1. Fikreselassie B, PMP® Senior Project Manager
Project Management
Overview Based on PMI
Fikreselassie B, PMP® Senior Project Manager
PMP is a Registered mark of the Project Management Institute, Inc.

2. About this Forum Session Objectives
This is a project management team initiative for capacity building and experience sharing;
Completion certificate on Project Management will be awarded for participants with 90% attendance;
The session runs from 9:00AM to 12:00PM every Saturday and Punctuality is . . .;
Cell Phones are silent/Vibrate mode and walking out to pick is possible;
Session Objectives
This knowledge transfer will prepare you on what Project Management is as per the PMI Institutes, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition and will also give you base preparations for any individual preparing to sit the PMP®- Project Management Professional Project Manger Certification offered by the examining PMI – USA.

3. 1
Introduction
Just to Start

4. What is a Project?
Temporary endeavor undertaken to create a unique product, service, or result;
Identified by definite beginning and end;
End of a project is reached when
Objectives of the project is achieved
Objective of the project cannot be met
Need for the project is no longer exist
A project can create
Component of another item
Enhancement of an item
Service or capability to perform a service

5. Projects Drive Changes . . .
Project is moving an organization from one state to another state in order to achieve a specific objective;
Identified by definite beginning and end;
End of a project is reached when:
Objectives of the project is achieved
Objective of the project cannot be met
Need for the project is no longer exist
A project can create
Component of another item
Enhancement of an item
Service or capability to perform a service

6. Organization State Transition via a Project
Business Value
Project Activities
Activity A
Activity B
Activity C
Etc . . .
Future State
Project
Enable business value creation
Project Initiation Context
Meet Regulatory, Legal, or Social Requirements
Create, Improve, or Fix Products, Processes, or Services
Implement or Change Business or Technological Strategies
Satisfy Stakeholder Requests or Needs
Current State
Time

7. Project Management
Is application of knowledge, skills, tools, and techniques to project activities to meet the project requirements;
Is accomplished through the appropriate application and integration of the project management processes identified for the project;
Need to be managed with tighter budget, shorter timelines, scarcity of resources and rapidly changing technology;
Effective Project Management enables organizations to:
Tie Project results to business goals;
Compete more effectively in their markets and sustain the organization, and
Respond to the impact of business environment changes on projects by appropriately adjusting project management plans;

8. Portfolio and Portfolio Management
Is defined as projects, programs, subsidiary portfolios and operations managed as a group to achieve strategic objectives;
Often engage the same stakeholders of projects, programs, and operations and may need the same resources some times ending with conflicts in organization;
Grouped together in order to facilitate the effective governance and management of work that helps to achieve organizational strategies and priorities;
Coordinated governance allows authorized allocation of human, financial, and physical resources based on expected performance and benefits;
From organizational perspective, Program and project management focus on doing programs and projects the “right” way, and portfolio management focuses on doing the “right” programs and projects;

9. Relationship of Project, Program and Portfolio & Operations
Organization Strategy
Sample Portfolio
Program A
Program B
Portfolio A
Program B1
Program C
Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
Project 7
Project 8
Project 9
Operations
Shared Resources and Stakeholders

10. Organizational Project Management
Program
Portfolio
Definitions
Is a temporary endeavor undertaken to create a unique product, service, or result
A group of related projects, subsidiary programs and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually
A collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives
Scope
Have defined objectives. Scope is progressively elaborated throughout the project life cycle.
Have a scope that encompasses the scopes of its program components. Produce benefits to an organization by ensuring that the outputs and outcomes of program component are delivered in a coordinated and complementary manner
Have an organizational scope that changes with the strategic objectives of the organizations.
Change
Project managers expect change and implement processes to keep change managed and controlled
Are managed in a manner that accepts and adapts to change as necessary to optimize the delivery of benefits as the program’s components deliver outcomes and/or outputs.
Portfolio managers continuously monitor changes in the broader internal and external environments

11. Organizational Project Management (Continued . . .)
Program
Portfolio
Planning
Project managers progressively elaborate high-level information into detailed plans throughout the project lifecycle
Are managed using high-level plans that track the interdependent and progress of program components. Program plans are also used to guide planning at the component level.
Portfolio managers create and maintain necessary processes and communication relative to the aggregate portfolio
Management
Project managers manage the project team to meet the project objectives.
Are managed by program managers who ensure the program benefits are delivered as expected, by coordinating the activities of the program’s components
Portfolio managers may manage or coordinate portfolio management staff, or program and project staff.
Monitoring
Project managers monitor and control the work of producing the products, services or results
Program managers monitor the progress of program components to ensure the overall goals, schedules and budget, and benefits of the program will be met
Portfolio managers monitor strategic changes and aggregate resource allocations, performance results, and risk of the portfolio
Success
Measured by product & project quality, timeliness, budget, compliance, & degree of customer satisfaction
Measured by the program’s ability to deliver its intended benefits to an organization, and by the program’s efficiency and effectiveness in delivering those benefits
Measured in terms of the aggregate investment performance and benefit realization of the portfolio.

12. Operations Management
Is outside the scope of formal project management;
Concerned with the ongoing production of goods and/or services;
Concerned with managing processes that transform inputs into outputs;
Ensures business operations continue efficiently by using optimal resources needed to meet customer demands;
Have intersections with projects at various points during the life cycle of products;
When developing a new product, upgrading a product, or expanding outputs;
While improving operations or product development processes
At the end of the product life cycle
At each closeout phase

13. Organizational Project Management and Strategies
A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives;
Ensure organization undertakes the right project and allocates critical resources appropriately;
Ensure all levels in the organization understand the strategic vision, the initiatives that support the vision, the objectives, and the deliverables.;
Organizational Environment
Portfolio Review and Adjustment
Strategy
Portfolio
Value decisions
Programs & Projects
Result Delivery
Operations
Business Value Realization
Business Impact Analysis
Value Performance Analysis

14. Monitoring & Controlling Processes
Project Life Cycle
Starting the Project
Organizing and Preparing
Carrying Out the Work
Ending the Project
Process Groups
Initiating Processes
Planning Processes
Executing Processes
Monitoring & Controlling Processes
Closing Processes
10 Knowledge Areas

15. Project Management Knowledge Areas
In addition to Process Groups, processes are also categorized by Knowledge Areas which are based on the knowledge requirements;
A Knowledge Area is an identified area of project management defined by its knowledge requirements;
The knowledge areas are described in terms of its component processes, practices, inputs, outputs, tools, and techniques;
The ten Knowledge Areas in PMI’s Project Management are:
Project Integration Management – Processes and activities to identify, define, combine, unify, and coordinate the various processes within PM Process Groups.
Project Scope Management – Processes required to ensure the project has all the work required, and only required for the success of the project.

16. Project Management Knowledge Areas (Continued . . .)
Project Schedule Management– Processes required to manage the timely completion of the project.
Project Cost Management – Processes involved in planning, estimating, budgeting, financing, funding, managing and controlling costs in order to complete the project within budget.
Project Quality Management – Processes concerned with organizations quality policy regarding planning, managing, and controlling project and product quality requirements.
Project Resource Management – Processes to identify, acquire, and manage the resources needed for the successful completion of the project.
Project Communication Management – Processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information.

17. Project Management Knowledge Areas (Continued . . .)
Project Risk Management– Processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risks on a project.
Project Procurement Management – Processes necessary to purchase or acquire products, services, or results needed from outside the project team.
Project Stakeholder Management – Processes required to identify the people, or organizations that could impact or be impacted by the project.
Project Management Process Group and Knowledge Area Mapping (Pg. 25)

18. Project Management Data and Information
Project data are regularly collected and analyzed throughout the project life cycle;
The definition of the key terminology regarding project data and information are:
Work Performance Data – The raw observations and measurements identified during activities performed to carry out the project work;
Work Performance Information – Performance data collected from different processes, analyzed in context and integrated based on relationships across areas.
Work Performance Reports – Physical or electronic representation of work performance information compiled in project documents, which is intended to generate decisions or raise issues, or awareness
E.g.
WPD – Reported % of work physically completed, quality and technical performance measurement, start and finish date of schedule activities, number of defects, number of issues, actual costs, actual durations.
WPI – Status of deliverables, implementation status of a given task, forecast estimates to complete.
WPR – Status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.

19. Project Data, Information, and Report Flow
Executing Processes
Project Team Members
Project Stakeholders
Work Performance Data
Project Management Plan and Project Documents Updates
Controlling Processes
Work Performance Information
Overall Project Control
Work Performance Report
Project Change Processes
Various Project Processes
Project Communications
Approved Change Requests

20. Project Charter and Project Management Plan
Project Charter (PC) – Document issued by the project sponsor that formally authorizes the existence of a project and provide a project manager with the authority to apply organ resources to project activities.
Project Management Plan (PMP) – The document that describes how the project will be executed, monitored, and controlled.

21. Environmental Factors on Projects2
Environmental Factors on Projects

22. Overview
Project mostly exist & operate in environments that have an influence on it.
Influences can have favorable or unfavorable impact on the project.
Two major categories of influences are:
Enterprise Environmental Factors (EEFs)
Organizational Process Assets (OPAs)
EEFs originate from the environments outside the project and enterprise.
OPAs are internal to the organization. These may arise from the organization itself.

23. Project Influences Influences EEFs External Internal Internal OPAs
Processes, Policies, and Procedures
Corporate Knowledge Bases

24. Enterprise Environment Factors (EEFs)
Refers to conditions, not under the control of the project team that influence, constrain or direct the project.
Mostly considered as input to many project management processes specially during planning.
Might have a positive or negative influence on the outcome.
EFFs internal to Organization are:
Organizational Culture, structure, and governance.
Geographical distribution of facilities and resources.
Infrastructure/IT Software
Resource Availability
Employee Capacity
Vision, mission, values, beliefs, cultural norms, leadership style, hierarchy & authority r/nships, org styles, ethics, code of conduct.
Factory locations, virtual teams, shared systems and cloud computing.
Existing facilities, equipment, IT hardware, availability and capacity/Tools, config mgmt., work authorization and online systems.
Contracting and purchasing constraints, providers, subcontractors, and collaboration agreements
HR expertise, skills, competencies and specialized knowledge

25. Enterprise Environment Factors (Continued . . .)
EFFS External to Organizations are:
Marketplace condition.
Social and Cultural influences and issues.
Legal restrictions
Commercial databases
Academic research
Government or industry standards
Financial considerations
Physical environment elements
Competitors, market share brand recognition, and trademarks.
Political climate, code of conduct, ethics, and perceptions.
Country or local law and regulation related to security, data protection, business conduct, employment, and procurement
Benchmarking results, standardized cost estimating data, industry risk study information, and risk databases
Industry studies, publications, benchmarking results
Regulations and standards related to production, production, environment, quality, and workmanship
Currency exchange rates, interest rates, inflation rates, tariffs, and geographic locations
Working conditions, weather, and constraints

26. Organizational Process Assets (OPAs)
Are plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.
Influence the management of the project.
Lesson learned from previous projects and historical information are part of OPAs
Includes completed schedules, risk data, and earned value data.
Is an input to many project management processes.
OPAs are internal to the organization and owned by project members.

27. Organizational Systems
Projects operate within the constraints imposed by the organization through their structure and governance framework.
Project manager needs to understand where responsibility, accountability, and authority reside within the organization.
Such systems are typically the responsibility of an organization’s management.
Management shall examine the optimization trade-offs between the components and the system in order to take the appropriate action to achieve the best outcomes for the organization.

28. Project Organizational Structure – PMO
In general organizational structures take many forms considering numerous factors.
Project Management Office is one of such structure for management of portfolio, program, or project.
Is the best way of managing projects as it has all the characters of such structure well fulfilled.
In terms of resource and resource availability and interactions with other, this is the most focus structure for managing project, program or portfolio.

29. Project Management Office – PMO
Is an organizational structure that standardizes the project-related governance processes.
Facilitates the sharing of resources, methodologies, tools, and techniques.
Responsibilities can range from providing project management support functions to the direct management of one or more projects.
There are several types of PMOs in organizations varying in degree of control and influence they have on the project within the organizations.

30. Project Management Office – PMO Types
Supportive
Provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects.
Serves as a project repository with low degree of control to the project.
Controlling
Provide support and require compliance through various means.
Moderate control over the project with possibility of compliance.
Compliances are adoption of project management framework/methodologies, use of templates, forms, tools, & governance.

31. PMO Types (Continued . . .) Directive
Take control of the projects by directly managing the projects.
Project managers are assigned by and reported to the PMO.
The degree of control provided by the PMO is high.
PMO integrates data & information from organizational strategic projects & evaluates how higher-level strategic objective are being fulfilled.
Projects supported or administered by the PMO may not be related other than by being managed together.
Specific form, function, and structure of a PMO is dependent upon the needs of the organization that it supports.

32. Roles and Project Management3
Roles and Project Management

33. Overview
Project Management requires a well organized and focused leadership in order to achieve the objective of the projects.
Different roles from the project members are required to have such project leadership and the primary one is the project manager.
The project team members involvement to the project can happen at different stages. The Project manager has to be involved from initiation to closing.
Project managers are there to orchestrate the whole project members, stakeholders and related resources from beginning to end of the project.

34. Definition of Project Manager
Is distinct from that of functional manager or operational manager
Functional manager focuses on providing management oversight for functional or business unit.
Operational managers are responsible for ensuring that business operations are efficient.
Project Manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives and stakeholders expectations.
Project Manager works to balance the competing constraints on the project with the resource available.

35. The Project Manager’s Sphere of Influence
Stakeholders
Suppliers
Customers
End Users
Sponsors
Governing Bodies
Steering Committees
PMOs
Project Team
PPP Managers
Resource Managers
Project
Manager

36. Comparison of Leadership and Management
Management – Directing another person to get from one point to another using a known set of expected behaviors.
Leadership – Working with others through discussion or debate in order to guide them from one point to another.
The method that a project manager chooses to employ reveals a distinct difference in behavior, self-perception, and project role.
Project managers need to employ both leadership and management in order to be successful.
The skill of project manager is in finding the right balance for each situation.

37. Comparison of Leadership and Management (Continued . . .)
Direct using positional power
Guide, influence, and collaborate using relational power
Maintain
Develop
Administrate
Innovate
Focus on systems and structure
Focus on relationships with people
Rely on control
Inspire trust
Focus on near-term goals
Focus on long-range vision
Ask how and when
Ask what and why
Focus on bottom line
Focus on the horizon
Accept status quo
Challenge status quo
Do things right
Do the right things
Focus on operational issues and problem solving
Focus on vision, alignment, motivation, and inspiration

38. Sample Questions and Answers
Q&A
Sample Questions and Answers

39. Sample Questions and Answers

40. End of Day One
Thanks You