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MITM743 Advanced Project Management

This advanced project management guide covers PMBOK 4 essentials including project management framework, life cycle phases, and their relationships. It explores project vs program vs portfolio management, key processes, stakeholders, constraints, and enterprise environmental factors.

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MITM743 Advanced Project Management

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  1. MITM743Advanced Project Management Dr. Abdul Rahim Ahmad Assoc. Professor College of IT, UNITEN Project Management Body of Knowledge PMBOK 4 (Section1)

  2. Contents • Chapter 1 Introduction • Chapter 2 Project Life Cycle and Organizations

  3. Section 1 – Project Management Framework • 2 chapters • Introduction • Project Life Cycle and Organization

  4. Chapter 1- Introduction to Project Management

  5. 1. Introduction • Purpose of PMBOK Guide • What is a project • What is a project management • Relationship among project management, program management, portfolio management • Project management and operations management • Role of Project manager • PMBOK • Enterprise environmental factors

  6. Why PMBOK • PMBOK – a standard for PM profession • Describes – norms, methods, processes and practices • Contributed by practitioners in PM • Provides guidelines for managing projects

  7. Intro to PMBOK • Gives the the BOK recognized as good practice • Applicable to most projects • Can be applied to most projects • Promotes common vocab • A foundation reference by PMI • Neither complete nor all-inclusive • A guide rather than methodology • Includes global ethics and professional conduct

  8. What is a project • “A temporary endeavour to create a unique product, service or result” • It is not repetitive process that follows existing procedures in an organization • Involves uncertainties • Requires dedicated planning • Can involve a person, an organizational unit or multiple organization unit.

  9. Examples of project .. • Develop new product or service • Effect structure, staffing • Acquire a new or modified information system • Building infrastructure • Implement a business process or procedure

  10. What is project management • Application of knowledge, skills, tools and techniques to project activities • Using PMBOK4, we apply and integrate 42 processes within 5 groups and 9 knowledge areas • Initiating – 2 processes • Planning – 20 processes • Executing– 8 processes • Monitoring and Controlling– 10 processes • Closing– 2 processes

  11. PM Process groups and Knowledge Areas

  12. Project management involves • Identify requirements • Stakeholders management • Balancing project constraints in • scope • quality • schedule • budget • Resources • risk • Shortened schedule -> add cost -> add resources ->reduce scope -> reduce quality -> increase risk

  13. Project vs Program vs Portfolio • Project management can be governed by program management and portfolio management

  14. Project vs Program vs Portfolio • Compariron between Project, Program and Prtfolio

  15. Project vs Operations management • Operations -> organizational functions, permanent endavours. • Projects requires Project management. • Operations requires business process management or operations management. • Project can intersect with operations. • Deliverables and knowledge can be transferred between projects and operation.

  16. Enterprise environmental factors • Internal and external. • Come from any or all involved in the project. • Examples of factors: • Culture, structure, processes • Standards • Infrastructure • HR, personnel • Authorization system, marketplace, risk tolerance, political climate, communication channel. • Information system and databases.

  17. Chapter 2 - Project Life Cycle and Organizations

  18. Project Life cycle • Understanding broader context so as to align project with goals and culture of the organization • Project structure • Impact on ongoing work • Stakeholders influence • Organizational structure

  19. Overview • Project life cycle • A collection of generally sequential / sometimes overlapping phases • Name and number determined by management • Controls need of the organization, project nature, area of application • Shaped by organization, industry or technology employed • Provides basic framework for managing projects

  20. Structure • Any project involves • Starting • Organizing/preparing • Carrying out • Closing

  21. Characteristics • Cost: low, peak, drop • Staff: low, peak drop • Stakeholder: high to low • Influence ability: high to low

  22. Product vs project life cycle • Product – sequential non-overlapping, determined by manufacturing and control, last cycle is retirement • Project – occur in one or more phases of product life cycle • Example: • A project to add new functions to a product

  23. Phases • Divisions within a project • Mainly sequential but can overlap • A phase is not a process group • Phase structure - segmented into logical subsets

  24. Phase characteristics • For sequential • Phase close • Involves transfer or handoff a work product • A point to reassess the effort and decide • Phase exits, milestone, decision gate, step gate, kill points • A phase has its distinct focus • A project can be single or multiple phases

  25. Phase relationship • Single phase • 3 phase sequential • 2 phase overlapping

  26. Project vs. operational work • Operations • Ongoing • Produce repetitive products, services, results • Project • Temporary • Ending • Both • Performed by individual • Has constraints • Planned, executed, monitored to achieve goal

  27. Stakeholders • Persons or organizations actively involved in the project or can be negatively or positively affected • Exert influence • Internal and external

  28. Project and Stakeholders relationship • Sponsor • Project team • Managers • Customers • Partners • PMO • Other departments • Other stakeholders

  29. Influence of Organization • Culture, style, structure • Maturity and project management systems • External influence

  30. Culture and styles • Norms on how to get things done • Cultures are manifested in: • Shared vision, values, norms, beliefs expectation • Policies, methods procedures • Authority relationship • Work ethic and work hours

  31. Organizational Influence • How organization structure influence projects

  32. Organizational Structures • Functional • Matrix • Weak • Balanced • Strong • Composite • projectized

  33. Organizational process Assets • Process assets from all involved • Formal, informal plans, policies, procedures, guidelines • Organization’s knowledge base

  34. End of Slide

  35. Project Management…. Work Smart Not Hard !!!

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