Introduction

Project: A project is a temporary endeavor undertaken to create a unique product, service, or result.
The temporary nature of projects indicates that a project has a definite beginning and end.
Every project creates a unique product, service, or result.
It is progressively elaborated.

Project Management: It is the application of knowledge, skills, tools, and techniques to project activities
to meet the project requirements.
Project management is accomplished through the appropriate application and integration of the 47
logically grouped project management processes, which are categorized into five Process Groups.
These five Process Groups are:
 Initiating,
 Planning,
 Executing,
 Monitoring and Controlling
 Closing.
Project Constraints are
 Scope,
 Quality,
 Schedule,
 Budget,
 Resources
 Risks.
Managing a project include
 Identifying Requirements
 Addressing the various needs, concerns and expectations of the stakeholder
 Balancing the competing project constraints

Portfolios, Programs, and Projects

Portfolio: It refers to a collection of projects, programs, subportfolios, and operations which may be
unrelated, but are managed together to meet strategic business objectives.
If the relationship between projects is only that of a shared client, seller, technology, or resource, the
effort should be managed as a portfolio of projects
Projects or Programs may not be necessarily be interdependent or directly related.
Programs: It is defined as a group of related projects, subprograms, and program activities managed in a
coordinated way to obtain benefits not available from managing them individually
A project may or may not be part of a program but a program will always have projects.
Projects within a program are related through the common outcome or collective capability
The projects or programs of the portfolio may not necessarily be interdependent or directly related

Introduction
 Projects Programs Portfolio
Scope Projects have defined Programs have a large Scope Portfolio have an
objectives. and provide more significant organizational scope
Scope is progressively benefit that changes with the
elaborated throughout the strategic objectives of
project life cycle the organization
Change Project managers expect Program Manager expect Portfolio managers
change and implement change from both inside and continuously monitor
processes to keep change outside the program and are changes in the broader
managed and controlled prepared to manage it internal and external
environment
Planning Project managers Program Managers develop Portfolio managers
progressively elaborate the overall program plan and create and maintain
high-level information into create high-level plans to necessary processes
detailed plans throughout guide detailed planning at the and communication
the project life cycle component level. relative to the aggregate
portfolio
Management Project managers manage Program Manager manage Portfolio managers may
the project team to meet the program staff and the manage or coordinate
the project objectives project managers; they portfolio management
provide vision and overall staff, or program and
leadership. project staff that may
have reporting
responsibilities into the
aggregate portfolio.
Success Success is measured by Success is measured by the Success is measured in
product and project quality, degree to which the program terms of the aggregate
timeliness, budget satisfies the needs and investment
compliance, and degree of benefits for which it was performance and
customer satisfaction undertaken benefit realization of
the portfolio
Monitoring Project managers monitor Program Manager monitor Portfolio manager
and control the work of the progress of program manages strategic
producing the products, components to ensure the changes and aggregate
services, or results that the overall goals, schedules, resource allocation,
project was undertaken to budget, and benefits of the performance results,
produce. program will be met. and risk of the portfolio.

Project Management Office

A project management office (PMO) is a management structure that standardizes the project-related
governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
The responsibilities of a PMO can range from providing project management support functions to
actually being responsible for the direct management of one or more projects.
The PMO integrates data and information from corporate strategic projects and evaluates how higher
level strategic objectives are being fulfilled
PMO is custodian of Organizational Process Assets.

Introduction
The PMO is the natural liaison between the organization’s portfolios, programs, projects, and the
corporate measurement systems
A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout
the life of each project, to make recommendations, or to terminate projects or take other actions, as
required, to remain aligned with the business objectives.
The PMO may be involved in the selection, management, and deployment of shared or dedicated
project resources.
Types of PMO
 Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best
practices, training, access to information and lessons learned from other projects.
This type of PMO serves as a project repository.
The degree of control provided by the PMO is low.
 Controlling. Controlling PMOs provide support and require compliance through various means.
Compliance may involve adopting project management frameworks or methodologies, using specific
templates, forms and tools, or conformance to governance.
The degree of control provided by the PMO is moderate.
Focus on reviews and audits to ensure project success is improving
 Directive. Directive PMOs take control of the projects by directly managing the projects.
The degree of control provided by the PMO is high.
PM reports directly to PMO.
The primary function of a PMO is
 To support project managers in a variety of ways
 Managing shared resources across all projects administered by the PMO;
 Identifying and developing project management methodology, best practices, and standards;
 Coaching, mentoring, training, and oversight;
 Monitoring compliance with project management standards, policies, procedures, and templates by
means of project audits;
 Developing and managing project policies, procedures, templates, and other shared documentation
 Coordinating communication across projects.

Project Manager Project Management Office

The project manager focuses on the specified
project objectives
The project manager controls the assigned project
resources to best meet project objectives
The project manager manages the constraints
(scope, schedule, cost, quality, etc.) of the
individual projects
The PMO manages major program scope changes,
which may be seen as potential opportunities to
better achieve business objectives
The PMO optimizes the use of shared
organizational resources across all projects.
The PMO manages the methodologies, standards,
overall risks/opportunities, metrics, and
interdependencies among projects at the
enterprise level

Operations Management

Introduction
Operations management is responsible for overseeing, directing, and controlling business operations.
Operations evolve to support the day-to-day business, and are necessary to achieve strategic and
tactical goals of the business.
Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do
basically the same set of tasks according to the standards institutionalized in a product life cycle.

Projects Operations
Temporary On-Going
Unique Repetitive
Closes after attaining the objectives Objective is to sustain business
Prototyping the new car model Assembly line production

Organization Structures
Functional Organization: It is a hierarchy where each employee has one clear superior.
Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at
the top level.
Each department in a functional organization will do its project work independently of other
departments.
Project Team Members reports to functional manager
PM needs to clarify decisions with functional manager.
PM spends a lot of time doing administrative tasks.
Keyword: Project Coordinator communicate with functional manager.
Matrix Organization: It reflect a blend of functional and projectized characteristics.
Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of
power and influence between functional and project managers.
Workers Reports to Multiple bosses.
The Authority of Functional manager flows vertically downwards and the authority of Project Manager
flows sideways
 Weak matrix organizations maintain many of the characteristics of a functional organization
The role of the project manager is more of a coordinator or expediter.
A project expediter works as staff assistant and communications coordinator.
The expediter cannot personally make or enforce decisions.
Project coordinators have power to make some decisions, have some authority, and report to a higher-
level manager.
PM are not in-charge of resources.
Major decisions will be made by functional manager.
Keyword: Project Coordinators Communicate with Project Staff
 Strong matrix organizations have many of the characteristics of the projectized organization.
It has full-time project managers with considerable authority and full-time project administrative staff.
 Balanced matrix organization recognizes the need for a project manager.
It does not provide the project manager with the full authority over the project and project funding.
PM shares authority with functional manager.
Team members reports to PM and functional Managers equally.
 Tight Matrix: Refers to colocation or locating the work spaces for the project team in the same room.

Projectized Organization: In a projectized organization, team members are often co-located.

Introduction
Most of the organization’s resources are involved in project work, and project managers have a great
deal of independence and authority.
Virtual collaboration techniques are often used to accomplish the benefits of co-located teams.
Projectized organizations often have organizational units called departments, but they can either
report directly to the project manager or provide support services to the various projects.
PM are responsible for the success and failure of project.
Composite Organization: A composite organization blends the functional, matrix, and projectized types
of organizations.
A composite is just two or more models that are adapted for a special project, for simplicity, or to keep
power in check.
Most modern businesses are of the composite type.
Two examples to help describe composite organizations are below:
 An organization may deliver one project in a Balanced Matrix way, while another is being performed in
a Functional way. They also have yet another project that’s being done as Projectized.

Project CharacteristicsFunctional Matrix (Two Bosses) Projectized

(Silo) Weak Balanced Strong (No home)
Project Manager Little or Low Low to Moderate to High
Authority None Moderate High
Resource Availability Little or Low Low to Moderate to High
None Moderate High
Project Budget Functional Functional Mixed Project Project
Management Manager Manager Manager Manager
Project Manager Role Part time Part time Full Time Full Time Full Time
Project Management Part time Part time Part Time Full Time Full Time
Administrative Staff

Org.Type Advantages Disadvantages

Matrix Highly visible Project objectives
Better Project Manager control over resources
Better Coordination
Team members maintain a home
Functional Team members reports to one superior
More clearly defined career paths
Easier Management Specialists
Projectized Efficient Project Organization
More effective communication
Loyalty to the project
Not cost effective because of extra
administration
More than one boss for Project Team
More complex to monitor and control
Higher potential for conflicts
No career path in Project
Management
People place more emphasis on their
functional specialty
No Home when project is completed
Duplication of facilities and job
functions
Lesser efficient use of resources as
few roles are repeated in the project
e.g Configuration Manager

Organizational Process Assets

5

Introduction
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases
specific to and used by the performing organization.
They include any artifact, practice, or knowledge from any or all of the organizations involved in the
project that can be used to perform or govern the project.
The process assets also include the organization’s knowledge bases such as lessons learned and
historical information.
Organizational process assets may include completed schedules, risk data, and earned value data.
Organizational process assets may be grouped into two categories:
Processes and procedures
 Guidelines and criteria for tailoring the organization’s set of standard processes and procedures
 Specific organizational standards such as policies (e.g., human resources policies, health and safety
policies, ethics policies, and project management policies), product and project life cycles, and quality
policies and procedures
 Templates (e.g., risk register, work breakdown structure, project schedule network diagram, and
contract templates).
 Change control procedures
 Financial controls procedures
 Issue and defect management procedures
 Organizational communication requirements
 Procedures for prioritizing, approving, and issuing work authorizations
 Risk control procedures
 Standardized guidelines, work instructions, proposal evaluation criteria, and performance
measurement criteria.
 Project closure guidelines or requirements (e.g., lessons learned, final project audits, project
evaluations, product validations, and acceptance criteria).
Corporate knowledge base.
 Configuration management knowledge bases containing the versions and baselines of all performing
organization standards, policies, procedures, and any project documents;
 Financial databases containing information such as labor hours, incurred costs, budgets, and any
project cost overruns;
 Historical information and lessons learned knowledge bases (e.g., project records and documents, all
project closure information and documentation, information regarding both the results of previous
project selection decisions and previous project performance information, and information from risk
management activities);
 Issue and defect management databases containing issue and defect status, control information, issue
and defect resolution, and action item results;
 Process measurement databases used to collect and make available measurement data on processes
and products;
 Project files from previous projects (e.g., scope, cost, schedule, and performance measurement
baselines, project calendars, project schedule network diagrams, risk registers, planned response
actions, and defined risk impact).

Enterprise Environmental Factors

Introduction
Enterprise environmental factors refer to conditions, not under the control of the project team, that
influence, constrain, or direct the project.
Enterprise environmental factors may enhance or constrain project management options, and may
have a positive or negative influence on the outcome.
Enterprise environmental factors include
 Organizational culture, structure, and governance;
 Geographic distribution of facilities and resources;
 Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product
standards, quality standards, and workmanship standards);
 Infrastructure (e.g., existing facilities and capital equipment);
 Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal,
contracting, and purchasing);
 Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and
training records, reward and overtime policy, and time tracking);
 Company work authorization systems;
 Marketplace conditions;
 Stakeholder risk tolerances;
 Political climate;
 Organization’s established communications channels;
 Commercial databases (e.g., standardized cost estimating data, industry risk study information, and
risk databases)
 Project management information system (e.g., an automated tool, such as a scheduling software tool,
a configuration management system, an information collection and distribution system, or web
interfaces to other online automated systems).

Composition of Project Team

Project team consists of PM, Project Management Team and Project Sponsor.
Dedicated: All or a majority of the project team members are assigned to work full-time on the project.
 The project team may be co-located or virtual
 Reports directly to the project manager.
 This is the simplest structure for a project manager, as the lines of authority are clear and team
members can focus on the project’s objectives.
 Dedicated project teams are often seen in projectized organizations.
Part-time: Some team members working on the project while some continue to carry out their normal
functions.
 The functional managers maintain control over the team members.
 Part-time team members may also be assigned to more than one project at a time.
 Part-time project teams are common within functional organizations, and matrix organizations

Project Life Cycle

A project life cycle is the series of phases that a project passes through from its initiation to its closure.
The phases are generally sequential and sometimes overlapping.
Phases can be broken down and are generally time bounded, with a start and ending or control point.
This is what is needed to do perform the work.

All the Projects can be mapped to following life cycle structure

 Starting the project

Introduction
 Organizing and preparing
 Carrying out the project work
 Closing the project

Stakeholder influences, risks and uncertainty are high at the starting and drops as project closes.
Ability to influence the final characteristics without impacting cost is highest at the start and decreases
as the project progress.
Costs and Resources are low at the starting, peaks at the work is carried out and drops as Project
closes.
Project life cycles range from plan driven projects (Predictive Lifecycle) to change driven projects
(Iterative and Incremental)
Types of Lifecycles
 Predictive: In this the project scope and the time and cost required to deliver the scope are
determined as early as possible.
Uses the concept of Rolling-Wave Planning
 Iterative and Incremental: Project Phases intentionally repeat one or more project activities as the
project team understanding of the Product increases.
Iterations develop the product through a series of repeated cycles while increments add functions to
the product
Preferred when there is a need to manage changing objectives and scope.
To reduce complexity of the Project.
 Adaptive: Respond to high-level of change and ongoing stakeholder involvement.
They also involve Iterative and Incremental but iterations are very rapid and fixed in cost and time.

Phase to Phase Relationships

Phase ends are known as phase exits, stage gates or kill points.
There are three Phase to Phase Relationships
8

Introduction
Sequential relationship: A phase starts only when the previous phase is complete.
It reduces uncertainty.
It eliminate options for reducing the overall schedule.
Overlapping relationship: A phase starts prior to completion of the previous one.
Its helps in schedule Compression.
Increase risk, and can result in rework.
Iterative Relationship: Only one phase is planned at any given time and the planning for the next is
carried out as work progress on the current phase and deliverables.
Used in undefined, uncertain and rapid changing environments.
Scope is managed by continuously delivering increments of the products
Minimize project risks and maximize product business value.

Process Groups
Process Groups are Overlapping Activities and They are not Project Lifecycles
It is what is needed to do to manage the work.
There are five types of Process Groups
 Initiating: Performed to define a new project or new phase of existing project by authorization to start
the project or phase
Initial scope and Initial finance are committed.
Internal and external stakeholders are identified and PM is assigned
 Planning: Perform to establish the total scope, define and refine objectives and develop the course of
action required to attain those objectives.
 Executing: Performed to complete the work defined in the project management plan to satisfy project
specifications.
 Monitoring and Control: Processes required to track, review the progress and performance of the
project.
 Closing: Performed to conclude all activities across all project management process group to formally
complete the project.
Project end is achieved when objectives have been met or when project is terminated

Introduction