Initiating and Planning Note Handouts PDF

Initiating and Planning
The goal of the course is to give you the tools to initiate a project plan, manage
both stakeholders and relationships, organize their team, develop a project
charter, and build a business case for a project.
What are your goals for this course? What skills do you hope to gain?
How will you use these skills in your personal and professional life?
Module 1
Introduction to Project Management
• Learning Objectives • What is a project?
§ Define a project and project • A Project is temporary endeavor
management which uses a series of tasks that
• Have a specific objectives to be
§ List the phases of a project, their completed within certain
function, and why they’re specifications
important • Have defined start and end
§ Identify the relationship among dates
Portfolio Management, Program • Having funding limits
Management, Project • Consume resources
Management, and Organizational • Create a lasting outcome
Project Management
• Project involves
§ Explain the role of the Project • Solving Problems
Manager • Managing Relations
§ Utilize (PMI)® resources and the • Communicating
PMBOK® Guide • Making Decisions
§ Describe Alignment of resources
Your Notes:
and efforts
§ Define project management ethics
• Project Management Overview

• Scope Development and Control
• Cost Estimating and Control
• Human Resources
• Communication
• Risk Management
• Quality
• Schedule Development and Control
• Ethics
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Fifth Edition, Project Management Institute Inc., 2013, Page 3
Module 1
Introduction to Project Management
• Why is Project Management Important for • Phases of Project
engineers?
• The ability to manage complex
technology projects is a major Build
requirement for engineering leaders.
Design
• Many projects are plagued by:
Concept
§ Quality issues
§ Cost overruns
§ Schedule overruns
Your Notes:
§ Programmatic misalignment
• Consequences of missing deadlines:

§ Lost revenues and profits
§ Contract penalties
§ Loss of clientele
§ Higher Costs
§ Reputation Damage
§ Resource Waste
§ Project Management Process

Monitoring
Initiating Planning Executing and Closing
Controlling
• Develop Charter • Develop Project • Direct Work • Monitor Work • Close Project or
• Identify Plan • Perform Quality • Perform Change Phase
Stakeholders • Develop Assurance Control • Close
Schedule • Identify and • Control Cost and Procurements
• Estimate Costs Manage Project Schedule
• Perform Risk Team • Control Quality
Analysis • Manage • Control Risks
• Plan Stakeholder Communications Project Management Institute, A Guide to the
Management • Perform Project Management Body of Knowledge,
Procurement (PMBOK® Guide) – Fifth Edition, Project
Management Institute Inc., 2013, Page 50
Module 1
Key Elements of Project Management
• Two Key Elements of Project Management: • Management
• Management – Blocking and tackling or • Detailed planning
technical elements of running a Project or
• Budgeting
the subject of this Specialization
• Scheduling
• Leadership – Creating a vision and • Staffing
motivating people or the subject of the • Organizing
Engineering Leadership Specialization
• Facilitating Problem Solving
• Monitoring and Controlling Results
• Effective Project Managers utilize these skills:
• Reporting
• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision making
• Political and cultural awareness
• Negotiation
• Trust building
• Conflict management
• Coaching
Performance Levels
Management Leadership
Project Management Institute, A Guide to the Project Management Body of Knowledge,

(PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013, Page 18
Module 1
• Role of the Project Manager

• Lead the team that is responsible for achieving the project objectives
• Create the Vision of success.
• Keep Stakeholders informed
• Provide the link between strategy and execution
• Establish the Project Scope, Budget, and Schedule and manage them
throughout the life of the Project
• What does Project Management involve?
• Identifying the requirements
• Addressing the needs, concerns, and expectations of the stakeholders
• Planning and executing communications among stakeholders
• Delivering the Project through the Team
• Balancing the competing project constraints, which include, but are not limited
to: Scope, Quality, Schedule, Budget, Resources, and Risks
Your Notes:

Module 1
• Managing the “Iron Triangle”
A project is similar to an equilateral triangle

where each side is impacted by the length of
the other two sides:
If your schedule changes, so will your Scope,

Cost, Risk, and Resources
Project
Don’t underestimate the change of one “leg”
will impact the other two….they are fixed.
Cost Your notes:
• Enterprise Environmental Factors

• The Project will be influenced by:
• Organizational culture, structure
and governance
• Geographical distribution
of resources
• Corporate knowledge base
• Infrastructure
• Existing human resources
• Government, industry and
corporate standards
• Other factors

Module 1
Program and Portfolio Management
Program Manager
Project A Project B Project C Project D
Program Management harmonizes its projects and program components and

controls interdependencies in order to realize specified benefits and develops
and implements plans to achieve a specific scope that is driven by the
objectives of the program or portfolio it is subjected to and, ultimately, to
organizational strategies
Your Notes:

Module 1
Program and Portfolio Management
Portfolio
Management
Project
Project
Project Program
Project Project Project
- Assures that the Projects and Programs undertaken match the organizational strategy.
Portfolio management aligns with organizational strategies by selecting the right

programs or projects, prioritizing the work, and providing the needed resources.
Portfolios are a collection of any of the following:
Projects
Programs
Sub-portfolios
Operations managed as a group to achieve strategic objectives
Project Management Office (PMO) A management structure that standardizes the

project related governance and systems used in an organization.
• Providing templates, standards, best practices, training, lessons learned to projects

(Supportive)
• Monitoring compliance to organizational standards (Controlling)
• Overseeing and controlling Projects (Directive)

Module 1
Ethics
How do you define ethics and what is ethical behavior?
• Key Areas of Ethical Concern

• Conflict of Interest
• Environmental and Safety
• Quality and Product Liability
• Honesty and Truthfulness
• Treating others Fairly
• Bribery and Compliance
• Ownership
How do we know we are acting and operating in an ethical manner? The four guiding
questions we can ask ourselves:
1. Are our ethics based on a set of personal values?
2. Are they benchmarked against socially acceptable norms
3. Are our values and standards consistent with our chosen environment?
4. Are we applying our values and standards consistently to all situations?
Most ethical trade-offs are conflicts between two

Organizational
desirable ends: economic benefit versus social
Standards
performance.
Professional
Code of Ethics Example Organizational Ethical Values
• Integrity
Legal Codes and • Honesty
Standards • Fidelity
• Charity
• Self-Discipline
Personal Values • Responsibility
Module 1
Ethics
PMI® Code of Ethics
Vision and Applicability
•Do what is right and honorable
•All PMI members and those who hold a PMI Certification
Four Aspirational Standards

Responsibility
•Take ownership for all decisions regardless of outcome
•Make decisions and take actions based on the interests of society, public
safety, and the environment
•Accept only those assignments consistent with our back ground, experience,
skills and qualifications
•Protect confidential and proprietary information
•Fulfill our commitments
Respect
•Show a high regard for yourself, others, and the resources entrusted to you
•Diverse perspectives and views are encouraged and valued
•Negotiate in good faith
•Do not use our position to the benefit of ourselves at the expense of others
Fairness
•Make decisions and act impartially and objectively free from competition, self
interest, prejudice, and favoritism
•Disclose any conflicts of interest
Honesty
•Understand the truth and act truthful in manner in both communication and
behavior
Monitor
Act
Test
Analysis
Alternatives
Assessment
Project Management Institute, Code of Ethics and Professional Conduct, Project
Management Institute Inc., Page 4
Module 1 Conclusion
Modules objectives
q Define a project and project management
q List the phases of a project, their function, and why they’re important
q Identify the relationship among Portfolio Management, Program
Management, Project Management, and Organizational Project
Management
q Explain the role of the Project Manager
q Utilize (PMI)® resources and the PMBOK® Guide
q Describe Alignment of resources and efforts
q Define project management ethics
Module Assignments
q Quiz: End of Module 1 Quiz
Summarize this Module and jot down how you will personally use this material:
Module 2
Project Organizations
• Learning Objectives
• Discuss the impact of Organizational Cultures and Styles
• Identify potential project organizational structures
• Review the pros and cons of each structure
• Introduce the Project Management Processes
• Discuss the role of Knowledge Areas
• Identify the role of the Project Manager as a Leader
• Project Organizations
• Function Based Organization
• Matrix (Or Composite) Based Organizations
• Project Based Organizations
Module 2
Project Organizations Introduction
• Functional Organization
Pros
• Resources are optimized
• Improved technical control
• Communication and procedures established
• Job security for team members
Cons
• No one person is responsible
• Coordination is more complex
• No customer focal point
• Functional priorities govern over project priorities
• Project activities can easily get siloed
• Distributed budget and schedule authority
Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOKR
Guide) – 5th edition, Project Management Institute Inc., 2013, Page 22, Figure 2-1
Module 2
Project Organizations Matrix
• Weak Matrix Organization
Pros
• Some Project coordination is provided
• Improved reporting
• Communication improved
• Resources optimized
Cons
• No one person is responsible
• Coordination is more complex
• No customer focal point
• Functional priorities govern over project
priorities
• Project activities can easily get siloed
• Distributed budget and schedule authority
Module 2
• Balanced Matrix Organization
Pros
• Single point of responsibility identified
• Improved customer focus
• Improved communication among team members
• Improved reporting
• Resource flexibility
Cons
• Unclear budget and schedule authority
• Potential conflicts between Functional
Managers and Project Managers
• Potential priority conflicts
Module 2
• Strong Matrix Organization
Pros
• Single point of responsibility
• Budget and schedule
management is clearer Cons
• Reporting is improved
• Customer focus is improved • Dual reporting for team
• Resource flexibility • Resources not dedicated
• Job security for team members • Potential conflicts between Functional
Managers and Project Managers
• Potential priority conflicts
Module 2
Project Organization Projectized
• Projectized Organization
Pros
• Clear single point of responsibility
• Strong lines of authority
• Dedicated staff focused on project Cons
• Flexibility in schedules and to
changes • Resource use is less efficient
• Strongest customer focus • Lower technical interchange among
• Strongest reporting and control projects
• Issues with reintegration of staff at
project conclusion
• Technical oversight of project is weaker
Module 2
Project Organization
• Project Organizational Structures
Project Manager’s
• Projectized Organization Influence
• Team members work 100% for the project
• Empowered project manager
• Organizationally recognized unit for a certain
time stronger
• Matrix Organization (Weak, Balanced, Strong)
• Balance between Project manager and
function authority varies by project
• Project manager has tasking and budget
authority
• Line manager has functional authority,
promotions
• Team members remain in their functional
organizations (have 2 bosses)
• Potential for conflicts
• Functional Organization weaker
• Weakest form of project organization
• “pure functional” organization
• Project coordinator has no budget or tasking
authority
Module 2
How to Select an Organization
Organizational/
culture,/ • Size of the organization
structure/ and/
governance • Size of the project
• Duration
Geographical/
distribution/ of/ Other/factors • Uniqueness of the project
resources
• Complexity
• Risk
• Significance
• Cost
Project Government,/
Corporate/
industry/ and/
knowledge/
corporate/
base
standards
Existing/human/
Infrastructure
resources
Can you think of a project that you’ve worked on where the organization type did
not fit? If so, why didn’t it?
Guide) – 5th edition, Project Management Institute Inc., 2013, Page 29
Module 2
• POS Project Organization Selection
Functional Weak Matrix Balanced Strong Projectized

Matrix Matrix
Scope Small Small Medium Medium Large

Duration Short (<<1 Short Medium Medium Long
year)
Uniqueness Similar to Small Neutral Unique One of a Kind
normal changes
business
Complexity Simple Simple with Medium Medium – High
some High
coordination
Ambitiousne Easy Success Achievable Challenging
ss
Significance Low Priority Low - Moderate Important Key

Moderate
Risk Small Moderate High
Cost Low or no Low budget Moderate Medium – High
budget High
Simultaneity Many Few Very Few
Module 2
• How to Select the Right Organization?
• What are the key factors?
Project Manager’s
• How might the project influence the decision? Influence
• Enterprise Environment
• The project will be influenced by:
• Organizational culture, structure, and governance stronger
• Geographical distribution of resources
• Corporate knowledge base
• Infrastructure
• Existing human resources
• Government, industry, and corporate standards
• Other factors
• Size of the organization
• Size of the project
• Project duration
• Uniqueness of the project
• Project complexity
• Risk weaker
• Significance
• Cost
• Examples:
• Software updates
• Concept Studies
• Project Definition Studies
• Small organizations with limited resources
• Simple projects
• Small projects
• Projects that are very similar to previous projects
• Low cost / low risk
Module 2
• Examples:
• Software updates
• Concept Studies
• Project Definition Studies
• Small organizations with limited resources
• Simple projects
• Small projects
• Projects that are very similar to previous projects
• Low cost / low risk
• Weak Matrix Organization

• Examples:
• Maintenance projects
• Task force to develop recommendations
• Concept Selection Study
• Technology Strategy Development
• Small projects of limited duration
• Relatively simple scopes
• Projects with limited changes relative to previous projects
• Projects of limited significance
• Low risk, low cost
• Low to moderate schedule pressure
• Balanced Matrix Organization
• Examples:
• Relocation Operations
• Cross functional Reorganization Projects
• Projects with moderate scope and duration
• Projects that are not too complex and the organization has experience with
• Moderate cost, risk and limited schedule pressure
Module 2
• Strong Matrix Organization

• Examples:
• Feasibility Studies for large projects
• Design Projects for construction projects
• New software development
• Plant Turnarounds
• Medium to Large Projects where resource efficiency is important
• Non-schedule driven projects
• Moderate duration projects
• Unique projects with limited challenges
• Projects where functional input is important
• Managed risk projects
• Projectized Organization
• Examples:
• Large Scale Public Works
• NASA Space Station
• Grass Roots Refinery Design and Construction
• Major offshore developments
• Large Projects in large organizations
• High risk ventures
• Complex projects requiring a lot of coordination
• Projects in a Project focused organization
• Projects which will have a major impact on the organization
• Challenging Projects
• Schedule driven Projects
• Multi-year projects
Module 2
Project Management Processes
• Project Management Processes

• A Project Management Process is a set of interrelated activities performed to create a
product, service or result.
• To manage a Project successfully we use a series of these nested Processes to confirm
that we are doing the right thing at the right time. And, to assure that our activities are
adding value to the final deliverables.
• PMI provides a guide to a set of processes that have proved successful based on past
experience.
• Knowledge Areas
• PMBOK identifies 47 project management processes
• These are group into 10 Knowledge areas or specializations
Monitoring
Controlling
•Develop •Develop Project •Direct and •Monitor and •Close Project or
Charter Management Manage Project Control Project Phase
Plan Work Work
•Perform
Integrated
Change Control
Guide) – 5th edition, Project Management Institute Inc., 2013, Page 61, 50
Module 2
Project Manager as a Leader
• The Project Manager as a Leader

• One key to success is the Project Manager ’s ability to effectively deal with:
§ Functional Managers
§ Project Sponsors
§ Organization Executives
§ Clients and Outside Entities
§ Support Personnel across the organization
§ The Team
§ Key Aspects of Leadership
• Create a clear Vision for the team to follow
• Assistance in problem solving
• Integrating new members into the team
• Conflict Management
• Facilitating Group Decisions
• Setting and tracking goals
• Capability to plan and gain commitments
• Effective communication
• Ability to balance technical solutions with economic and human factors
• Role of Project Manager: “Leadership”
• Motivation and Inspiration: Explains constantly “why are we doing this?” -
“Motion is not a substitute for direction”
• Coordinates various efforts, sets goals, tracks progress
• No set of methods or tools can substitute for good leadership: “good”
personality
• Crisis Management - “shields” team from external pressures
• Deals with politics - obtains support from top management
• “Balance is everything”
• Trusts his team, Respects other opinions, Form diverse teams, Seeks consensus
In Summary the Human aspect is key to successful project leadership
Module 2 Conclusion
Modules objectives
q Discuss the impact of Organizational Cultures and Styles.

q Identify potential project organizational structures.
q Recognize the pros and cons of each structure.
q Introduce the Project Management Processes.
q Discuss the role of Knowledge Areas.
q Identify the role of Project Manager as a leader.
Module Assignments
q Quiz: Reflection– Project Organization Quiz, Module 2 Quiz
q Peer Graded Assignment - Project Organization Chart
Module 3
Project Communications and Stakeholder Management
• Identify Stakeholders, their roles, and interests.
• Create a Stakeholder Register.
• Create and explain a Stakeholder Engagement Assessment Matrix.
• Describe managing Stakeholder Expectations.
• Identify Project Management Communication Tools and their use.
• Develop a Communication Plan.
• What is included in Stakeholder Management:

• Identifying Stakeholders and analyzing their impact on the project
• Developing management strategies
• Developing a communication strategy
• Understanding stakeholder needs and expectations
• Stakeholder Engagement
Module 3
Defining and Identifying Stakeholders
• Identifying Stakeholders
• A “Stakeholder” is a person, group, or entity that my affect or be affected by a project.
• Why is it important to understand your Stakeholders?

• May be a positive or negative Influence
• May have competing interests, causing possible conflicts
• Have varying levels of responsibility and authority
• Management can mean the difference between success and failure
• Examples of Project Stakeholders (influence may change over time)

• Sponsor
• Customers/user
• Seller
• Business Partners
• Functional Managers
• Organizational Groups
• Others (Government, Shareholders, Creditors)
• Identifying Stakeholder Inputs

• Project Charter
• Provides information about internal and external parties affected by the project
• Procurement Documents-What do you need?
• List of key parties in existing contracts
• Other relevant stakeholders that may have bids or statement of work
• Enterprise Environmental Factors—Other things to consider
• Organizational culture and structure
• Government or industry standards or regulations
• Global, regional or local trends
• Current and Previous Process Assets
• Stakeholder register templates
• Lessons learned from previous projects
• Stakeholder registers from previous projects
Module 3
• Tools and Techniques
• Stakeholder Analysis
• The systematic analysis of potential stakeholders using quantitative and
qualitative information
• Identifies: interests, expectations, influence, and relationships
• Stakeholder Analysis Steps
• Identify potential stakeholders
• Decision makers, sponsors, PM, primary customer
• Analyze and prioritize the impact of each stakeholder
• Assess stakeholder reactions to various situations
• Stakeholder classifications:
• Power/interest
• Power/influence
• Influence/impact
• Salience: classifying based on power
• Power/Interest Grid
P Keep Manage
Satisfied Closely
o
w
e Keep
r Monitor
Informed
Interest
Guide) – 5th edition, Project Management Institute Inc., 2013, Page 396, page 397, Figure 13-4
Module 3
• Techniques
• Utilize expert judgment to your advantage
• Senior Managers
• Identified key stakeholders
• PMs who have worked in the same area
• Subject matter experts (SMEs)
• Industry
• NGOs, technical associations, governmental agencies
• How do you gain expert “feedback”
• One-on-one meetings
• Panels
• Focus groups
• Surveys
• Profile Analysis Meetings
• Helps the PM understand major stakeholders
• Used to analyze roles and interests
• Helps position stakeholders in hierarchy
• Building a Stakeholder Register

Why build a stakeholder register?
• Helps identify and classify stakeholders
• Helps record stakeholder prioritization during assessment and analysis
• Includes important information such as:
• Name, organizational position, location, role
• Expectations, influence, and areas of interest or influence
• Classification as internal/external, or supporter/resistor
• Must be updated regularly thought the project
Module 3
Managing Stakeholders
• Stakeholder Analysis
• What is the current engagement of all stakeholders?
• How does the desired/planned engagement level compare to the current level?
• Engagement level classifications
• Unaware: Unaware of project and potential impacts
• Resistant: Aware of the project and potential impacts and resistant to change
• Neutral: Aware of the project yet neither supportive or resistant
• Supportive: Aware of the project and potential impacts and supportive to change
• Leading: Aware of the project and potential impacts and actively engaged in
ensuring the project is a success
• Stakeholder Engagement Assessment Matrix
• Helps identify gaps between current and desired engagement levels
• Provides a place to list a plan of action to close gaps
• Managing Stakeholder Engagement

• Managing stakeholders
• Stakeholders must be engaged throughout the project to maintain their commitment to
project success
• Stakeholder expectations must be continuously monitored and potential problems
anticipated
• Resolution of concerns maintains positive stakeholder relations
• Stakeholder engagement
• Engagement ensures that stakeholders are informed and that they understand the
project goals
• Makes stakeholders active, increasing positive support
• Stakeholder influence
• Stakeholder influence is highest early in the project
• Active management increases the likelihood of project success
Module 3
Project Communications and Stakeholder Management
• Stakeholder Management Plan

• Management Plan
• Helps determine level of stakeholder interaction
• Aligns stakeholder interests/skills/assets
• Helps develop a communication plan
• Communication Plan
• Helps manage stakeholder expectations
• Establishes ground rules for communication
• Other assets
• Organizational processes that influence stakeholder engagement and
management
• Stakeholder Management: Tools
• Leadership and Management Skills necessary for PM
• Interpersonal skills
• Building Trust
• Resolving Conflict
• Active listening
• Change management
• Management skills
• Influence people
• Facilitate cooperation
• Negotiate
• Influence or modify organizational behavior
Module 3 Conclusion
Modules objectives
q Identify Stakeholders, their roles, and interests.

q Create a Stakeholder Register.
q Create and explain a Stakeholder Engagement Assessment Matrix.
q Describe managing Stakeholder Expectations.
q Identify Project Management Communication Tools and their use.
q Develop a Communication Plan.
Module Assignments
q Quiz: Reflection– Engaging Stakeholders Quiz, Module 3 Quiz
q Peer Graded Assignment - Project Stakeholder Register
Module 4
Project Integration Management
• Students will be able to …
•Define the prerequisites for a project (business case)
•Initiate the Project: opportunity evaluation, and chartering a project
•Understand what goes into a project plan including bringing together all subsidiary
planning documents
•Describe the integration of project management processes and their role in defining,
planning, executing, controlling, and closing a project
• Project Integration Management

• The processes and activities to identify, define, combine, unify, and coordinate the various
processes and project management activities within the Project Management Process
Groups.
Monitoring
Controlling
• Develop • Develop • Direct and • Monitor and • Close Project or
Charter Project Manage Project Control Project Phase
Management Work Work
Plan • Perform
Integrated
Change Control
Project Planning Sequence
Project
Project Charter Management Project Baseline
Plan
Module 4
Developing a Project Charter
• Project Charter
• Inputs:
• Statement of Work (SOW) – A narrative description of the products, services or
results to be delivered.
• Business Case – Documented feasibility study used to establish the benefits of the
Project and justify further activity.
• Agreements – establishes the intent of the project
• Statement of Work :
• The Statement of Work is part of the Project Charter and should contain the
clearly documented and accepted expectations for the project including:
• Project Goals or Purpose
• Constraints
• Success Criteria
• Project Scope Statement
• Business Case:
• The Business Case is a documented economic feasibility study used to establish
the benefits of a selected case and justify further project management activities.
• Assists the company in allocating scarce resources – time, people and money.
• May compare different options.
• Typically prepared in a standard organization format to allow comparisons.
• Three of the most common economic methods for describing project economics
are:
• Payback Time
• Net Present Value (NPV)
• Internal Rate of Return (IRR)
Your notes
Module 4
Developing a Project Charter
• Simple Payback
• Simple Payback is the easiest of the three to calculate.
• It is the time it takes to pay back the initial investment.
• Calculated by summing the cash flows over time until the total Cumulative value turns
positive. Time Cost Revenue Period Net Cash Total Cumulative
Period Flow (R) Value
1 -20 -20 -20
2 -30 -30 -50
3 -50 40 -10 -60
4 -30 100 70 10
5 -30 100 70 80
𝑵
• NPV Analysis 𝒊, 𝑵 = 𝚺 𝒕'𝟎 𝑹𝒕/(𝟏 + 𝒊)𝒕
• Takes into account the time value of money
• Is based on the life of the Project (N) and the discount rate (i)
• Most spreadsheet programs have an NPV function
Discount Rate (i) Net Present Value (NPV)
5%
$57.54
10%
$40.79
15%
$28.17
20%
$18.60
40%
($2.00)
Your notes
Module 4
Project Charter and Management Plan
• Project Charter Contents
• Document that formally authorizes the Project
• Project Purpose or Justification
• High Level Project Description
• Project Objectives and Success Criteria
• High level requirements
• Assumptions and constraints
• High Level Risks
• Summary milestone schedule
• Summary budget
• Stakeholder list
• Project Approval Requirements
• Assigned Project Manager, responsibility and authority level
• Name and authority of Sponsor
• Project Management Plan

• A document that describes how the Project will be planned, executed, monitored and
controlled.
Typical Table of Contents
• Scope Management Plan • Process Improvement Plan

• Requirements Management Plan • Human Resources Management Plan
• Schedule Management Plan • Communications Management Plan
• Cost Management Plan • Risk Management Plan
• Quality Management Plan • Stakeholder Management Plan
In addition, the Project Management Plan may include:

• Executive Summary
• Execution Approach
• Change Management Plan
Guide) – 5th edition, Project Management Institute Inc., 2013, Page 76-77
Module 4
Project Management Plan/Manage and Control Work
• Key Project Baseline Elements
• Project Charter or Contract including Business Case (Project Framework)
• Scope Baseline (Project and Product)
• Project Management Plan
• Cost Baseline
• Schedule Baseline
• Risk Register
• Direct and Manage the Work
• The goal of the Project Manager is to assist the Project Team to achieve the
project objectives and deliverables. they accomplishes this by:
• Following the Baseline
• Managing the stakeholders and communication
• Adjusting the plans and schedules based on actual performance
• Obtaining the required resources
• Training and managing the team members
• Manage and Control the Work
• As part of directing the work, the Project Manager must assist the team in
monitoring and controlling the work by:
• Comparing actual performance against the Project baseline
• Assessing performance to determine if any corrective or preventative
action is required
• Forecasting future performance based on history and judgment
• Implementing Risk Control procedures
• Updating plans, as required
• Implementing active Change Control
Guide) – 5th edition, Project Management Institute Inc., 2013, Page 76, 91
Module 4
Manage and Control Work
• Change Control is a process to identify, document and approve modifications to the Project
Baseline.
• There are two types of changes:
• Trends
• Trends are conditions that deviate from the baseline, but are within the original
charter, requirements or scope of the Project baseline.
• Examples may include:
• An actual labor rate that is higher or lower than expected.
• Schedule durations that are longer or shorter than predicted.
• Material costs that are different than expected.
• Change Requests
• Change Requests are formal proposals to modify any document, deliverable or
baseline.
• Examples of a Change Request are:
• The client requests a change to the project specifications
• A government regulation changes and must be incorporated causing a
change in cost and schedule
• The client or sponsor requests that you accelerate the schedule.
• Project or Phase Close Out

• It is important that we properly close out our Project
• The steps are easy:
1. Document that the Project or Phase is complete and met objectives
or was abandoned – Receive approval from Project Sponsor
2. Transfer the deliverables to operations or to the next project phase
3. Update the organizational assets (lessons learned, project history,
cost and schedule information)
4. Archive any Project files and data (according to company policy)
Module 4 Conclusion
Modules objectives
q Define the prerequisites for a project (business case)

q Initiate the Project: opportunity evaluation, and chartering a project
q Understand what goes into a project plan including bringing together all
subsidiary planning documents
q Describe the integration of project management processes and their role in
defining, planning, executing, controlling, and closing a project
Module Assignments
q Quiz: Reflection– Charter Challenges Quiz, Module 4 Quiz
q Peer Graded Assignment - Project Charter Assignment
q Final Exam on Week 5

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Initiating and Planning

• Project Management Overview

• Consequences of missing deadlines:

§ Project Management Process

Project Management Institute, A Guide to the Project Management Body of Knowledge,

• Role of the Project Manager

Project Management Institute, A Guide to the Project Management Body of Knowledge,

A project is similar to an equilateral triangle

If your schedule changes, so will your Scope,

Cost Your notes:

• Enterprise Environmental Factors

Project Management Institute, A Guide to the Project Management Body of Knowledge,

Project A Project B Project C Project D

Program Management harmonizes its projects and program components and

Project Management Institute, A Guide to the Project Management Body of Knowledge,

Project Project Project

Portfolio management aligns with organizational strategies by selecting the right

Project Management Office (PMO) A management structure that standardizes the

• Providing templates, standards, best practices, training, lessons learned to projects

Project Management Institute, A Guide to the Project Management Body of Knowledge,

• Key Areas of Ethical Concern

Most ethical trade-offs are conflicts between two

Four Aspirational Standards

Functional Weak Matrix Balanced Strong Projectized

Scope Small Small Medium Medium Large

Significance Low Priority Low - Moderate Important Key

• Weak Matrix Organization

• Strong Matrix Organization

• Project Management Processes

• The Project Manager as a Leader

q Discuss the impact of Organizational Cultures and Styles.

• What is included in Stakeholder Management:

• Why is it important to understand your Stakeholders?

• Examples of Project Stakeholders (influence may change over time)

• Identifying Stakeholder Inputs

• Building a Stakeholder Register

• Managing Stakeholder Engagement

• Stakeholder Management Plan

q Identify Stakeholders, their roles, and interests.

• Project Integration Management

Project Planning Sequence

2 -30 -30 -50

3 -50 40 -10 -60

• Project Management Plan

Typical Table of Contents

• Scope Management Plan • Process Improvement Plan

In addition, the Project Management Plan may include:

• Project or Phase Close Out

q Define the prerequisites for a project (business case)

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