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PROJECT MANAGEMENT FRAMEWORK
Definition of a Project :
• Temporary endeavour with a beginning and an end.
• Creates a unique product, service or result.
• Is progressively elaborated-distinguishing characteristics
of each unique project will be progressively detailed as
the project is better understood
How Temporary ?
• Has a definite beginning and end and not an ongoing
effort.
• Ceases when objective has been attained.
• Team is disbanded upon project completion.
How Unique ?
• Product characteristics are progressively elaborated.
• The product or service is different in some way from other
product or services.
Example
Building a road is an example of a project. The process of
building a road takes a finite amount of time, and produces a
unique product. Operations on the other hand are repetitive.
Generating bills every month, and broadcasting news everyday
are examples of operations.
Progressive elaboration
• is a characteristic of projects that accompanies the
concepts of temporary and unique.
• means developing in steps, and continuing by
increments.
• should not be confused with scope creep.
• needs to be carefully coordinated with proper project
Scope Definition, particularly if the project is performed
under contract.
For example, items might be described in broad terms at the
start of the project but be defined in detailed terms by the
conclusion of the project – from the Preliminary Project Scope
Statement to the verified Project Scope Statement supported
by a detailed WBS.
Managing a project includes 1) identifying requirements 2)
establishing objectives 3) balancing scope, timing and cost 4)
adapting the plan to different concerns of stakeholders.
Project managers or the organization can divide projects into
above phases to provide better management control with
appropriate links to the ongoing operations of the performing
organization. Collectively, these phases are known as the
project life cycle.
Product Life Cycle : A collection of generally sequential, non-
overlapping product phases whose name and number are
determined by the manufacturing and control needs of the
organization. The last product life cycle phase for a product is
generally the product’s deterioration and death. Generally, a
project life cycle is contained within one or more product life
cycles.
The product life cycle is “above” the project life cycle – it
includes operations & development (which occur AFTER the
project has been completed) and include the business plan,
which starts BEFORE the project begins.
Project Life Cycle : A collection of generally sequential project
phases whose name and number are determined by the control
needs of the organization or organizations involved in the
project. A life cycle can be documented with a methodology.
The project life cycle includes the phases necessary to work a
project from beginning to end. The transition from one phase
to another is generally recognized by some kind of a
deliverable or handoff. These phases generally define 1) work
to be done that phase 2) when deliverables are generated 3)
resources used in each phase 4) control of each phase
Project Phase : A collection of logically related project
activities, usually culminating in the completion of a major
deliverable. Project phases (also called phases) are mainly
completed sequentially, but can overlap in some project
situations. Phases can be subdivided into sub-phases and then
• the reason for the risk process group is to enhance opportunities and reduce
threats to the project objectives
• things that could negatively impact the project objectives, such as risk and
stakeholders' influence should be watched and tracked
• projects often require trade-off between the project requirements and the project
objectives
• project objectives are determined in the Initiating process group and refined
in the Planning process group
• one of the purposes of the develop project management plan process is to
determine how work will be accomplished to meet project objectives
Difference between Projects and Operations
• Operations are ongoing and repetitive where as Projects are unique and non-
repetitive.
• Normal operations would produce standard product or service where as
Projects would produce unique product or service
• Projects are temporary and have defined start and end where as operations are
indefinite and don't have a defined start and end.
• Projects are executed by a heterogeneous teams where as operations may
be executed by homogeneous teams.
Constraint or 'Triple Constraints'
Project constraints are time, cost, risk, scope, or any other factors that limit options.
Triple constraints include cost, scope, time, quality, risk, & stakeholder satisfaction.
Project manager sets the priority of each of the component of Triple Constraints
throughout the project. Quality, cost, schedule, scope, risk, & other factors may be
prioritised differently on each project.
It is the project manager's responsibility to analyse the Change Requests from
stakeholders, managers, & others, and identify the impacts to all components of the
"triple constraint" through Integrated Change Control.
Area of Expertise
A key area of expertise for a project manager is understanding the project
environment. This can involve knowing who the stakeholders are, why the project is
being done and what is the strategic plan of the performing organization (the company
or division of the company doing the project).
Stakeholder, Stakeholder Management
A stakeholder is someone whose interests may be positively or negatively impacted
by the project. Key stakeholders include: the project manager, customer, performing
organization, project team, project management team, sponsor, and the PMO.
What should we do with stakeholders :
• identify ALL of them, to help create a better organized project that meets all the
stakeholders' interests.
• determine ALL of their requirement, BEFORE the work begins.
• determine their expectation, that can be converted into requirements.
• communicate with them
• managing their influence ( highest in the beginning and progressively lower
over time ).
Stakeholders must be involved and their involvement must be managed by the
project manager. Conflict of interests between stakeholder ? Must be resolved in
favour of the customer.
Project stakeholders are individuals and organizations that are actively involved in the
project or whose interests may be positively or negatively affected as a result of project
execution or project completion. Key stakeholders on a project include:
• Project Manager - the individual responsible for managing the project
• Customer - the individual or organization that will use the project's product.
• Project Team members - the group that is performing the work of the project
• Project management team – those who are involved in project management
activities.
• Sponsor - the individual or group within or external to the performing
organization that provides the financial resources
• Performing organisation
• Influencer - People or groups that are not directly related to the acquisition or
use of the project’s product, but due to an individual’s position in the customer
organization or performing organization, can influence, positively or negatively,
the course of the project, I.e. CEO.
• PMO
Organisational Structure
Functional
The organization is grouped by areas of specialization within different functional areas
(e.g., accounting, marketing and manufacturing). The Project Manager has least power
( compare to strong / weak matrix ) and all management is taken care by functional
