PMI®, PMP®, and PMBOK® are registered marks of Project Management

1 Institute, Inc.
What is A Project
Project Life Cycles & Characteristics
Project Management
Project Management Office
Project Management Process & Knowledge
Role of Project Manager

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 Please describe your opinion about
“a PROJECT”

 Give the examples of project ?

 What is the characteristics of Project ?

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Project . A temporary endeavor undertaken to create unique
Project product, service or results.

being the only existing one of its type or, more generally,
Unique
unusual, or special in some way
Product . An artifact that is produced, is quantifiable,
Product and can be either an end item in itself or a
component item. Other words material and goods.
Result .
Result An output from performing project management processes
and activities.

Deliverable. Any unique and verifiable product, result, or capability to

Deliverable perform a service that must be produced to complete
a process, phase or project.

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Tangible-
Landscape preparation, …
Craft
Tangible-
Building construction, …
Intellect
Intangible- Customer service, input data, …
Craft

Intangible-
Developing information system, …
Intellect

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 Work
Craft Intellect
Product
Tangible-
Intellect
Tangible-
Tangible Tangible-Craft
Tangible-Craft
Intellect

Intangible-
Intangible Craft
Intangible-Craft Intangible-
Intellect

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 ORGANIZING CARRYING
STARTING THE ENDING THE
PRE PROJECT AND OUT THE
PROJECT PROJECT
PREPARING WORK
Temporary
Unique
Quantifiable
Uncertainty
Has a sponsor

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Temporary Project is not a never-ending story

Unique Specific outcome

Quantifiable measureable

Random condition…
Uncertainty like changes or new people on new team

Someone who has the money.

Sponsor Every project need budget.

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Project life
A collection of project phases
cycle

A collection of logically related project activities,

usually culminating in the completion of a major
Project
deliverable. Project phases are mainly completed
phases sequentially, but can overlap in some
project situations

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 ORGANIZING CARRYING
STARTING THE ENDING THE
AND OUT THE
PROJECT PROJECT
PREPARING WORK
 • Management needs;
• Nature of the project;
• Unique characteristics of the organization, industry, or
technology;
• Project elements including, but not limited to, technology,
engineering, business, process, or legal; and
• Decision points (e.g., funding, project go/no-go, and milestone
review).

Phase 3
Assess the project performance and
take necessary corrective or Phase 2
preventive actions in subsequent
phases. Phase 1
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 • Unclear policy/procedure
• No clear authority/responsibility
• Poor communication
• No visibility
• Unclear priorities
• Lack of plan/control
• Unable to adapt to change

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 The application of knowledge, skills, tools, and
Project
techniques to project activities to meet
Management project requirements
• CPM : Critical Path Method
Knowledge : 10 Knowledge Area • PERT: Program Evaluation and
Review Technique
Skills : Leadership, soft skill, …
Tools : Ms.Excel, Ms.Project, …
: CPM, PERT, …
 INFLUENCES

EEF INTERNAL OPA

PROCESS, CORPORATE
INTERNAL EKSTERNAL POLICIES, KNOWLEDGE
PROCEDURES BASE
 Project Characteristic
Project
Organization Structure Project Project Who Manages
Work Groups Resource Management
Type Manager’s Manager’s the Project
Arranged by Availability Administrative
Authority Role Budget?
Staff
Part-time; may or
Flexible; people may not be a
Organic or Simple working Little or none designated job Little or none Owner or operator Little or none
side-by-side role
like coordinator
Part-time; may or
Job being done may not be a
Functional
Functi onal(centralized) (e.g., engineering, Little or none designated job Little or none Part-time
Manager
manufacturing) role
like coordinator
One of: product;
Multi-divisional production Part-time; may or
(may replicate processes; may not be a
Functional
functions for each portfolio; Little or none designated job Little or none Part-time
Manager
division with little program; role
centralization) geographic region; like coordinator
customer type

By job function,
Full-time
with project
Matrix – strong Moderate to high designated job Moderate to high Project manager Full-time
manager as a
role
function

Part-time; done as
part of another job
Functional
Matrix – weak Job function Low and not a Low Part-time
Manager
designated job
role
Part-time;
embedded in the
functions as a skill
Matrix – balanced Job function Low to moderate and may not be a Low to moderate Mixed Part-time
designated job
role
like coordinator
Project-oriented Full-time
High to almost High to almost
(composite, Project designated job Project manager Full-time
total total
hybrid) role

Network structure
with nodes at Full-time or Could be full-time
Virtual Low to moderate Low to moderate Mixed
points of contact part-time or part-time
with other people

Hybrid Mix of other types Mixed Mixed Mixed Mixed Mixed

Full-time
High to almost High to almost
PMO* Mix of other types designated job Project manager Full-time
total total
role
Notes: Program & Portfolio
Management

A collection of projects or programs and

other work that is grouped together to
Portfolio facilitate effective management

The centralized management of one or more portfolios

Portfolio and includes identifying, prioritizing, authorizing,
management managing, and controlling projects, programs, and other
related work
• A group of related projects managed in a coordinated way
Program to obtain benefits and control not available from managing
them individually

Program The centralized, coordinated management of a

group of projects to achieve the program's
management objectives and benefits

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 Portfolio
project

Program
project

project
project

Program
project

project

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 VISION
STRATEGY MISSON
L
GAP GOAL & E
ANALYSIS STRATEGY S
S
IMPLEMENTATION O
F N
PORTFOLIO I PORTFOLIO II PORTFOLIO III E L
E E
D A
I-2 PROGRAM II - 1
II - 2 PROGRAM III - 1 III - 2 R
PROGRAM I - 1 B
A N
C E
K D
PROJECT PROJECT PROJECT

RESULT
PROJECT COMPLETION = RESULT
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Notes: Project Management
Office (PMO)

Project An organizational body or entity that can be responsible

Management for the centralized and coordinated management of the
projects, programs, and portfolios under its domain
Office

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PMO Portfolio Management Office

PMO Program Management Office

PMO Project Management Office

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Supportive.
Supportive PMOs provide a consultative role to projects by supplying templates, best practices,
training, access to information, and lessons learned from other projects. This type of PMO serves as a project
repository. The degree of control provided by the PMO is low.

Controlling.
Controlling PMOs provide support and require compliance through various means. The degree of control
provided by the PMO is moderate. Compliance may involve:
• Adoption of project management frameworks or methodologies;
• Use of specific templates, forms, and tools; and
• Conformance to governance frameworks.

Directive.
Directive PMOs take control of the projects by directly managing the projects. Project managers are
assigned by and report to the PMO. The degree of control provided by the PMO is high.
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 How the Project to be
Successful?
 Those processes performed to define a new project
Initiating  or a new phase of an existing project by obtaining
Process  authorization to start the project or phase.

Those processes required to establish the scope of the project,

Planning refine the objectives, and define the course of action
Process required to attain the objectives that the project
was undertaken to achieve.

Executing • Those processes performed to complete the work

• defined in the project management plan to satisfy
Process
• the project specifications.
Monitoring & Those processes required to track, review, and
Controlling regulate the progress and performance of the
project; identify any areas in which changes to the
Process plan are required; and initiate the corresponding
changes (corrective action).
Closing • Those processes performed to finalize all activities across
Process all Project Management Process Groups to formally close
the project or phase
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 Monitoring and
Controlling processes

Planning Processes

Initiating Closing
Processes Processes

Executing Processes

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 Initiating Planning Executing Monitoring & Closing
Knowledge Area Process Process Process
Controlling Process
Process

1. Project Integration
Management
2. Scope Management
3. Schedule Management
4. Cost Management
5 MainProcess
55 PM
PM Process
Process

5. Quality Management
6. Resource
Management
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7. Communication 99Knowledge
Knowledge
Knowledge
Area
Area
Management Area 49 Process
of Sub
Knowledge
8. Risk Management Area

9. Procurement
Management
10. Stakeholder 29

Management
 Project Management Process Groups PMBOK 5
Knowledge Area Initiating Planning Process Group Executing Process Group Monitoring & Controlling Closing
Process Process Group Process
Group Group
Project Develop Develop Project Management Plan Direct and Manage Project • Monitor and Control Project Close Project
Integration Project Execution Work or Phase
Management Charter • Perform Integrated Change
Control
Project Scope • Plan Scope Management • Validate Scope
Management • Collect Requirements • Control Scope
• Define Scope
• Create WBS
Project Time • Plan Schedule Management Control Schedule
Management • Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
Project Cost • Plan Cost Management Control Cost
Management • Estimate Costs
• Determine Budget
Project Quality Plan Quality Management Perform Quality Assurance Control Quality
Management
Project Human Plan Human Resource • Acquire Project Team
Resource Management • Develop Project Team
Management
• Manage Project Team
Project Communication Plan Communications Manage Communications Control Communications
Management Management

Project Risk • Plan Risk Management Control Risks

Management • Identify Risk
• Perform Qualitative Risk
• Perform Quantitative Risk
• Plan Risk Response
Project Procurement Plan Procurement Management Conduct Procurement Control Procurement Close
Management Procurements
Project Stakeholder Identify Plan Stakeholder Management Manage Stakeholder Control Stakeholder
Management Stakeholders Engagement Engagement
 Project Management Process Groups PMBOK 6
Knowledge Area Initiating Planning Process Group Executing Process Group Monitoring & Controlling Closing
Process Process Group Process
Group Group
Project Develop Develop Project Management Plan • Direct and Manage Project • Monitor and Control Project Close Project
Integration Project Execution Work or Phase
Management Charter • Manage Project • Perform Integrated Change
Knowledge Control
Project Scope • Plan Scope Management • Validate Scope
Management • Collect Requirements • Control Scope
• Define Scope
• Create WBS
Project Schedule • Plan Schedule Management Control Schedule
Management • Define Activities
• Sequence Activities
• Estimate Activity Durations
• Develop Schedule
Project Cost • Plan Cost Management Control Cost
Management • Estimate Costs
• Determine Budget
Project Quality Plan Quality Management Manage Quality Control Quality
Management
Project • Plan Resource Management • Acquire Resources
Resource • Estimate Activity Resources • Develop Team
Management
• Manage Team
Project Communication Plan Communications Manage Communications Monitor Communications
Management Management

Project Risk • Plan Risk Management Implement Risk Responses Monitor Risks
Management • Identify Risk
• Perform Qualitative Risk
• Perform Quantitative Risk
• Plan Risk Response
Project Procurement Plan Procurement Management Conduct Procurement Control Procurement
Management
Project Stakeholder Identify Plan Stakeholder Engagement Manage Stakeholder Monitor Stakeholder
Management Stakeholders Engagement Engagement
DEFINITION

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