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Project Management Framework

Based on PMBOK 5th Edition

Waleed El-Naggar, MBA, PMP

https://www.facebook.com/waleed.naggar
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 What is a Project
 What is Project Management
 PMO
 Organizational Structure
 Project Stakeholders
 Project Phases
 Project Management Process Groups
 PMI/PMP
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 2
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What is a Project?
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A temporary endeavor undertaken to create

a unique product, service or result
 Definite beginning and a definite end
 Does not mean short duration
 Produce a product or artifact, quantifiable, an end item or
a component item
 A capability to perform a service, such as call center
 A result, such as research results or documents
 An improvement in an existing product or service
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 3
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Project vs. Operation

 Operations are an organizational function performing an
ongoing execution of activities.
 Examples: Production, manufacturing, and accounting
operations.
 Projects help achieve the organizational goals when they
are aligned with the organization’s strategy.
 Projects require project management while operations
require business process management (BPM) or
operations management.
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 4
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Project or Operation?

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 5

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Project or Operation?

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 6

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Project or Operation?

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 7

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Projects and Strategic Planning

Projects start as a result of:
 Market demand
 Strategic opportunity and business need
 Social need
 Environmental consideration
 Customer request
 Technological Advance
 Legal requirements
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 8
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The Triple Constraints

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PMP - Project Management Framework https://www.facebook.com/waleed.naggar 10

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Portfolio, Program and Projects
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PMP - Project Management Framework https://www.facebook.com/waleed.naggar 11

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 A manageable component of a project

 May be performed by a separate organization

 Could be a project phase

 Subprojects are typically referred to as projects

and managed as such

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 12

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What Is Project Management?
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 The application of knowledge, skills, tools, & techniques to

project activities to meet project requirements
 Project management is accomplished through the
appropriate application and integration of the 47 logically
grouped project management processes categorized into
5 process groups:
• Initiation
• Planning
• Execution
• Monitoring and Controlling
• Closure
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 13
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PMP - Project Management Framework https://www.facebook.com/waleed.naggar 14

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Program Management
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 A program is a group of related project, sub-projects, and

program activities managed in a coordinated way.
 Projects are related through common outcome or
collective capability.
 Focus on project interdependencies and help determine
the optimal approach for managing them.
Interdependencies such as:
 Resource Constraints
 Aligning organizational direction
 Resolve issues and change management

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 15

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Project Management Office (PMO)
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 A management structure that standardizes the

project-related governance processes and
facilitates the sharing of resources, methodologies,
tools and techniques.
 Provides dedicated training, enterprise-wide project
management software, Coordinates overall project
quality standards.
 PMO may have the authority to act as an integral
stakeholder and a key decision maker through the
life of the project

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 16

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PMO Structure

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 17

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The Role of Project Manager
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 The project manager is responsible to satisfy

needs: task needs, team needs and individual
needs to achieve project goals.
 Project managers need interpersonal skills such as:
 Leadership  Political and culture
 Team Building awareness

 Motivation  Negotiation

 Communication  Trust Building

 Influencing  Conflict Management

 Decision making  Coaching

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 18

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PMP - Project Management Framework https://www.facebook.com/waleed.naggar 19

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Organizational Structures
 Functional

 Projectized

 Weak Matrix

 Balanced Matrix

 Strong Matrix

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 20

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Project
Chief Coordination
Executive

Functional Functional Functional

Manager Manager Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 21

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Projectized Organization
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Chief
Executive

Project Project Project

Manager Manager Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 22

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Weak Matrix Organization
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Chief
Executive

Functional Functional Functional

Manager Manager Manager

Staff Staff Staff

Project
Staff Staff Staff Coordination

Staff Staff Staff

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 23

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Balanced Matrix Organization
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Chief
Executive

Functional Functional Functional

Manager Manager Manager

Staff Staff Staff

Staff Staff Staff

Manager Staff Staff

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 24

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Strong Matrix Organization
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Chief
Executive

Functional Functional Functional Manager of Project

Manager Manager Manager Managers

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 25

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Organizational Structure Influences
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PMP - Project
Management
Framework https://www.facebook.com/waleed.naggar 26
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Advantages/Disadvantages of Organizations
I. Functional Organization

Grouped by areas of specialization/ functions. Power

is with the functional leader.
 Advantages: Access to specialists; members
reporting to only one supervisor, clearly defined
career paths
 Disadvantages: less focus on project deliverables,
no career path on Project Management, PM has no
authority
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 27
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Advantages/Disadvantages of Organizations

II. Projectized Organization

Organization is by projects. Personnel report to

PM/has total power.

 Advantages: Efficient project organization -

Loyalty to the project - effective communications.

 Disadvantages: No “home” after the project is

completed - duplication of facilities.

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 28

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III. Matrix Organization

Power varies between Project & Functional managers
according to its type (strong, balanced or weak)
 Advantages:

 Maximum utilization of scarce resources

 Efficient horizontal & vertical dissemination of information
 Retention of home after project closure.
 Disadvantages:
 Different priorities between PM & FM (Conflicts)
 Dual reporting
 Complex to monitor and control
 Duplication of effort
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 29
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Salma is a project manager in a company that

regularly builds teams to create products for
clients. When the product is delivered, the team is
dissolved & assigned to other projects. What kind
of organization is that?
A. Weak matrix
B. Projectized
C. Functional
D. Strong matrix
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 30
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Balance of Power in an Organization

Project Influence in Decision Making

Functional Influence in Decision Making

Pure Weak Balanced Strong Pure

Functional Matrix Matrix Matrix Projectized

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 31

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Authority/Responsibility Balance

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Organizational Process Assets

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PMP - Project Management Framework https://www.facebook.com/waleed.naggar 33

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Enterprise Environmental Factors

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PMP - Project Management Framework https://www.facebook.com/waleed.naggar 34

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Which of the following is NOT part of the

enterprise environmental factors?:
A. Lessons learned from previous projects
B. Knowledge of which departments in your
company typically work on projects
C. The work authorization system
D. Government and industry standards that affect
your project

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 35

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Project Stakeholders
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Individuals and organizations who are

actively involved in the project and whose
interests may be positively or negatively
affected by the project success or failure
Key Stakeholders
 Project manager Manages the project
 Customer Uses the product or service
 Performing organization Enterprise that does the project
work
 Sponsor Provides financial resources
PMP - Project Management Framework https://www.facebook.com/waleed.naggar 36
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Project Stakeholders
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What Is a Deliverable?
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 A unique and verifiable product, result, or

capability to perform a service that is required to
be produced to complete a process, phase or
project.

 A deliverable often marks the end of a phase of

the project or a major milestone.

 Phase end = Phase exit, stage gates, or kill points

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Cost & Staffing levels across the

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project life cycle

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Impact of Variable Based on

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Project Progress

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Project Phases
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 Divides the project into phases that provide

better management control and the appropriate
links to the operations of the organization

 Project Governance Across the Life Cycle

 Phase-to-Phase Relationship

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Predictive Lifecycle
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Iterative/Incremental Lifecycle
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Adaptive/Agile Lifecycle
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Project Management Process Groups

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 Initiating Process Group

 Defines and authorizes the project or a project phase
 Planning Process Group
 Defines and refines objectives, and plans the course
of action required to attain the objectives and scope
that the project was undertaken to address
 Executing Process Group
 Integrates people and other resources to carry out the
project management plan for the project

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 Monitoring and Controlling Process Group

 Regularly measures and monitors progress to identify
variances from the project management plan so that
corrective action can be taken when necessary to meet
project objectives

 Closing Process Group

 Formalizes acceptance of the product, services or
result and brings the project or a project phase to an
orderly end

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Process Groups Interaction

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The project life cycle is comprised of which of

the following?
A. Phases
B. Milestones
C. Estimates
D. Deliverables

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What type of organization is BEST for

managing complex projects involving cross
disciplinary efforts?
A. Projectized
B. Functional
C. Line
D. Matrix

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Of the following, which is the logical order of the

project management processes?
A. Initiating, planning, controlling, executing, closing
B. Planning, initiating, controlling, executing, closing
C. Initiating, planning, executing, controlling, closing
D. Planning, initiating, executing, closing

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Project Management Institute
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 Founded in 1969, the Project Management

Institute (PMI) has grown to be the organization
of choice for project management professionals
world wide.
 600,000 members representing 184 countries
 Establishes project management standards,
provide seminars, educational programs and
professional certification.
 http://www.pmi.org
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Project Management Professional (PMP)

c u -tr a c k c u -tr a c k

 The PMP certification is the most widely recognized and

respected certification in the field of project
management. The purpose and goal of this certification
program is the development, maintenance, evaluation,
promotion, and administration of a rigorous,
examination-based, professional certification program of
the highest caliber.
 Worldwide there are 510,434 PMPs all over the world
(Dec 31st, 2012).

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Certification Test Eligibility Requirements

Category 1 Category 2
• Baccalaureate/equivalent degree • High School diploma/equivalent degree

• Minimum of 4,500 hours of project • Minimum of 7,500 hours of project

management experience within the five management experience within the five
process groups (Initiation, Planning, process groups (Initiation, Planning,
Execution, Control, Closing) Execution, Control, Closing)

• 3 years of project management • 5 years of project management

experience within the last 6 years (36 experience within the last 8 years (60
months of non-overlapping months of months of non-overlapping months of
PM experience). PM experience).

• 35 contact hours of project management • 35 contact hours of project management

education. education.

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PMP Over the Years

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Project Management Institute Certificates

c u -tr a c k c u -tr a c k

 Certified Associate in Project Management (CAPM)®

 Project Management Professional (PMP)®

 Program Management Professional (PgMP)®

 PMI Agile Certified Practitioner (PMI-ACP)®

 PMI Risk Management Professional (PMI-RMP)®

 PMI Scheduling Professional (PMI-SP)®

 OPM3® Professional Certification

PMP - Project Management Framework https://www.facebook.com/waleed.naggar 57