1. Start End What is a project? Definition from PMBOK -
A project is a temporary endeavour undertaken to create a product, service or outcome
There is a definite beginning and end
Generally the end is reached when the project’s objectives have been met
Objectives met!
Start
End
Adapted from the PMBOK 5th edition

2. Some Examples of Projects
Developing a new product or service
Effecting a change in an organisational structure
Acquiring and implementing a new computer system
Constructing a building
Improving a business process

3. Project Characteristics
Phases
Temporary
Definite
Start
Materials
Deliverables
Planned
Client
Tangible
Outcome
Controlled
Tasks
Team is
disbanded
Definite
End
Monitored
Objectives
Long or
Short
Timeframe
Activities
Cost
Sponsor
Scope

4. Project Success Measures
Project success occurs when the –
expectations of the project sponsor or client are met
agreed project objectives have been met
business outcomes have been realised
timeframe and budget have been delivered
quality and scope requirements have been delivered

5. Project Tradeoffs Time Quick Quality Cost Good Cheap
Really means
Project success is often reliant on the project manager’s ability to manage stakeholder expectations and make trade offs between key project dimensions

6. Project Management Roles (AIPM)
There is a natural hierarchy of roles within the project management profession
The AIPM’s competency framework has five levels -
Portfolio Executive
Project Director
Senior Project Manager
Project Manager
Project Practitioner
Source – AIPM Professional Competency Standards for Project Management, June 2008, Version 1

7. Project Management Roles (PMI)
The PMI has a different hierarchy of project management roles –
Portfolio Manager
Program Manager
Project Manager
The PMI also includes a project support function known as the Project Management Office

8. Project Management Definition
The application of the 10 defined project management knowledge areas, skills, tools and techniques to deliver project requirements.
Project management typically includes identifying requirements, addressing stakeholder expectations to ensure the project is planned and executed correctly, balancing competing project constraints such as time, cost, quality and scope, and reducing the impact of risks and issues.
Source – Adapted from PMBOK, 5th Edition

9. Program Management Definition
Grouping related projects in order to manage and co-ordinate the outcomes and enhance the achievement of benefits.
Program management is the centralised and co-ordinated management of a set of related projects in order to achieve broad strategic objectives and benefits.
Program management focuses on the project interdependencies and determines the optimal approach to managing the projects in order to maximise the benefits.
Project 1
Project 2
Project 3
Source – Adapted from PMBOK, 5th Edition

10. Portfolio Management Definition
Grouping of a collection of projects or programs together so they can be managed as a whole in order to achieve strategic business objectives.
Portfolio management refers to the centralised management of a collection of related projects and programs. This includes identifying, prioritising, authorising, managing and controlling projects and programs within the portfolio so that they align with the strategic business objectives.
The focus is on prioritisation of resource allocation so that the portfolio objectives are aligned to organisational strategies.
Source – Adapted from PMBOK, 5th Edition

11. Project, Program & Portfolio Roles
Portfolio Manager
Program Manager
Project Manager
Project Officer
Strategic focus
Manages a larger scope
Manages
Contributes
For more information on these roles click here
Source – Adapted from PMBOK, 5th Edition

12. Project Management Office (PMO)
Primary function of a PMO is to support project managers by –
Managing shared resources
Specifying and developing the project management methodology, best practice, standards and tools
Coaching, mentoring, training and career management
Project assurance and compliance with methodologies and standards
Co-ordinating communication across projects and within the project management community
Assistance with project establishment and approval processes
Project reviews and health checks to ensure projects are running according to plans and expected outcomes
Source – Adapted from PMBOK, 5th Edition

13. Project Managers vs PMOs
Focuses on the specified project objectives
Controls the assigned project resources to best meet project objectives
Manages the constraints of the individual project (scope, time, cost, quality, risk etc)
PMO
Manages major program scope changes to optimise achievement of broader business objectives
Optimises the use of shared organisational resources across all projects in their jurisdiction
Manages methodologies, standards, overall risks and interdependencies in their jurisdiction
Source – Adapted from PMBOK, 5th Edition

14. Project Manager Interpersonal Skills
In addition to the ability to apply the 10 key knowledge areas, Project Managers require important interpersonal skills to assist in the effective management of projects, specifically in the achievement of project objectives and success criteria –
Leadership
Team Building
Motivation
Communication
Influencing
Decision Making
Political and Cultural Awareness
Negotiation
Trust building
Conflict management
Coaching
Source – PMBOK, 5th Edition, Appendix X3 Interpersonal Skills