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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 1

Project Management Standards


About Project Management

Project Management is a formalized and structured method comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.

Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.


Project Management Standards (What Are They?)

A Project Management Standard can be considered as a set of processes and tools which serve as a guide for developing, planning, managing and implementing as well as monitoring, evaluating and controlling projects so that they achieve their goal within their specified time-frames and allocated budgets to the satisfaction of their key stakeholders.

The Standard must be consistent with the organization’s nature, structure, culture and other project-related frameworks.


Project Management Standards(Why Use Them?)

Using a mature and proven Project Management Standard on projects ensures a higher likelihood that the projects will be undertaken success-fully.

Usng a Standard also gives assurance to (primary) project stakeholders that the resources which are being used on a project are being effectively and efficiently managed.


Project Management Standards (A Note of Caution)

Using a Project Management Stan-dard – even in the most professional possible way - is no guarantee that the project undertaken will be successful!

All what a Project Management Standard basically does is ensure that the likelihoood of project success will be greater than would be the case of no Standard was applied or a Standard is not carefully applied.


Project Management Standards(When and How to Use Them?)

A Standard should be used on every project an organization undertakes. However, the intensity of the standard must be consistent with the project’s complexity and the resources allocated to it. It is, for example, inappropriate to use a standard’s entire gamut of sophisticated tools on a simple and inxpensive project of very short-term duration and consisting of a handful of activities which are performed by two or three persons.


Project Management Standards(Focus on Best Practices)

Project Management Standards are not static in nature. They are still evolving as the environments in which projects are being undertaken changes and new issues and challenges emerge.

High-powered Project Mangement Standards, such as the Project Mangement Institute’s Body of Knowledge (3rd Edition) incorporate “best practices” in project manage-ment accumulated over the years.


Project Management Standards(Evolution of Standard Maturity)

Number of Projects Undertaken by Organization

Impr

ovem

ent i

n Q

ualit

y of

Met

hodo

logy

Initial stage when organization starts implementing a project management standard. Experience with first

projects results in a significant learning effect which is used to improve the standard’s processes and tools

Learning curve decreases as the quality of the standard improves and new projects exhibit

comparatively less deficiences than they would have when the standard was first applied.

Projct Management Standard has attained a high level of maturity and is a big

benefit to the organization.


Benefits of a Project Management Standard(Some Examples)

• Higher likelihood of the Project Suceeeding (i.e. achieving its goal within time and budget and to the satisfaction of all key stakeholders)

• Consideration of Project Requirements and Specifications• Efficient Use of Project Resources• Higher-Quality Deliverables and Project Output• Customer or End-User Satisfaction• Avoidance of Common Project-related Pitfalls and Mistakes• Proactive Approach to Managing Risk • All Stakeholders Know What to Expect• Systematic Project Monitoring, Evaluation and Control• Standardized Documentation


Major Project Management Standards(Conventional Types and Customized)

“Off-the-Shelf” Project Management Standards

“In-House” Project Management Standards

PMBOK, Prince 2, IMPA Baseline,

APMBOK, P2M, BS 6079, AGILE,

Sofware Process Models

Exam

ples

:

Developed in Organizations based on

their own specific requirements, policies and environment and

may incorporate processes and tools

from one or more off-the-shelf standards


The IPMA Competence Baseline v3(The Eye of Competence: Overview)

Click on Image to download IPMA Competence baseline (212 Pages, PDF)


The IPMA Competence Baseline v3(The Eye of Competence: 46 Competence Elements)


The APM Body of Knowledge (5th Edition)(7 Sections: 52 Topics)



Project Management in

Context

Planning the Strategy

Executing the Strategy

Techniques

Project Management, Programme Management, Portfolio Management, Project Context, Project

Sponsorship, Project Office

Project Success and Benefits Management, Stakeholder Management, Value Management,

Project Management Plan, Project Risk Management, Project Quality Management, Health, Safety &

Environmental Management

Scope Management, Scheduling, Resource Management, Budgeting & Cost Managemnt, Change

Control, Earned Value Management, Information Management & Reporting, Issue Management

Requirements Management, Development, Estimating, Technology Management, Value

Engineering, Modeling and Testing, Configuration Management



Business and Commercial

Organization and Governance

People and the Profession

Business Case, Marketing & Sales, Project Financing & Funding, Procurement, Legal Awareness

Project Life-Cycles, Concept, Definition, Implementation, handover & Close-Out, Project Reviews, Organization Structure, Organisational

Roles, Methods & Pocedures, Governance of Project Management

Communication, Teamwork, Leadership, Conflict Management, Negotiation, Human Resource

Management, Behavioural Characteristics, Learning & Development, Professionalism & ethics


• Originated in the United Kingdom for IT-Projects (govern-ment standard since 1989)

• Now used widely by the public / private-sectors in the UK• Applied on different project categories in over 50 countries• PRINCE 2 released in 2005; New version being developed• Flexible, scalable & sophisticated project management

methodology spanning 8 processes and 45 sub-processes• Comprehensive documentation• Training Courses Worldwide• Certifications: Foundation, Registered Practitioner

PRojects IN Controlled Environments(Prince 2)


PRojects IN Controlled Environments(Prince 2 Process Model)


PRINCE 2 Publications


The Project Management Body of Knowledge

The Project Management Institute’s Body of Knowledge – PMBOK – is perhaps the most widely acknowledged and popular project management standard in existence. It is the basis for the PMI’s coveted PMP certification examinations.

Presently in its third version (2004), PMBOK offers a comprehensive and sophisticated best practices and process-based standard which can be applied to different categories of pro-jects. At the heart of the PMBOK are the nine areas of knowledge and five process groups which find application over the project life-cycle.


The 9 PMBOK Areas & 5 Process Groups

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communication Management

Risk Management

Procurement ManagementProj

ect M

anag

emen

t Kno

wle

dge

Are

as (P

MB

OK

) Initiation

Planning

Implementation

Monitoring, Evaluation & Control

Closure

44


The Five Project Process Groups

Initiation

Planning

Implementation


Closure

Defines and authorizes the project (or a phase of the project).

Refines the project goal, scope, requirements etc. and develops the project master plan.

Brings together all required resources to undertake the project in accordance with the master plan.

Formalizes acceptance of the project output by the project customer and brings the project to its end.

Monitors the project to identify and assess shortfalls and variances and initiate corrective action if needed.


PMBOK Area: Integration Management

Project Integration Management inclu-des the processes which are needed to identify, define, combine, unify and coordinate the various project manage-ment processes in the project process groups (e.g. development of the project charter, prelimary scope statement and project plan, directing and managing project execution, monitoring and controlling project work, integrated change control and project closure).

Integration is crucial for project comple-tion, meeting stakeholder expectations and needs, making choices where to concentrate resources over time, dealing with issues and coordinating project activities.


PMBOK Area: Scope ManagementProject Scope Management includes the processes required to ensure that the project includes all – and only the – work needed for its successful comple-tion. In other words, scope manage-ment asks what is included in the project.

Completion of the project scope is measured against the project manage-ment plan where the requirements and specifications of the project output are given.

Processes covered under Project Scope Management are scope definit-ion, scope planning, creation of the work breakdown structure, scope verifi-cation and scope control.


PMBOK Area: Time Management

Project Time Management includes the processes required to ensure the completition of the project within the time-frame which has been allocated for it.

Processes covered under Project Time Management are activity definition, activity resource estimating, activity duration estimating, schedule develop-ment, and schedule control.


PMBOK Area: Cost Management

Project Cost Management includes the processes which are required to plan, manage and control costs so that the project can be completed within the budget allocated for it.

Processes covered under project Cost Management are cost estimating, cost budgeting, and cost control.


PMBOK Area: Quality ManagementProject Quality Management includes the processes for ensuring that the project satisfies the needs and require-ments for which it was undertaken in the first place.

Project Quality Management addresses both the project output (goal-focus) as well as the management of the project (process-focus). It recognizes the importance of customer satisfaction, prevention over inspection, manage-ment responsibility and continuous improvement.

Processes covered under Project Quality Management are quality plan-ning, quality assurance performance, and quality control.


PMBOK Area: Human Resource Management

Project Human Resource Management includes the processes needed to organize and manage the project team.

Human resources are considered an organization’s “most important asset” and the same applies to projects.

Processes covered under Project Human Resource Management are human resource planning, project team acquisition, project team development, and project team management.


PMBOK Area: Communications Management

Project Communications Management includes the processes needed to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.

Considered the “life-blood” of a project, communication is often a challenging undertaking and difficulties in (or a total breakdown of) communication can severely impede a project.

Processes covered under Project Communication Management are communications planning, information distribution, performance reporting, and stakeholder management.


PMBOK Area: Risk Management

Project Risk Management includes the processes needed to manage the risks on the project with a view to reducing the likelihood of a negative impact on attainment of the project goal, the project cost and time, and the project stakeholders.

Processes covered under Project Risk Management are risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control.


PMBOK Area: Procurement Management

Project Procurement Management includes the processes for acquiring or purchasing the materials, products, goods and services which are needed to perform the project work.

Project Procurement Management includes the contract management and change control processes required to administer contracts or purchase orders issued by the project team.

Processes covered under Project Procurement Management are purchases and acquisitions planning, contract planning, requesting seller responses, seller selection, contract administration, and contract closure.


Process Group Overlapping Relationship

Initiation Planning Implementation Closure



Process Group Overlapping Relationship

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