COLLEGE OF

ENGINEERING
& SCIENCE
Project Governance
EPM5620 Lecture 3
PM FRAMEWORKS

¨ Dr Alex Manzoni
 Learning outcomes
• To understand the various frameworks
available for project management
• To understand the components that comprise
the PMBOK Guide 6th Edn
• To compare PMBOK with PRINCE2
• To understand the relevance of ISO 21500:
2012
• Understand the PM alternative - Agile
 Popular frameworks
• PM methodologies have evolved to meet the
increasing need to deliver projects
– Competitively and cost efficient (globally)
– To tight timelines and schedules
– Using the latest technologies
– That meet contractual and legal obligations
• Popular frameworks
1. PMBOK 6th
2. PRINCE2
3. ISO 21500:2012
4. AGILE
PROJECT LIFE CYCLES
 PMBOK 6th Edn
• Ten Knowledge Areas:
1. Project INTEGRATION Management 2. Project SCOPE Management

3. Project SCHEDULE Management 4. Project COST Management

5. Project QUALITY Management 6. Project RESOURCE Management

7. Project COMMUNICATIONS Management 8. Project RISK Management

9. Project PROCUREMENT Management 10. Project STAKEHOLDER Management

1 PM INTEGRATION Mgt
• Processes and activities to
identify, define, combine, unify and
coordinate
project management activities
(PMBOK 6 p23)
• From start to finish of the project
• Resource allocation
• Balancing competing demands and examining
alternatives
• Tailor process to achieve project objectives
1 PM INTEGRATION Mgt (continued)
• Develop Project CHARTER – document that
formally authorizes the project and gives the P
Manager authority to run the project
– 4.1 Develop project charter
– 4.2 Develop a PM plan
– 4.3 Direct and manage project work
– 4.4 Manage project knowledge
– 4.5 Monitor and control project work
– 4.6 Perform integrated change control
– 4.7 Close project or phase
2 PM SCOPE Management
• To ensure the project includes all the work
required to meet the objectives of the project
• Includes:
– 5.1 Plan scope management – prepare documents
– 5.2 Collect requirements – determining processes to
do this
– 5.3 Define scope – detailed description
– 5.4 Create WBS – subdivide into smaller components
– 5.5 Validate scope
– 5.6 Control scope
3 PM SCHEDULE Management
• Processes required to manage timely completion
of the project
– 6.1 Schedule management
– 6.2 Define activities
– 6.3 Sequence activities
– 6.4 Estimate activity durations
– 6.5 Develop a schedule or activity sequences,
durations resource requirements and schedule
constraints
– 6.6 Control schedule
4 PM COST Management
• Planning, estimating, budgeting, financing,
funding, managing and controlling all project
costs
– 7.1 Plan cost management
– 7.2 Estimate costs
– 7.3 Determine budget
– 7.4 Control costs
5 PM QUALITY Management
• Incorporating the firm’s quality policy to plan,
manage and control project and product
quality
– 8.1 Plan quality management
– 8.2 Manage quality
– 8.3Control quality
(PMBOK 6 p271)
6 PM RESOURCE Management
• Identify, acquire and manage the resources
needed to successfully complete the project
– 9.1 Plan resource management
– 9.2 Estimate activity resource
– 9.3 Acquire resources
– 9.4 Develop team (improving competencies and
team interaction)
– 9.5 manage team
– 9.6 Control resources
7 PM COMMUNICATIONS Management
• All the processes needed to ensure the
information needs of the project and all
stakeholders are thoroughly met
– Design and implement activities for information
exchange
– 10.1 Plan communication management
– 10.2 manage communications
– 10.3 monitor communications
8 PM RISK Management
• Conducting risk management planning,
identification, analysis, response planning,
response implementation and monitoring risk
– 11.1 plan risk management
– 11.2 identify risks
– 11.3 qualitative risk analysis
– 11.4 quantitative risk analysis
– 11.5 plan risk responses
– 11.6 implement risk responses
– 11.7 monitor risks
9 PM PROCUREMENT Management
• Processes necessary to purchase, acquire
products, services and results needed from
outside the project team
– 12.1 plan procurement management
– 12.2 conduct procurements
– 12.3 control procurements
10 PM STAKEHOLDER Management
• Those 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
• To develop effective management strategies
for effectively engaging stakeholders
10 PM STAKEHOLDER Management
• 13.1 Identify stakeholders
• 13.2 Plan stakeholder engagement
• 13.3 Manage stakeholder engagement
• 13.4 Monitor stakeholder engagement
 PROJECT GOVERNANCE
• Organisational governance principles,
decisions and processes influence projects
– Enforcing legal, regulatory, standards and
compliance requirements
– Defining ethical, social and environmental
responsibilities
– Specifying operational, legal and risk policies
(PMBOK 6 p545)
 PROJECT GOVERNANCE
“The framework, functions and processes that guide
project management activities in order to create a
unique product, service or result to meet
organizational, strategic, and operational goals.”
(PMBOK 6 p545)
 PRINCE2
• PRojects IN Controlled Environments
(Defacto UK standard developed in 1989,
PRINCE 2 IN 1996)
• Eight distinctive processes to cover the
complete project from start up to completion
• Further within each of these are the components of
business case, organisation, plans, controls, risk,
quality, change and progress
 Eight PRINCE2 processes
1. Directing
2. Planning
3. Starting the project
4. Initiating a project
5. Managing stage boundaries
6. Controlling a stage
7. Managing product delivery
8. Closing a project
PRINCE2

https://www.prince2.com/aus/prince2-processes
 ISO 21500: 2012
• ISO (International Organization for
Standardization) developed a standard for an
international approach to the management of
projects
• ISO 21500: 2012 Guidance on project management
• Considers Project Governance by high level
interactions between PM processes and the
organisational environment
 ISO 21500
• “ provides generic guidance on the concepts
and processes of project management.”
because:
“research has confirmed that when managing
projects, the structured application of this
fundamental knowledge and good practices
clearly enhances successful delivery.”
(p13)
 ISO 21500 2012
Better project performance
• delivered as promised by realistic expectations
through up-front definition, planning and
estimation
• Faster delivery reusing common known
processes
• Fewer ‘surprises’
• Improved customer satisfaction
 ISO 21500 2012
How?
• Sponsor ensures project objective is on track
• Project manager is responsible for delivery of
defined project objective
• Project team delivers the expertise and the
work
ISO 21500 2012
 AGILE
• A new millennium approach that recognizes
that traditional approaches do not meet the
need for projects to be managed ‘flexibly’
• Agile does not plan the whole project up-front
but incrementally and in interative
development cycles
• Not one fixed method but a family of methods
– Scrum, Rational Unified Process, Extreme
Programming (XP), Crystal Clear, etc
 Common Agile characteristics
• Focus is on giving the CUSTOMER value
• Iterative and incremental in delivery
– Deliver projects in small parts
• Organic - experimental and adaptive
– Test assumptions and involve stakeholders
• Team directed (self managed teams)
• Continuous improvement (kaizen)
 Agile methodology
• Rolling wave planning…
”.. an iterative planning technique in which
the work to be accomplished in the near term is
planned in detail while the work in the future is
planned at a higher level”
(Pearson, Larson & Gray 2013, p 26.)

As more information comes up about upcoming events it can be

decomposed into WBS activities as in PMBOK
 Traditional versus Agile
• AGILE lives in the unpredictable zone
TRADITIONAL AGILE
Designed beforehand Design is continuous and changes
Scope is fixed Flexibility
Deliverables specified Outcomes as required
Specifications set early Specifications set as required
Uncertainty is LOW Highly uncertain
Change is to be avoided Seek continuous improvement
Low customer interaction High involvement with major
stakeholders
Traditional project team SDTs (Self directed teams) with
cross-functional members
 Scrum
• Three key roles in Scrum
1. Product owner
• Person that is the customer or represents their
interests
• Negotiates sprint goals, backlog priorities, can
decide on changes
2. Scrum master (project manager)
• Not team leader but buffer to interference
3. Team
• Self directed team (SDTs) or 4-9 people with
cross-functional skills
 Frameworks and models
• Framework
• A real or conceptual structure which guides or
supports something – a skeleton
• Model
• A physical or theoretical representation (diagram)
of an object, system or process which describes
how it works
 Summary
• PMBOK - the body of knowledge that project
managers should have to execute projects effectively
• PRINCE2 - the processes that project managers
should follow to achieve project outcomes
• IS021500: 2012 – an international standard for
project management based on PMBOK
• AGILE – a reiterative project management approach
based on changing incremental requirements
 References
• PMI 2017, A guide to the project management
body of knowledge, 6th ed. Project
Management Institute, Pennsylvania USA.
ISBN 9781628251845
•
Questions
 Workshop Activity
1 Project team to review,
summarize and discuss
the assigned governance
paper.
2 Present overview to class
3 Upload summary to
discussion forum