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Comprehensive Models for Project Management: Understanding Key Processes and Frameworks

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This paper explores various models of project management, highlighting their integral components and processes. It discusses the evolution of project management models, such as the PMBOK and Kerzner’s Cost/Time/Performance Triangle, emphasizing the importance of managing time, cost, scope, and quality. The paper also describes the 5 process groups outlined in PMBOK: Initiating, Planning, Executing, Controlling, and Closing. Additionally, it delves into the strategic and operational levels of project management processes and includes Lewis’s problem-solving model as an example, providing insights into effective project management methodologies.

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Comprehensive Models for Project Management: Understanding Key Processes and Frameworks

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  1. PROJECT MANAGEMENT 641 PAPER 3 MODELS FOR PROJECT MANAGEMENT

  2. Model can answer: WHAT IS PROJECT MANAGEMENT MODELS OF PROJECT MANAGEMENT

  3. MODELS FOR PROJECT MANAGEMENT PM “has yet to define an accepted, comprehensive model that effectively describes the processes a project must go through in order to transition an idea from concept to a finished product” (Adams & Caldentey, 1998).

  4. MODELS FOR PROJECT MANAGEMENTWhat’s a Model ? • Simplification of reality , to explain & emphasise main characteristics of that reality • Highlights most important attributes of real situation, to provide overall explanation of what occurs in actual situation • In this case, situation to be examined is process of PM

  5. KERZNER Cost/Time/ Performance Triangle

  6. KERZNER Cost/Time/ Performance Triangle • Traditional Model - managing time, cost, quality. • use resources effectively & efficiently. • maintain good customer relations • Shortfalls in this model: • No distinction between scope and quality. • No interdependencies shown • integration not represented. • Risk? Procurement? People?

  7. US PROJECT MANAGEMENT INSTITUTE - PMBOK

  8. US PROJECT MANAGEMENT INSTITUTE - PMBOK • Aim - encompass knowledge accepted as being useful to practitioners • 10 PMBOKs + 5 developing. 2 worth mentioning: • UKAPM - self-assessment checklist for key PM competencies for certification • AIPM competency standards for development and evaluation of PMs in Australia • PMI PMBOK goes beyond BOK to present a model of the project management process.

  9. The PMI PMBOK Model PMBOK model consists of: • 9 PM processes organised into • 5 PM process-groups: • Process = series of actions bringing a result

  10. The PMI PMBOK Model9 Project Management Processes • Integration elements coordinated. • Scopeproject includes all work required • Timetimely performance of the project • Cost project within approved budget • Quality project satisfies intended needs • Human Resourceeffective use of people • Communicationmanagement of information. • Procurement acquire goods & services • Risk manage risks

  11. PMBOK - 9 PM PROCESSES 9 PM processes can be categorised into : • Core processes • Must be done & “have clear dependencies that require them to be performed in essentially the same order on most projects”. • Integration, Scope, Time and Cost. • Facilitating processes • more dependent on nature of project • performed intermittently and as needed • Quality, Risk, HR, Communications , Procurement

  12. 5 PROCESS-GROUPS 9 PM processes organised into 5 groups • INITIATING - Recognise new project/phase exists, should begin & commit to do so. • PLANNING- Devise plan to accomplish project’s purpose • EXECUTING- Coordinate resources to carry out the plan • CONTROLLING- Measure progress & take corrective • CLOSING- Formalise acceptance of project & bring to an orderly end

  13. Group Characteristics output 1 = input to another iterative links between P, E, C for feedback. Groups are not discrete but tend to overlap PMBOK Model5 PROCESS-GROUPS

  14. The PMI PMBOK Model5 PROCESS-GROUPS 5 Process- Groups Project / Phases

  15. TURNER PM has three dimensions • 5 project objectives • management processes to achieve objectives • 3 levels at which the processes are applied

  16. TURNER5 Project Objectives • scope, organisation, quality, cost and time. • PM = define scope, derive organisation, state quality , estimate costs and time. • Scope & organisation mandatory: • no scope, no project • no organisation, no implementation • Whilst Q, T, C can be traded

  17. TURNERManagement Processes • Management processes needed to achieve PM objectives. • Management processes expressed in terms of a 4-stage PM life cycle. • Life cycle shows management processes to manage 5 objectives in each phase

  18. TURNER3 Levels - Each objective is managed at 3 levels • Level 1 - Integrative level. • Purpose & end product defined. • Basic cost, time & specifications defined • Any risks and assumptions stated. • Level 2 - Strategic or Administrative level • Plan management strategy e.g., milestones; responsibilities for organisational units & disciplines • Level 3 - Tactical or Operational level • Activities for each milestone defined, with responsibilities allocated

  19. LEWIS – Problem-Solving Model • Model = 16 -step problem-solving flowchart 1-8 = planning ; 9-16 = control process: • 1-5. Idea initiated. Alternatives - 1 selected. • 6-8. Plan developed with stakeholders • 9. Plan is executed. • 10-14. Execution controlled. Feedback may alter plan • 15-16. Project is closed out and reviewed

  20. MODELS - Key themes • PROJECT OBJECTIVES – PM manages • TIME, COST, SCOPE and QUALITY. • Supported by risk, procurement., etc.

  21. MODELS - Key themes • MANAGEMENT PROCESSES- Objectives managed by processes expressed either as • Classical- plan, organise, implement/lead , control • Problem-SolvingCycle - views project as problem & applies problem-solving sequence • Life Cycle - This acknowledges project life cycle e.g., concept, develop, implement, terminate.

  22. MODELS - Key themes • LEVELS OF PROJECT MANAGEMENT PROCESSES – PM applied at different levels • COMPLEXITY & INTEGRATION - Project has interlinked components. These must be integrated

  23. MODELS - SUMMARY • Difficult to produce model of PM that fully represents its complex world without making model complex & difficult to comprehend. • However, PMI & Turner provide good & similar answers to the question …………

  24. MODELS - SUMMARY what is project management ?

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