1. Project Management (x470)
Module 01 : Foundational Concepts

2. Class Road Map Foundational Concepts Knowing WHAT the Project Is
Session 1
Foundational Concepts
Sessions 2 & 3
Knowing WHAT the Project Is
Session 4
Knowing WHERE the Project Is
Session 5
Closure, Group Presentation, Advance Topics

3. Foundational Concepts
Session 1 Agenda
1st Day Housekeeping
Introductions
Course objectives, outline, logistics
First session sign-up sheet
Foundational Concepts
What and Why of Project and Project Management
Successful Project Management
Project Manager Role
PMBOK Guide Process Groups
Team Sessions
Team Charter
Project Proposal Approval
Stakeholder Satisfaction
Initial Project Elaboration

4. Stakeholder Satisfaction
What is a Project?
Temporary endeavor undertaken to create a unique product, service, or result. (PMBOK Guide)
Deliverable ‘a’
Deliverable ‘d’
Deliverable ‘n’
Primary
Objective
$$$$$
Stakeholder Satisfaction
Time
Cost
Scope
Time

5. Deliverable – What & Why
WHAT: Tangible, measurable work output
Metric/s for considering work completion.
How do you know you’re done?
WHY: (a) Clarity and validation of project requirements (b) Assured project monitoring and control
You cannot manage what you cannot measure!
PROJECT OUTPUTS ARE PRESCRIBED BY ITS DELIVERABLES!

6. Team Work Use the template in the Workbook as a guide.
5 minutes
Team Formation
20 minutes
Team Charter
Use the template in the Workbook as a guide.
15 minutes
Project Proposal
Major product deliverables at the end of the project
Team Name
Team assignment if unfinished

7. Organizational Context of Project Management
Mission and Vision, Strategy and Objectives
Knowing What is Best
Project Portfolio Management
Alignment of projects with strategic business objectives
Prioritization
Organizational Capacity Planning
Doing the right work!
Programs and Projects
Scientific Methodology (Product Delivery and Project Management Best Practices)
Doing the work right!

8. Why Project Management?
Project Management (PMBOK Guide): The application of knowledge, skills, tools, and techniques to project activities to meet project requirements
Project Success!
Stakeholders Satisfaction
Scientific Methodology (Doing the work right!)

9. Project (Scope, Duration, Cost)
Stakeholders
Stakeholders
Project (Scope, Duration, Cost)
Usually exert influence over the project’s objectives and outcomes
Need to be identified, needs and expectations determined, managed and influenced to ensure a successful project
WHY
Individual and organizations that are actively involved in the project, or whose interest may be affected as a result of the project
WHO

10. Stakeholder Satisfaction
Deliverables
Needs
Expectations
Items required by the stakeholder to successfully contribute to the project
(ex.: resources, roles, information, …)
What project “success” looks like to the stakeholder
(ex.: Recognition, bonus, enhanced prestige, on-time, product feature, reports…)
Stakeholder satisfaction largely depends on managing their needs and expectations.

11. Stakeholder Management
Identify the stakeholders
Assess their knowledge and skills
Identify their needs and expectations
Get and keep them involved in the project
Get their sign-off and formal acceptance
Stakeholder satisfaction largely depends on managing their needs and expectations.

12. Stakeholder Satisfaction Exercise
Needs
Expectations
Deliverables

13. Nature of Project Management
Science
“Project Management Best Practices”
Application area knowledge, standards, regulations
Project environment
General management knowledge and skills
Art
Effective communication
Influencing the org.
Leadership / Motivation
Negotiation and conflict management
Problem solving / Team building
Which is harder?
Which is skill more important to project success?
Are you managing the project work or the people who are actually doing the project work?

14. Identify three stakeholders for your project
Team Work
Identify three stakeholders for your project
For each stakeholder, identify three project needs and three project expectations
Determine deliverable/s that will address the stakeholder needs and expectations
20 minutes!

15. Scientific Project Methodology Aspects
Strategic
Data Driven Mgm’t Actions
Investment allocation
Project pipeline
Change request
Rewards / incentives
Resource allocation
Promise vs performance analysis
Tactical
Clarity in ‘what’ and ‘where’ the project is
“Knowing WHAT the project is”
“Knowing WHERE the project is”
Enterprise-level concerns:
Clear / common terminologies and methodology
Methodology maturity / process improvement

16. Essence of Tactical Project Management
Knowing WHAT the project is
Scope, Time, Cost
Stakeholder management
Change management / corrective actions
Project Management
Clear project definition
Clear project status
Product Deliverables
Meet requirements
Knowing WHERE the project is
Status monitoring
Stakeholder management
Project management processes are for control and monitoring of product deliverables!

17. Project Phase and Life Cycle
Sub-division of a project for improved monitoring and control
Conclusion marked by a review of key deliverables (milestones) and project performance to date (phase-exits, stage gates, kill points)
Usually takes the name of their primary deliverable (requirements, design, build, test)
Phase 1
Phase 2 …
Phase n
Project Life Cycle
Sum of all project phases
Define start and end of the project
Define deliverables in each phase and who should be involved
Define control and approval for each phase
Always keep objective/s for the phase clear

18. Linear Project Life Cycle Model (PLCM)
Requirements
Approved documents that specifies deliverables that will meet product and project goals.
What deliverables need to be completed so the phases are considered complete?
Planning
Approved finalized documents that specifies deliverables, schedule, and cost that will meet project goals.
What are the major milestones and/or review points?
Implementation
Completion of deliverables per the planning documents
Project status reporting
Corrective actions to stay on track
Closing / Turn-Over
Turn-over and acceptance of project outputs to appropriate groups
Sign-off on project closure
Predictive Life Cycle (PMBOK Guide)

19. Steps for Creating Your Project Life Cycle
Adjust/rename your project life cycle model for improved understanding, monitoring and control of the deliverables and the project scope.
Categorized/group the deliverables to its proper phase. Always be mindful of what the phase objectives are.
Analyze if creating deliverable tracks is helpful in understanding, monitoring and controlling the deliverables and the project scope.
“Begin with the end in mind.” Start with the project’s end product deliverable and then figure out what prior deliverables need to be completed so the end product can be considered done.
Use the linear project life cycle phases as an initial template for creating your initial project life cycle: Requirements, Planning, Implementation,Turn Over.

20. Team Work (30 minutes) Create the life cycle for your project
Specify deliverables under each phase. Concentrate on product deliverables only.

21. Project Manager Role Project Success Stakeholder Satisfaction
Scientific Methodology
Clear Project Definition
Clear Project Status

22. Areas of Expertise Needed for Successful Project Management
Project Management “Best Practices”
PMBOK Guide
Application Area Knowledge
Interpersonal Skills
General Management Knowledge
Understanding the Project Environment

23. PMBOK Guide: Process Groups
Monitoring and Control
Objectives: (1) Clear project definition, (2) Clear project status, (3) Keep the project on track
Initiate
Objective: Formal authorization to start a project
Plan
Objective: Validation and approval of clear project baseline
Execute
Objective: Completion of deliverables per the project management plans
Close
Objective: Formal end of all project work
Knowing what the project is.
Knowing where the project is.

24. Project & Product Processes
Project Management Processes
Monitoring and Control
Initiate
Plan
Execute
Close
Semiconductor
Construction
Information Technology
Research and Development
Product / Service Processes
An inverse relationship exists between project and product process needs.

25. LPLCM & Project Process Groups Mapping
Planning
Implementation
Turn-Over / Closing
Requirements
Knowing what the project is.
Knowing where the project is.

26. PMBOK Guide Characterizations
5th Edition

27. PMBOK Guide Process Groups

28. Process Group Interactions
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
Figure 3-2. Process Groups Interact in a Phase or Project

29. Knowledge Area Processes I

30. Knowledge Area Processes II

31. For Next Meeting
Bring 3x5 Post-It-Notes
Short Quiz