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Project Management Framework &Project Management Framework &Organisation – Key ConceptsOrganisation – Key Concepts
All numbering refers to the PMI® Project Management Body of Knowledge (PMBOK) Knowledge Areas
4. ProjectIntegration
Management
4. ProjectIntegration
Management
5. ProjectScope
Management
5. ProjectScope
Management
6. ProjectTime
Management
6. ProjectTime
Management
7. ProjectCost
Management
7. ProjectCost
Management
8. ProjectQuality
Management
8. ProjectQuality
Management
9. ProjectHuman Resource
Management
9. ProjectHuman Resource
Management
10. ProjectCommunications
Management
10. ProjectCommunications
Management
11. ProjectRisk
Management
11. ProjectRisk
Management
12. ProjectProcurementManagement
12. ProjectProcurementManagement
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Role of the SponsorRole of the Sponsor
The Sponsor is the customer. The one who will pay for the product the project is going to deliver
• Must be visible and lead from the Top• Own the Business Case
– Belief and energy to “Stay the course”– Balance Priorities with Business-As-Usual– Budget Holder
• Commitment to new ways of working• Manage and Influence Stakeholders• Ensure Resources are committed
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Planning &Control
Programme Office
Business Review
SystemInterface
Leadership
ChangeManagement
TeamBuilding
BenefitsManagement
Financial Well-Being
Role of the ProRole of the Project ject ManaManagerger
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Functional OrganiFunctional Organissationation
FunctionalManager
ChiefExec.
FunctionalManager
FunctionalManager
• Part-time programme manager
• Direct reporting of team members to functional mgrs
• Project manager has little or no authority
• Virtually none of the team assigned full-time
ProProgrammegramme coordination coordination
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Functional OrganisationsFunctional Organisations
•Easier management of specialists•Team members report to only one supervisor•Similar resources are centralised, companies are grouped by specialisation
•People place more emphasis on their functional speciality to the detriment of project•No career path in project management•Project manager has no authority
Advantages Disadvantages
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Matrix OrganizationMatrix Organization
ProjectManager
Project
Manager
Prog.Manager
ProjectManager
ProjectManager
FunctionManager
FunctionManager
FunctionManager
TLTL
TLTL
TLTL
TLTL
TLTL
TLTL
TLTL
TLTL
TLTL
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Matrix OrganisationsMatrix Organisations
•Not cost effective because of extra administrative personnel•More than one boss for project teams•More complex to monitor and control•Tougher problems with resource allocation•Need extensive policies and procedures•Functional managers may have different priorities than project managers•Higher potential for conflict and duplication of effort
Advantages Disadvantages•Highly visible project objectives•Improved project manage control over resources•More support from functional organisations•Better coordination•Better horizontal and vertical dissemination of information than functional•Team members maintain a “home”
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ProProjectised jectised OrganiOrganissationation
• Full-time project manager
• Direct reporting of team members to PM
• Project manager has high or total authority
• 85-100% of team assigned full-time
Prog.Manager
Prog.Manager
Project coordinationProject coordination
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Projectised OrganisationsProjectised Organisations
No “home” when project complete•Lack of professionalism in disciplines•Duplication of facilities and job functions•Less efficient use of resources effort
Advantages Disadvantages
•Efficient project organisation•Loyalty to project•More effective communications that functional
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Organisational Structure Organisational Structure Influences on ProjectsInfluences on Projects
Project Manager’s Authority
% of Performing Organisation’s Personnel
Assigned Full Time to Project Work
Project Manager’s Role
Common Title for Project Manager’s Role
Project Management Administrative Staff
OrganisationType
Part-time
Project Coordinator/
Project Leader
Part-time
Virtually None
Little or None
Functional
Part-time Part-time Full-time Full-time
Part-time Full-time Full-time Full-time
Project Coordinator/
Project Leader
Project Manager/
Project Officer
Project / Program Manager
Project / Program Manager
0-25% 15-60% 50-95% 85-100%
LimitedLow to
ModerateModerate to
HighHigh to Almost
Total
ProjectisedMatrix
Weak MatrixBalanced
MatrixStrong Matrix
ProjectCharacteristics
Source: PMI® Project Management Body of Knowledge
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ProProject ject OrganiOrganissationation
No one “best” structure
Major considerations are:– Control– Responsibility & Accountability– Integration & Decision Making– Communication & Visibility– Priority & Trade-off– Stakeholder Management
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There are Two Life CyclesThere are Two Life Cycles
Project Management Life Cycle– This describes what you need to do to manage the
project (Initiating, Planning, Executing, Controlling, Closing)
– You are concerned about this life cycle
Product Life Cycle– The deliverable of a project that will be used by
the customer– The project team is not responsible for the product
life cycle
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The Triple ConstraintThe Triple Constraint
•The three are so intertwined that a change in one will in most cases lead to a change in at least one of the others
•Management sets the priority of each constraint
Time
CostQuality
Scope
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Project Integration Project Integration ManagementManagementDuring execution…
• The Project Team focus on completing tasks
• The sponsor and senior management protect the project from changes and loss of resources
• The project manager integrates all the pieces of the projects
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Project Integration Project Integration ManagementManagementConstraints
– Factors that limit the teams options– Financial, time, human, technical, other
Historical Information– Can include tasks, WBS, Reports, Estimates, Plans, lessons
learned, benchmarks, correspondence
Lessons Learned– Technical aspects– Project Management Life Cycle
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Project Integration Project Integration ManagementManagementProject Management Methodology
– Organisations set of standards, templates for managing projects
Project Management Information System– The system set up in advance where the project manager
goes to find all project related information, to know the status of the project etc
Baseline– The original plan plus any approved changes. Used to
compare actuals with original to monitor variances to budget
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Project Integration Project Integration ManagementManagementKick Off Meeting
– A communications and coordination meeting of all parties to ensure all are familiar with the details of the project and who will be responsible for what
– Includes team, sponsor, customers, sellers, senior management, functional managers)
Work Authorisation System– A formal procedure for sanctioning work
Change Requests– Formal changes to the project after it has been approved (during
execution) by integrated change control– The project plan is a formal document that needs to be controlled
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Project Integration Project Integration ManagementManagementChange Control System
– A collection of formal documented procedures and supporting organisation detailing how changes will be managed, approved, and implemented
Corrective Action– The project manager proactively looks for
deviations rather than just waiting for them to be brought to their attention
– Corrective action may involve cause and effect analysis, changes to schedule, costs, quality and risks
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Project Integration Project Integration ManagementManagement• Scope change control
– Measure performance– Replanning– Making changes and adjusting the baseline– Taking corrective action– Documenting lessons learned
• Schedule Control• Cost Control• Quality Control• Performance Measurement• Risk Monitoring
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Project Integration Project Integration ManagementManagementManaging Changes
– Influencing the factors that affect change– Ensuring that change is beneficial– Determining that a change has occurred– Looking for alternatives to change– Minimising the negative impact of change– Notifying stakeholders affected by change– Managing changes as they occur
Configuration Management– Managing the scope of the project so that the project
delivers the product required by the customer