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Project Management Framework

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Wadhwani Foundation
Wadhwani Foundation

This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include: - Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work. - Project management involves following a systematic process comprising five process groups and nine knowledge areas. - Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure. - Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer. - Organizational

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Project Management Framework
A GuideTraining guide for new project team memberLearning guide for Project management frameworkTraining guide to new team member for in-house project management procedure
Project DefinitionTemporary endeavor with beginning and end dateCreates unique product, service, or resultIt is progressively elaborated
Operational WorkOngoing workRepetitiveSustains the businessAdopts a new set of objective to continue the work
Project vs. Operational
Project ManagementA ProfessionBoth Science and an ArtFollows Systematic ProcessHaving Professional and Social ResponsibilityIterative throughout the Project LifecycleComprising of 5 Process Groups and 9 Knowledge Areas
Project ManagementProcess Groups
Project ManagementKnowledge Areas
Program DefinitionA Program is a Group of ProjectsTheir management is coordinated to provide decreased risk, economies of scale and improved managementIncludes elements of related work outside of the project in the programEg. A new car model program can be broken up into projects for each component design and upgrade.Involves series of repetitive or cyclical undertakingPublishing a newspaper or magazine with each individual issue managed as a project
Project Management officePMO or Program officeA Department that centralizes management of projectsPMO is an organizational structure and not a personAll those who are in PMO must be PMPOversees the management of project, program or combination of bothExistence of PMO provides more benefit to an organization
Project Management officePMO’s RolesOne or more of the followingsProviding the policies, methodologies, templates for managing projectProviding supports and guidance to others on managing projects, training others in the project, and assisting in the management toolProviding PMs for different projects and being responsible for the result of those projects.
Project Management officePMO’s AuthoritiesManage the independencies between the projectsHelp to provide resourcesTerminate ProjectsGather Lesson Learnt document to avail other projectsProvide Template and GuidanceProvide EMP SoftwareInvolve heavily more on initiation than the other phases
ObjectivesProject ObjectivesContained in the Project Preliminary Scope Statement and Scope Statement.Projects are considered complete when the objective is being met.Considered terminating when it was not met the objectives.PM’s role is to accomplish the project objectivesManagement by ObjectiveEstablish unambiguous & realistic objectivesPeriodically evaluate if the objectives are being metImplement Corrective Action
Triple ConstraintTIMECOSTRiskTIMEQualityCOSTClient SatisfactionHR & procurementQualitySCOPENew Triple ConstraintsOld Triple ConstraintsSCOPE
OPM3Organizational Project Management Maturity ModelHelps the organization to determine the level of maturity model in the project management3 - Interlocking elementsKNOWLEDGE ASSESSMENTIMPROVEMENTDefinition “ Organizational project management focuses on the clear correlation between an organization’s capabilities in the management of projects, programs and portfolios and its effectiveness in implementing strategy, which directly impacts on financial results. The degree to which an organization practices this type of project management is referred to as its OPM3”Elements of OPM3
AOE-Area of expertiseA Project Manager can successfully manage a project irrespective of his technical knowledgeEffective Project Management requires that the project management team understand and use the knowledge and skill from 5 AOE.PMBOKPMBOK guide provides Project Life Cycle Definition, Project Management Process Groups(5) and Knowledge Areas(9)Application Area Knowledge, Standards, and regulationsApplication areas are, Functional department and supporting disciplines such as legal, production, inventory , marketing, logistics and personnel.Technical Elements such as Software development or engineering or others(sanitation, water engineering…)Management Elements such as agreements, policy, etc.Industry Groups such as Automotive, chemical, financial, healthcare.Understanding the project environmentPhysical, Cultural , social, international, political environmentsGeneral management knowledge and skillFinancial, a/c, procurement, sales and marketing, logistics & supply chain, contracts…Interpersonal skillEffective communication, Influencing the organization, Leadership, motivation, Negotiation, conflict management, problem solvingProject Team’s AOE
Project Life CycleProject Life Cycle definesWhat Technical work to do in each phaseWhen the deliverables are to be generated in each phaseHow each deliverable is reviewed, verified and validatedWho is involved in each phaseHow to control and approve each phaseCharacteristicsPhases are generally sequenced and defined in the form of technical handoffCost and staffing level is low at the start and peak during the intermediate phase, and drop rapidly as the project draws to a conclusionThe ability of the stakeholders to influence the final characteristics and final cost of the project is highest at the start and progressively lower as project continuesCost of changes and correcting errors generally increases as the project continues
Project Life CycleInitial PhaseIntermediate PhaseFinal PhaseHighCost & Staffing levelProject timeProject Cost & Staffing LevelStakeholder’s influenceLowProject timeStakeholder’s influenceCost of changes
Project PhasesCharacteristics of Project phases areInitialIntermediateFinalIdeaInputProject Management TeamPhasesIntermediateCharterProject Management OutcomePlanApprovalHandoverScope StatementBaselineAcceptanceProgressProject OutputProduct
Project vs. Product Life CycleUpgradeProduct Life CyclesBusiness Plan ProductIdeaOperationDivestmentIntermediateProject Life CyclesRelationship between the Product and the Project Life Cycles
StakeholdersKey StakeholdersProject ManagerCustomer / UserPerforming OrganizationProject Team MembersProject Management TeamSponsorsInfluencersPMOProject SponsorProject ManagerProject Management TeamProject TeamProject Stakeholders
Organizational InfluenceOrganizational SystemsOrganizational Cultures & StylesOrganizational StructureRole of PMO in the Organizational StructureProject Management System
Thank You !!!Muthu Swamy SRms.reddy@hotmail.com

More Related Content

Project Management Framework

  • 2. A GuideTraining guide for new project team memberLearning guide for Project management frameworkTraining guide to new team member for in-house project management procedure
  • 3. Project DefinitionTemporary endeavor with beginning and end dateCreates unique product, service, or resultIt is progressively elaborated
  • 4. Operational WorkOngoing workRepetitiveSustains the businessAdopts a new set of objective to continue the work
  • 6. Project ManagementA ProfessionBoth Science and an ArtFollows Systematic ProcessHaving Professional and Social ResponsibilityIterative throughout the Project LifecycleComprising of 5 Process Groups and 9 Knowledge Areas
  • 9. Program DefinitionA Program is a Group of ProjectsTheir management is coordinated to provide decreased risk, economies of scale and improved managementIncludes elements of related work outside of the project in the programEg. A new car model program can be broken up into projects for each component design and upgrade.Involves series of repetitive or cyclical undertakingPublishing a newspaper or magazine with each individual issue managed as a project
  • 10. Project Management officePMO or Program officeA Department that centralizes management of projectsPMO is an organizational structure and not a personAll those who are in PMO must be PMPOversees the management of project, program or combination of bothExistence of PMO provides more benefit to an organization
  • 11. Project Management officePMO’s RolesOne or more of the followingsProviding the policies, methodologies, templates for managing projectProviding supports and guidance to others on managing projects, training others in the project, and assisting in the management toolProviding PMs for different projects and being responsible for the result of those projects.
  • 12. Project Management officePMO’s AuthoritiesManage the independencies between the projectsHelp to provide resourcesTerminate ProjectsGather Lesson Learnt document to avail other projectsProvide Template and GuidanceProvide EMP SoftwareInvolve heavily more on initiation than the other phases
  • 13. ObjectivesProject ObjectivesContained in the Project Preliminary Scope Statement and Scope Statement.Projects are considered complete when the objective is being met.Considered terminating when it was not met the objectives.PM’s role is to accomplish the project objectivesManagement by ObjectiveEstablish unambiguous & realistic objectivesPeriodically evaluate if the objectives are being metImplement Corrective Action
  • 14. Triple ConstraintTIMECOSTRiskTIMEQualityCOSTClient SatisfactionHR & procurementQualitySCOPENew Triple ConstraintsOld Triple ConstraintsSCOPE
  • 15. OPM3Organizational Project Management Maturity ModelHelps the organization to determine the level of maturity model in the project management3 - Interlocking elementsKNOWLEDGE ASSESSMENTIMPROVEMENTDefinition “ Organizational project management focuses on the clear correlation between an organization’s capabilities in the management of projects, programs and portfolios and its effectiveness in implementing strategy, which directly impacts on financial results. The degree to which an organization practices this type of project management is referred to as its OPM3”Elements of OPM3
  • 16. AOE-Area of expertiseA Project Manager can successfully manage a project irrespective of his technical knowledgeEffective Project Management requires that the project management team understand and use the knowledge and skill from 5 AOE.PMBOKPMBOK guide provides Project Life Cycle Definition, Project Management Process Groups(5) and Knowledge Areas(9)Application Area Knowledge, Standards, and regulationsApplication areas are, Functional department and supporting disciplines such as legal, production, inventory , marketing, logistics and personnel.Technical Elements such as Software development or engineering or others(sanitation, water engineering…)Management Elements such as agreements, policy, etc.Industry Groups such as Automotive, chemical, financial, healthcare.Understanding the project environmentPhysical, Cultural , social, international, political environmentsGeneral management knowledge and skillFinancial, a/c, procurement, sales and marketing, logistics & supply chain, contracts…Interpersonal skillEffective communication, Influencing the organization, Leadership, motivation, Negotiation, conflict management, problem solvingProject Team’s AOE
  • 17. Project Life CycleProject Life Cycle definesWhat Technical work to do in each phaseWhen the deliverables are to be generated in each phaseHow each deliverable is reviewed, verified and validatedWho is involved in each phaseHow to control and approve each phaseCharacteristicsPhases are generally sequenced and defined in the form of technical handoffCost and staffing level is low at the start and peak during the intermediate phase, and drop rapidly as the project draws to a conclusionThe ability of the stakeholders to influence the final characteristics and final cost of the project is highest at the start and progressively lower as project continuesCost of changes and correcting errors generally increases as the project continues
  • 18. Project Life CycleInitial PhaseIntermediate PhaseFinal PhaseHighCost & Staffing levelProject timeProject Cost & Staffing LevelStakeholder’s influenceLowProject timeStakeholder’s influenceCost of changes
  • 19. Project PhasesCharacteristics of Project phases areInitialIntermediateFinalIdeaInputProject Management TeamPhasesIntermediateCharterProject Management OutcomePlanApprovalHandoverScope StatementBaselineAcceptanceProgressProject OutputProduct
  • 20. Project vs. Product Life CycleUpgradeProduct Life CyclesBusiness Plan ProductIdeaOperationDivestmentIntermediateProject Life CyclesRelationship between the Product and the Project Life Cycles
  • 21. StakeholdersKey StakeholdersProject ManagerCustomer / UserPerforming OrganizationProject Team MembersProject Management TeamSponsorsInfluencersPMOProject SponsorProject ManagerProject Management TeamProject TeamProject Stakeholders
  • 22. Organizational InfluenceOrganizational SystemsOrganizational Cultures & StylesOrganizational StructureRole of PMO in the Organizational StructureProject Management System
  • 23. Thank You !!!Muthu Swamy SRms.reddy@hotmail.com