https://www.notifyvisitors.

com/pb/blog/project-management-framework

Framework for Project Management

Chapter 4
Project Management Standards
• Standards organizations
• PMI
• Project Management Institute: http://www.pmi.org/
• CAPM, PMP and other professional standards
• IPMA
• International Project Management Association:
http://ipma.ch/
• Several certifications
Framework for Project Management
 Project Management as a profession
 The Project Management Institute (PMI)
 Project Management Knowledge Areas
 Project Management Certifications
 Scrum development
 The Project Management Office
Project Management as a Profession
• Body of knowledge
• Standards
• Professional organizations
• Currently, anyone can call him or herself a project
manager
• Unresolved issue: to what extent can an expert PM
move from one industry to another?
Project Management Institute (PMI)
 Established in 1969
 Certifications: most popular is PMP
• Also offer CAPM, for novice PMs, and several
specialized certifications
 Currently over 590,000 PMPs in the world
 Have published the Project Management Body
of Knowledge or PMBOK, now in its 5th edition.
Project Management Professional (PMP)

Requirements:
• 3 years of project management experience
• pass a rigorous exam
• maintain ongoing professional development
Currently over 590,000 PMPs in the world
The CAPM or Certified Associate in Project
Management only requires an exam and is
considered to be a step along the way to a PMP
Application of the knowledge

Determining the appropriate combination of

process, inputs, tools, techniques, outputs, and life
cycle phases
PMBOK Knowledge Areas
 Managing Integration
 Managing Scope
 Managing Time/Schedule
 Managing Costs
 Managing Quality
 Managing Human Resources
 Managing Communication
 Managing Risks
 Managing Procurement
 Managing Stakeholders
Project Management
Process Group and
Knowledge Area Mapping
Table 1-4 (PMBok).
Project Integration
• Very active during the startup
• Coordinates all activities in all other knowledge
areas
This work is licensed under a Project Management
Creative Commons Attribution 3.0 Unported License (CC-BY). Chapter 4: Framework for Project Management
Project Start-Up and Integration
• Similar to the start-up of a new organization.
• The project leader develops the project infrastructure
• The project manager will conduct one or more kickoff
meetings
• the project management team refines the scope of work
and develops a preliminary schedule and conceptual
budget
• The project team builds a plan for executing the project
• tracking client satisfaction
• Flowcharts, diagrams, and responsibility matrices are
tools to capture the work processes
Project Scope
• Scope generally defines what the project
is all about
• Forms the basis of agreement between
the project SPONSOR and the project
team
• Changes in the scope may be proposed at
any time during a project, but should
follow a clearly defined approval process
Scope Statement
According to the PMI, the scope statement should
include the following:

• Description of the scope

• Acceptance criteria
• Deliverables
• Exclusions
• Constraints
• Assumptions
Scope and the WBS
• A Work breakdown structure or WBS is the breakdown
of the deliverables into manageable units of work.
Schedule and Time Management
• Based on the units of work defined by the WBS
• Resources required are identified
• Time durations are estimated
• Dependencies are identified (such as, what task
must be completed before another task can begin)
• And a schedule can be created
This work is licensed under a Project Management
Creative Commons Attribution 3.0 Unported License (CC-BY). Chapter 4: Framework for Project Management
Schedule and Time Management

• Several methods are available—details in a later

chapter
• Software is frequently used to assist with managing
the time schedule
Project Costs
• Develop a budget
• Several methods can be used to estimate
• Plan for the cash flow
• Track the expenditures
• Explain deviations and make adjustments where
required
Project Quality
• Quality plan defines
• The quality standards
• The methods that will be used to achieve the
standards
• The methods that will be used to measure the
standards
Human Resources
• Identification of HR requirements
• Selection of project team
• Development of project team
• Motivation and management of the project team
Communication
• Communication includes within the team and with
others outside the team
• The project should have a communication plan
• Who needs to be communicated with
• What methods will be used
• What frequency
• Who within the project will be responsible
Risk
• Risk represents the likelihood of the occurrence of
an event that will negatively or positively impact
the achievement of the project goals
• Processes:
• Identify risks
• Analyze risks
• Manage risks
Procurement
• Contracting to obtain supplies or services required to
carry out the project
• May be extremely complex
• Time schedules can be crucial
• On complex projects, almost always involves additional
experts such as lawyers
Stakeholder Management
• Stakeholders are people or organizations who
either will be impacted by the project or who can
impact the project.
• Always include: project sponsor, project team
• May include: customers, suppliers, vendors, the
public, land owners, voters, other departments
within the organization, government, etc.
Stakeholder Management

• Major tool is the stakeholder register

• Lists stakeholder, role, all communications
• Updated regularly throughout the project
• New stakeholders can appear at any time
Figure 4.1: PM Star Model suggested by GeekDisplaced
PMI Process Groups
• Project Initiating
• Project Planning
• Project Executing
• Project Monitoring and Controlling
• Project Closing
Scrum Development Overview
• Known as an Agile method
• Used when requirements are difficult to define or
subject to rapid change
• Iterative approach
• Uses sprints or 2 to 4 week cycles
Scrum Development Overview

Scrum methodology defines several major roles:

• Product owner
• Scrum Master
• Development Team
• May include specialist roles such as
developer, subject matter expert
Scrum Development Overview

• Priorities: stories are either on the:

• Front burner (currently working on)
• Back burner (next up)
• Fridge (for later)
• Priorities are revisited before each new sprint
Scrum Development Overview

• Daily stand-up meeting (short meeting with fixed

agenda)
• What was done yesterday
• What will be done today
• Are there any problems the scrum master must
address, such as resource issues out of the
control of the team
Scrum Development Caveats

• Requires committed, mature developers

• Major work must still be done up front
• Needs commitment and involvement of Product
Owner
• Best for products that require frequent updates
• Not so good for large, totally new products that will
not allow frequent updates after release
The Project Management Office
(PMO)
 Medium and large organizations
 Typical objectives
• Align projects with organizational objectives
• Set standards for projects
• Provide resources to project managers
• Provide training and mentorship
• Provide facilitation
• Stay abreast of best practices in Project
Management
• Repository for project reports and lessons learned
Framework for Project
Management Summary
• Project management as a profession
• The Project Management Institute
• Project Management Certifications: PMP, CAPM
• PMBOK overview: ten knowledge areas; five process
groups
• Scrum methodology
• The Project Management Office
Next Lesson

Chapter 4
Project Stakeholder
Management

THANK YOU