Presentedby:MrAbdorahmaneTALEBabdorahmane@icloud.com

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Learning Goals What is a project? What is a project program-portfolio management? Relationship among project management, program management, portfolio management, organisational project management, operations management, & organisational strategy.operations management, & organisational strategy.

Business value Role, Responsibilities, Competences, & Interpersonal Skills of the Project Manager.

Organisational Influences & Project Stakeholders Project Life Cycle & Project Management Process for Small and Large Scale Projects.

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Project

A project is a temporary endeavour with a

defined beginning and end

It is undertaken to create a unique Product,

Service or Result

End is reached when a project objectives

have been achieved or the project is

terminated or the need for the project no

longer exists

Projects can have social economic or

environmental impact

Projects are authorised because

Market Demand

Strategic opportunity / business need

Social need

Environment need

Customer request

Technological advancement

Legal requirement

A Project can create

A product that can be component of another

item, an enhancement or an end item in

itself

A service or capability to perform a service

An improvement in the existing product or

service lines

A result such as an outcome or document

Example: Building a bridge, house,

software, movie etc.

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Portfolios

Is a collection of projects, programs, sub-

portfolios, and operations managed as a

group to achieve strategic objectives.

PORTFOLIOS

PROJECT PROGRAM PROJECT

PROJECT PROJECT PROJECT

Programs

Programs are grouped within

Portfolios comprise subprograms,

project or other work which is

managed in a coordinated way to support the Portfolio.

PROGRAM

PROJECT PROJECT PROJECT

Projects

Individual project that are either within or

outside of a program.

They are still considered part of the

portfolio.

Although the projects and programs within the portfolio may not necessary be interdependent or directly related, they are linked to the Organizations Strategic plan by means of the Organizations Portfolio;

Organisational planning impacts the projects by means of project prioritisation based on risk, funding, and other considerations relevant to the Organisations Strategic Plan.

Project Manager is the person assigned

by the organisation to lead the team that is

responsible for achieving the project

objectives;

Project Manager may report to the

functional manager;

Project Manager may report to a Program

or Portfolio Manager ;

The Project Manager also works closely

with the Business Analyst, Quality Assurance

They have the responsibility to

satisfy the needs, task needs, team

needs and individual needs;

He is the link between the strategy

and the team;

Only applying the knowledge, tools

and techniques is not enough, he

should also possess the following

competencies:

Knowledge About the project;

They accomplish work through the project

team and other stakeholders;

They require a balance of ethical,

interpersonal, and conceptual skills to

analyse situations and interact appropriately.

Interpersonal skills are:

Leadership

Teambuilding

Motivation

Communication

ROLE

OF THE PROJECT MANAGER

RESPONSIBILITIES &

COMPETENCIES

INTERPERSONAL SKILLS

OF THE PROJECT MANAGER

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with the Business Analyst, Quality Assurance

Manager and Subject Matter Experts

Knowledge About the project;

Performance What PM is able

accomplish while applying his project

management knowledge;

Personal PMs behaviour, attitude,

core personality, and leadership

Communication

Influencing

Decision making

Political and cultural awareness

Negotiation

Trust building

Conflict management

Coaching

Business value is a concept that is unique to each organization. It is defined as the entire value of the business; sum of tangible

(monetary, assets, fixtures, stakeholder equity, and utility) and intangible elements (goodwill, brand recognition, public benefits and

trademarks).

BUSINESS VALUE

Functional manager is the person

focused on providing management

oversight for a functional or business

unit.

The Project Expediter acts primarily as a

staff assistant and Communications

coordinator The expediter cannot

personally make or enforce decisions.

Stakeholders are all those groups, units,

individuals, or organisations, internal or

external to the organisation, which are

impacted by, or can impact, the outcomes of

the project

Stakeholders include all members of the

team as well as all interested entities that

are internal external to the project

Project Management Office is an

organisation body assigned various

responsibilities with a primary function

to support project managers in a

variety of ways:

Managing shared resources across

all projects administered by PMO,

Identifying and developing project

management methodology, best

The Project Coordinator this position is

similar to the project expediter except the

coordinator has some power to make

decisions, some authority, and reports to a

higher-level manager.

Project Team includes the project

manager and the group of individuals who

act together in performing the work of the

Project Sponsor- is a manager with

demonstrable interest in the outcome of the

project who is responsible for securing

spending authority and resources for the

project

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Project Owner is one who accepts

accountability for the performance of the

project. - Ensures that project objectives

remain aligned with corporate and business

needs. Provides resources, supervises the

processes, procedures, budget and

monitoring.

management methodology, best

practice, procedures, and templates

via project audits,

Developing and managing project

policies, procedures, templates, and

other shared documentation

(organisational process assets), and

Coordinating communication across

projects.

act together in performing the work of the

project to achieve its objectives.

Project team includes roles such as project

management staff, project staff, supporting

experts, users and customer

representatives, sellers, business partner

members, business partners. there are

dedicated and part-time teams.

On larger projects, some project team

members may serve as Team Leads,

providing task and technical leadership, and

sometimes maintaining a portion of the

project plan.

project

The project sponsor will participate in and/or

lead project initiation; the development of the

project Charter.

Operations manager is

responsible for ensuring that business

operations are efficient.

RESEARCH DESIGN CODE TEST TRANSMITION

Initiation &

Inception

Planning &

Design

Execution &

Construction

Monitoring &

Controlling

Completion

& Closing

The Project Life Cycle refers to a

series of activities which are necessary to

fulfil project goals or objectives.

Projects may vary in size and complexity,

but no matter how large or small, all

projects can be mapped to the following

life cycle structure

Project Management Process Groups

A traditional phased approach identifies

a sequence of steps to be completed. In

the traditional approach, five

development components of a project

can be distinguished.

PROJECT LIFE CYCLE FOR SMALL SCALL PROJECTS

RESEARCH DESIGN CODE TEST TRANSMITION

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can be distinguished.

Typical development phases of an

engineering project.

1. Initiation and Inception

2. Planning and Design

3. Execution and Construction

4. Monitoring and Controlling

5. Completion / Closing

Not all projects will have every stage, as

projects can be terminated before they

reach completion. Some projects do not

follow a structured planning and / or

monitoring process. And some projects

will go through steps 2, 3 and 4 multiple

times.

RESEARCH DESIGN CODE TEST TRANSMITION

Initiating

Planning

Executing

Monitorin

g & Cont.

Closing

Initiating

Planning

Executing

Monitorin

g & Cont.

Closing

Initiating

Planning

Executing

Monitorin

g & Cont.

Closing

Initiating

Planning

Executing

Monitorin

g & Cont.

Closing

Initiating

Planning

Executing

Monitorin

g & Cont.

Closing

PROJECT LIFE CYCLE FOR LARGE SCALL PROJECTS

INITIALINITIAL INTERMEDIATEINTERMEDIATEPhasesPhasesPhasesPhases

InputsInputsInputsInputs

FINAL

Idea Project Management Team

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in Process Assetsin Process Assetsin Process Assetsin Process AssetsOr (backlog)Or (backlog)Or (backlog)Or (backlog)

in Process Assetsin Process Assetsin Process Assetsin Process AssetsOr (backlog)Or (backlog)Or (backlog)Or (backlog)

Product

Sequential (nonoverlapping) phases

Retires (Obsolete)

Project

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Project

Occurs in one or more phases of product

Example: developing a new product, adding new

functions..

One product consists of many projects phases

They are divisions within a project

Maybe sequential, overlapping, iterative

Phases allow the project to be segmented into logical subsets for

ease of management, planning and control

Phases can differ in size, complexity, priority, impact and each has a Phases can differ in size, complexity, priority, impact and each has a

distinct focus on work

Phases result in a transfer of work or handoff on some kind

(Phase exit, milestone, phase gate, decision gate, stage gate, kill

point)

Primary objective of the phase requires an extra degree of control to

be achieved (PMBoK uses 5 process groups to do this).

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In multi-phased projects, the phases are part of agenerally sequential process designed to ensure propercontrol of the project and attain the desired product,service, or result.

However, there are situations when a project mightHowever, there are situations when a project mightbenefit from overlapping or concurrent phases.

There are three basic types of phase-to-phase relationships: A sequential relationship An overlapping relationship An iterative relationship

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Definition:

A sequential relationship, where a phase can only start once the

previous phase is 100% complete.

Advantage:

The step-by-step nature of this approach reduces risk & uncertainty

Disadvantage:

Eliminate options for reducing the schedule.

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Definition:

An overlapping relationship, where the phase starts prior to

completion of the previous one.

Advantage:

This can sometimes be applied as an example of the schedule This can sometimes be applied as an example of the schedule

compression technique called fast tracking.

Disadvantage:

May increase risk

Can result in rework if a subsequent phase progresses before

accurate information is available from the previous phase.

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Definition:

An iterative relationship, where only one phase is planned at any

given time and the planning for the next is carried out as work

progresses on the current phase and deliverables.

Advantage:Advantage:

This approach is useful in largely undefined, uncertain, or rapidly

changing environments such as research,

Disadvantage:

It can reduce the ability to provide long term planning.

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Organizations perform work to achieve a set of objectives.

In general there are 2 Categories of organizational Work:

Project work & Operations work

These 2 types of work share a number of characteristics:

Performed by individuals, Performed by individuals,

Limited by constraints, including resource constraints,

Planned, executed, monitored & controlled, and

Performed to achieve organisational objectives or strategic plans.

Both differ primarily in that Operations work is ongoing and does not

terminate when current objectives are met - Projects are temporary

and end.

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They are people or organisations.

Actively involved in the project

Interests affect positively / negatively on the project

May exert influence over the project, deliverables and resources

Internal and external Internal and external

Identification: important & difficult

The conflicting stakeholders interests need to be managed.

Stakeholder requirement:

communication,

review of products,

sign off

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An organisations culture, style, and structure influence

how its projects are performed.

The organisations level of project management

maturity and its project management systems can also

influence the project.influence the project.

When a project involves external entities such as those

that are part of joint venture or partnering agreement,

the project will be influenced by more than one

organisation.

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Organisational culture is shaped by the common

experiences of members of the organisation such as: Shared visions, mission, values, beliefs, and expectations,

Regulations, policies, methods, and procedures,

Motivation and reward systems, Motivation and reward systems,

Risk tolerance,

View of leadership, hierarchy, and authority relationships,

Code of conduct, work ethic, and work hours, and

Operating environments.

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Many organisational structures include:

Strategic, Middle management, and Operational levels

The project manager may interact with all three levels

depending on factors such as:depending on factors such as: Strategic importance of the project;

Capacity of the stakeholders to exert influence on the project,

Degree of project management maturity,

Project management systems, and

Organisational communications.

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This interaction determines project characteristics

such as: Project managers level of authority, Project managers level of authority,

Resource availability and management,

Entity controlling the project budget,

Project managers role, and

Project team composition

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O.P.A include all process related assets that can be used to influence the projects success.

process assets may include:

formal and informal plans, policies, procedures, guidelines, lessons learned, historical information, completed lessons learned, historical information, completed schedules, risk data, and earned value data.

Should be updated by team members

There are two categories: Corporate Knowledge Base

Processes and procedures

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Organizational Process Assets

Corporate Knowledge Base

-Plans

-Historical information, lessons learned

-Project files (scope, cost, schedule, constraints,

Processes & procedures

Initiating and Planning:

- Guidelines, instructions, test criteria

-Specific organisational standards such as policies:

Executing, Monitoring and Controlling:

-Change control procedures

-Financial controls procedures

Closing:

-Project closure guidelines or requirements (lessons learned, final project audits, project evaluations, product validations, and acceptance

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schedule, constraints, calendar, risks, response actions, risk impact)

- Issue and defect management database

-Project Management Database

-Financial Database

standards such as policies: (HR policies, project management policies, product and project life cycles, and quality policies and procedures (process audits, checklists, and standardised process definitions for use in the organisation)

- Communication requirements

-Templates (risk register, work breakdown structure, project schedule network diagram, and contract templates).

procedures

-Issue and defect management procedures

-Organisational communication requirements

-Procedures for prioritising, approving, and issuing work authorisation

-Risk control procedures

-Standardised guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria.

project evaluations, product validations, and acceptance criteria).

What is a project? What is a project - program - portfolio management? Relationship among project management, program management, portfolio management, organisational project management, operations management, & organisational strategy.operations management, & organisational strategy.

Business value Role, Responsibilities, Competences, & Interpersonal Skills of the Project Manager as well as other Roles within the Organisation.

Project Life Cycle & Project Management Process for Small and Large Scale Projects

Organisational Influences & Project Stakeholders

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1. What is project?

2. A temporary endeavour with a defined beginning and end is called.......?

3. To create a unique product, service or result is what.......?

4. A market demand, Social need, customer request are all reasons to do what......?

5. Give few examples of projects in deferent industries

6. What does Organisational Project Management comprise of?

7. What are Portfolios?

8. What are Programs?

9. What is the relationship between Portfolios, Programs, and Projects?

10. Who manages Portfolios?

11. What is Project Management & who Manages Projects?

12. Who Manages Programs?

13. What is the primary function of the Project Management Office?

14. What is the deference between Operations & Projects?

15. What is the main role of the Project Manager?

16. Name some responsibilities and competencies of the Project Manager.

17. Name some interpersonal Skills of a Project Manager.

18. What is the deference between the Project Expediter and Project Coordinator?

19. Whats the work of the Functional Manager?

20. Whats the work of the Operations Manager?

21. How are Operations deferent from Projects?

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22. Sum of tangible and intangible elements of a Business is called.......?

23. In a Functional Organization, who does the Project Manager report to?

24. An Organization changed from Functional to Projectized, who manages the project budge now? Is it the Project Manager or the Functional Manager?

25. What are 3 types of Matrix Organisations?

26. In a Projectized Organization who does the team report to?

27. The Project Manager has little authority over the available resources; what type of an Organization is the Project Manager working in?

28. In which type of an Organisation does the Project Manager has most authority? In Function, Strong Matrix, or Projectized?

29. In which type of an Organization does the Project Manager has most Authority in; Weak Matrix, Balanced Matrix or Strong Matrix?

30. A Project Manager works in a Matrix Organization, which Organization has the most complex communications? And why?30. A Project Manager works in a Matrix Organization, which Organization has the most complex communications? And why?

31. Name few Project Stakeholders

32. Lessons learned are used as Historical documents for future Projects; true or false?

33. Lessons learned are best completed by Stakeholders; true or false?

34. ................are groups, units, individuals, or organisations, internal or external to organization, which are impacted by, or can impact, the outcomes of the

project.

35. Who is mostly responsible for the development and changes to the project Charter? Project Manager or Project Sponsor?

36. Whats the role of the Project Owner?

37. What does the Project Team comprise of?

38. Series of Activities necessary to fulfil projects goals and objective is best described as what?

39. Name 5 project management Process Groups?

40. Name 10 knowledge Areas according to Pmbok

41. Whats the deference between the Project life Cycle for large projects and for small projects?

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