Course Handout

Professional Project
Management
Program
“The complete cycle for the project management
from initiation to closure”

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1 Project Management
Foundations

Topics
101. What is A Project?
102. Why do we work on projects?
103. How to be a Project Manager?
104. Project Types

Learning objectives
By the end of this chapter, participants will be able to:
• Identify the meaning of the project
• Discuss the projects outcomes
• Explain the importance of the projects
• Discuss different type of projects

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101. What is a Project?

A project is a temporary endeavor undertaken to create a unique product,

service, or result.

Fulfillment of project objectives may produce one or more of the following deliverables:
• A unique product that can be either a component of another item, an enhancement or
correction to an item, or a new end item in itself
• A unique service or a capability to perform a service
• A unique result, such as an outcome or document
• A unique combination of one or more products, services, or results.

Project outcome

Product
A product is an artifact that’s produced, quantifiable, and can
be either an end item in itself or a component item.
Examples” Software, Building, Manufacturing process and
Bridge

Service
Services include items such as customer service, claims service,
utility service, audits, and employee assistance programs

Result
A result may be an outcome or document. A manager may be
concerned with employee turnover and wish to document all
the business processes. Trainers could use the business process
document for training new employees, resulting in a more
uniform experience for the customer

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102. Why do we have projects?

I. Projects drive change

Projects drive change in organizations. From a business perspective, a project is aimed at
moving an organization from one state to another state in order to achieve a specific objective

II. Projects enable business value creation

PMI defines business value as the net quantifiable benefit derived from a business endeavor.
The benefit may be tangible, intangible, or both. In business analysis, the business value is
considered the return, in the form of elements such as time, money, goods, or intangibles in
return for something exchanged
Business value in projects refers to the benefit that the results of a specific project provide to
its stakeholders. The benefit from projects may be tangible, intangible, or both.

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 Tangible elements include: Intangible elements include:
• Monetary assets • Goodwill
• Stockholder equity • Brand recognition
• Utility • Public benefit
• Fixtures • Trademarks
• Tools • Strategic alignment
• Market share • Reputation

III. Project Initiation Context

Organizational leaders initiate projects in response to factors acting upon their
organizations. There are four fundamental categories for these factors, which
illustrate the context of a project

Create, improve, or Meet regulatory,

fix products, legal, or social
processes, or requirements
services

Implement or
change business or Satisfy stakeholder
technological requests or needs
strategies; and

Note:
These factors influence an organization’s ongoing operations and business strategies and should
link to the strategic objectives of the organization and the business value of each project

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103. Projects Types

B2B B2B

Internal B2B B2C

Projects Projects Projects

Internal Projects within the same organization

B2B Projects for the products or services provided by one organization

(supplier/service provider) to another (client).

B2C Projects for the products or services from one organization to a mass
audience.

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2 Project Management
Building Blocks

Topics

201. Project Management Value

202. Project Management Vs. Product Management
203. project management VS portfolio
204. Project Management Vs. Operations Management
205. Project Management Vs. Entrepreneurship

Learning objectives
By the end of this chapter, participants will be able to:
• List the benefits of project management
• Differentiate between project management, product
management, and Entrepreneurship
• Differentiate between project, program, portfolio
• Identify how is projects success measured
• Recognize Work Breakdown Structure (WBS)

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201. Project Management Value

Project Management Value

Project management is accomplished through the appropriate application and integration of
the project management processes identified for the project, and it enables organizations to
execute projects effectively and efficiently

Effective project management helps individuals, groups, and public and private
organizations to:

1 Meet business objectives

2 Satisfy stakeholder expectations

3 Be more predictable

4 Increase chances of success

5 Deliver the right products at the right time

6 Resolve problems and issues

7 Respond to risks in a timely manner

8 Optimize the use of organizational resources

9 Identify, recover, or terminate failing projects

10 Manage change in a better manner

11 Loss of reputation for the organization

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202. Project Management Vs. Product Management

Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.

Product management, is the function that is responsible for managing the product lifecycle
from the initial conceptualization, through the stages of its development and until it is
introduced in the market, grows in acceptance and is eventually retired. There is no fixed
timeline as it will be based on the success of the product in the market. A product manager
makes sure that a great product is built, and that it meets the expectations of customers and
the needs of the market.

Project management focuses internally to achieve specific objectives and complete a given
project on time and under budget. Once the project is completed, it is no longer ‘managed.’

Product Management takes a broader view and focuses externally on the customer and the
overall and continued success of the project

Project Management Product Management

Focus Delivery and Project Strategy and Product

Deliverables Roadmap
Planning Work Breakdown Structure Research and Development

Concern Completion Growth

Main Tasks Resources Coordination Product Market-Fit

List the benefits of the project management for the individuals and groups?

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203. Project management VS portfolio

Reading
Projects Programs Portfolios

Definition Is a temporary is a group of related Is a collection of

endeavor undertaken projects, subsidiary projects, programs,
to create a unique programs, and program subsidiary
product, service, or activities that are managed portfolios, and
result in a coordinated manner to operations
obtain benefits not managed as a group
available from managing to achieve strategic
them individually. objectives.
Scope Projects have defined Programs have a scope that Portfolios have an
objectives. Scope is encompasses the scopes of organizational scope
progressively its program components. that changes with
elaborated throughout Programs produce benefits the strategic
the project life cycle. to an organization by objectives of the
ensuring that the outputs organization.
of program components
are delivered in a
coordinated and
complementary manner

Change Project managers Programs are managed in a Portfolio managers

expect change and manner that accepts and continuously
implement processes adapts to change as monitor changes in
to keep change necessary to optimize the the broader internal
managed and delivery of benefits as the and external
controlled. program’s components environments.
deliver outcomes and/or
outputs.
Planning Project managers Programs are managed Portfolio managers
progressively using high-level plans that create and maintain
elaborate high-level track the necessary processes
information into interdependencies and and
detailed plans progress of program communication
throughout the project components. Program relative to the
life cycle plans are also used to guide aggregate portfolio.
planning at the component
level.

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 Management Project managers Programs are managed by Portfolio managers
manage the project program managers who may manage or
team to meet the ensure that program coordinate portfolio
project objectives. benefits are delivered as management staff,
expected, by coordinating or program and
the activities of a program’s project staff that
components. may have reporting
responsibilities into
the aggregate
portfolio
Monitoring Project managers Program managers monitor Portfolio managers
monitor and control the progress of program monitor strategic
the work of producing components to ensure the changes and
the products, services, overall goals, schedules, aggregate resource
or results that the budget, and benefits of the allocation,
project was program will be met. performance
undertaken to produce results, and risk of
the portfolio
Success Success is measured by A program’s success is Success is measured
product and project measured by the program’s in terms of the
quality, timeliness, ability to deliver its aggregate
budget compliance, intended benefits to an investment
and degree of organization, and by the performance and
customer satisfaction. program’s efficiency and benefit realization
effectiveness in delivering of the portfolio
those benefits

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204. Project Management Vs. Operations Management

Operations management is an area that is outside the scope of formal project management as
described in this guide.
Changes in business or organizational operations may be the focus of a project—especially when there
are substantial changes to business operations as a result of a new product or service delivery. Ongoing
operations are outside of the scope of a project; however, there are intersecting points where the two
areas cross. Projects can intersect with operations at various points during the product life cycle.

Project Management Operations Management

Job Nature Temporary Project Duties Day-to-day Activities

Output Unique Repetitive

Termination Upon Project Objectives On-going

Achievement

205. Project Management Vs. Entrepreneurship

Entrepreneurship is the process of developing, organizing, and running a new business to

generate profit while taking on financial risk. In a broader sense, entrepreneurship is the
process of transforming the status quo by solving the most pressing problems and pain points
in our society, often by introducing an innovative product or service or creating new markets

Project Manager Entrepreneur

Focus Makes the vision into reality Sets the vision

Planning Short-term deliverables Long-term future goals

Concern Implementation Discovery

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206. How is Projects Success Measured?

Achieving the project deliverables with target quality, on schedule, and within
budget

207. Work Breakdown Structure (WBS)

In agile management, it’s called “Backlog”

Creating WBS: The process of subdividing project deliverables and project work into smaller,
more manageable components.

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3 Project Management
Career Path

Topics

301. Why to be a project manager

302. Typical Day of a Project Manager
303. Project Managers' Skill
304. Project Management Career Path

Learning objectives
By the end of this chapter, participants will be able to:
• Explain Perks of The Project Management Career
• Review a typical Day of a Project Manager work
• Determine the Project Managers' Skill Set
• Review Project Management Career Path

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301. Why be a project manager?

• Job outlook (All Businesses Need Project Management)

• Remote Work and International Exposure
• Make A Difference (Impact)
• Multiple industries
• New skills
• Leadership
• Continuing education
• Well-paid Job

302. Typical Day of a Project Manager

Job Nature

● CEO of Your Project

● Self-directed
● Data-oriented
● Stakeholders Engagement & Satisfaction

Job Duties

● Monitor Progress
● Quality & Satisfaction
● Develop Team
● Budget Planning
● Schedule Planning
● Manage Issues & Risks
● Reporting & Documentation
● Resources Planning

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303. Perks of The Project Management Career

Project Managers’ Domains’

• Process
• People
• Business environment

304. Project Managers' Skill Set

Project Manager’s Talent Triangle

NO specific specializations are required; all backgrounds are welcome. A project manager is
someone with diversified skills and rich knowledge in different domains

1. Power Skills (Leadership)

(Project Manager’s Skills)
The knowledge, skills, and behaviors needed to guide,
motivate, and direct a team, to help an organization
achieve its business goals.

2. Business Acumen
(Strategic & Business Management)
The knowledge, skills, and behaviors related to specific
domains of project,
program, and portfolio management. The technical
aspects of performing one’s role

3. Ways of Working
(Technical Project Management)
The knowledge, skills, and behaviors related to specific domains of project,
program, and portfolio management. The technical aspects of performing one’s role

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 10 Knowledge Areas

1. Integration
Project Integration Management. Includes the processes and activities to identify,
define, combine, unify, and coordinate the various processes and project management
activities within the Project Management Process Groups

2. Scope
Project Scope Management. Includes the processes required to ensure the project
includes all the work required, and only the work required, to complete the project
successfully.

3. Schedule
Project Schedule Management. Includes the processes required to manage the timely
completion of the project.

4. Cost
Project Cost Management. Includes the processes involved in planning, estimating,
budgeting, financing, funding, managing, and controlling costs so the project can be
completed within the approved budget.

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 5. Quality
Project Quality Management. Includes the processes for incorporating the
organization’s quality policy regarding planning, managing, and controlling project and
product quality requirements, in order to meet stakeholders’ expectations

6. Resources
Project Resource Management. Includes the processes to identify, acquire, and manage the
resources needed for the successful completion of the project

7. Communication
Project Communications Management. Includes the processes required to ensure timely and
appropriate planning, collection, creation, distribution, storage, retrieval, management, control,
monitoring, and ultimate disposition of project information.

8. Risk
Project Risk Management. Includes the processes of conducting risk management planning,
identification, analysis, response planning, response implementation, and monitoring risk on a
project.

9. Procurement
Project Procurement Management. Includes the processes necessary to purchase or acquire
products, services, or results needed from outside the project team.

10.Stakeholders
Project Stakeholder Management. Includes the processes required to identify the people,
groups, or organizations that could impact or be impacted by the project, to analyze stakeholder
expectations and their impact on the project, and to develop appropriate management
strategies for effectively engaging stakeholders in project decisions and execution

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305. Project Management Career Path

PMO
Portfolio Manager

Program Manager

Senior Manager
PM
Project
Associate Manager

PMO/ PM
Coordinator

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4 Project Management Life
Cycle

Topics
401. Waterfall Approach
Objectives:
402. Agile Approach
Compare
403. Waterfall Approach & Agile Approach
different
program
404. Project Management Approaches management

methodologies and
approaches
Learning objectives
By the end of this chapter, participants will be able to:
• Describe the life cycle of a project and explain the

• Describe the life cycle of a

•
significance of each phase
Explain the Agile project management approach and
philosophy, including values and principles.
project and explain the
• Differentiate between Waterfall and Agile Approach
• Determine which methodologies is most effective for a given
significance of each phase
project.

• Explain the Agile project

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management approach and
 Ch4.Project Management Life Cycle

401.Waterfall Approach

Scope Definition (Requirements Gathering)

A project life cycle is the series of phases that a project passes through from its start to its
completion. It provides the basic framework for managing the project. This basic framework
applies regardless of the specific project work involved. The phases may be sequential,
iterative, or overlapping. All projects can be mapped to the generic life cycle

PROJECT MANAGEMENT PROCESS GROUPS

A Project Management Process Group is a logical grouping of project management processes to
achieve specific project objectives. Process Groups are independent of project phases. Project
management processes are grouped into
the following five Project Management Process Groups:

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1. Initiating Process Group.
Those processes performed to define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase.
This phase takes care of:
• Defining the project & its objectives; scope & deliverables
• Project stakeholders’ identification

2. Planning Process Group.

Those processes required to establish the scope of the project, refine the objectives and define
the course of action required to attain the objectives that the project was undertaken to
achieve.
Proper Planning Prevents Poor Project Performance

This phase takes care of:

• Defining & refining project objectives and deliverables in details
• Explaining the scope, exclusions, and constraints
• Work Breakdown Structure (WBS) development
Planning includes:
• Estimating needed resources and budget
• Determining needed procurements
• Potential risks and opportunities identification
• Planning quality assurance and control

3. Executing Process Group.

Those processes are performed to complete the work defined in the project management plan
to satisfy the project requirements.
This phase takes care of:
• Project plan implementation
• Resources coordination and team development
• Stakeholders’ engagement management
• Quality management and process improvement
• Lessons learned documentation

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4. Monitoring and Controlling Process Group.
Those processes required to track, review, and regulate the progress and performance of the
project; identify any areas in which changes to the plan are required, and initiate the
corresponding changes.
This phase takes care of:
• Project progress review
• Project control; measurement against plans
• Needed corrective and preventive action

5. Closing Process Group.

Those processes performed to formally complete or close the project, phase, or contract
This phase takes care of:
• Project deliverables submission
• Project documents archiving (templates, lessons learnt, reports, …)
• Conflicts and contracts settlement

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 Project Charter Template

A project charter is a formal short document that states a project exists and provides project
managers with written authority to begin work.
It’s document describes a project to create a shared understanding of its goals, objectives and
resource requirements before the project is scoped out in detail.

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