Engr. Albert C.

Domingo, CE, RMP, MSCM

2/10/18 1
 House Rules
Turn off or put in silent mode all mobile phones

Take phone calls outside the Conference Room

Address questions/clarifications to the speaker

Active participation is highly encouraged

Stay awake

No
Name, Where you
came from? Profession
& What company you
are connected with?
4
 ABOUT THE PRESENTOR







 

  








5
Outline
• Introduction
• What is a Project?
• What is Project Management (PM)?
• Why is it important?
• Some definitions, terminology
• Concepts
– Lifecycle (five stages)
– Knowledge Areas
• Four primary
• Four facilitating
– Tradeoff triangle (triple constraint)
– Four types of project personnel 7
Introduction
• There is a rich variety of projects to be
found in our society. Although some may
argue that the construction of the Tower of
Babel or the Egyptian pyramids were some
of the first “projects,” it is probable that
cavemen formed a project to gather the
raw material for mammoth stew.

8
Introduction
• Project management is not new. It has been
in use for hundreds of years. PMBOK® Guide
Examples of project outcomes include:
Pyramids of Giza, Olympic games,
Great Wall of China, Taj Mahal,
Publication of a children’s book,
Panama Canal,
Development of commercial jet airplanes

9
Projects in Contemporary
Organizations
• Project management has emerged
because the characteristics of our
contemporary society demand the
development of new methods of
management. Of the many forces involved,
three are paramount:

10
Projects in Contemporary
Organizations
Of the many forces involved, three are
paramount:
(1) the exponential expansion of human knowledge;
(2) the growing demand for a broad range of
complex, sophisticated, customized goods and
services;
(3) the evolution of worldwide competitive markets
for the production and consumption of goods and
services.
11
 Why Do We Need Project
Management?*
• Majority of organizations using it experience
better control and better customer relation.
• An increase in project’s return on investment
• Shorter development times, lower costs, higher
quality and reliability, and higher profit margins.
• Sharper orientation toward results, better
interdepartmental coordination, and higher
worker morale

* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
 How will Project Management
Benefit you?
• You will have goal clarity and measurement
• Your resources will be coordinated
• Your risks will be identified and managed
• You will increase the possibilities of time savings
• You will increase the possibilities of cost savings
• You will increase the possibilities of achieving the
agreed outcome
• You will increase the possibilities to deliver projects
successfully
Some questions
• How many of you have been involved in a
project?
• Anyone serve as a project manager?
• How do projects differ from ordinary work?
• What makes project work more difficult?
• How important is project management?
• What constitutes success in projects and
how do we achieve it?

14
Why Project Management is
Important?
• Project management enables
organizations to execute projects
effectively and efficiently.

• Effective project management helps

individuals, groups, and public and private
organizations to:

15
Why Project Management is
Important?
Effective project management helps
individuals, groups, and public and private
organizations to: PMBOK 1.2.2

• Meet business objectives;

• Satisfy stakeholder expectations;
• Be more predictable;
• Increase chances of success;
• Deliver the right products at the right time; 16
Why Project Management is
Important?
• Resolve problems and issues;
• Respond to risks in a timely manner;
• Optimize the use of organizational
resources;
• Identify, recover, or terminate failing
projects;

17
Why Project Management is
Important?
• Manage constraints (e.g., scope, quality,
schedule, costs, resources);
• Balance the influence of constraints on the
project (e.g., increased scope may increase
cost or schedule); and
• Manage change in a better manner.

18
Absence of Project Management
With the absence of project management, it may
result in:
• Missed deadlines,
• Cost overruns,
• Poor quality & Rework,
• Uncontrolled expansion of the project,
• Loss of reputation for the organization,
• Unsatisfied stakeholders, and
• Failure in achieving the objectives for which the project
was undertaken.

19
20
 What is a Project?
• A project is “a temporary endeavor undertaken
to create a unique product, service, or result.”
(Project Management Institute, 2004, p. 5).

• Operations is work done to sustain the

business.
• A project ends when its objectives have been
reached, or the project has been terminated.
• Projects can be large or small and take a short
or long time to complete.
Another definition of a Project
• A definitive deliverable (objective and goal)
• Takes time
• Consumes resources
• Definite starting and stopping dates
• Is broken up into tasks (activities, steps)
• Consists of processes
• Proceeds through milestones
• Utilizes teams
• Based on personal integrity and trust

22
 Project Features
• A project features the following
characteristics;
– Specific start and end date
– Series of tasks to achieve a defined outcome
or objective
– Uses people or resources to achieve that
objective
 Project Attributes
• A project:
– Has a unique purpose.
– Is temporary.
– Is developed using progressive elaboration.
– Requires resources, often from various areas.
– Should have a primary customer or sponsor.
• The project sponsor usually provides the direction and
funding for the project.
– Involves uncertainty.
Construction Project
Characteristics
 Single unit
 Many related activities
 Difficult production planning and
inventory control
 General purpose equipment
 High labor skills
Project Characteristics
 Examples of Projects

 Building Construction

 Research Project
 Bechtel Projects
 Building 26 massive distribution centers in just
two years for the internet company Webvan
Group ($1 billion)
 Constructing 30 high-security data centers
worldwide for Equinix, Inc. ($1.2 billion)
 Building and running a rail line between London
and the Channel Tunnel ($4.6 billion)
 Developing an oil pipeline from the Caspian Sea
region to Russia ($850 million)
 Expanding the Dubai Airport in the UAE ($600
million), and the Miami Airport in Florida ($2
billion)
 Bechtel Projects
 Building liquid natural gas plants in Yemen $2
billion) and in Trinidad, West Indies ($1 billion)
 Building a new subway for Athens, Greece ($2.6
billion)
 Constructing a natural gas pipeline in Thailand
($700 million)
 Building 30 plants for iMotors.com, a company
that sells refurbished autos online ($300
million)
 Building a highway to link the north and south of
Croatia ($303 million)
 Management of Projects
1. Planning - goal setting, defining the
project, team organization
2. Scheduling - relates people, money, and
supplies to specific activities and
activities to each other
3. Controlling - monitors resources, costs,
quality, and budgets; revises plans and
shifts resources to meet time and cost
demands
 Project Management Activities
 Planning  Scheduling
 Objectives
 Project activities
 Resources
 Start & end times
 Work break-down
 Network
schedule
 Organization

 Controlling
 Monitor, compare, revise, action
Project Planning, Scheduling,
and Controlling

Figure 3.1

Before Start of project During

project Timeline project
Project Planning, Scheduling,
and Controlling

Figure 3.1

Before Start of project During

project Timeline project
Project Planning, Scheduling,
and Controlling

Figure 3.1

Before Start of project During

project Timeline project
Project Planning, Scheduling,
and Controlling

Figure 3.1

Before Start of project During

project Timeline project
 Project Planning, Scheduling,
Time/cost estimates

and ControllingEngineering
Budgets
diagrams
Cash flow charts
Material availability details

Budgets
Delayed activities report
Slack activities report

CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules

Figure 3.1

Before Start of project During

project Timeline project
What is project management?
• Project management is the application of
knowledge, skills, tools, and techniques to
project activities to meet the project
requirements.
– PMBOK Guide 6th Edition

37
 Some terminology
• Step (task, activity)—an initiative that takes time to
complete, has a definite starting and stopping
point
• Milestone—an event, an instant in time at which
something significant happens in the life of the
project, like the completion of a deliverable
• Lifecycle—The stages a project goes through
during its lifetime
• Scope—The content of the project, the nature and
functionality of the ultimate product

38
 “Robert’s Rules of Order for Project
Management”
1. Get a project charter
2. Create the project scope statement
3. Create the WBS with the project team
4. Create the activity list from the WBS
5. Sequence the activities in the order in which
they must – or should – happen
6. Estimate the time of the activities based on
which resources you have to complete the
activities
7. Assign the needed resources to the activities
8. Get it done.
From “Real Life Project Management: Managing the
Project Scope” by Joseph Phillips Jan 28, 2005
40
Why Project Management?
• Because companies are organized around
projects (and processes)
• Because project management is recognized as a
core competence
• Because project management is a discipline in
disarray—we just don’t know how to manage
projects well
• Because project management differs in
significant ways from ordinary management

41
Why Project Management
• 1/4th of some country’s GDP is generated
from projects (4 trillion)
• 1/4th of world GDP (10 trillion of 40 trillion)
is generated from projects
• Even Donald Trump is getting into the act
– What are Donald’s criteria for success as a
project manager?

42
Advantages of Project
Management
• Better control of human resources
• Improved customer relations
• Shorter development times, lead times
• Lower costs
• Higher quality
• Higher profit margins
• Improved productivity

43
 Project Management
PMBOK® Guide
• PMI defines the project management body of
knowledge (PMBOK) as a term that describes the
knowledge within the profession of project
management. The project management body of
knowledge includes proven traditional practices
that are widely applied as well as innovative
practices that are emerging in the profession.
 PMBOK® Guide
• PMBOK® Guide is different from a methodology.
A methodology is a system of practices,
techniques, procedures, and rules used by those
who work in a discipline. This PMBOK® Guide is a
foundation upon which organizations can build
methodologies, policies, procedures, rules, tools
and techniques, and life cycle phases needed to
practice project management.

45
About PMI
• The Project Management Institute
• www.pmi.org
• Has an established Body of Knowledge
– PMBOK (1996, 2000, 2004, 2008…2013,2017)
• Will certify you as a PMP if…..
– You can pass its exam, and
– You have at least 2000 hours of successful PM
EXPERIENCE
46
47
Some things we do poorly in projects
• Establishing requirements for the project
deliverable
• Planning the proposed project
• Estimating step (TASK, ACTIVITY) )durations
• Budgeting the proposed project
• Executing
– Don’t understand change management
– Not communicating
• Managing subcontractors
• Monitoring project progress
48
49
What are the criteria for success
in Project management?
• Completion on time
• Completion within budget
• Completion with full functionality

50
Quadruple Constraint of Project Success

Client
Budget Acceptance

Success

Schedule Performance
Record in Project Management
• Until 1996, less than 25% of IT projects were
“successful”
• After 1998 roughly 30% of IT projects were
successful
• More than 80 billion a year wasted on terminated
projects in the 90’s
• For projects that were not completed on time,
they were 225% over their intended completion
date
• According to the CHAOS 1995 Report
52
Project Life Cycles
• A project life cycle is the series of phases
that a project passes through from its start
to its completion. It provides the basic
framework for managing the project.
• The phases may be sequential, iterative, or
overlapping which are called a
development life cycle.

53
 Basic PM Lifecycle (PMI)

Initiating Planning

Closing

Controlling Executing
Development Life Cycles
• Predictive life cycle, the project scope,
time, and cost are determined in the early
phases of the life cycle. Any changes to the
scope are carefully managed. Predictive
life cycles may also be referred to as
waterfall life cycles.

55
Development Life Cycles
• Iterative life cycle - the project scope is
generally determined early in the project
life cycle, but time and cost estimates are
routinely modified as the project team’s
understanding of the product increases.
Iterations develop the product through a
series of repeated cycles, while
increments successively add to the
functionality of the product. 56
Development Life Cycles
• Incremental life cycle - the deliverable is
produced through a series of iterations
that successively add functionality within a
predetermined time frame. The deliverable
contains the necessary and sufficient
capability to be considered complete only
after the final iteration.

57
Development Life Cycles

• Adaptive life cycles - are agile, iterative, or

incremental. The detailed scope is defined
and approved before the start of an
iteration. Adaptive life cycles are also
referred to as agile or change-driven life
cycles.

58
Development Life Cycles
• Hybrid life cycle - is a combination of a
predictive and an adaptive life cycle. Those
elements of the project that are well known
or have fixed requirements follow a
predictive development life cycle, and
those elements that are still evolving
follow an adaptive development life cycle.

59
PROJECT MANAGEMENT
PROCESSES
• The project life cycle is managed by
executing a series of project management
activities known as project management
processes. Every project management
process produces one or more outputs
from one or more inputs by using
appropriate project management tools and
techniques.
60
 PROJECT MANAGEMENT PROCESS
• Initiating Process - processes performed to
define a new project or a new phase of an
existing project by obtaining authorization to
start the project or phase.
• Planning Process - processes required to
establish the scope of the project, refine the
objectives, and define the course of action
required to attain the objectives that the
project was undertaken to achieve 61
PROJECT MANAGEMENT PROCESS
• Executing Process - processes performed
to complete the work defined in the project
management plan to satisfy the project
requirements.
• Monitoring and Controlling Processes -
processes required to track, review, and
regulate the progress and performance of
the project; identify any areas in which
changes to the plan are required; and
initiate the corresponding changes. 62
PROJECT MANAGEMENT PROCESS
• Closing Process - processes performed to
formally complete or close the project,
phase, or contract. Process flow diagrams
are used throughout this guide.

Process flow diagrams are used throughout

this guide.

63
Processes

64
PROJECT MANAGEMENT
KNOWLEDGE AREAS
• Knowledge Area is an identified area of
project management defined by its
knowledge requirements and described in
terms of its component processes,
practices, inputs, outputs, tools, and
techniques.

65
Project KNOWLEDGE Areas
• Project Integration Management - includes the
processes and activities to identify, define,
combine, unify, and coordinate the various
processes and project management activities
within the Project Management Process.
• Project Scope Management - includes the
processes required to ensure the project
includes all the work required, and only the work
required, to complete the project successfully.

66
Project KNOWLEDGE Areas
• Project Schedule Management - includes the
processes required to manage the timely
completion of the project.
• Project Cost Management - includes the
processes involved in planning, estimating,
budgeting, financing, funding, managing, and
controlling costs so the project can be completed
within the approved budget.

67
Project KNOWLEDGE Areas
• Project Quality Management - includes the
processes for incorporating the
organization’s quality policy regarding
planning, managing, and controlling
project and product quality requirements,
in order to meet stakeholders’
expectations.

68
Project KNOWLEDGE Areas
• Project Resource Management - includes the processes
to identify, acquire, and manage the resources needed for
the successful completion of the project.
• Project Communications Management
- includes the processes required to
ensure timely and appropriate
planning, collection, creation,
distribution, storage, retrieval,
management, control, monitoring, and
ultimate disposition of project
information.

69
Project KNOWLEDGE Areas
• Project Risk Management - includes the
processes of conducting risk management
planning, identification, analysis, response
planning, response implementation, and
monitoring.

• Project Procurement Management - includes the

processes necessary to purchase or acquire
products, services, or results needed from
outside the project team.
70
 Project KNOWLEDGE Areas
• Project Stakeholder Management - includes the
processes required to identify the people, groups,
or organizations that could impact or be impacted
by the project, to analyze stakeholder
expectations and their impact on the project, and
to develop appropriate management strategies
for effectively engaging stakeholders in project
decisions and execution.

71
The Triple Constraint
Successful
project
management
means
meeting all
three goals
(scope, time,
and cost) –
and
satisfying the
project’s
sponsor!
72
The Triple Constraint
• Increased Scope = increased time +
increased cost
• Tight Time = increased costs + reduced
scope
• Tight Budget = increased time + reduced
scope.
The triple Constraint/Quadruple
Constraint
• Time \\\\\\
• Cost---- Tradeoffs between these
• Scope //////
• Quality

74
Quadruple Constraint of Project Success

Client
Budget Acceptance

Success

Schedule
Performance
 STAGE 1:
Project Lifecycle
Initiating-and-
Defining

STAGE 2:
Planning-and-
Budgeting

STAGE 3:
Executing

STAGE 5:
Terminating-and-
Closing

STAGE 4:
Monitoring-and-Controlling

76
 Project Lifecycle
1. Initiation and Definition stage
• Project Manager selected here
• Determine goals, scope, impediments, product(s)—
[deliverable(s)]
2. Planning and Budgeting stage
• Project leader selected here, as well as project team
members
• Who will do the project, when will it get done, how
much will it cost
3. Execution stage
• Ramp up phase, intense activity phase, close out
(termination) phase
77
And, the fourth and fifth stages…
4. Controlling and Monitoring Stage
- We do this throughout
5. Closeout and termination Stage
– Deliverables delivered?
– Signoffs complete?
– Checklist complete?
– Lessons learned?
– History Data base updated?
– Post-project customer satisfaction survey
complete?
78
Purpose of Initiation Process
1. To commit the organization to a project or
phase
2. To set the overall solution direction
3. To define top-level project objectives
4. To secure the necessary approvals and
resources
5. Validate alignment with strategic
objectives
6. To assign a project manager
Copyright © 1999 Project Management
Institute, Inc. All Rights Reserved.
Initiating New Projects
• Use a Statement of Work (SOW)
– Gets submitted to upper management and the PM
department
– Gets graded and eventually accepted or rejected
• In a project management culture, a SOW…
– Can be created by anyone in the organization
• How to launch yourself into PM
– Identify a need that fits with your values, write a SOW
and become the project’s PM.

80
SOW should consist of:
– Discussion of problem or opportunity
– Purpose or goal of project
– Objectives
– Success criteria
– Assumptions/Risks/Obstacles
• ALL ON A SINGLE PAGE

81
 Initiating Core
Process/Conceptualization
Input Process Output
1. Product description “Initiation is the process of 1. Project charter
2. Strategic plan formally recognizing that a new 2. Project manager identified/
3. Project selection criteria project exists or that an existing assigned
project should continue into its 3. Constraints
4. Historical information
next phase.”
4. Assumptions

Tools and Techniques

1. Project selection methods
2. Expert judgment

Copyright © 1999 Project

Management Institute, Inc. All
82 Rights Reserved.
Project Charter
“A document issued by
senior management that
provides the project
manager with the
authority to apply
organizational resources to
project activities.”
STAGE 1 : Initiation and Definition
Stage should come…..
• A Selected Project Manager [PM]
• The Requirements Document (defining project
product(s) and their content)
– Signature signoffs required for PM’S protection
• The Project Charter
– Announces the project, its deliverable, its PM, and the
rules of governance
• These are known as deliverables

84
Project and Process Definition:
Specification of the Project
Boundary
• Elimination and Containment of Scope and
Feature Creep
– Through change management
• Goals of Project Management
• Conceptualization of the deliverable
• Definition: consideration of goals, scope and
impediments

85
Who are the STAKEHOLDERS??
• A stakeholder is an individual, group, or
organization that may affect, be affected by, or
perceive itself to be affected by a decision,
activity, or outcome of a project.
• Project stakeholders may be internal or external
to the project, they may be actively involved,
passively involved, or unaware of the project.
• Project stakeholders may have a positive or
negative impact on the project, or be positively or
negatively impacted by the project.
86
Who are the STAKEHOLDERS?
Internal stakeholders:
• Sponsor—the guy w/ deep pockets
• Resource manager,
• Project management office (PMO),
• Portfolio steering committee,
• Program manager,
• Project managers of other projects, and
• Team members.
87
Who are the STAKEHOLDERS?
External stakeholders:
• Customers,
• End users,
• Suppliers,
• Shareholders
• Regulatory bodies, and
• Competitors-Opponents

88
Scope Management/Change
Management—a ‘best practice’
• Form a change/scope committee
• Consists of customer and contractor
representatives
• All requested changes must get reviewed
by this committee
• Acceptances will depend on the type of
contract, the amount of work involved,
customer’s willingness to pay for it
89
Project Performance Measures:
Cost, Duration, Functionality
• Most expensive component--human
resources
• Funds are consumed over time
• Question is, are funds being consumed as
fast as anticipated
• Is functionality being created as fast as
anticipated
• OUR CONTROL SYSTEM WILL TELL US

90
Project Management Hierarchy

91
Relationship of PM to Customer &
Upper Management

92
STAGE 2: Project Planning and
Budgeting
• Performed first by the Project Manager
• Revised by the Project Team and the
JPDS personnel
• Looks at:
– Duration
– Cost
– Functionality
93
Out of the Project Planning and
Budgeting Stage Should Derive
• The project plan
– Personnel involved
– Project WBS (Work Break Down
Structure)
– Project budget
– Project schedule in a Gantt format
– Project NETWORK chart
94
 Elements of Developing a Project
Plan
Client Activity Activity
SOW Definition Sequencing
Schedule
Resource Activity Development
Work Duration
Pool
Breakdown Estimating
Structure
Project Plan
Resource Development
Planning Cost
Estimating
Work
Packages

PMPlan can address these elements

when developing the project plan.
 What is a Work Breakdown
Structure?
“The Work Breakdown Structure (WBS) is the foundation for defining the
project’s work as it relates to the objectives and establishes a structure for
managing the work to its completion. The WBS defines:
• the project’s work in terms of activities that create deliverables.
• the project’s life-cycle process, in terms of process steps
appropriate to that project and organization.
And is the  for establishing:
• All of the effort/cost to be expended to create the deliverables and
supporting processes.
• The assigned responsibility for accomplishing and coordinating the
work.
Work Breakdown Structure
(WBS)
• “A deliverable oriented grouping of project
elements which organizes and defines the
total scope of the project.
• Each descending level represents an
increasingly detailed definition of a project
component.
• Project components may be products or
services.”
Copyright © 1999 Project Management
Institute, Inc. All Rights Reserved.
 WBS Purpose
• To define:
 Solution strategy or general approach
 Implementation tactics

• To support more accurate estimates of

project duration and cost than can be made
at the project level
• To provide a basis for estimating project
resources:
 Departmental or subcontractor support
 Vendors and their products
 Services
 Any other identifiable resource Copyright © 1999 Project
Management Institute, Inc. All
Rights Reserved.
Good WBS Design Principles
• The 100% Rule
– The WBS defines 100% of the work of the project
– Anything that isn’t defined in the WBS is outside the scope of the project.
– The work content on any item is the sum of what is included under that
work item
• Upper Levels are Planned outcomes (deliverables), not
planned actions
• Ends of WBS include the activities needed to create the
project deliverables
• Mutually-exclusive elements
– Work should only appear in one place in the WBS
• WBS must be consistent with the way the project will be
performed and controlled
• Must be easy to update
WBS Role
• Partition the major project deliverables
into smaller components to improve the
accuracy of cost estimates
• Provide a mechanism for collecting actual
costs
• Provide a mechanism for performance
measurement and control
Why create a WBS?
• Cost Estimating
• Cost Budgeting
• Resource Planning
• Risk Management Planning
• Activity Definition
 Remodel Kitchen WBS
Remodel Kitchen

Level 1 Design Purchase Carpentry Electrical

Purchase Purchase
Level 2
Appliances Fixtures
 Aircraft
System

Project Air Support Test and

Training Data Facilities
Management Vehicle Equipment Evaluation

Systems Technical Organizational

Engineering Equipment Construction Mock-ups
Orders Level
Management

Supporting Engineering Intermediate Operational

PM Activities Facilities Data Level Maintenance Test

Management Depot Developmental

Services Data Level Test

Test

Airframe Engine Communication Navigation Fire Control

This WBS is illustrative only. It is not intended to represent the full project scope of any specific
project, nor to imply that this is the only way to organize a WBS on this type of project.

Copyright © 1999 Project Management

Institute, Inc. All Rights Reserved.
 Waste Water
Treatment Plant

Earlier Later
Phases Design Construction Phases

Project Management Project Management

Civil Drawings Headworks

Architectural Drawings Aeration Basin

Structural Drawings Effluent Pumping Station

Mechanical Drawings Air Handling Building

HVACDrawings Sludge Building

Plumbing Drawings

Instrumentation Drawings

Electrical Drawings

This WBSis illustrative only. It is not intended to represent the full project scope of any specific
project, nor to imply that this is the only way to organize a WBSon this type of project.

104
What specifically must be planned for?
• A scope MANAGEMENT plan
• A schedule or Time MANAGEMENT plan
• A Budget or Cost MANAGEMENT plan
• A quality MANAGEMENT plan
• A risk contingency plan
• A communications plan
• A procurement plan
• A human resources plan
• ALL COMPRISE A PART OF THE PLANNNING DOC
105
Project Execution —the THIRD Stage

• Startup (also called rampup)

• progression
• close-down

106
Projects and their Indigenous
Processes
1. Collect Requirements 1. Estimate Costs
2. Define Scope 2. Determine Budget
3. Create WBS 3. Control Costs
4. Verify Scope 1. Plan Quality
5. Control Scope
2. Perform Quality Assurance
1. Define Activities
3. Perform Quality Control
2. Sequence Activities
3. Estimate Activity Durations
4. Develop Schedule
5. Control Schedule
107
 More Project Processes (PMBOK)
1. Organizational Planning
2. Staff Acquisition
3. Communications Planning
4. Information Distribution
5. Performance Reporting
6. Administrative Closure
1. Risk Identification
2. Risk Quantification
3. Risk Response Development
4. Risk Response Control
1. Procurement Planning
2. Solicitation Planning
3. Solicitation
4. Source Selection
5. Contract Administration
6. Contract Closeout
108
 Project Organization
 Often temporary structure
 Uses specialists from entire company
 Headed by project manager
 Coordinates activities
 Monitors schedule
and costs
 Permanent
structure called
‘matrix organization’
 A Sample Project Organization

President

Human Quality
Resources Marketing Finance Design Production
Mgt

Project 1 Project
Manager
Mechanical Test
Technician
Engineer Engineer

Project 2 Project
Manager
Electrical Computer
Technician
Engineer Engineer
Figure 3.2
Functions, Tasks, Expectation on
the Project Manager (coach,
mentor, leader, negotiator,
assessor, informer, motivator
• Selects team leader, subordinates
• Works hardest during the definition and planning
phases
• Assesses progress during execution and reports
on that
• Negotiates with line managers for required
human resources
111
 The Role of
the Project Manager
Highly visible
Responsible for making sure
Project that: should be:
managers
 Good coaches
 All necessary activities are finished in order and
on time  Good communicators
 The project comes  in Able
withintobudget
organize activities
from a variety of disciplines
 The project meets quality goals
 The people assigned to the project receive
motivation, direction, and information
 The Project Manager’s Role

• Interfaces with customer, upper

management on behalf of team
• Negotiates with upper management and
customer
• Keeps everybody informed

113
 The Project Manager’s Role

• Is a positive leader, motivator, coach

• Knows how to use PM software
• Knows the technologies employed well
• Must re-plan the remainder of the project
after the completion of each deliverable,
each phase

114
 PMI
Talent Triangle
 The PMI Talent Triangle®

Strategic and
Business
Management TM

©Project Management Institute. All rights reserved.

Figure 3-2. The PMI Talent Triangle ®

While technical project management skills are core to program and

project management, PMI research indicates that they are not
enough in today’s increasingly complicated and competitive global
marketplace. Organizations are seeking added skills in leadership
and business intelligence. Members of various organizations state
their belief that these competencies can support longer-range
strategic objectives that contribute to the bottom line. To be the most
effective, project managers need to have a balance of these three
skill sets. 57
 Project Manager’s
Competencies – Talent Triangle
The talent triangle focuses on three key
skill sets:
• Technical project management - defined
as the skills to effectively apply project
management knowledge to deliver the
desired outcomes for programs or
projects.

117
 Project Manager’s
Competencies – Talent Triangle
• Leadership – Leadership skills involve the
ability to guide, motivate, and direct a
team. These skills may include
demonstrating essential capabilities
such as negotiation, resilience,
communication, problem solving, critical
thinking, and interpersonal skills.

118
 Project Manager’s
Competencies – Talent Triangle
• Strategic & business management skills
- involve the ability to see the high-level
overview of the organization and
effectively negotiate and implement
decisions and actions that support
strategic alignment and innovation. This
ability may include a working knowledge
of other functions such as finance,
marketing, and operations. 119
 Team Management &
Leadership Compared
Management Leadership
Direct using positional power Guide, influence, and collaborate using
relational power
Maintain Develop
Administrate Innovate
Focus on systems and structure Focus on relationships with people
Rely on control Inspire trust
Focus on near-term goals Focus on long-range vision
Ask how and when Ask what and why
Focus on bottom line Focus on the horizon
Accept status quo Challenge status quo
Do things right Do the right things
Focus on operational issues and Focus on vision, alignment, motivation, and
problem solving inspiration
 Skills, Competencies of the PM
• Communication skills: Listens, persuades.
• Organizational skills: Plans, sets goals, analyzes.
• Team-building skills: Shows empathy, motivates,
promotes esprit de corps.
• Leadership skills: Sets examples, provides vision (big
picture), delegates, positive, energetic.
• Coping skills: Flexible, creative, patient, persistent.
• Technology skills: Experience, project knowledge.

121
 Skills, Competencies of the PM
• Leadership--articulate the vision and hold everyone accountable to it
• An ability to develop people
• Communication competencies
• Interpersonal competencies
• Able to handle stress
• Problem solving skills
• Time management skills
• Negotiation skills

122
Functions, Tasks, Expectations on
the Project Leader
• Large projects will have such a person if
there are several teams involved
• In charge of all technical aspects of the
project
• Assists the PM with project planning and
control
– particularly, the bottom levels of the WBS
• Focused on the toughest technical
problems 123
Functions, Tasks, Expectations on
the Team Leader
• Reports to the Project Leader
• Oversees day-to-day execution
• More technically competent, mature and
experienced than team members
• Should possess good communications
competencies
• Should develop a good rapport with each
team member
124
Functions, Tasks, Expectations on
the Professional Team Member
• Energetic, communicative, a good listener
• Not a perfectionist
• Possesses the requisite technical
expertise
• Doesn’t make any promises to the
customer
• Star performance
125
The Phases of Team
Development--
• According to B. W. Tuckman
• Forming
• Storming
• Norming
• Performing
• Adjourning

126
 Forming
• involves the transition from individual to
team member
• Team members get acquainted
• Begin to understand who has responsibility
for what
• No actual work accomplished in this phase
• Excited, anticipation, suspicion, anxiety and
hesitancy
127
 Storming
• Like the teenage years, you have to go through it
• Characterized by feelings of hostility, frustration
and anger
• Dissatisfaction with PM is common during this
phase
• PM has to provide direction and diffuse possible
conflicts
• There has to be a sense of devotion to equity and
fairness

128
 Norming

• Relationships have stabilized

• Level of conflict is lower
• There is alignment with project goals
• Acceptance grows
• Team begins to Synergize

129
 Performing
• Team is now over the interpersonal
conflicts
• Team is now executing the tasks of the
project
• There is a sense of unity and peace
• Team is empowered by PM to achieve its
goals

130
 Adjourning
• “Adjourning ”involves dissolution.
• It entails the termination of roles, the
completion of tasks and
• Reduction of dependency (Forsyth 1990:77)

131
Team Development

132
Team Types/culture/governance
• Democratic teams--good for experienced,
mature teams
• Chief developer teams--good for new,
immature teams
• Expert teams--good for a certain specific
area of need, like
– design validation
– system integration and testing
– data communications
133
Psychological Motivators for
Developers
• Learning new skills, concepts, tools, or
aspects of a language
• IMPLICATION: Assign tasks that have an
element of newness

134
Task assignment

• Tasks should be challenging but not too

challenging
• There should be some newness
• Related tasks should be assigned to the
same developer

135
Project Staffing Considerations:
(matrix management, human
factors, team formation,
reporting)
• Matrix management involves borrowing
resources from other functional units
• Matrix management involves resource
sharing and is more efficient

136
 Matrix Organization
Marketing Operations Engineering Finance

Project 1

Project 2

Project 3

Project 4
 Some of Tom Peters’ concepts
• What became In Search of Excellence-- was
based on a project at his employer that nobody
cared about
• Look for little projects that you can become
passionate about, based on your values
• Punctuate your projects with passion
– Life is not a useless passion as the German and French
existentialist philosophers would suggest

138
Summary
• Five stages of projects
• Four primary knowledge areas
• Four facilitating knowledge areas
• Four types of project personnel
• Five phases of team development
• Three types of organizational structures

139
A good project team can be the
key to a successful project!
How Does Project Management Benefit you?
• You will have goal clarity and measurement
• Your resources will be coordinated
• Your risks will be identified and managed
• You will increase the possibilities of time savings
• You will increase the possibilities of cost savings
• You will increase the possibilities of achieving the
agreed outcome
• You will increase the possibilities to deliver projects
successfully

2/10/2018
• Finally, project managers who are familiar with PMBOK can
custom tailor their project management process to best fit
their company's needs.

Old saying:
“To break the rules, first you have to know the rules. ”

• In the long run, this means that companies will have less of a
reason to outsource when projects require special treatment.
 Any Questions?
• Thank you for listening & participating 
• This was a very quick “flavour” of Project
Management – there’s a lot more out there!
Places to start reading:
• Project Management Institute – home of
the Project Management Body of
Knowledge (PMBOK)
http://www.pmi.org/Pages/default.aspx
• Project Management: A Managerial Approach-7th-
edition, Jack R. Meredith & Samuel J. Mantel, Jr,
Copyright © 2009 John Wiley & Sons, Inc.
144
 Project Management
Resources
• Project Management Institute – home of the Project
Management Body of Knowledge (PMBOK)
http://www.pmi.org/Pages/default.aspx

• Project Management: A Managerial Approach-7th-edition

Jack R. Meredith & Samuel J. Mantel, Jr,
Copyright © 2009 John Wiley & Sons, Inc