Contents PROJECT MANAGEMENT PROFESSIONAL v INTRODUCTION Foundational Definitions of Project Management: Provide a basic introduction of key concepts in project management, includes definition, overview, relationships of Portfolio/ Program/ Project, Project life cycle, Project phase, Project stakeholders, Project environment, Roles of Project Manager/ Project Management Office, … Influences of Organizational Structure Types (Page 01 – 68 & 541 – 558 of PMBOK6TH) Student Book v THE STANDARD FOR PROJECT MANAGEMENT Sixth Edition - PMBOKđ Guide â2017 Five Standard Project Management Process Groups: Summarizes the project management process groups, and provides an overview of process interactions among the TEN (10) knowledge areas and FIVE (05) process groups (Page 561 – 635 of PMBOK6TH) Trainer: Long Nguyen D, PMP® Email: long.nguyen@kps.vn Cell: 0903.905581 v THE PROJECT MANAGEMENT BODY OF KNOWLEDGE Ten Knowledge Areas of Project Management: Scope – Schedule – Cost – Quality – Resource – Communication – Risk – Procurement – Stakeholder - Integration, defines the inputs, tools & techniques, outputs for each area (Page 69 – 535 of PMBOK6TH) PMP and PMBOK Are Registered Marks of The Project Management Institute, Inc KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale KPS R.E.P #3512 Author – Long Nguyen D, PMP® Contents (Cont.) KPS Property Not For Distribution/ Reproduction/ Sale Contents (Cont.) v Foundational Definitions of Project Management: v Ten Knowledge Areas of Project Management: ü What is a Project / Program/ Portfolio/ Operation Ø Chapter 04: Project Integration Management ü Relationships of Project – Program – Portfolio Management Ø Chapter 05: Project Scope Management ü Projects & Strategic Planning/ Project Management Office ( PMO ) Ø Chapter 06: Project Time Management ü Role, Responsibility & Competencies of a Project Manager Ø Chapter 07: Project Cost Management ü Project Life Cycle/ Project Phase vs Product Life Cycle Ø Chapter 08: Project Quality Management ü Project Stakeholders/ Team Ø Chapter 09: Project Human Resource Management ü Organizational Structure Types Ø Chapter 10: Project Communication Management ü Organizational Process Assets Ø Chapter 11: Project Risk Management ü Enterprise Environmental Factors Ø Chapter 12: Project Procurement Management Ø Chapter 13: Project Stakeholder Management v Five Standard Project Management Process Groups: Initiating è Planning è Executing è Monitoring & Controlling è Closing KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale Concepts of Project Management Foundational Definitions of Project Management KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale Strategic Plan To be taken form from one or more of strategic considerations, such as market demand, opportunity, business need, social need, environmental, customer request, technological advance, legal requirement Portfolio A collection of projects, programs and operations that are carried out to meet strategic objectives Program A groups of related projects managed in a coordinated way to obtain benefits and controls not available from managing them individually Project A temporary endeavor undertaken to create a unique product, service, or result Sub-project A project is subdivided into more manageable sub-project Generally, project is often utilized as a mean of achieving Objectives within an organization’s strategic plan KPS Property Not For Distribution/ Reproduction/ Sale What is a Project ? - Is a temporary endeavor undertaken to create a unique product, service, or result The temporary nature of projects indicates a definite beginning and end The end is reached when the project’s objectives have been achieved or project is terminated because its objectives cannot be met, or when the needs for project no longer exists What is Project Management ? - Is the application of knowledge, process, tools & techniques, skills to project activities to meet the project requirements What is a Operation ? - Are permanent endeavors that produce the same product, or repetitive outputs, with resources assigned to basically the same set of tasks according to the standards institutionalized What is a Program ? Is defined as a group of related projects managed in coordinated way What is a Portfolio ? Collection of an organization's projects, programs and operations that are grouped together to facilitate effective management to achieve strategic objectives KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale Portfolio/ Program/ Project Interactions Project & Strategic Planning KPS R.E.P #3512 Author – Long Nguyen D, PMP® A Guide to the Project Management Body of Knowledge, Sixth Edition (PMBOK® Guide) ©2017 Project Management Institute, Inc All Rights Reserved Figure 1-3, Page 12 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale Project Initiation Context Effective/ Poor Project Management Effective Project Management • Meet project objectives; • Satisfy stakeholder expectations; • Increase chance of success; • Deliver the right product at the right time; • Resolve problems and issues; • Respond to risks in a timely manner; • Optimize the use of organizational resources; • Manage constraints (e.g scope, quality, schedule, cost…) & balance the influence of constraints on the project; • …… KPS R.E.P #3512 Author – Long Nguyen D, PMP® Poorly Project Management • Missed deadlines; • Cost overrun; • Poor quality; Rework; • Uncontrolled expansion of the project; • Loss of reputation for the organization; • Unsatisfied stakeholders; • Failure in achieving the objectives for which the project was undertaken KPS Property Not For Distribution/ Reproduction/ Sale A Guide to the Project Management Body of Knowledge, Sixth Edition (PMBOK® Guide) ©2017 Project Management Institute, Inc All Rights Reserved Figure 1-2, Page 08 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 10 Project and Development Life Cycles Project Life Cycle Ø Project life cycle: is a series of phases that a project passes through from its start to its completion Project life cycles can be predictive or adaptive A development life cycle is one or more phases that are associated with development of the product, service, or result Development life cycles can be predictive, iterative, incremental model: • In a Predictive life cycle, the project scope, time, and cost are determined in the early phases and any changes are carefully managed Predictive Life Cycles may also be referred to as Waterfall Life Cycles/ Traditional Life Cycles Generic Phases • In an Iterative life cycle, the project scope is generally early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases • In an Incremental life cycle, the deliverable is produced through a series of iterations that successively add functionality within a pre-determined time frame KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 11 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 12 Characteristics of Project Life Cycle Characteristics of Project Life Cycle ***The Generic Life Cycle Structure*** ***The Generic Life Cycle Structure*** A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOKđ Guide) â2013 Project Management Institute, Inc All Rights Reserved Figure 2-8, Page 39 A Guide to the Project Management Body of Knowledge, Sixth Edition (PMBOKđ Guide) â2017 Project Management Institute, Inc All Rights Reserved Figure 1-3, Page 549 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 13 Project Life Cycle vs Product Life Cycle The product life cycle consists of generally sequential, non-overlapping product phases • Each product phase have at least one project life cycle/ project phase/ subproject (is the series of phases that a project passes through from its start to its completion) Project life cycles are independent of product life cycles, which may be produced by a project Ä Ex A number of separate projects may be related to the development of a new automobile Each project may be distinct, but still contributes a key deliverable necessary to bring the automobile to market KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale KPS Property Not For Distribution/ Reproduction/ Sale 14 Project Management Office • • KPS R.E.P #3512 Author – Long Nguyen D, PMP® 15 Ø PMO: is management structure that standardize the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques, … with type of Supportive/ Controlling/ Directive, … Ø Primary function of PMO is to support Project Managers in a variety of ways, includes: – Providing templates, best practices, access to information, and lessons learned from other projects, – Coaching, mentoring, and training – Development project management frameworks or methodologies, best practices, standards – Coordinating communication across projects – Managing projects and shared resources KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 16 Common Project Manager Tasks Project Manager Competences Technical project management: The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management Leadership: The knowledge, skills, and behaviors needed to guide, motivate, and direct the a team, to help an organization achieve its business goals A Guide to the Project Management Body of Knowledge, Sixth Edition (PMBOKđ Guide) â2017 Project Management Institute, Inc All Rights Reserved Figure 3- 2, Page 57 KPS R.E.P #3512 Author – Long Nguyen D, PMP® Strategic & Business Management: The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes KPS Property Not For Distribution/ Reproduction/ Sale 17 Project Stakeholders Ø A stakeholder is an individual, group, or organization that may affect, be Ø Ø Ø Ø Ø Ø Ø Ø Ø Ø Ø Ø Ø Ø Set priorities Create an environment that motivates the organization and project team Clarify the project charter Develop a project management plan Establish necessary communication channels Set and maintain quality standards Ensure compliance with regulations and laws Develop integrated change control system Ensure stakeholder satisfaction Resolve resource availability issues at all levels of the organization Manage project risks Resolve interpersonal conflict Remove roadblocks as they occur Deliver the project on time and within budget KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 18 The Relationship Between Stakeholders & Project affected by, or perceive itself to be affected by a decision, activity, or outcome of a project Project stakeholders may be internal or external to the project, they may be actively involved, passively involved, or unaware of the project Project stakeholders may have a positive or negative impact on the project, or be positively or negatively impacted by the project v Internal stakeholders: Sponsor, Resource manager, Project management office (PMO), Portfolio steering committee, Program manager, Project managers of other projects, Team members v External stakeholders: Customers, End users, Suppliers, Shareholders Regulatory bodies, and Competitors A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOKđ Guide) â2013 Project Management Institute, Inc All Rights Reserved Figure 2-7 Page 31 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 19 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 20 Ä Identify Project Requirements Project Manager’s Elements of Focus Ø Foundation of business requirement Ø Statements if what to achieve , what is needed ÄIdentify Project Requirements Ø Documents a common understanding of business needs, goals, opportunities and constraints Ä Balance Competing Project Constrains Ä Monitor and Tend to Stakeholder Needs & Expectations KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 21 22 Stakeholder Needs & Expectations Project Constraints KPS Property Not For Distribution/ Reproduction/ Sale KPS Property Not For Distribution/ Reproduction/ Sale Ä Monitor & Tend to Ä Balance Competing KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS R.E.P #3512 Author – Long Nguyen D, PMP® 23 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 24 Organizational Structures ØFunctional ØMatrix: Organizational Structure Types/ Influences § Weak matrix: power rests with the FM § Weak § Balanced § Strong matrix: power rests with the PM § Strong ØProject-oriented KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 25 Functional Organization KPS R.E.P #3512 Author – Long Nguyen D, PMP® A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOKđ Guide) â2013 Project Management Institute, Inc All Rights Reserved Figure 2-2 Page 23 • Very similar characteristics to a functional organization • Project Manager has little or no authority, and Stall report to FM •The PM role is more of a coordinator or expediter than that of a true PM • Perceived scope of project limited to boundaries of function KPS Property Not For Distribution/ Reproduction/ Sale 26 Weak Matrix Organization A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) ©2013 Project Management Institute, Inc All Rights Reserved Figure 2-1 Page 22 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 27 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 28 Balanced Matrix Organization Strong Matrix Organization A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOKđ Guide) â2013 Project Management Institute, Inc All Rights Reserved Figure 2-4 Page 24 A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOKđ Guide) â2013 Project Management Institute, Inc All Rights Reserved Figure 2-3 Page 24 • Disadvantage – staff have to report to managers KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 29 • Advantage – No worries of job layoffs for PM and staff, and hangs on to skill set after project ends KPS R.E.P #3512 Author – Long Nguyen D, PMPđ Project-oriented Organization ã Advantage Most of organizations resources dedicated to project – Project Manager has high authority KPS Property Not For Distribution/ Reproduction/ Sale 30 Enterprise Environmental Factors Affected to Project • Disadvantage – All staff including PMs loose their jobs at the end of the project, and the organization looses the skills of the staff after project ends KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 31 • • • • • • • • • • Culture, Structure, Process of Organization, Geographic distribution of facilities and resources, Standard of Industry, Government, Resource availability, employee capability, Legal restriction, Stakeholder risk tolerances, Marketplace conditions, Commercial database, Project Management Information System Adapted from PMBOK® Guide, Sixth Edition …… KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 32 Organizational Process Assets Affected to Project • Guidelines, processes, policies, procedures, knowledge bases, lesson learned, historical data, • Change control procedures, • Financial procedures, Risk control procedures, • Issue and defect management procedures, • Organizational communication requirements, • Procedures for prioritizing, approving, and issuing work authorizations, • Performance measurement criteria, • …… Adapted from PMBOK® Guide, Sixth Edition KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 33 Adapted from PMBOK® Guide, Fourth Edition KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 34 05 Process Groups Interactions 05 Project Management Process Groups Five Project Management Process Groups Initiating ó Define a new project or a new phase by obtaining authorization to start Planning ó Establish the scope, refine the objectives, define the course of action required to attain the objectives Executing ó Carrying out the work defined in the project management plan Monitoring and Controlling ó Track, review the progress and performances Closing ó Closing the project Interactions of 05 Project Management Process Groups Within a Project or Phase A Guide to the Project Management Body of Knowledge, Sixth Edition (PMBOKđ Guide) â2017 Project Management Institute, Inc All Rights Reserved Figure 1-5 Page 555 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 35 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 36 49 Project Management Processes Initiating Process Group The project life cycle is managed by executing a series of project management activities known as project management processes • • • Processes used once or at predefined points in the project Processes that are performed periodically as needed Processes that are performed continuously throughout the project A Guide to the Project Management Body of Knowledge, Sixth Edition (PMBOKđ Guide) â2017 Project Management Institute, Inc All Rights Reserved Figure 1- 6, Page 22 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale A Guide to the Project Management Body of Knowledge, Sixth Edition (PMBOKđ Guide) â2017 Project Management Institute, Inc All Rights Reserved Figure 2-2 Page 562 53 Planning Process Group KPS Property Not For Distribution/ Reproduction/ Sale KPS Property Not For Distribution/ Reproduction/ Sale 38 Executing Process Group A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOKđ Guide) â2013 Project Management Institute, Inc All Rights Reserved Figure A1-7 Page 427 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS R.E.P #3512 Author – Long Nguyen D, PMP® A Guide to the Project Management Body of Knowledge, Sixth Edition (PMBOKđ Guide) â2017 Project Management Institute, Inc All Rights Reserved Figure 4-1 Page 596 39 KPS R.E.P #3512 Author – Long Nguyen D, PMP® KPS Property Not For Distribution/ Reproduction/ Sale 40 10 ... Distribution/ Reproduction/ Sale 44 11 Project Scope Management Project Scope Management Plan Scope Management Module 05 Project Scope Management • Scope & Requirements Management Plan Collect Requirement... Distribution/ Reproduction/ Sale 84 21 Project Schedule Management Project Schedule Management Plan Schedule Management Module 06 Project Schedule Management Schedule Management Plan Define Activities... process Project management plan Project documents Tools & Techniques Outputs Work performance data Organizational process assets Project Management Plan – Scope management plan: documents how the project