What is a Project?

Seite 1

The PMBOK Guide

The PMBOK Guide describes ten Project Management Knowledge Areas:

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

Project Human Resources Management: Processes that organize and manage the project team.

Project Scope Management: Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

Project Communications Management: Processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project management.

Project Management Time: Processes required to accomplish timely completion of the project.

Project Risk Management: Processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control of the project.

Project Cost Management: Processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.

Project Procurement Management: Processes to purchase or acquire the products, services, or results needed from outside the project team to perform the work.

Project Quality Management: Processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.

Project Stakeholder Management: Processes to identify the people, groups or organizations, could impacted or be impacted by the product, to analyze stakeholder expectations and their impact on the project and to develop appropriate strategies for effectively engaging stakeholders in project execution.

Seite 2

Processes

The processes encompasses by a project are performed by people and generally fall into one of two categories:

Project Management Processes: Support the effective conduct of the product throughout its life. These processes serve to define, organize, execute, and assess the work of the project. They encompass multiple tools and techniques. The project management processes that are applicable project, most of the time, are described in Chapters 4 through 12 of the PMBOK Guide.

Product-oriented Processes: ensure the specification and creation of the product (output) of the project. These processes vary by application area and are typically defined by the project life cycle.

*This course will focus on and address only project management processes.

Seite 3

The Triple Constraint

The triple constraint is a framework for balancing competing project demands. Time/schedule, money/resources, you have to balance those other two with scope/quality. All represented by a triangle with all sides connecting.

Seite 4

Organizational influences

The behavior of your organization impacts the success of your project, or at a minimum, it impacts how you manage your project also known as organizational culture. Consider what is normal for your organization. It can be small things like having pizza lunch ever Friday or it can be something larger like a company-wide program to instill organizational values. The culture of your organization shows up in what people believe about:

Communications

The Company mission

Company policy

Leadership

Seite 5

Organizational structures

Functional organization: The standard functional organization is where each member of the staff has a clear superior and they are grouped by their area of expertise. The project manager must negotiate with the project team and the functional managers.

Projectized Organization: Team member generally are co-located and resources are dedicated to the project. Project managers have strongest autonomy and authority.

Matrix-Based Organization: A combination of functional ad projectized distinctiveness, from weak (predominantly functional) to strong (predominantly projectized.

Composite Organization: This is often includes elements of a projectized structure to focus on project activities within a larger blended organizational structure.

Seite 6

Organizational Process Assets

Those are the plans, processes, policies and procedures used by your organization. T hey influence your project and how you manage it. These process assets can be grouped into two categories:

Processes and procedures

Corporate knowledge base

Enterprise Environmental Factors

Conditions not under the control of the project team, yet will influence the project, considered enterprise environmental factors vary widely but may include organizational culture, government or industry standards, existing human resources, marketplace conditions, political climate, commercial databases, and project management information system.

Seite 7

Stakeholders

Project stakeholders are persons and organizations whoa re actively involved in the project or those whose interest may be positively or negatively affected by the performance or completion of the project.

Common stakeholders:

Project manager-The person assigned by the performing organization to achieve the project objectives.

Performing organization- The enterprise whose personnel are most directly involved in doing the work of the project.

Project management team- The members of t he project team directly involved in the project management and leadership activities.

Sponsor- The person or group that provides the financial resources, in cash or kind, for the project.

Other- End users, portfolio managers, program managers, project management office, functional managers, operational management.

Seite 8

Life Cycle Concepts

A projects product-oriented work can be divided into phases provide better management control. Collectively, these phases are known as the project life cycle. The project life cycle defines the phases that connect the beginning of a project to its end.

Central to the project life cycle is the concept of a deliverable. A deliverable is any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. Deliverable's are described via nouns that may be qualified by adjectives. Some examples include a required document, working prototype, or a design specification.

Feasibility Studies

in some large corporations, the risk of carrying out a poorly conceived and developed project is an extremely high and the project life cycle may include a feasibility study as a separate phase.

Seite 9

Process Groups Knowledge areas