Project Management Principles

Training Introduction

Participants Introduction

Name : Your Name (To be called)

Industry : Which Industry you work for

Year of Experience: Total Years of Experience & How many years of PM experience

Current Role: Current role & Responsibility

Reason : Why PMP®..? What is your Plan to achieve

Rate your priority (1-5): a) Gain Knowledge

b) Pass Exam
c) Career Advancement

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Course Structure

Day 1

• Introduction of Project Management

• Project Initiating
• Project Planning (Part 1)

Day 2

• Project Planning (Part 2)

• Project Executing
• Project Monitoring and Control
• Project Closing

Ground Rules

Dignity and Confidentiality Audience Ask Questions Punctuality No

Respect other’s Participation Disturbances
• Matters discussed • Don’t be afraid to • Arrive on time for
point of view in training ask. training and return • Mobile phones to
• There is a two on time from
specifically relating • If you have be put on silent
• Respect others way coffee break and
to individual difficulty asking a mode. Avoid side
views and opinions process between lunch break.
experiences/case question in the conversations. Stay
and have an the trainer(s) and
histories must be group please ask a on topic.
understanding. course
regarded as trainer during
• Discussions should participants..
confidential and break time.
be open and frank
must not be
and should not be
seen as personal discussed outside
attack of the training
programme.

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Project Management Methodologies

Certification from Project Management Institute

3
 © Copyright to Myanmar Project Management Center 2018
PMI, Project Management Professional (PMP), PMP and PMBOK
are registered marks of Project Management Institute, Inc.

4
 Project Management Principles
Section 1- Introduction

What is a Project?

A Project is a temporary endeavour undertaken to create a unique product, service,

or result

Deliverables
• A work is to be directed
• A strategic position to be attained
• A purpose to be achieved • A unique and verifiable product
• A result to be obtained Projects are
• A unique and verifiable service or
• A product to be produced temporary, but their
a capability to perform a service
• A service to be performed
• A unique and verifiable result,
deliverables may
such as an outcome or document
• A unique and verifiable exist beyond the end
combination of one or more
of project.
products or services or outcomes
Objectives

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… so when does a project end?

Project ends when

• The project’s objectives have been achieved
• The objectives will not or cannot be met
• Funding is exhausted or no longer available for allocation to the project
• The need for the project no longer exists
• The human or physical resources are no longer available
• The project is terminated for legal cause or convenience

What are the examples of Project?

Stop and Think!

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Why we do Project?

❏ Project drives a change

• A business cannot stay the same while the environment is changing. New
competitors may arise, economic conditions may alter, and suppliers may go out
of business.
• A project is aimed at moving an organization from one state to another state to
achieve a specific objective

❏ Project enables business value creation

• Tangible Value: Monetary assets, Stockholder equity, Utility, Fixtures, Tools and
Market share
• Intangible Value: Goodwill, Brand recognition, Public benefit, Trademarks,
Strategic alignment and reputation

Project Initiations context

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What is Project Management?

● Project management is the application of knowledge, skills, tools, and techniques

to project activities to meet project requirements.
● Project management is accomplished through the appropriate application and
integration of the project management processes identified for the project.
● Project management enables organizations to execute projects effectively and
efficiently.

History of Project Management

James R. Snyder
2570 BC: Great pyramid of Giza Henry Gantt Morgan R. Walker
(PMI)
(Gantt Chart (CPM)

208 BC: the Great Wall of China

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Why Project Management is important?

Effective and efficient project management enables organizations to:

• Tie project results to business goals

• Compete more effectively in their markets
• Sustain the organization
• Respond to the impact of business environment changes on projects by
appropriately adjusting project management plans

Project, Program and Portfolio

Portfolio – a suite of business Portfolio

programmes managed to optimise

overall enterprise value

Program
Programme – a structured grouping of
projected designed to produce clearly

identified business value

Project
Project – a structured set of activities
concerned with delivering a defined

capability based on an agreed schedule

and budget.

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P3M3
Portfolio Management
• The centralized management of one or more portfolios to achieve strategic
objectives. Portfolio and program management differ from project
management in their life cycles, activities, objectives, focus, and benefits. (e.g.
enabling people to live well and age gracefully in the community)

Program Management
• The application of knowledge skills, and principles to a program to achieve
the program objectives and obtain benefits and control and available by
managing program components individually. (e.g. IT enablement program for
community mental health)

Project Management
• The application of knowledge, skills, tools and techniques to project activities
to meet the project requirements. (e.g. construction of elderly friendly day
care centre)

Operation Management

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Relationship of P3M3 and Operations Management

Organizational Project Management (OPM)

• OPM is defined as a framework in which portfolio,

program, and project management are integrated
with organizational enablers in order to achieve
strategic objectives.

• OPM is to ensure that the organization undertakes

the right projects and allocates critical resources
appropriately.

• OPM helps to ensure that all levels in the

organization understand the strategic vision, the
initiatives that support the vision, the objectives,
and the deliverables.

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Project Management Body of Knowledge (PMBOK)

PMBOK: The knowledge within profession of project management that

includes traditional practices and innovative practices.
PMBOK Guide®: a subset of PMBOK. (aka good practices)
PMBOK Guide® is NOT methodology. But foundation to build Project Management
Methodology (PMM).

• Generally recognized.
• Good practice
• Common vocabulary
• Provides more details about key concepts, emerging trends, considerations for
tailoring the project management processes, and information on how tools and
techniques are applied to projects.

Why PMBOK® Guide

Standard for Project Management

• Developed based on the concepts of consensus, openness, due process and balance.
• A foundational reference for PMI’s project management professional
development program and practice

Common vocabulary
• It gives the standard professional terminology that are useful and consistent.
• The standard terms help stakeholder to understand one another, and to manage their
expectation

Code of Ethics and professional conduct

• Promote confidence in the project management profession.
• Helps in making wise decision when faced with difficulty.
• Maintain integrity or values.
• Responsibility, Respect, Fairness and Honesty

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Project life cycle

Project life cycle

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Project life cycle

Project life cycle

Interact with Client

to refine and
finalise the final
product until it is
accepted

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Project management process group

Inititating Planning Executing

Process Group Process Group Process Group

Monitoring and
Controlling Closing Process
Process Group Group

Project management knowledge area

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Project management process

Process Group and Knowledge Area Mapping

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Enterprise Environmental Factors

Organizational Process Assets

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Organizational structure types

Role of Project Manager

“I think it's a very important collaboration between the conductor and the
orchestra - especially when the conductor is one more member of the orchestra
in the way that you are leading, but also respecting, feeling and building the same
way for all the players to understand the music. - Gustavo Dudamel”

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Project Manager Competency

The Project Manager Competency

Development (PMDC) Framework
focuses on triangle talent skill sets:

• Technical project management

• Leadership
• Strategic and business
management

© Copyright to Myanmar Project Management Center 2018

PMI, Project Management Professional (PMP), PMP and PMBOK
are registered marks of Project Management Institute, Inc.

19
 Project Management Principles
Section 2 - Project Initiating

Initiating Process Group

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Initiating Process Group

Initiating Process Group

4.1 Develop Project Charter

The process of developing a document that formally authorizes the existence of a

project and provides the project manager with the authority to apply organizational
resources to project activities.

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Develop Project Charter

Business Case (Exhibit)

Outline of Business Case Recommendation
• Proposed Solution
Executive Summary
• Brief description of the problem and/or • Cost
• Timeline
opportunity
• Brief description of organisation’s goal Return on Investment
• Brief description of how the project
• Tangible Benefits/ Measurement
contribute organisation goal
• Intangible Benefits / Measurement
Introduction
• Background Assumptions and Constraints
• Current situation Risk
• Problem/Opportunity Description
Funding requirement
Options
Implementation Plan
• Description of option 1
• Description of option 2
• Description of option n
• Analysis of Option
• Comparison of cost-benefits of options

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Project Charter (Exhibit)

Initiating Process Group

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Initiating Process Group

13.1 Identify Stakeholders

The process of identifying project stakeholders regularly and analysing and

documenting relevant information regarding their interests, involvement,
interdependencies, influence, and potential impact on project success.

Identify Stakeholders

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Power/Interest, Power/Influence,
Impact/Influence grid

What have we learned?

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 © Copyright to Myanmar Project Management Center 2018
PMI, Project Management Professional (PMP), PMP and PMBOK
are registered marks of Project Management Institute, Inc.

26
 Project Management Principles
Section 3 - Project Planning

Planning Process Group

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Planning Process Group

Planning Process Group

4.2 Develop Project Management Plan

The process of defining, preparing, and coordinating all plan components

and consolidating them into an integrated project management plan.

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Develop Project Management Plan

Project Management Plan (Exhibit)

Subsidiary Management Plan Additional Components

● Scope management plan ● Change management plan
● Requirement management plan ● Configuration management plan
● Schedule management plan ● Performance measurement baseline
● Cost management plan ● Project life cycle
● Quality management plan ● Development approach
● Resource management plan ● Management reviews
● Communication management plan
● Risk management plan
● Procurement management plan
● Stakeholder management plan

Baselines
● Scope baseline
● Schedule baseline
● Cost baseline

PMBOK® Guide 6th ed. 2017, PMI Inc. p.88

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Planning Process Group

Planning Process Group

5.1 Plan Scope Management
The process of creating a scope management plan that documents how the project and product
scope will be defined, validated, and controlled.

5.2 Collect Requirements

The process of determining, documenting, and managing stakeholder needs and requirements to
meet project objectives.

5.3 Define Scope

The process of developing a detailed description of the project and product.

5.4 Create WBS

The process of subdividing project deliverables and project work into smaller, more manageable
components.

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 Plan Scope Management

Scope Management Plan Vs. Requirement Management Plan

SCOPE MANAGEMENT PLAN REQUIREMENTS MANAGEMENT PLAN

● How will the acceptance criteria ● Requirements traceability and tracking the
be derived implementation w.r.t plan
● Who all needs to be involved ● How do we handle changes, missed requirements,
to prepare a complete scope additional requirements ?
baseline (WBS) ● Prioritising the requirements - Nice to have vs
● How do we handle changes of Must have
scope baseline. Who will review ● How do we measure and check if the project is
and approve ? really on right track and meeting the
requirements.

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Collect Requirements

Requirement Traceability Matrix (RTM) (Exhibit)

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Define Scope

Project Charter vs. Project Scope Statement

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Create WBS

Planning Process Group

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Planning Process Group
6.1 Plan Schedule Management
The process of the establishing the policies, procedures, and documentation for planning, developing,
managing, executing and controlling the project schedule.

6.2 Define Activities

The process of identifying and documenting the specific actions to be performed to produce the project
deliverables.

6.3 Sequence Activities

The process of identifying and documenting relationships among the project activities.

6.4 Estimate Activity Durations

The process of estimating the number of work periods needed to complete individual activities with the
estimated resources.

6.5 Develop Schedule

The process of analysing activity sequences, durations, resource requirements, and schedule constraints to
create the project schedule model for the project execution and monitoring and controlling.

Plan Schedule Management

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Define Activities

Schedule Management Plan

● Establish the criteria and the activities for developing, monitoring, and controlling the
schedule as follow:
● Project schedule model development
● Release and iteration length
● Level of accuracy
● Unit of measure
● Organizational procedures links
● Project schedule model maintenance
● Control thresholds
● Rules of performance measurement (EVM)
● Reporting formats

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Sequence Activities

Precedence Diagramming Method (Exhibit)

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Step 5: Apply Float and Determine Critical Path (Exhibit)

Estimate Activity Durations

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Estimate Methods

Develop Schedule

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Planning Process Group

Planning Process Group

7.1 Plan Cost Management

The process of defining how the project cost will be estimated, budgeted, managed, monitored,
and controlled.

7.2 Estimate Costs

The process of developing an approximation of the monetary resources needed to
complete project work.

7.3 Determine Budget

The process of aggregating the estimated costs of individual activities or work packages to
establish an authorised cost baseline.

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Plan Cost Management

Estimate Costs

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Determine Budget

Reserve analysis (Exhibit)

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Planning Process Group

Planning Process Group

8.1 Plan Quality Management

The process of identifying quality requirements and/or standards of the project and its deliverables,
and documenting how the project will demonstrate compliance with quality requirements and/or
standards.

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Plan Quality Management

Seven Basic Quality Tools

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Planning Process Group

Planning Process Group

9.1 Plan Resource Management

The process of identifying how to estimate, acquire, manage, and utilised physical and team
resources.

9.2 Estimate Activity Resources

The process of estimating team resources and the type and quantities of material, equipment, and
supplies necessary to perform project work.

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Plan Resource Management

Estimate Activity Resources

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Planning Process Group

Planning Process Group

10.1 Plan Communications Management

The process of developing an appropriate approach and plan for project communication
activities based on the information needs of stakeholder or group, available organisational assets,
and the needs of the project.

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Plan Communications Management

Communication Plan Components

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Planning Process Group

Planning Process Group

11.1 Plan Risk Management
The process of defining how to conduct risk management activities for a project.

11.2 Identify Risk

The process of identifying individual project risks as well as sources of overall project risk, and documenting their
characteristics.

11.3 Perform Qualitative Risk Analysis

The process of prioritising individual project risks for further analysis or action by assessing their probability of
occurrence and impact as well as other characteristics.

11.4 Perform Quantitative Risk Analysis

The process of numerically analysing the combined effect of identified individual project risks and other sources of uncertainty
on overall project objectives.

11.5 Plan Risk Responses

The process developing options, selecting strategies, and agreeing on actions to address overall project risk exposure, as well as
to treat individual project risks.

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Plan Risk Management

Risk Categories

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Probability Impact Matrix

Identify Risk

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SWOT Analysis

Perform Qualitative Risk

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Perform Qualitative Risk

Decision Tree

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Plan Risk Responses

Risk Response Strategies (Exhibit)

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Planning Process Group

Planning Process Group

12.1 Plan Procurement Management

The process of documenting project procurement decisions, specifying the approach, and
identifying potential sellers.

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Plan Procurement Management

Contract Selection

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Procurement Documentations

What have we learned?

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 © Copyright to Myanmar Project Management Center 2018
PMI, Project Management Professional (PMP), PMP and PMBOK
are registered marks of Project Management Institute, Inc.

58
 Project Management Principles
Section 4 - Project Executing

DATE

Executing Process Group

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Executing Process Group

Executing Process Group

4.3 Direct and Manage Project Work

The process of leading and performing the work defined in the project management plan and
implementing approved changes to achieve the project’s objectives.

4.4 Manage Project Knowledge

The process of using existing knowledge and creating new knowledge to achieve the project’s
objectives and contribute to organizational learning.

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Direct and Manage Project Work

Explicit and Tacit Knowledge (Exhibit)

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Manage Project Knowledge

Lessons Learned Register (Exhibit)

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Executing Process Group

Executing Process Group

8.2 Manage Quality

The process of translating the quality management plan into executable quality activities that
incorporate the organisation’s quality policies into the project.

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Manage Quality

Executing Process Group

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Executing Process Group
9.3 Acquire Resources
The process of obtaining team members, facilities, equipment, materials, supplies, and resources
necessary to complete the project work.

9.4 Develop Team

The process of improving competencies, team member interaction, and the overall
environment to enhance project performance

9.5 Manage Team

The process of tracking team member performance, providing feedback, resolving issues, and
managing team changes to optimise project performance.

Acquire Resources

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Develop Team

Develop Team – Tools and Techniques (Exhibit)

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Motivation Theories (Exhibit)

Manage Team

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Manage Team – Tools and Techniques (Exhibit)

Executing Process Group

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Executing Process Group

10.2 Manage Communications

The process of ensuring timely and appropriate collection, creation, distribution, storage,
retrieval, management, and the ultimate disposition of project information.

Manage Communications

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Executing Process Group

Executing Process Group

• 11.6 Implement Risk Responses New

The process of implementing agreed-upon risk response plans

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Implement Risk Responses

Executing Process Group

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Executing Process Group
12.2 Conduct Procurements

The process of obtaining seller responses, selecting a seller, and awarding a contract.

Conduct Procurements

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Executing Process Group

Executing Process Group

13.3 Manage Stakeholder Engagement

The process of communicating and working with stakeholders to meet their needs
expectations, address issues, and foster appropriate stakeholder engagement involvement.

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Manage Stakeholder Engagement

What have we learned?

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 © Copyright to Myanmar Project Management Center 2018
PMI, Project Management Professional (PMP), PMP and PMBOK
are registered marks of Project Management Institute, Inc.

75
 Project Management Principles
Section 5 - Project Monitoring and Controlling

Monitoring and Controlling Process Group

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Monitoring and Controlling Process Group

Monitoring and Controlling Process Group

4.5 Monitoring and Control Project Work

The process of tracking, reviewing, and reporting overall progress to meet the performance
objectives defined in the project management plan

4.6 Perform Integrated Change Control

The process of reviewing all change requests; approving changes and managing changes to
deliverables, organizational process assets, project documents, and the project management
plan; and communicating the decisions.

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Monitor and Control Project Work

Perform Integrated Change Control

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Monitoring and Controlling Process Group

Monitoring and Controlling Process Group

5.5 Validate Scope

The process of formalizing acceptance of the completed project deliverables.

5.6 Control Scope

The process of monitoring the status of the project work and product scope and managing
changes to the scope baseline.

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Validate Scope

Control Scope

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Monitoring and Controlling Process Group

Monitoring and Controlling Process Group

6.6 Control Schedule

The process of monitoring the status of the project to update the project schedule and manage
changes to the schedule baseline.

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Control Schedule

Monitoring and Controlling Process Group

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Monitoring and Controlling Process Group
7.4 Control Costs

The process of monitoring the status of the project to update the project costs and
manage changes to the cost baseline.

Control Costs

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Earned Value Analysis (Exhibit)

Earned Value Analysis - Formulae

How much work should be done ? Ans: Planned Value, PV

How much work is done? Ans: Earned Value, EV
How much did it cost to do the work that is done ? Ans: Actual Cost, AC
What is the total job supposed to have cost ? Ans: Budget at completion, BAC

84
Monitoring and Controlling Process Group

Monitoring and Controlling Process Group

8.3 Control Quality

The process of monitoring and recording the results of executing the quality management
activities to access performance and ensure the project outputs are complete, correct and
meet customer expectation.

85
Control Quality

Root cause Analysis

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Monitoring and Controlling Process Group

Monitoring and Controlling Process Group

9.6 Control Resources

The process of ensuring that the physical resources assigned and allocated to the
project are available as planned, as well as monitoring the planned versus actual use
of resources, and performing corrective action as necessary.

87
Control Resources

Monitoring and Controlling Process Group

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Monitoring and Controlling Process Group

10.3 Monitor Communications

The process of ensuring the information needs of the project and its stakeholders are
met.

Monitor Communications

89
Monitoring and Controlling Process Group

Monitoring and Controlling Process Group

11.7 Control Monitor Risk

The process of monitoring the implementation of agreed-upon risk response plans,
tracking identified risks, identifying analysing new risks, and evaluating risk process
effectiveness throughout the project.

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Monitor Risk

Monitoring and Controlling Process Group

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Monitoring and Controlling Process Group

12.3 Control Procurements

The process of managing procurement relationships, monitoring contract
performances, making changes and corrections as appropriate, and closing out
contracts.

Control Procurements

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Monitoring and Controlling Process Group

Monitoring and Controlling Process Group

13.4 Monitor Stakeholder Engagement

The process of monitoring project stakeholder relationships and tailoring strategies
for engaging stakeholders through the modification of engagement strategies and
plans.

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Monitor Stakeholder Engagement

What have we learned?

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 © Copyright to Myanmar Project Management Center 2018
PMI, Project Management Professional (PMP), PMP and PMBOK
are registered marks of Project Management Institute, Inc.

95
 Project Management Principles
Section 6- Project Closing

Closing Process Group

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Monitoring and Controlling Process Group

4.7 Close Project or Phase

The process of finalizing all activities for the project, phase, or contract.

Close Project or Phase

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What have we learned?

© Copyright to Myanmar Project Management Center 2018

PMI, Project Management Professional (PMP), PMP and PMBOK
are registered marks of Project Management Institute, Inc.

98