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Chapter (1)
1- Purpose of the PMBOK guide :-
- The PMBOK guide identifies that subset of the P.M body of knowledge that is generally
recognized as good practice.
Generally recognized means the knowledge and practices are applicable to most
projects most of time and there is consensus about their value and usefulness.
Good practice doesnt mean that the knowledge described should always be applied
uniformaly to all projects.
2- What is the project? :-
- A project is a temporary endeavor undertaken to create a unique product, service
or result.
Temporary:
- The project has a define beginning and end...It refers to the projects engagement and its longevity.
- Temporary doesnt:
a- Mean the duration of the project is short.
b- Apply to the product, service or result created by the project, most
Projects are undertaken to create a lasting outcome (E.X: National
mounment).
- End : the end of the project is reached when :
a- The project objectives have been reached.
b- The project is terminated because:
1- Its objectives can not be met.
2- The need for the project no longer exists.
3- The client wishes to terminate the project.
Unique:
- The outcome of the project may be tangible or intangible.
- The repetitive elements in some projects doesn't change the unique characteristics of the
project , each project remains unique with a different location , different circumstances and
situations, different stakeholders, and so on.
Progressive elaboration:
- Continuously improving and detailing a plan as more detailed and specific information and more
accurate.
Project Operation
Temporary endeavor Ongoing endeavor
Unique product Repetitive product
Constructing building Production line
- Portfolio Management :
o Refers to a collection of projects, programs, subportfolios and operations managed as a group to
achieve that common strategic goal (The programs and projects that make up the portfolio may
not be interdependent or related).
Portfolio
Project managers expect change Program managers expect change Portfolio managers continously
and implement process to keep from both inside and outside the monitor changes in the broader
Change
change managed and controlled. program and prepared to manage internal and external environment.
it.
Project managers progressively Program managers develop overall Portfolio managers create and
elaborate high-level information program plan and create high-level maintain necessary processes and
Planning
into detailed plans throughout the plans to guide detailed planning at communication relative to the
project life cycle. the component level. aggregate portfolio.
Project managers manage the Program managers manage the Portfolio managers may manage or
project team to meet the project program staff and the project coordinate portfolio management
objectives. managers; they provide vision and staff, or program and project staff
Management
overall leadership. that may have reporting
responsibilities into the aggregate
portfolio.
Success is measured by Success is measured by the degree Success is measured in terms of the
to which the program satisfies the aggregate investment performance
1- Product and project needs and benefits for which it was and benefit realization of the
quality and timeliness undertaken. portfolio.
Success
2- Budget compliance.
3- Degree of customer
satisfaction.
Project managers monitor and Program managers monitor the Portfolio managers :
control the work of producing the progress of program components
1- Monitor strategic changes.
product, service or result that the to ensure the overall goals,
project was undertaken to schedules, budget and benefits of 2- Aggregate resource
Monitoring produce. the program will be met. allocation.
3- Performance result.
Controls the assigned project resources to best Optimizes the use of shared organizational
meet project objectives. resources across all projects.
Manages the constraints (Scope, schedule, cost, Manages the methodologies, standards, risks,
quality, etc.) of the individual projects. metrics and interdependencies among projects.
11 Operations management:-
Operation management is an area that outside the scope of formal project management and inside the
management concerned with ongoing production of goods and services.
It concerned with managing processes that transform inputs (Materials, components, energy, and labor)
into outputs (Products, goods, services).
- Is responsible for:
1- Overseeing, directing, and controlling business operations.
2- Support the day to day business.
3- Achieving strategic goals of the business.
-Example: (production operations-manufacturing operations-accounting-software support-
maintenance).
- Projects require project management activities and skill sets.
- Operations require 1- Business process management. 2- Operation management activities
and skill sets.
- Ongoing operations are outside of the scope of the project, but they are intersecting at various
points during the product life cycle:
1- At each closeout phase. 2- When developing a new product, upgrading a product or
expanding outputs. 3- While improving operations or the product development process.
4- Until the end of the product life cycle.
- Deliverables and knowledge are transferred between the project and operations:-
At the projects start: Transfer of operational resource to the project.
At the projects end: Transfer of project resources to operations.
- Operations are ongoing endeavors that produce repetitive outputs.
Operation stakeholders in project management:-
- The needs of stakeholders who perform business operations are important considerations in
projects that will affect their future work and endeavors.
- The influence (positive or negative) of the operational stakeholders and their needs should be
addressed as part of the risk management.
- Examples of operational stakeholders :
1- Plant operators. 2- Manufacturing line supervisors. 3- Help disk stuff.
4 Production system support analysis. 5- Customer service representative. 6- Salespersons.
7- Maintenance workers. 8- Telephone sales personnel. 9- Call center personnel.
10- Retail workers. 11- Line managers. 12- Training officers.
12 Organizations and project management:-
- Organizations use governance to establish strategic direction and performance parameters.
- The strategic direction provides the purpose, expectations, goals and actions necessary to guide
business objectives.
- When business alignment for a project is constant, the chance for project success increases
because the project remains aligned with the strategic direction of the organization, should
something change, project should change accordingly.
- Project based organizations (PBOs):-
- Create temporary systems for carrying out the work, the success of the work is measured by the
final result rather than the position or politics.
- PBOs conduct the majority of their work as projects or provide project rather than functional
approaches.
- The link between the project management and organizational governance:-
- Projects are undertaken to achieve strategic business outcomes. For which many organizations
now adopt formal organizational governance processes and procedures.
- Organizational governance criteria can impose constraints on project-particularly if the project
delivers a service which will be subject to strict organizational governance.
- Because project success may be judged on the basis of how will the resultant product or service
supports organizational governance, it is important for the project manager to be
knowledgeable about corporate organizational governance policies and procedures pertaining to
the subject matter of the product or service..
- If an organization has adopted policies in support of sustainability practices and the project
involves construction of a new office building, the project manager should be aware of
sustainability requirements related to building construction.
- The relationship between project management and organizational strategy:-
- Organizational strategy should provide guidance and direction to project management -
especially when one considers that projects exist to support organizational strategy.
- If the goal of a project are in conflict with an established organizational strategy :-
o The project manager document and identify such conflicts as really as possible in the
project.
o The development of an organizational strategy could be the goal of a project rather than
a guiding principle.
- In such a case, it is important for the project to specifically define what constitutes an
appropriate organizational strategy what will sustain the organization.
13 Business value:- (Unique to each organization).
- Business value is defined as the entire value of the business, the total sum of all tangible and
intangible elements.
o Tangible elements include (monetary assets, fixtures, stockholder equity, and utility).
o Intangible elements include (good will, brand recognition, public benefit, and
trademarks).
- Business value scope can be short medium or long term.
- While not all organizations are business driven, all organizations conduct business-related
activities. Whether an organization is a government agency or nonprofit organization.
- Successful business value realization begins with comprehensive strategic planning and
management, in order to bridge the gap between organizational strategy and successful
business value realization, the use of portfolio, program, and project management techniques is
essential.
- Using Portfolio management: aligns component (projects, programs, or operations) to the
organizational strategy, organized into portfolio or sub-portfolios to optimize project or program
objectives, dependencies, costs, timelines, benefits, resources, and risks. This allows
organizations to have an overall view of how the strategic goals are reflected in the portfolio,
institute appropriate governance management, and authorize human, financial, or material
resources to be allocated based on expected performance and benefits.
- Using program management: align multiple projects for optimized costs, schedule, and benefits.
- Using project management: apply knowledge, processes, skills, tools, and techniques to enhance
of success of projects.
o Project management focus on the successful delivery of products, service, or result.
o Programs management focuses on achieving organizational strategy and objectives.
o Portfolios management focuses on achieving organizational strategy and objectives.
- By continuously conducting portfolio strategic alignment and optimization, performing business
impact analyses, and developing robust organizational enablers, organizations can achieve
successful transitions within the portfolio, program, and project domains and attain effective
investment management and business value realization.
14 Role of the project manager:-
- The project manager: is the person assigned by the performance organization to lead the team
that is responsible for achieving the project objectives.
- The role of the project manager is distinct form functional manager or operations manager:
o The functional manager is focused on providing management oversight for a business
unit.
o The operation managers are responsible for ensuring that business operations are
efficient.
- Depending on the organizational structure, a project manager may report to operational
manager, in other case may to program manager or portfolio manager who is responsible for
enterprise-wide projects. In this type of structure, the project manager works closely with the
program or portfolio manager to :
1- Achieve the project objectives.
2- Ensure the project management plan aligns with the overarching program plan.
- The project manager also works closely with business analyst, quality assurance manager.
15 Responsibilities and competencies of the project manager:-
- The project managers have the responsibility to :
1- Satisfy needs: task needs, team needs, and individual needs.
2- The link between the strategy and the teams.
3- Understanding and applying the knowledge, tools, and techniques.
- Projects are :
1- Essential to the growth and survival of organizations.
2- Improved business processes.
3- Development of a new product and service, and make it easier for companies to respond to
changes in the environment, competition, and the marketplace.
- The project manager competencies:
1- Knowledge Refers to what the project manager knows about the project management.
2- Performance Refers to what the project manager is able to accomplish.
3- Personal Refers to how the project manager behaves when performing the project.
o Personal effectiveness encompasses attitudes, personality characteristics, and
leadership, which provides the ability to guide the project team.
16 Interpersonal skills of a project manager:-
- The project managers accomplish work through the project team and other stakeholders.
- The important interpersonal skills for the project manager :
1- Leadership.
2- Team building.
3- Motivation.
4- Communication.
5- Influencing.
6- Decision making.
7- Political and culture awareness.
8- Negotiation.
9- Trust building.
10- Conflict management.
11- Coaching.
12- Problem solving.