1. Project Management
Lecture 5+6
MS Saba Sahar

2. Outline
PMI: PROCESS GROUPS and Knowledge Areas
SOW
Project Charter

3. PMBOK Structures PM by Processes. 2 types A) Processes
B) Knowledge Areas
Processes. 2 types
1. Project oriented processes: describing and organizing the work of the project
2. Product-oriented processes: specifying and building the project’s product
Product-oriented processes result in the design and development of a project’s end product. For
example, when engineers design a bridge, the design process is a product-oriented process. The
product-oriented processes used during a project depend on the type of project.
Project management processes focus on defining and organizing the activities necessary for project
completion. For example, quality standards define the level of quality stakeholders expect from a
project, so a product’s design must meet the quality standards.

4. PMI: PROCESS GROUPS & KNOWLEDGE AREAS

5. The Project Management Institute (PMI)
PMI is incorporated in 1969, was founded by five volunteers, with its headquarters in Newtown Square, to project management, manages several levels of project management certification and published a number of standards related
The levels of certification are:
Certified Associate in Project Management (CAPM)
Project Management Professional (PMP).
PMI manages one certification level related to program management, namely, Program Management Professional (PgMP).

6. PMI Process Groups & Knowledge Areas
When project management process are grouped logically they from process groups
Knowledge Areas
When the project management process are grouped by area of specialization, they form knowledge areas.
The knowledge areas described what the project manager needs to know and process group define what the project manager needs to do.

7. Process groups Project management processes fall into five groups:
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group

8. Knowledge Areas Project management knowledge draws on nine areas:
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management

10. PMI Framework
Source: Project Management Institute

11. The 5 PMI Process Groups Each process is described by: 1. Initiating
2. Planning
3. Executing
4. Controlling
5. Closing
Note: these can be repeated for each phase
Each process is described by:
Inputs
Tools & Techniques
Outputs
projects are composed of processes

12. PMI Process Groups
Source: Project Management Institute

13. PMI: Process Links

14. PMI: Initiating Process
Knowledge of Scope management.
Initiating
Inputs
SOW
Product Description
Project Selection Criteria
Historical Information
Outputs
Project charter
Project Manager assigned
Constraints
Assumptions
Assumptions: are factors that are believed to be true, but have not been confirmed;
‘Client resources are available to answer questions from the project team within a 48 hour turnaround time period’. This assumption attribute is associated to a time period, which necessitates another assumption: ‘Working hours are Monday to Friday 8:00 AM to 5:00 PM with the exception of holidays’. By adding the second assumption, you have removed ambiguity around the 48 hour turnaround time period.
Dependencies:  Major business and technical dependencies that will impose constraints to the effort to deploy the solution, including dependencies that may exist between solution components; and
Constraints: are defined as restrictions or limitations on possible solutions.
‘Client resources can only allot 2 days of effort within their weekly schedule towards answering and gathering documentation for questions posed by the project team’. This constraint’s attribute is associated with the client resources.

15. PMI: Planning Process Scope Planning Scope Definition
Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address
Scope Planning
Scope Definition
Activity Definition
Activity Sequencing
Activity Duration Estimating
Resource Planning
Cost Estimating
Cost Budgeting
Risk Planning
Schedule Development
Quality Planning
Communications Planning
Organization Planning
Staff Acquisition
Procurement Planning
Project Plan Development

16. PMI: Executing Process
Coordinating people and other resources to carry out the plan
Project Plan Execution
Scope Verification
Quality Assurance
Team Development
Information Distribution
Solicitation
Source Selection
Contract Administration

17. PMI: Controlling Process
Ensuring that project objectives are met by monitoring and measuring progress and taking corrective measures when necessary
Overall Change Control
Scope Change Control
Schedule Control
Cost Control
Quality Control
Performance Reporting
Risk Response Control

18. PMI: Closing Process Administrative Closure Contract Close-out
Formalizing acceptance of the project or phase and bringing it to an orderly end
Administrative Closure
Contract Close-out

19. Statement of Work (SOW)
A description of the work required for the project
Sets the “boundary conditions”
SOW is description of product or service to be supplied by a project.
For internal projects, the project initiator or sponsor be supplied by the project.
For External Projects, the SOW can be received from customers as a part of bid document:
For example, Request for Proposal, Request for Information,, Request for bid, or as a part of a contract.

20. SOW SOW Indicates as: Business Need Product Scope Description
The organization business need can be based on needed training, market demand, legal requirements or government standards
Product Scope Description
Document the product requirements and characteristics for the product or service that the project will be undertaken to create.
Strategic Plan
All project should support organization strategic goals.

21. SOW Template

22. Project Charter
A Project Charter is a document that formally authorize the project.
It outlines the purpose of the project, the way the project will be structured and how it will be successfully implemented.

23. Project Charter A high-level project description: Often precedes SOW
Business need, product, assumptions
Often precedes SOW
Often 2-4 pages (can be longer)
The Project Charter is also known as a "Terms of Reference" or "Project Definition Report".
High-level scope consists of two main components.
Deliverables. If you can’t remember anything else about scope, list your deliverables. Defining your deliverables goes a long way toward defining the overall scope of the project.
Boundaries. You should also try to define the boundaries of your project. Boundary statements help to separate the things that are applicable to your project from those areas that are out of scope. Examples of boundary statements include:
Business Need: Identify and define why a change to an organizational system or capabilities is required.

24. Project Charter
Companies who apply formal project only create a project charter. The project charter will include:
Typical outline     - The project goal, and objectives     - The major milestones and the deliverables     - The project scope     - The project success criteria     - The potential risks/issues     - The stakeholders: who are they and how influential is each one of them (this part should consists of a stakeholder analysis)     - The estimated cost of the project     - The estimated duration of the project     - A description of how changes will be processed and approved     - A description of how communication will work in the project     - The names and the roles of the resources who are going to work on the project
The different between statement of work and project charter is statement of work is prepared by customer or sponsor and it’s used as input to create project charter. Project charter contains risks and project charter formal authorizes the execution of the project.

25. Project Charter Typical outline Overview General scope of work
Business need
Objectives
Method or approach
General scope of work
Rough schedule & budget
Roles & responsibilities
Assumptions

26. Reference Material
A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK Guides), ISBN-13: