Chapter 1

Notes

1. Project Management Framework - IST CQH CRP

- Project Integration Management

- Project Scope Management
- Project Time Management

- Project Cost Management

- Project Quality Management
- Project Human Resource Management

- Project Communication Management

- Project Risk Management
- Project Procurement Management

- A project is a temporary endeavour undertaken to create a unique product, service or result.

- Project Management is application of knowledge, skills, tools and techniques to project activities to meet (not exceed , no gold plating) project requirements

- Project Management is accomplished thru application & integration of Management processes.

- Project Manager is a person responsible for accomplishing project activities. Managing a project includes

- Identifying requirements
- Establishing clear and achievable objectives
- Balancing the competing demands of quality, scope, time and cost.
- Adapting the specifications, plans and approach to the different concerns and expectations of various stakeholders.

- Management Processes

- Initiating
- Planning
- Executing
- Monitoring & Controlling
- Closing

2. Project Integration Management - The processes and activities that integrate the various elements of project management.
These processes and activities are identified, defined, combined, unified and coordinated within the project management process groups.

Project Scope Management - Processes required to ensure that the project includes all work, the only work required to complete the project

Project Time Management - Process required to timely finish the project

Project Cost Management - Processes required to ensure that project is completed within the approved budget.

Project Quality Management - Processes required to assuring the project will satisfy the objective

Project Human Resource Management Processes required to organize and manage the project team.

Project Communications Management Processes required to ensure proper & timely communication of project activities

Project Risk Management Processes concerned with performing Risk Management to the project

Project Procurement Management Processes required to purchase products, services or results including contract management.

3. Programs Vs Projects

Program is a group of project managed in a coordinated way.

4. Portfolio Vs Portfolio Management

Portfolio is a group of projects or programs that are group together to facilitate effective management to achieve strategic business objectives.

5. Project Life Cycle

- Consists of Phases (and/or subphases)
- Each phase achieves something, have a deliverable that gets handed over to the next phase.
- Phases are generally sequential
- End of each phase marked by Completion of a Deliverable (a measurable , verifiable work product ) and Phase Exists/ Kill Points/ Stage Gates.

Development = Planning , in PM Context

6. Project Scope = Measured against Project Plan

Product Scope - Measured against Product Requirements

7. Project Life Cycle Vs Product Life Cycle.

8. Stakeholders are any or all of the following guys

- Actively involved in the project

- Whose work is going to be affected by completing of the project
- Who may exert influence on the project

Examples:
- Project Manager
- Customer / Users
- Project Team Members
- Project management team
- Sponsor
- Influencers
- PMO
- Performing Organisations

All conflicts should be resolved in favour of the customer.

9. Type of organization - Must know Advantage and Disadvantages of each

Functional
- Clear Authority over resources
- Each employee has a clear superior
- Staff grouped by Specialty

- Project Manager = Coordinator

The organization is structured into function areas such as Manufacturing, Procurement, Sales, Billing etc. All projects occur into one functional area, as work or information is needed from another
functional area, a request is made to the area head who would assign somebody from his team. In this case, resources juggle between operational and project work.
 Matrix

- A dedicated project manager

- A mix of Functional and Projectized

- Weak Matrix - PM has limited auto.

- Balanced Matrix - PM has moderate level auth
- Strong Matrix - PM has high level auto, similar to projectised.

Strong Matrix

Power rests with Project Manager. This is more close to Projectized structure.

Weak Matrix

Power rests with Functional Manager. This is more close to Functional structure.

Balanced Matrix

Power is shared. This is a combination of both Functional and Projectized. Resources would have two managers – Project Manager and Functional Managers. After Project Completion,
resources go back to Functional department.

Projectised

- PM has great deal of auth.

- Most of the team members are involved in project work
- team members are often collocated.

In this case, everybody is assigned to a project. After completion of project, resources will be assigned to another project.

PMO can exist in any type of organisation

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