making
Political and cultural awareness
Negotiation
Trust building
Conflict management
Coaching

BUSINESS VALUE

Business value is a concept that is unique to each organization. It is defined as the entire value of the business; sum of tangible
(monetary, assets, fixtures, stakeholder equity, and utility) and intangible elements (goodwill, brand recognition, public benefits and
trademarks).

Stakeholders are all those groups, units,

individuals, or organisations, internal or
external to the organisation, which are
impacted by, or can impact, the outcomes of
the project
Stakeholders include all members of the
team as well as all interested entities that
are internal external to the project
Project Sponsor- is a manager with
demonstrable interest in the outcome of the
project who is responsible for securing
spending authority and resources for the
project
The project sponsor will participate in and/or
lead project initiation; the development of the
project Charter.
Project Owner is one who accepts
accountability for the performance of the
project. - Ensures that project objectives
remain aligned with corporate and business
needs. Provides resources, supervises the
processes, procedures, budget and
monitoring.

Functional manager is the person

focused on providing management
oversight for a functional or business
unit.

The Project Expediter acts primarily as a

staff assistant and Communications
coordinator The expediter cannot
personally make or enforce decisions.

Project Management Office is an

organisation body assigned various
responsibilities with a primary function
to support project managers in a
variety of ways:
Managing shared resources across
all projects administered by PMO,
Identifying and developing project
management methodology, best
practice, procedures, and templates
via project audits,
Developing and managing project
policies, procedures, templates, and
other shared documentation
(organisational process assets), and
Coordinating communication across
projects.
Operations manager is
responsible for ensuring that business
operations are efficient.

The Project Coordinator this position is

similar to the project expediter except the
coordinator has some power to make
decisions, some authority, and reports to a
higher-level manager.
Project Team includes the project
manager and the group of individuals who
act together in performing the work of the
project to achieve its objectives.
Project team includes roles such as project
management staff, project staff, supporting
experts, users and customer
representatives, sellers, business partner
members, business partners. there are
dedicated and part-time teams.
On larger projects, some project team
members may serve as Team Leads,
providing task and technical leadership, and
sometimes maintaining a portion of the
project plan.

The Project Life Cycle refers to a

series of activities which are necessary to
fulfil project goals or objectives.
Projects may vary in size and complexity,
but no matter how large or small, all
projects can be mapped to the following
life cycle structure
Project Management Process Groups
A traditional phased approach identifies
a sequence of steps to be completed. In
the traditional approach, five
development components of a project
can be distinguished.
Typical development phases of an
engineering project.
1. Initiation and Inception
2. Planning and Design
3. Execution and Construction
4. Monitoring and Controlling
5. Completion / Closing
Not all projects will have every stage, as
projects can be terminated before they
reach completion. Some projects do not
follow a structured planning and / or
monitoring process. And some projects
will go through steps 2, 3 and 4 multiple
times.

RESEARCH

Initiation &
Inception

DESIGN

Planning &
Design

CODE

Execution &
Construction

TEST

Monitoring &
Controlling

TRANSMITION

Completion
& Closing

PROJECT LIFE CYCLE FOR SMALL SCALL PROJECTS

RESEARCH

DESIGN

Initiating
Planning
Executing
Monitorin
g & Cont.
Closing

Initiating
Planning
Executing
Monitorin
g & Cont.
Closing

CODE

Initiating
Planning
Executing
Monitorin
g & Cont.
Closing

TEST

Initiating
Planning
Executing
Monitorin
g & Cont.
Closing

TRANSMITION

Initiating
Planning
Executing
Monitorin
g & Cont.
Closing

PROJECT LIFE CYCLE FOR LARGE SCALL PROJECTS

Inputs

Phases

Idea

INITIAL

Project Management Team

INTERMEDIATE

FINAL

in Process Assets
Or (backlog)
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Product
Sequential (nonoverlapping) phases
Retires (Obsolete)

Project
Occurs in one or more phases of product
Example: developing a new product, adding new
functions..

One product consists of many projects phases

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They are divisions within a project

Maybe sequential, overlapping, iterative
Phases allow the project to be segmented into logical subsets for
ease of management, planning and control
Phases can differ in size, complexity, priority, impact and each has a
distinct focus on work
Phases result in a transfer of work or handoff on some kind
(Phase exit, milestone, phase gate, decision gate, stage gate, kill
point)
Primary objective of the phase requires an extra degree of control to
be achieved (PMBoK uses 5 process groups to do this).
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In multi-phased projects, the phases are part of a

generally sequential process designed to ensure proper
control of the project and attain the desired product,
service, or result.
However, there are situations when a project might
benefit from overlapping or concurrent phases.
There are three basic types of phase-to-phase relationships:

A sequential relationship

An overlapping relationship

An iterative relationship
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Definition:
A sequential relationship, where a phase can only start once the
previous phase is 100% complete.
Advantage:
The step-by-step nature of this approach reduces risk & uncertainty
Disadvantage:
Eliminate options for reducing the schedule.

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Definition:
An overlapping relationship, where the phase starts prior to
completion of the previous one.
Advantage:
This can sometimes be applied as an example of the schedule
compression technique called fast tracking.
Disadvantage:

May increase risk

Can result in rework if a subsequent phase progresses before
accurate information is available from the previous phase.

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Definition:
An iterative relationship, where only one phase is planned at any
given time and the planning for the next is carried out as work
progresses on the current phase and deliverables.
Advantage:
This approach is useful in largely undefined, uncertain, or rapidly
changing environments such as research,
Disadvantage:
It can reduce the ability to provide long term planning.

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Organizations perform work to achieve a set of objectives.

In general there are 2 Categories of organizational Work:
Project work & Operations work
These 2 types of work share a number of characteristics:
Performed by individuals,
Limited by constraints, including resource constraints,
Planned, executed, monitored & controlled, and
Performed to achieve organisational objectives or strategic plans.
Both differ primarily in that Operations work is ongoing and does not
terminate when current objectives are met - Projects are temporary
and end.
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They are people or organisations.

Actively involved in the project
Interests affect positively / negatively on the project
May exert influence over the project, deliverables and resources
Internal and external
Identification: important & difficult
The conflicting stakeholders interests need to be managed.
Stakeholder requirement:
communication,
review of products,
sign off
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An organisations culture, style, and structure influence

how its projects are performed.
The organisations level of project management
maturity and its project management systems can also
influence the project.
When a project involves external entities such as those
that are part of joint venture or partnering agreement,
the project will be influenced by more than one
organisation.
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Organisational culture is shaped by the common

experiences of members of the organisation such as:

Shared visions, mission, values, beliefs, and expectations,

Regulations, policies, methods, and procedures,
Motivation and reward systems,
Risk tolerance,
View of leadership, hierarchy, and authority relationships,
Code of conduct, work ethic, and work hours, and
Operating environments.

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Many organisational structures include:

Strategic, Middle management, and Operational levels
The project manager may interact with all three levels
depending on factors such as:

Strategic importance of the project;

Capacity of the stakeholders to exert influence on the project,

Degree of project management maturity,

Project management systems, and

Organisational communications.

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This interaction determines project characteristics

such as:

Project managers level of authority,

Resource availability and management,

Entity controlling the project budget,

Project managers role, and

Project team composition

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O.P.A include all process related assets that can be used to

influence the projects success.
process assets may include:
formal and informal plans, policies, procedures, guidelines,
lessons learned, historical information, completed
schedules, risk data, and earned value data.
Should be updated by team members
There are two categories:
Corporate Knowledge Base

Processes and procedures

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Organizational Process Assets

Processes & procedures

Corporate Knowledge Base

-Plans
-Historical information,
lessons learned
-Project files (scope, cost,
schedule, constraints,
calendar, risks, response
actions, risk impact)
- Issue and defect
management database
-Project Management
Database
-Financial Database

Initiating and Planning:

- Guidelines, instructions,
test criteria
-Specific organisational
standards such as policies:
(HR policies, project
management policies,
product and project life
cycles, and quality policies
and procedures (process
audits, checklists, and
standardised process
definitions for use in the
organisation)
- Communication
requirements
-Templates (risk register,
work breakdown structure,
project schedule network
diagram, and contract
templates).

Executing, Monitoring and

Controlling:
-Change control procedures
-Financial controls
procedures
-Issue and defect
management procedures
-Organisational
communication
requirements
-Procedures for prioritising,
approving, and issuing work
authorisation
-Risk control procedures
-Standardised guidelines,
work instructions, proposal
evaluation criteria, and
performance measurement
criteria.

Closing:
-Project closure guidelines or
requirements (lessons
learned, final project audits,
project evaluations, product
validations, and acceptance
criteria).

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What is a project?
What is a project - program - portfolio management?
Relationship among project management, program management,
portfolio management, organisational project management,
operations management, & organisational strategy.
Business value
Role, Responsibilities, Competences, & Interpersonal Skills of the
Project Manager as well as other Roles within the Organisation.
Project Life Cycle & Project Management Process for Small and
Large Scale Projects
Organisational Influences & Project Stakeholders

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1.

What is project?

2.

A temporary endeavour with a defined beginning and end is called.......?

3.

To create a unique product, service or result is what.......?

4.

A market demand, Social need, customer request are all reasons to do what......?

5.

Give few examples of projects in deferent industries

6.

What does Organisational Project Management comprise of?

7.

What are Portfolios?

8.

What are Programs?

9.

What is the relationship between Portfolios, Programs, and Projects?

10.

Who manages Portfolios?

11.

What is Project Management & who Manages Projects?

12.

Who Manages Programs?

13.

What is the primary function of the Project Management Office?

14.

What is the deference between Operations & Projects?

15.

What is the main role of the Project Manager?

16.

Name some responsibilities and competencies of the Project Manager.

17.

Name some interpersonal Skills of a Project Manager.

18.

What is the deference between the Project Expediter and Project Coordinator?

19.

Whats the work of the Functional Manager?

20.

Whats the work of the Operations Manager?

21.

How are Operations deferent from Projects?

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22.

Sum of tangible and intangible elements of a Business is called.......?

23.

In a Functional Organization, who does the Project Manager report to?

24.

An Organization changed from Functional to Projectized, who manages the project budge now? Is it the Project Manager or the Functional Manager?

25.

What are 3 types of Matrix Organisations?

26.

In a Projectized Organization who does the team report to?

27.

The Project Manager has little authority over the available resources; what type of an Organization is the Project Manager working in?

28.

In which type of an Organisation does the Project Manager has most authority? In Function, Strong Matrix, or Projectized?

29.

In which type of an Organization does the Project Manager has most Authority in; Weak Matrix, Balanced Matrix or Strong Matrix?

30.

A Project Manager works in a Matrix Organization, which Organization has the most complex communications? And why?

31.

Name few Project Stakeholders

32.

Lessons learned are used as Historical documents for future Projects; true or false?

33.

Lessons learned are best completed by Stakeholders; true or false?

34.

................are groups, units, individuals, or organisations, internal or external to organization, which are impacted by, or can impact, the outcomes of the
project.

35.

Who is mostly responsible for the development and changes to the project Charter? Project Manager or Project Sponsor?

36.

Whats the role of the Project Owner?

37.

What does the Project Team comprise of?

38.

Series of Activities necessary to fulfil projects goals and objective is best described as what?

39.

Name 5 project management Process Groups?

40.

Name 10 knowledge Areas according to Pmbok

41.

Whats the deference between the Project life Cycle for large projects and for small projects?

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