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1. Introduction to Project Management/ Project Life Cycle
Sections of this presentation were adapted from A Guide to the Project
Management Body of Knowledge 5th Edition, Project Management Institute
Inc., © 2013

2. What is Project
“A project is a temporary endeavor undertaken to create a unique
product, service, or result. “ PMBOK
The temporary does not mean it is short.
It means a project has a definite beginning and end.
The end : the project’s objectives have been achieved
the project is terminated because
End can be defined when customer, sponsor,
or champion is satisfied or does not want to continue.
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3. What is Project
Every project creates a unique tangible or intangible outcome which
can be product, service, or result.
It can also be an improvement in the existing product or service.
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4. Project Management Process Groups
Project management processes are categorized into five Process
Groups:
 Initiating,
 Planning,
 Executing,
 Monitoring and Controlling,
 Closing.
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5. Project Management
Managing a project typically includes, but is not limited to:
 Identifying requirements;
 Managing stakeholders
 Balancing the competing project constraints, which include, but are
not limited to:
 Scope,
 Quality,
 Schedule,
 Budget,
 Resources, and
 Risks.
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6. Program Management
A program refers to group of related projects, subprograms,
and program activities managed in a
coordinated way to obtain benefits not available from
managing them individually.
A portfolio is defined as programs ,projects, sub-portfolios,
and portfolio operations managed as a group to achieve
strategic objectives.
Projects of a program are related through the common
outcome or collective capability.
The projects or programs of the portfolio may not necessarily
be interdependent or directly related
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7. Program and Portfolio Management
 Projects within a program are related through the common
outcome or collective capability.
 If the projects are related only since there is a shared client,
seller, technology, resource then these projects should be
managed as a portfolio.
 Programs may include elements of related work outside the
scope of the discrete projects in the program.
 A project may or may not be part of a program but a program
will always have projects.
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8. Project and Statement of Work (SOW)
 A project is “a temporary endeavor undertaken to create a
unique product or service.”
 A SOW is a narrative description of products or services to be
supplied under contract.
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9. Project Management
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“The application of knowledge, skills, tools and techniques
to project activities in order to meet or exceed stakeholder needs
and expectations from a project.”

10. Trends that Impact Environment of Projects
 Team environment- location
 Contract PM and outsourcing
 Interpersonal skills
 Multinational- multicultural projects
 Dependence on technology
 Corporate globalization
 Massive mergers and reorganizations
 Flatter organizations
 Short-term results driven
 Organization’s established communications channels
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11. A Balanced Project
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Time Cost
Scope
Quality

12. Project Management Office (PMO)
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PMO is a management structure that standardizes the project-related
governance processes and facilitates.
The involvement of a PMO to projects ranges, therefore there are three types of
PMOs
Supportive
• Has consultative role to projects
• Supplies supplying templates, best practices, training,
access to information and lessons learned from other
projects.
Controlling
• Provides specific rules for adaptation of frameworks or
methodologies
Directive
• Directly controls the projects.
Degree of Control
Low
High

13. What can be Differences between the role of project
managers and a PMO?
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Please be ready to discuss

14. Business Value
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 Business value is a concept that is unique to
each organization. Business value is defined
as the entire value of the business; the total
sum of all tangible and intangible elements.
 Whether an organization is a private,
government agency or a nonprofit
organization, all organizations focus on
creating business value for their activities.

15. Interpersonal
• Figurehead
• Leader
• Liaison
Informational Roles
• Monitor
• Disseminator
• Spokesperson
Decisional Roles
• Entrepreneur
• Resource Allocator
• Disturbance Allocator
• Negotiator
Role of Project Manager

16. Skills of Project Manager
 Conflict Resolution
 Creativity and Flexibility
 Ability to Adjust to Change
 Good Planning
 Negotiation & Communication
should have attitude of “win-win”
 Leadership,
 Team building,
 Motivation,
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 Communication,
 Influencing,
 Decision making,
 Political and cultural awareness,
 Trust building,
 Conflict management, and
 Coaching.

17. Contrast Projects and Operations
Projects
Create own charter,
organization, and goals
Catalyst for change
Unique product or service
Heterogeneous teams
Start and end date
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Operations
Semi-permanent charter,
organization, and goals
Maintains status quo
Standard product or service
Homogeneous teams
Ongoing

18. Common Pitfalls for Project Management
 Unclear objectives
 Lack of senior management support
 Lack of effective project integration
 Inadequate funding
 Change in business priorities
 Original assumptions invalid
 Ineffective team
 Lack of effective communication processes
 Change of External Factors
 More?
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19. Potential Benefits of PM for the Organization
 Improved control
 Improved project support opportunities
 Improved performance
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20. Potential Benefits of PM for You
 Recognition of PM as a profession
 Future source of company leaders
 High visibility of project results
 Growth opportunities
 Build your reputation and network
 Portable skills and experience
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21. Key Concepts
Project phase: “A collection of phases related project activities from
its start to the completion of a major deliverable.”
Product life cycle: The natural grouping of ideas, decisions, and
actions into product phases, from product conception to operations
to product phase-out.
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Project Life Cycle

22. Typical Cost and Staffing Levels Life Cycle
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RIGHTS RESERVED. PMBOOK 2013

23. Impact of Variable Based on Project Time
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24. Project Phases
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 A project phase is a collection of logically related project
activities that culminates in the completion of one or more
deliverables.
 There is no single or correct way to define phases
Phase-to-Phase Relationships
1. Sequential relationship
2. Overlapping relationship.

25. Project Life Cycle- Example of a Single Phase Project
25
Initiation
Planning
Execution
Closing
Time
Monitoring and Controlling Processes

26. Project Life Cycle Types
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Predictive Life Cycles-(fully plan-driven)
Iterative and Incremental Life Cycles
Adaptive life cycles (also known as change-
driven or agile methods)

27. Predictive Life Cycles-(fully plan-driven)
Plan
Design
Implement
Test
Time
Release
Concentrates on thorough, upfront planning
of the entire project.
Avoid changes, low customer interaction
Requires a high degree of predictability to be effective.

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Planning
Analyzing
Designing
Small
Release
Requirementt
Planning
Analyzing
Execution
Requirementt
Release n
Small
Release n.....
.....
.....
.....
.....Release 1
Bigger
Release n
Iterative and Incremental Life Cycles
Execution
Designing

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 It is used for unpredictable / rapidly changing
requirements
 It is also iterative and incremental- but iterations are
VERY FAST
 Aim is to respond to high levels of change and ongoing
stakeholder involvement.
 It is ideal for exploratory projects (e.g. new product /
service line development) in which requirements need to
be discovered and new technology tested.
 It requires active collaboration between the project team
and customer representatives
 Real-time communication (prefer face-to-face),
very little written documentation
Adaptive life cycles (Agile Methods)

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 It helps to Minimize risk due short iterations
 It requires Continuous integration, verification, and
validation of the evolving product.
 It embraces change
 It has high level of customer interaction and provides
frequent demonstration of progress to increase the
likelihood that the end product will satisfy customer
needs.
 It helps to detect defects and problems as very early
stages
Adaptive life cycles (Agile Methods)

31. Popular Agile PM Methods
CLIFFORD F. GRAY, ERIK W. LARSON, LARSON ERIK PROJECT MANAGEMENT: THE MANAGERIAL PROCESS
2011 BY MCGRAW-HILL
Agile PM
Methods
Crystal Clear
RUP (Rational
Unified Process)
Dynamic Systems
Development
Method (DSDM)
Scrum
Extreme Programming
Agile Modeling
Rapid Product
Development (PRD)
Lean Development

32. Agile PM in Action: Scrum Methodology
 Used by cross-functional teams to collaborate and develop a
new product / service.
 Interact customers as early as possible
 Defines product features as deliverables and prioritizes them by
their perceived highest value to the customer.
 Re-evaluates priorities after each iteration (sprint) to produce
fully functional features.
 Has four phases:
analysis, design, build, test
17–32

33. Agile PM in Action: Scrum Methodology
• Iterative, incremental process in order to maximize
productivity
• It is a Team-based approach for developing systems/
products with rapidly changing requirements
• Controls the chaos of conflicting interest and needs
• Improve communication and maximize cooperation
17–33

34. Key Roles Scrum Process
 Product Owner
Acts on behalf of customers prioritize customers values and
interests.
 Development Team
Is a team of five-nine people with cross-functional skill sets is
responsible for delivering the product.
 Scrum Master (aka Project Manager)
Facilitates scrum process and resolves impediments at the
team and organization level by acting as a buffer between the
team and outside interference.
17–34

35. Scrum Master-daily questions
What did you do since the last Scrum?
What are you doing until the next Scrum?
What is stopping you getting on with the work?
For more information about Scrum please search for the internet.
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36. Discuss PM Life Cycles
Which one to use, why,?
Which is best and when?
17–36

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 The Project Management Body of Knowledge
(PMBOK®)
 The Guide to the Project Management Body of
Knowledge (PMBOK® Guide) documents 9 project
management knowledge areas
 The PMBOK® Guide is published and maintained by
the Project Management Institute (PMI)
 http://www.pmi.org
 PMI provides a certification in project management
called the Project Management Professional (PMP)
that many people today believe will be as relevant as a
CPA certification
 PMP certification requires that you pass a PMP
certification exam to demonstrate a level of
understanding about project management, as well as
satisfy education & experience requirements and agree
to a professional code of conduct
PMBOK® Guide and PMI