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Project Management Framework
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Learning Objectives
Upon completion of this topic you will learn about
Definition of project, project management, program management and portfolio management
Relationship among project management, program management and portfolio management
Operation management
PMO
Role of a project manager
Characteristics of the project lifecycle
Project management lifecycle vs. project lifecycle
Product vs. project lifecycle
Project vs. operational work
Stakeholders
Project management into different organizational structure
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What is a Project
Characteristics of a Project
– Temporary, with defined start and end time
– Create unique products or services
– Need some resource or budget
– Need to meet stakeholders expectations or requirements
– Project are progressively elaborated
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E.g. Develop an apartment building within 3 years, Launch a new banking product within 9 months, Develop 6 HR for cloud computing within 5 months, Marketing campaign for the Beauty Gel by December 2011.
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Project Management
“The application of knowledge, skills, tools and techniques to complete
the project on time, on budget and to the specification.”
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5 Process Groups of Project Management
• Initiation
• Planning
• Execution
• Monitoring & Control
• Closing
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Program Management
“A group of related projects
managed in a coordinated way to
obtain benefits and control not
available from managing them
individually. Programs may include
elements of related work outside of
the scope of the discrete projects.”
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Portfolio Management
A portfolio refers to a collection of projects and programs and other work
that are grouped together to facilitate effective management of the work to
meet strategic business objectives.
Portfolio management refers to centralized management of one or more
portfolios which includes identifying, prioritizing, authorizing, managing
and controlling projects, programs and other related work, to achieve
specific strategic business objectives.
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E.g. A software development firm has strategic objective to “maximize ROI” may put together a portfolio that includes a mix of projects in ERP, Banking and COTS projects. From this mix the firm may choose to manage related projects as one program.
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Relationship among Project, Program and Portfolio Management
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Operation Management
Operations are an organizational function performing the ongoing
execution of activities that produce the same product or provide a
repetitive services. Operation requires business process management or
operations management.
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E.g. Accounts management, Personnel management, Inventory management, Marketing Management etc.
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Project Management Office (PMO)
A Project Management Office (PMO) is an organizational body or entity
assigned various responsibilities related to the centralized coordinated
management of those projects under its domain.
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The primary function of PMO may include, but are not limited to• Managing shared resources across all
projects administrated by the PMO;• Identifying and developing project
management methodology, best practices and standards;
• Coaching, mentoring, training and oversight;• Developing and managing organizational
process assets;• Monitoring project compliance with
organizational process assets via project audits;
• Coordinating communication across projects.
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Role of a Project Manager
• A project manager is a person assigned by the performing
organization to achieve the project objectives.
• Depending on the organizational structure a project manager may
report to the functional manager / portfolio manager / program
manager.
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Effective project management requires that project manager processes the following characteristics:
• Knowledge. This refers to what the project manager knows about project management.
• Performance. This refers to what the project manager is able to do or accomplish while applying their project management knowledge.
• Personal. This refer to how the project manager behaves when performing the project or related activity.
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Characteristics of the Project Lifecycle
Project vary in size and complexity. No matter how large or small, simple or complex, all projects can be mapped to the following life-cycle structure:
– Starting the project– Organizing and preparing– Carrying out the project work and– Closing the project
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Project Management vs. Project Lifecycle
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• Medium or
• Large Project
• Small Project
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Project Vs. Operational Work
• Project and operations differ primarily in that operations are ongoing and produce repetitive products, services, or results. Projects are temporally and end. Conversely, operations work is ongoing and sustain the organization over time.
• Organization perform work to achieve a set of objectives. In many organizations the work performed can be categorized as either project or operations work. These two type of work share a number of characteristics as follows: – Performed by individuals– Limited by constraints, including resources constrains– Planned, executed, monitored and controlled and– Perform to achieve organizational objectives or strategic plans.
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Stakeholders
Stakeholders are persons or organizations, who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the
project.
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Organizational Structure
• Functional Organization
• Projectized Organization
• Matrix Organization
– Strong
– Weak
– Balanced
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Functional Organization
• Hierarchical• Bureaucracy – Chain of
Command• Each functional department
managed independently• Projects generally within dept• HOD is PM• Cross-Functional projects
– Team members loyal to Functional Managers
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Projectized Organization
• Project Manager have ultimate authority
• Supporting departments may report directly to PM
• Teams can be collocated, i.e. team members physically work in the same location
• Team members report to PM• Resource utilization may be
low• Fear of being out of work after
project completion
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Matrix Organization
• Takes advantage of strengths and weaknesses of both functional and
projectized organization
• Employees report to at least one Functional and one Project Manager
• Functional Managers have administrative duties
• Project Managers responsible for work assignments
• Communication and Negotiation between Functional and Project
Manager
• Balance of power between Project and Functional Managers
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Strong Matrix Organization
• Tends towards Projectized
Organization
• Balance of power with Project
Manager
• PM can force Functional
Managers for resources
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Weak Matrix Organization
• Tends toward Functional
organization
• Functional Managers have all
the power
• PMs are project coordinators
• PMs have little or no authority
• Functional Managers assign
work
• PM expedites the project
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Balanced Matrix Organization
• Power balanced between
Project Manager and
Functional Manager
• Staff are assigned based on
project needs
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