PMP STUDY PROGRAM

SESSION 1

PROJECT MANAGEMENT FRAMEWORK

&
PROJECT MANAGEMENT PROCESSES

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 PROJECT MANAGEMENT FRAMEWORK
• Project management:
Project management is the application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements. Project management is accomplished
through the appropriate application and integration of the project management
processes identified for the project. Project management enables organizations to
execute projects effectively and efficiently
• Definition of a project:
• A project is a temporary endeavor undertaken to create a unique product, service, or
result with a beginning and an end.
• Project team:
• The project team is a group of people, including the project manager, who will
complete the work of the project.
• Project management team:
• The members of the project team who are directly involved in project management
activities.
 PROJECT MANAGEMENT FRAMEWORK

• Stakeholder:
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, program, or portfolio
• Stakeholder management:
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.
• 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. Those are based on areas such as risk, resources, communications, and
change management.
 PROJECT MANAGEMENT FRAMEWORK
Project management office (PMO)
The project management office (PMO) is a management structure that standardizes the
project-related governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques.

Supportive PMO Controlling PMO Directive PMO

provides the policies, • provides support and • provides project
methodologies, templates, guidance on how to managers for different
and lessons learned for manage projects projects
managing projects • trains others in project • responsible for the
management and project results of those projects
management software • manage all projects, or
• assists with specific projects of a certain size,
project management type or influence
tools
• ensures compliance with
organizational policies
low level of control moderate level of control high level of control
 PROJECT MANAGEMENT FRAMEWORK
• Organizational project management (OPM)
A framework in which portfolio, program, and project management are integrated with
organizational enablers in order to achieve strategic objectives. The purpose of OPM is to
ensure that the organization undertakes the right projects and allocates critical resources
appropriately.

Organizational project management

 PROJECT MANAGEMENT FRAMEWORK
Organiztional structure types
Types Structure Team members’ Control of project
work
Functional grouped by areas of do project work in Functional Manager
(centralized) specialization within addition to normal
functional areas departmental work.

Project-oriented Organized by projects Do only project work Project Manager

(composite,
hybrid)
Matrix – strong Project Manager

Grouped by job do project work in

Matrix – weak function and project addition to normal Functional Manager
manager is a function departmental work.
Matrix – balanced Mixed
 PROJECT MANAGEMENT FRAMEWORK

• Project expediter
o acts primarily as a staff assistant and communications coordinator.
o cannot personally make or enforce decisions
• Project coordinator
o similar to the project expediter
o has some authority and power to make decisions
o reports to a higher-level manager
 PROJECT MANAGEMENT FRAMEWORK

• Enterprise environmental factors (EEF)

o originate from the environment outside of the project and often outside of the
enterprise.
o impact at the organizational, portfolio, program, or project level.

EEFS internal to the organization EEFS external to the organization

• Organizational culture, structure, and • Marketplace conditions

governance. • Social and cultural influences and issues.
• Geographic distribution of facilities and • Legal restrictions
resources. • Commercial databases.
• Infrastructure • Academic research.
• Information technology software. • Government or industry standards.
• Resource availability. • Financial considerations.
• Employee capability. • Physical environmental elements.
 PROJECT MANAGEMENT FRAMEWORK

• Organizational process assets (OPA)

o internal to the organization.
o arise from the organization itself, a portfolio, a program, another project, or a
combination of these.
Processes, procedures, and Historical information Lessons learned
policies
- established by the project - maintained and updated - created throughout
management office (PMO) by every project to projects, document what
or another function outside improving the process went right, what went
of the project and avoiding ex- wrong, and what to do
- Include: challenges better…
o Initiating and Planning; - The lessons learned
o Executing, Monitoring, register from each
and Controlling; project becomes part of
o Closing. the lessons learned
repository8 after project
closure.
 PROJECT MANAGEMENT FRAMEWORK
• Assumption log
o A project document used to record all assumptions and constraints throughout the
project life cycle
o started at the time the project charter is developed.
o is an input to many project processes,
o assumption log updates are a frequent output

• Assumptions
o A factor in the planning process that is considered to be
true, real, or certain, without proof or demonstration.
o an important part of communication to understand what
your management and stakeholders believe to be true
about the project
• Constraints
o A limiting factor that affects the execution of a
project, program, portfolio, or process
 PROJECT MANAGEMENT FRAMEWORK

• Work performance data, information, and reports

Work performance data: The raw observations and measurements identified during
activities performed to carry out the project work. When monitoring and controlling a
project, work performance data is analyzed to make sure it conforms to the project
management plan. It is also assessed to determine what the data means for the project
as a whole.
Result  Work performance information: The performance data collected from various
controlling processes, analyzed in context and integrated based on relationships across
areas.
Result  Work performance reports: The physical or electronic representation
of work performance information compiled in project documents, which is intended to
generate decisions or raise issues, actions, or awareness.
 PROJECT MANAGEMENT FRAMEWORK

• Operational work:
o Operational work is ongoing work to support the business and systems of the
organization.
o Operations management ensures that business operations continue efficiently
by using the optimal resources needed to meet customer demands.
o concerned with managing processes that transform inputs (e.g., materials,
components, energy, and labor) into outputs (e.g., products, goods, and/or
services)
 PROJECT MANAGEMENT FRAMEWORK

• Program management
o the application of knowledge, skills, and principles to a program to achieve the
program objectives and to obtain benefits and control not available by managing
program components individually
• focuses on the interdependencies between projects and between projects and the
program level to determine the optimal approach for managing them
 PROJECT MANAGEMENT FRAMEWORK
• Portfolio management
o A portfolio includes programs, individual projects, and other related operational work
that are prioritized and implemented to achieve a specific strategic business goal.
o It aims to:
o Guide organizational investment decisions.
o Select the optimal mix of programs and projects to meet strategic objectives.
o Provide decision-making transparency.
o Prioritize team and physical resource allocation.
o Increase the likelihood of realizing the desired return on investment.
o Centralize the management of the aggregate risk profile of all components
 PROJECT MANAGEMENT FRAMEWORK
• Expert judgment:
 judgment provided based upon expertise in an application area, Knowledge Area,
discipline, industry, etc., as appropriate for the activity being performedcommon
tool of the project management planning processes
 Topics:
o Organizational strategy,
o Benefits management,
o Technical knowledge of the industry and focus area of the project,
o Duration and budget estimation, and
o Risk identification
 PROJECT MANAGEMENT FRAMEWORK

• Meetings:
o often used in the planning processes of a project,
o can be an effective way to get input or feedback from groups of people
o The project manager is responsible for determining whether a meeting is worth the
time of those who would attend it, or if there is a more efficient way to achieve an
objective.
 PROJECT MANAGEMENT FRAMEWORK

• • What is done during each of the project management process groups

• - Initiating
• - Planning
• - Executing
• - Monitoring and controlling
• - Closing
• • What you should do during each of the project management process
groups
• • What is a project life cycle
• • What is a development life cycle
• • Plan-driven
• • Change-driven