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Week 2: 
 Introduction to Project Management


Project Integration Management

Session Outline ̔ Introduction to PMBOK ̔ Project ̔ Project Management ̔ Project Life cycle ̔ Project Phases

̔ Stakeholders ̔ Project Management Process Groups ̔ Project Management Knowledge Areas

̔ Define Project and Project Management

̔ Describe Project Life Cycle and Project Phases

̔ Identify Stakeholders ̔ List Project Management Process

Groups and Project Management Knowledge Areas

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Introduction

̔ Project Management Institute (PMI) global standards provide guidelines, rules and characteristics for project, program and portfolio management. These standards are widely accepted.

̔ A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is a recognised standard for the project management profession.

̔ A standard is a formal document that describes established norms, methods, processes and practices.

̔ The increasing acceptance of project management indicates the application of appropriate knowledge, processes, skills, tools and techniques can have a significant impact on process success.

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What is a Project?

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Project is a temporary endeavour undertaken to create a unique product, service or result.

• Projects have a definite beginning and end

• Temporary does not necessarily mean short in duration

• Every project creates a unique product, service, or result

Project can create: ➢ Product that can be either a component

of another item or an end item itself ➢ Capability to perform a service ➢ Result such as an outcome or document

̔ Examples of projects:

̕ Developing a new product or service

̕ Effecting a change in the structure, staffing, or style

of an organisation

̕ Developing or acquiring a new or modified

information system

̕ Constructing a building or infrastructure

̕ Implementing a new business process or procedure

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̔ Managing a project includes: ̕ Identifying requirements. ̕ Addressing the various needs,

concerns, and expectations of the stakeholders.

̕ Balancing the competing project constrains.

̔ The relationship is if any one factor changes, at least one other factor is likely to be affected.

Project Constrains

�6 *The main constrains that apply to you in this module.

Constraints

Scope*

Quality*

Schedule*

Budget

Resources

Risk

Operations Management and Project Management

̔ Operations Management Operations are an organisational function performing the ongoing execution of activities that produce the same product or provide the repetitive service (e.g. production o p e r a t i o n s , m a n u f a c t u r i n g operations, accounting operations).

O p e r a t i o n s a r e p e r m a n e n t endeavours that produce repetitive outputs.

Functional manager provides m a n a g e m e n t o v e r s i g h t a n d operations manager is responsible for a facet of the core business.

̔ Project Management Projects require project m a n a g e m e n t w h i l e operations require business process management or operations management.

Projects are temporary endeavours.

Project manager is the person assigned by the performing organisation to achieve project objectives.

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Enterprise Environmental Factors

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Project Life Cycle

̔ Project life cycle is the collection of generally sequential and sometimes overlapping project phases whose name and number are determined by the management and control needs of the organisation or organisations involved in the project, the nature of the project itself, and its area of application.

̔ The project lifecycle can be determined by: ̕ unique aspects of the organisation ̕ industry ̕ technology employed

̔ Every project has: ̕ A definite start and a definite end, ̕ the specific deliverables and activities that take place in between will vary widely.

̔ The life cycle provides the basic framework for managing the project, regardless the specific work involved.

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Project Life Cycle

̔ Projects vary in size and complexity.

̔ No matter how large or small, simple or complex, all projects can be mapped on life cycle structure: ̕ Starting the project ̕ Organising and preparing ̕ Carrying out the project work ̕ Closing the project

̔ This generic life cycle structure is used when communicating with upper management or other entities less familiar with the details of the project.

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Assignment Overview

Project Phases

̔ Project phases are divisions within a project where extra control is needed to effectively manage the completion of a major deliverable.

̔ Project phases are typically completed sequentially, but can also overlap.

̔ The phase structure allows the project to be segmented into logical subsets for ease of management, planning, and control.

̔ Some projects will have only one phase, while other projects may have many phases.

̔ There is no single way to define the ideal structure for the project.

̔ Much depends on the nature of specific project and the style of the project team or organisation.

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Single and Multiple Phase Projects

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1. Single phase project 2. Sequential phase-to-phase relationship 3. Overlapping phase-to-phase relationship

Stakeholders ̔ Stakeholders are persons or organisations, who are

actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project.

̔ Project management team must identify both internal and external stakeholders in order to determine the project requirements and expectations of all parties involved.

̔ Project manager must manage the influence of the various stakeholders to ensure the successful outcome.

̔ *READ P.56

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̔ Stakeholders have varying levels of responsibility and authority (from occasional contribution to full project sponsorship) and these can change over project life cycle.

̔ Stakeholder identification is a continuous process and can be difficult.

̔ Project can be perceived as having both positive and negative results by stakeholders.

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Project Management Processes

̔ Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

̔ Process is a set of interrelated actions and activities performed to achieve a pre-specified product, result, or service.

̔ Each process is characterised by its inputs, tools and techniques that can be applied, and the resulting outputs.

̔ Project management processes are grouped into 5 categories known as Project Management Process Groups.

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Initiating Process Group

Planning Process Group

Executing Process Group

Monitoring and

Controlling Process Group

Closing Process Group

Project Management Processes

̔ Project management processes are presented as discrete elements with well-defined interfaces. However, in practice they overlap and interact.

̔ Integrative nature of the project management required that Monitoring and Controlling Process Group interact with other Process Groups.

̔ The Initiating Process Group begins the project and the Closing Process Group ends it.

̔ Project Management Process Groups are linked by the outputs they produce.

̔ Process Groups are overlapping activities that occur throughout the project.

̔ The output of one process becomes and input to another process or is a deliverable of the project.

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Project Management Process Groups

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Project Management Process Groups

̔ 5 Project Management Process Groups are required for any project.

̔ 5 Project Management Process Groups have clear dependencies and are performed in the same sequence.

̔ Process Group includes the constituent project management processes that are linked by respective inputs and outputs where the result or outcome of one process becomes the input to another.

̔ Process Groups are not project phases.

̔ 42 project management processes into 5 Project Management Process Groups and 9 Project Management Knowledge Areas.

̔ Project management processes are shown in Process Group in which most of the activity takes place. �18

Project Management Process Groups and Knowledge Areas

Project Management Process Groups 1. Initiating Process Groups consists of those processes performed to define a new project or a new phase of an existing project

by obtaining authorization to start the project or phase.

2. Planning Process Groups consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives.

3. Executing Process Group consist of those processes performed to complete the work defined in the project management plan to satisfy the project specifications.

4. Monitoring and Controlling Process Group consists of those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

5. Closing Process Group consists of those processes performed to finalise all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations.

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Initiating Process Group

̔ Initiating Process: Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase

❖ Initial scope is defined and initial financial resources are committed ❖ Internal and external stakeholders are identified. ❖ Project manager is selected. ❖ This information is captured in the project charter and stakeholder

register. ❖ When the project charter is approved, the project becomes officially

authorised.

❖ Initiating processed may be performed externally to the project’s scope of control.

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Project Boundaries

̔ Project management team may help to write a project charter, approval and funding is handled external to the project boundaries

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Project management team may help to write a project charter,

approval and funding is handled external to the project boundaries

Project Management Process Groups and Knowledge Areas

Project integration management

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Project integration management

̔ Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate various processes and project management activities within Project Management Process Groups.

̔ Project Integration Management involves making choices about: resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas.

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Project Integration Management Processes

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4.1. Develop Project Charter

4.2. Develop Project Management Plan

4.3. Direct and Manage Project Execution 4.4. Monitor and Control Project Work

4.5. Perform Integrated Change Control

4.6. Close Project or Phase

Project Integration: Develop Project Charter

̔ Develop Project Charter is the process of developing a document that formally authorises a project or a phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations.

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Project Integration: Develop Project Management Plan

̔ Develop Project Management Plan is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.

̔ Project management plan defines how the project is planned, executed, monitored and controlled, and closed.

̔ Project management plan content will vary depending upon application are and complexity of the project.

̔ Project management plan is developed through series of integrated processes until project closure.

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̔ Project management plan can be either summary level or detailed, and can be composed of one or more subsidiary plans.

̔ Each subsidiary plan is detailed to the extent required by the specific project.

̔ Project baselines include, but are not limited: ̕ Schedule baseline ̕ Cost baseline ̕ Scope baseline

̔ Subsidiary plans include, but not limited to: ̕ Scope management plan ̕ Schedule management plan ̕ Cost management plan ̕ Quality management plan ̕ Human resource management plan ̕ Communications management plan ̕ Risk management plan ̕ Procurement management plan

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̔ Project management plan should include:

̕ Collect requirements

̕ Define scope

̕ Create work breakdown structure (WBS)

̕ Define and sequence activities

̕ Estimate activity resources and durations

̕ Develop schedule

̕ Estimate costs

̕ Determine budget

̕ Plan quality

̕ Develop HR plan

̕ Plan communications

̕ Plan risk management

̕ Plan procurements

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̔ Subsidiary plans include (but not limited to): ̕ Scope ̕ Requirements ̕ Schedule ̕ Cost ̕ Quality ̕ HR ̕ Communications ̕ Risk ̕ Procurement

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Project Integration: Direct and Manage Project Execution

̔ This Process Group involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan.

̔ A large portion of the project’s budget will be expended in project execution processes.

̔ Executing includes these project management processes: ̕ Direct and manage project execution ̕ Perform quality assurance ̕ Acquire, develop, and manage project team ̕ Distribute information ̕ Manage stakeholder expectations ̕ Conduct procurements

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Project Integration: Monitor and Control Project Work

̔ The key benefit of this Process Group is that project performance is observed and measured regularly and consistently to identify variances from the project management plan.

̔ This Process Group includes the following project management processes: ̕ Monitor and control project work ̕ Perform integrated change control ̕ Verify and control scope ̕ Control schedule and costs ̕ Perform quality control ̕ Report performance ̕ Monitor and control risks ̕ Administer Procurements

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Project Integration: Perform Integrated Change Control

̔ Perform Integrated Change Control is the process of reviewing all change requests, approving changes and managing changes to the deliverables, organisational process assets, project documents and the project management plan.

̔ Perform Integrated Change Control process is conducted from project beginning through completion.

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Project Integration: Close Project or Phase

̔ Close Project or Phase is the process of finalising all activities across all of the Project Management Process Groups to formally complete the project or phase.

̔ This Process Group includes the following project management processes: ̕ Close project or phase ̕ Close procurements

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Project Integration Management Overview

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