Introduction

to Project
Management

KEY TERMS AND CONCEPTS

The Standard What is project management?
How do we understand project management?

for Project How does (good) project management enable

Management outcomes?
What is “value”

How do we achieve consistency and application

regardless of industry, location, size OR delivery
approach (predictive, adaptive, hybrid)?

How do projects operate within different systems

or environments?
History, Key Terms &
Concepts
Important terms defined to provide context for the content in this course
Historically…
Projects have been undertaken since the earliest
days of human civilization and organized activity
In the Modern
Age…
• Formalized project management
practices and tools emerge...
GANTT
CHART @
Hoover Dam
In Our Daily
Lives…
• Many examples of projects that
characterize our daily lives...
 Project
Terms Program
Portfolio
Project Management
Project Manager
Project Team
Value
Product
Outcome
What is a Project?

A temporary endeavor undertaken to create a

unique product, service or result.
Attributes of a Project
Every Has a unique purpose
project: Is temporary (definite beginning and end)
Is developed using progressive elaboration
Involves uncertainty
Requires resources (from many & various areas)
Has a project sponsor / primary customer
 Portfolio

Program A Program B Project 1

Project A1 Project B1 Project 2

Portfolio. Project A2
Project A3
Project A4
Project B2
Project B3
Project 3

Program. Portfolio
A combination of
Operations

Program
Related projects,

Project.
projects, programs, subsidiary programs and
operations managed as a program activities that
group to achieve strategic are managed and
objectives coordinated to obtain
benefits not achievable if
managed individually
What is Project Management?

The application of knowledge, skills, tools

and techniques to project activities to meet
project requirements
OR…Project Management
1 What is the problem that needs to be solved?

2 How are you going to solve the problem?

3 How are you going to get the job done?

How will you know you are on track? How will you
4 know when you are done?

5 How well did you do?

Project Manager. Project Team.
Project Manager

• A person assigned to lead the project team

• The project manager is responsible for achieving the project outcomes
• The project manager facilitates project team work to achieve outcomes
• The project manager manages the processes to deliver the intended outcomes

Project Team

• A group of individuals performing the work of the project to achieve its

outcomes
Product. Outcome. Value.
Product Outcome Value

• An artifact • A result of a process or • The worth, importance or

• Is produced as a result of project usefulness of something
project work • Outcomes can include outputs • Value can mean different
• Is quantifiable and artifacts things to different people
• Can be the result OR a • The outcome focuses on the • End users may see value as
component of the result benefits and value that the the ability to do / perform
project was undertaken to something new OR easier
deliver than before
• The organization might see
value if cost savings or
revenue increase or market
share
Project Functions &
the Project Environment
What is necessary for a project to run efficiently and effectively?
How does the environment affect/influence project delivery?
1. Functions. A
Background
First.
• Coordinating work is important in project success
• What is better? A decentralized approach? Or centralized
coordination? What affects the decision?
• Supportive leadership models and meaningful, thoughtful
engagements between project teams and the stakeholders has a lot
to do with project success
• The project team is supported by functions which may vary from
industry to industry, the organization and the deliverables
Functions Provide oversight and coordination
• People in this function support the project team by
orchestrating the work of the project

Present objectives and feedback

• People in this function contribute perspectives,
insight and clear direction from customers and end
users (for example, requirements, outcomes,
expectations

Facilitate and support

• Provide oversight and coordination. Support people
through change and help address obstacles

Perform work and contribute insights

• This group of people provide the knowledge, skills
and experiences necessary to achieve project
outcomes
Functions Apply expertise

Continued
• People in this function provide the knowledge, vision
and expertise in a specific subject for a project

Provide business direction and insight

• People in this function can provide guidance and
clarify the direction of the project

Provide resources and direction

• People in this function promote the project and help
communicate the project vision, goals, etc. to the
broader stakeholder community

Maintain governance
• These people help approve and support
recommendations made by the project team
2. The
“Environment”
• Projects do not exist in a vacuum
• The internal and external environments in which
they operate influence project planning, work and
outcomes
• These influences can be favorable or have
detrimental affects on project stakeholders, teams
and ultimately, project success
Internal Environment
Process assets (tools, methodologies, approaches, templates, frameworks)
Governance documentation (policies, processes)
Data assets (databases, document libraries, artifacts from previous projects)
Knowledge assets (subject matter experts)
Organizational culture, structure, governance
Geographical distribution (resources and facilities)
Infrastructure (facilities equipment, IT, hardware, telecommunication channels)
IT SW (project management software, collaboration tools)
Resource availability (people & materials)
People / employee skills
External
Environment
• Marketplace conditions
• Social / cultural influences
• Regulatory environment (national, regional laws, privacy
laws, data and security laws)
• Industry standards
• Financial considerations (exchange rates, interest rates,
taxes)
• Physical environment (working conditions, weather)
At a Crossroad PMBOK v6 vs. v7
 Striking the Right Balance
The PMBOK / PMI vs. A Generalized Approach to Project Management

PMBOK 6, 7 / PMI GENERAL

Focus on knowledge areas, Focus on a generalized
process groups, processes, inputs, approaches and practices
outputs, tools, techniques
Less about the specific tools and
PMP certification techniques

Constantly evolving, and /or Less about where things fit in

changing nomenclature, with respect to groups, areas but
mappings rather a pragmatic organization

Formal definitions Less about formal definitions

PMBOK v6 will be “retired” shortly. PMBOK v7 (just released) will have considerable changes in the knowledge areas, process groups and
processes.
Less about the PMP, more about project management
Methods, models, artifacts, tools and techniques, critical deliverables / documents in managing projects will still be our focus.
 A body of knowledge (BOK or BoK) is the complete set of concepts, terms and activities that

PMBOK V6 vs V7 make up a professional domain, as defined by the relevant learned society or professional
association.

PMBOK7

PMBOK6 The Standard for Project Management

• Systems for Value Delivery

• Project Management Principles
The Standard for Project Management • Stewardship
• Team
• Initiating • Stakeholders
• Planning • Value
• Executing • Systems Thinking
• Monitoring & Controlling • Leadership
• Closing • Tailoring
• Quality
• Complexity
A Guide to the PMBOK • Risk
• Adaptability & Resiliency
• The project environment, role of project manager • Change
• Knowledge areas
• Integration
• Scope A Guide to the PMBOK
• Schedule
• Project Performance Domains:
• Cost
• Stakeholders
• Quality • Team
• Resources • Development
• Communications • Approach & Lifecycle
• Risk • Planning
• Procurement • Project Work
• Stakeholders • Delivery
• Measurement
• Uncertainty
• Tailoring
• Models Methods, Artifacts
Key Components
Components Description

Project life cycle A series of phases that a project moves through from start to end (completion)

Project phase A collection of logically related project activities (produces 1 or more deliverables)

Processes A systematic series of activities: Input + Techniques + Output

Process group A logical grouping of processes (inputs, tools, techniques and outputs)

Knowledge area An area of project management defined by its knowledge requirements and described in
terms of its underlying processes
 Project Life Cycle
Starting the Organizing / Carrying out the Ending the
project Preparing work project

phase phase phase phase

Process Groups
Monitoring &
Initiating Planning Executing Closing
Controlling
Processes Processes Processes Processes
Processes

10 Knowledge Areas

Key Components in Projects

A life cycle is a collection (series of) phases...
Project Management Processes & Process
Groups
Group Description

Initiating processes Performed to define a new project (or new phase of an existing project). Formal authorization is a key
requirement

Planning processes Required to define the scope, objectives and the course of action required to deliver on the objectives for
which the project was established

Executing processes Performed to complete the work defined in the project management plan to satisfy the project requirements

Monitoring & Required to track, review, regulate the progress and performance of the project. Identify which changes to
Controlling plan are required and initiate those changes
processes

Closing processes Performed to formally complete or close the project (or phase)
Knowledge Areas
Knowledge Area Description

Project Integration Processes and activities to identify, define, combine, unify and coordinate the
Management various processes and project management activities

Project Scope Processes required to ensure the project includes all the work required (and only
Management the work required) to complete the project successfully

Project Schedule Processes required to manage the timely completion of the project
Management

Project Cost Processes involved in planning, estimating, budgeting, funding and controlling
Management costs so that project can be completed within the approved budget

Project Quality Processes for planning, managing and controlling project AND product quality
Management requirements
Knowledge Areas Continued
Knowledge Area Description

Project Resource Processes to identify, acquire and manage the resources needed to successfully complete
Management the project

Project Processes required to ensure timely and appropriate planning, collection, creation,
Communication distribution, storage, retrieval, management, control and disposition of project information
Management

Project Risk Processes of planning, identifying, analyzing, responding to and managing risk
Management

Project Procurement Processes necessary to purchase or acquire products, services, results needed from outside
Management the project team

Project Stakeholder Processes required identify the people, groups or organizations that could be impacted
Management OR impact the project. What are their expectations? How do we engage and successfully
manage them?