1. Overview Project Management Body of Knowledge
(PMBOK © Guide 2008 Edition)
1-2-3 – Introduction

2. PMI & PMP
The Project Management Institute (PMI) is project management professional association with over 500,000 member. Established in 1969 and located in US.
Project Management Professional (PMP) credential recognizes demonstrated knowledge and skill in leading and directing project teams and in delivering project results within the constraints of schedule, budget and resources.
PMI, PMBOK, PMP are registered marks of Project Management Institute, Inc.

3. The Project Management Framework
Chapter 1 –Introduction
Chapter 2 –Project Life Cycle and Organization
Chapter 3 –Project Management Process for a Project

4. PMBOK Guide
Is a standard (formal document that describes established norms, methods, processes and practices)
Guidelines for managing individual projects
A good practices which are applicable to most project most of the time
A common vocabulary within project management profession
A foundational project management reference
PMI Code of Ethics and Professional Conduct is also requirement for PMP certification

5. Advantages of Using Formal Project Management
Better control of financial, physical, and human resources
Improved customer relations  Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale (less stress)

6. What is Project?
A Project is a temporary endeavor undertaken to create a unique, product, service, or result.
Temporary = a definite beginning and end.
Repetitive elements may be present but has fundamental uniqueness
Is progressively elaborated.
Distinguishing characteristics of each unique project will be progressively detailed as the project is better understood.

7. Project Attributes A project: Has a unique purpose Is temporary
Is developed using progressive elaboration
Requires resources, often from various areas
Should have a primary customer or sponsor
The project sponsor usually provides the direction and funding for the project
Involves uncertainty

8. Project vs. Operational Work
Projects • To attain its objectives and terminate • Create own character, organization, and goals • Catalyst for change • Unique product or services • Heterogeneous teams • Start and end date
Operations • To sustain the business • Semi permanent charter, organization, and goals • Maintain status quo • Standard product or services • Homogeneous teams • Ongoing
Examples • Producing a News letter • Writing and publishing a book • Implementing a LAN • Hiring a sales man • Arrange for a conference • Opening for a new shop • Producing the annual report
Examples
• Responding to customers requests
• Writing a letter to a Prospect
• Hooking up a Printer to a computer
• Meeting with an employee
• Attending a conference
• Opening the shop
• Writing a progress update memo

9. What is Project Management?
The application of knowledge, skills, tools and technique to project activities to meet project requirements
Project Management is accomplished through the application and integration of the processes which are grouped in the 5 process groups:
Initiating
Planning
Executing
Monitoring and Controlling
Closing
Due to the nature of change, managing project is iterative and goes through progressive elaboration throughout the project’s lifecycle

10. Managing Project
The Project Manager is the person responsible for accomplishing the project objectives.
Managing a project includes:
Identifying requirements.
Establishing clear and achievable objectives.
Balancing the competing demands of quality, scope, time and cost.
Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.
Progressive Elaboration -- definition Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process.

11. Managing Project

12. The Trade-off Triangle
Project Constraints
Every project is constrained in different ways by its:
Scope
Schedule/Time
Cost/Budget
Quality
Resources
Risk
If any one factor changes, at least one other factor is likely to be affected.
It is the project manager’s duty to balance these competing constraints.
COST/RESOURCES
SCHEDULE/TIME
The Triple Constraint or
The Trade-off Triangle
SCOPE/QUALITY

13. Project Flexibility Matrix
Project Pembuatan Rumah
Project Peluncuran pesawat ruang angkasa
Project Video Conference Presiden

15. Projects and Strategic Planning
Projects are means of
Achieving organization’s strategic plan.
Organizing activities that cannot be addressed within the organizations normal operational limits.
Projects are typically authorized as a result of one or more of the following strategic considerations:
Market demand
Strategic opportunity/business need
Customer request
Technological advancement
Legal requirements
Ecological Impacts
Social need

16. Project Management Framework

17. Project Management Knowledge Areas
Four core knowledge areas lead to specific project objectives.
Project scope management involves defining and managing all the work required to complete the project successfully.
Project time management includes estimating how long it will take to complete the work, developing an acceptable project schedule, and ensuring timely completion of the project.
Project cost management consists of preparing and managing the budget for the project.
Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken.

18. Project Management Knowledge Areas
Four facilitating knowledge areas are the means through which the project objectives are achieved.
Project human resource management is concerned with making effective use of the people involved with the project.
Project communications management involves generating, collecting, disseminating, and storing project information.
Project risk management includes identifying, analyzing, and responding to risks related to the project.
Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization.
One knowledge area (project integration management) affects and is affected by all of the other knowledge areas.

19. Project Management Tools and Techniques
Project management tools and techniques assist project managers and their teams in various aspects of project management.
Note that a tool or technique is more than just a software package.
Specific tools and techniques include:
Project charters, scope statements, and WBS (scope)
Gantt charts, network diagrams, critical path analyses (time)
Net present value, cost estimates, and earned value management (cost)

20. Project Success There are different ways to define project success:
The project met scope, time, and cost goals.
The project satisfied the customer/sponsor.
The project produced the desired results.

21. Relationships Among Project Management, Program Management and Portfolio Management
Project Management Office
Portfolio
Program
Projects & Operation
PMO

22. What is a Program? A program is:
“a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
A program manager provides leadership and direction for the project managers heading the projects within the program.
ADVANTAGES
Decreased risk
Economies of Scale

23. Comparative Overview

24. Project Management Compared to Project Portfolio Management

25. Projects and Strategic Planning
Projects are means of organizing activities that cannot be addressed within the organizations normal operational limits.
Projects are typically authorized as a result of one or more of the following strategic considerations:
A Market Demand & Organizational Need
A Customer Request
A Technological Advancement
A Legal Requirement

26. Subprojects
Projects are frequently divided into more manageable components or subprojects.
Subproject are often contracted to an external enterprise or to another functional unit in the performing organization.
Subprojects can be referred to as projects and managed as such

27. PMO
A department that centralizes the management of projects. A PMO usually takes one of three roles:
Project Support: Provide project management guidance to project managers in business units.
Project Management Process/Methodology: Develop and implement a consistent and standardized process.
Training: Conduct training programs or collect requirements for an outside company

28. Primary Function of PMO
A Primary function of PMO is to support project managers in a variety of ways which may include, but are not limited to:
Managing shared resources across all the projects administered by the PMO
Identifying and developing project management methodology, practices & standards
Coaching, mentoring , training and oversight
Monitoring compliance with project management standard policies, procedures , and templates via project audits .
Developing and managing project policies, procedures, templates, and other shared documentation ( organizational process assets); and
Co coordinating communication across projects

29. Project Management Office (PMO) – Cont’d
Home for project managers: Maintain a centralized office from which project managers are loaned out to work on projects.
Internal consulting and mentoring: Advise employees about best practices.
Project management software tools: Select and maintain project management tools for use by employees.
Portfolio management: Establish a staff of program managers who can manage multiple projects that are related, such as infrastructure technologies, desktop applications and so on, and allocate resources accordingly.

30. Role of a Project Manager
The Project Manager is the person responsible for accomplishing the project objectives.
Project managers strive to meet the triple constraint by balancing project scope, time, and cost goals
Depending on the organization structure , a project manager may report to functional manager.
In other cases project manager may be one of the several project managers who report to a portfolio or program manager that is ultimately responsible for enterprise wide projects . In this type of structure, the project manager works closely with the portfolio or program manager to achieve the project objectives

31. Project Expediter and Coordinator
Project manager’s role can very limited
Project Expediter
acts primarily as a staff assistant
as communications coordinator.
cannot personally make or enforce decisions.
Project Coordinator
has some power to make decisions
Has some authority
reports to a higher-level manager

32. Stakeholders
Stakeholders are persons or organizations who are actively involved in the project or whose interests may positively or negatively affected by the performance or completion of the project.
Stakeholders have varying levels of responsibility and authority and can change over the project life cycle
Project management team must continuously identify both external and internal stakeholders
Project manager must manage the influence of various stakeholders in relation to the requirements and balance stakeholders’ interest

33. Stakeholders
Some examples of project stakeholders

34. Enterprise Environmental Factors
Refer to both internal & external environmental factors that surround or influence a project’s success
As an input in almost all project management process
May enhance or constrain project management options
May have positive or negative influence on the outcome
Examples:
Organizational culture, structure, and processes
Organization’s established communications channels
Government or industry standards
Commercial databases
Infrastructure
Project management information
Existing human resources
Personnel administration
Company work authorization systems
Marketplace conditions
Stakeholder risk tolerances
Political climate

35. 2 – Project Life Cycle and organization
Chapter 2
The Project Life Cycle

36. The Project Life Cycle
The project life cycle is the agglomeration of all phases in the project
All projects are divided into phases, and all projects, large or small, have a similar life cycle structure.: Starting the project , organizing and preparing , carrying out the project work and closing the project
At a minimum, project will have a beginning or initiation phase, an intermediate phase or phases, and an ending phase.
Each phase has a defined endpoint

37. Characteristics of Project Life Cycle
Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close.
Stakeholder influences, risk, and uncertainty, are greatest at the start of the project. These factors decrease over the life of the project.
Ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion. …or… The cost of changes and correcting errors typically increases substantially as the project approaches completion.

38. Portfolios and Portfolio Management
A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.
Portfolio managers help their organizations
make wise investment decisions
by helping to select and analyze projects from a strategic perspective

39. Project Phases and the Project Life Cycle
A project life cycle is a collection of project phases that defines:
What work will be performed in each phase
What deliverables will be produced and when
Who is involved in each phase
How management will control and approve work produced in each phase
A deliverable is a product or service produced or provided as part of a project

40. Handoffs
Project phases evolve through the life cycle in a series of phases sequences called handoffs, or technical transfers. The end of one phase sequence typically marks the beginning of the next.

41. Phase-to-Phase Relationships
There are three basic types of phase–to–phase relationships :
A Sequential relationship : where a phase can only start once the previous phase is complete
An Overlapping relationship : where the phase starts prior to completion of the previous one (Fast tracking). Overlapping phase may increase risk and can result in rework .
An Iterative relationship : where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables

42. Organizational Influences
Some organizational aspects that influence how project are performed:
Culture and style (Cultural norms)
Organizational structure
Degree of project management maturity
Project management systems

43. Types of Organizational Structures (1)
Functional
Organization is grouped by areas of specialization
Project generally occur within a single department
Projectized
Entire company is organized by projects
Personnel are assigned and report to a project manager

44. Types of Organizational Structures (2)
Weak Matrix
Power rest with the functional manager
Power of project manager = coordinator or expediter
Balanced Matrix
Power is shared between the project manager and the functional manager

45. Types of Organizational Structures (3)
Strong Matrix
Power rest with the project manager
Composite

46. Organizational Structure
Influences of organizational structure on projects

47. Organizational Structure

48. Organizational Process Assets
Processes & Procedures
Organizational standard processes such as standards, policies
Standardized guidelines, work instruction, proposal evaluation criteria, and performance measurement criteria
Templates
Financial control procedures
Procedures for prioritizing, approving, and issuing work authorization
Etc.
Corporate Knowledge Base
Process measurement databases
Project files
Historical information & lesson learned knowledge bases
Issue and defect management databases
Configuration management knowledge bases
Financial databases

49. 3 – Project Management Process
Chapter 3
Project Management Process for a Project

50. Project Management Process
Two categories of project process:
Product-oriented process  should be considered in project but not explained in PMBOK
Project management process

51. Process Interaction I E C P
M&C
Project management processes are represented as discrete elements with well-defined interface
In practice, they overlap and interact

52. Process Groups & Knowledge Areas Mapping

53. Next topic: Project Integration Management
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