Project Management Framework

Demand for effective project management
Global demand for project management talent is
rising faster than supply
Keeping the pipeline filled will be challenging

Understanding of
the project
environment
What is PM Body of Knowledge ?
Application area
Knowledge,
standards &
regulations
General Mgmt
Knowledge &
Practice
Project Manager
Body of
Knowledge
Interpersonal
Skills

Project/Program/Portfolio Interactions

Comparison

Project Life Cycle Phases
Initiate Plan Executive Control Close
Milestones at every critical stage
or logical completion stage of the Project

Overlap of Process Groups
Execution
Control
Time
Effort
Planning
Initiation
Closing
Product Start Product Finish

Project Processes
Closure
Processes
Initiation
Processes
Controlling
Processes
Executing
Processes
Planning
Processes

Project Process Groups
Initiating
Closing
Initiating
Project Phase (Design)
Project Phase (Feasibility)
Plan
Do
Planning
Executing
Monitoring
& Control
Monitoring
& Control
Act Check

PMBOK Knowledge areas Framework
Cost
Management
Quality
Management
Communication
Management
Time
Management
Scope
Management
Human Resource
Management
Procurement
Management
Risk
Management
Integration
Management

Project Management Framework*

Planning Process Group

Planning Process: Risk Analysis
Draw a Risk Table to Summarize
Wonderful Management Tool/Report
Prob.
Impact
High
Medium
Low
Low Medium High
2. Time estimate and
funds inadequate for the
scope of this project;
may be late and over
budget.
3. Lack of skilled staff,
organization slow to hire
adequate staff; may
delay implementation.
1. Lack of commitment.
Headquarters may have to
assume more responsibility;
will result in project delay,
cost overruns.
6. Cannot get office space
for staff; may cause
communication problems,
delaying the execution
phase.
5. Expecting major scope
changes from clients;
may cause delay and
cost escalation.
4. Not enough time spent
planning, lack of
understanding of problem;
may take longer/
cost more than anticipated.

Projects Artifacts: WBS - Typical Tasks
Detailed WBS Example
for procuring an
Equipment System

Projects Artifacts: Costed WBS
Use Software to roll costs up the WBS
ID Task Name Account Fixed Cost Total Cost Payment
36 Final Submission $0.00 $33,000.00 $0.00
37 Final Design Work C14 $5,000.00 $25,000.00 $0.00
38 Final Plan C14 $0.00 $8,000.00 $0.00
39 TB Submission $0.00 $0.00 $0.00
40 EPA $0.00 $0.00 $40,000.00
41 Software (Subcontract 50-B) $0.00 $133,000.00 $0.00
42 SW Design $12,000.00 $62,000.00 $0.00
43 Do Prelim SW design S21 $0.00 $20,000.00 $0.00
44 PDR $0.00 $0.00 $0.00
45 Do Final SW design S22 $0.00 $30,000.00 $0.00
46 CDR $0.00 $0.00 $70,000.00
47 SW Construction $12,000.00 $71,000.00 $0.00
48 Code CSC A S31 $0.00 $6,000.00 $0.00
49 Code CSC B S31 $0.00 $8,000.00 $0.00
50 Integrate&Tst CSCI 1 S32 $0.00 $20,000.00 $0.00

Executing Process Group

Monitoring & Controlling Process Group

Closing Process Group

Tools: Gantt Chart
Gantt with Resource Histogram

Tools: PERT Chart
Ordering the Activities: PERT Chart
Arrow Diagramming Method (ADM)
1
2
3
4 5
6
A
C
E
B
D
F
G
7d
3d
4d
6d
3d
10d 5d

Tools: Critical Path Method (CPM)
• The critical path are the tasks that have the longest
path.
• Tasks are performed in parallel or one task is
completed before the next one can begin.
• This graph shows why if one task is not completed on
time can impact or cause delays to the schedule. Could
cause a major problem to the outcome of the project.

Tools: Critical Path Method (CPM)
This diagram shows six tasks in the project schedule. Tasks A, C, and F
are on the critical path, which means if one of these tasks takes longer
than expected, the project will not meet the deadline.
Start Finish
A
B
C
D
E
F
wk1 wk2 wk3 wk4 wk5 wk6 wk7
A
B
C
D
E
F

Tools: Critical Path Method (CPM)
This diagram shows how Task A took longer than expected, which
affected when Tasks C & F could start and added 1.5 weeks to the
original schedule.
Start Finish
A
B
C
D
E
F
wk1 wk2 wk3 wk4 wk5 wk6 wk7
A
B
C
D
E
F

Organizational Project Management
Maturity Model
• Organizational Project Management Maturity Model
(OPM3®) helps organizations understand their project
management processes, ensures that their projects are tied to
the organization's larger strategy, and measures and guides
their capabilities for improvement.

OPM3 Elements

Best Practices: What the Winners Do*
• Recent research findings show that companies that excel in
project delivery capability:
– Build an integrated project management toolbox (use
standard/advanced PM tools, lots of templates)
– Grow competent project leaders, emphasizing business and
soft skills
– Develop streamlined, consistent project delivery processes
– Install a sound but comprehensive set of project
performance metrics
*Milosevic, Dragan, Portland State University, “Delivering Projects:
What the Winners Do,” PMI Conference Proceedings, November 2001

Findings From 5-Year Study on Quantifying
the Value of PM*
1. Companies with more mature project management practices
have better project performance (on time and budget vs. 40%
over time and 20% over cost targets)
2. Project management maturity is strongly correlated with more
predictable project schedule and cost performance (i.e. .08
schedule performance index variation vs. .16)
3. Good project management companies have lower direct costs
than poor project management companies (6-7% vs. 11-20%)
*Ibbs, William and Justin Reginato, Quantifying the Value of Project
Management (2002)

PM ROI Example*
• Company initially has PMM of 2.3, CPI of .71, profit margin of 5% ,
$10 M projected annual revenues
• Company improves PMM to 3.1, CPI to .94, profit margin to 6.6% at
a cost of $400,000
• PM ROI = (6.6%-5.0%)X$10,000,000 = 40%
$400,000
*Ibbs, William, “Managing Chaotic Projects: Improving your PM/ROI”
http://www.ce.berkeley.edu/pmroi/PMROI%20PMI%20Presentation%20Feb2001.pdf

Trends in Agile Project Management
Scrum 1996
DSDM 1994
XP 1996
& others
Lean
(Kanban)
Software
2002
Agile
Alliance
formed
2000
Scrum/XP
transition
strengthe
ns
IT industry
becomes
Agile, then
business
Scrum
gains
worldwide
prominenc
e

Communities of Practice (COP)
Agile Ethics in Project Management
Global Diversity Leadership in PM
Organizational Project Management Project Risk Management
Service and Outsourcing Troubled Projects
Earned Value Management E-Business
Financial Services Industry Global Sustainability
Human Resource Project Management Information Systems
International Development New Practitioners
PMI Legal Project Management Program Management Office
Project Management Quality PM Marketing and Sales
Scheduling Innovation and New Product Development
Learning Education and Development (LEAD)

PMI Certifications
• CAPM
• PMP
• PgMP
• PMI-ACP
• RMP
• SMP

Certified Associate in Project Management (CAPM)
• For a person holding a minimum of a high school diploma, associate's
degree or the global equivalent AND
• Work Experience : Minimum of 1500 hours of team project
management experience OR
• Formal Education : Minimum 23 contact hours of project management
education.
• Fees:
• PMI member $225
• Nonmember $300
• Validity: 5 years
• 135 questions, 3 hours

Globally Recognized Standards

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