3/4/2024

Project
Management
Overview

Created by

Tariq Malik

What is PMP Certification?

The PMP acknowledges candidates skilled at managing the
people, processes, and business priorities of professional projects.
PMI, the world’s leading authority on project management,
created the PMP to recognize project managers who have
proven they have project leadership experience and expertise in
any way of working.
To obtain PMP certification, a project manager must meet
certain requirements and then pass a 180-question exam. The
PMP exam was created by project leaders for project leaders, so
each test question can be related to real-life project
management experiences.

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PMP Certification
PMP certification validates that you are highly
skilled in:
 Motivating people and teams through all phases of a
successful project.
 Using predictive, agile and hybrid approaches to
determine which way of working is best for each
project.
 Highlighting the success of a project and its impact
on overall strategic organizational goals.

Advantages of Using Formal

Project Management

Better control of financial, physical, and human

resources.
Improved customer relations.
Shorter development times.
Lower costs.
Higher quality and increased reliability.
Higher profit margins.
Improved productivity.
Better internal coordination.
Higher
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worker morale (less stress).
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What Is a Project?
 A project is “a temporary endeavor (an attempt to achieve a
goal) undertaken to create a unique product, service or result”*
 A project is temporary in that it has a defined beginning and end in
time, and therefore defined scope and resources.
 project is unique in that it is not a routine operation, but a specific
set of operations designed to accomplish a singular goal.
 project team often includes people who don’t usually work
together
 A project ends when its objectives have been reached, or the
project has been terminated.
 Projects can be large or small and take a short or long time to
complete.
5 *PMI, A Guide to the Project Management
Body of Knowledge (PMBOK® Guide)

6 Operations

Operations is work done to sustain the

business.

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7 Examples
The development of software for an
improved business process, the
construction of a building or bridge, the
relief effort after a natural disaster, the
expansion of sales into a new
geographic market — all are projects.
all must be expertly managed to deliver
the on-time, on-budget results, learning
and integration that organizations need.

Project Attributes
A project:
Has a unique purpose.
Is temporary.
Is developed using a methodolgy.
Requires resources, often from various areas.
Should have a primary customer or sponsor.
The project sponsor usually provides the direction and
funding for the project.
Involves uncertainty.
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Project and Program Managers

Project managers work with project
sponsors, project teams, and other people
involved in projects to meet project goals.
Program: “A group of related projects
managed in a coordinated way to obtain
benefits and control not available from
managing them individually.”*
Program managers oversee programs and
often act as bosses for project managers.
*PMI, A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) (2004), p. 16.
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10 Project management

is the application of knowledge, skills,

tools, and techniques to project activities
to meet the project requirements.
It has always been practiced informally,
but began to emerge as a distinct
profession in the mid-20th century. PMI’s A
Guide to the Project Management Body
of Knowledge (PMBOK® Guide)

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Project Management Process

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Project Management Process

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Project Management Process

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Initiating
Planning
Executing
Monitoring and Controlling
Closing

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The Triple Constraint

Every project is constrained in different ways by
its:

Scope goals: What work will be done?

Time goals: How long should it take to complete?

Cost goals: What should it cost?

It is the project manager’s duty to balance these

three often-competing goals.
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Figure 1-1. The Triple Constraint of

Project Management

Successful project
management means
meeting all three goals
(scope, time, and cost) –
and satisfying the project’s
sponsor!

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Triple Constraints of Project Management

16 Quality is affected by the
balance of these three
components
project moves through
phases to reach completion.
The PM oversees the project
work as it moves through
phases. Project customer
must approve the work.
Specifically, the results of
phases must pass through
scope verification, which is
the formal acceptance of
the project work.

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What is Project Management?

Project management is “the application

of knowledge, skills, tools and techniques
to project activities to meet project
requirements.”*

*PMI, A Guide to the Project Management Body of Knowledge

(PMBOK® Guide)

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Figure 1-2. Project Management Framework

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Project Stakeholders
Stakeholders are the people involved in or
affected by project activities.
Stakeholders include:
Project sponsor
Project manager
Project team
Support staff
Customers
Users
Suppliers
Opponents to the project
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Nine Project Management Knowledge Areas

Knowledge areas describe the key competencies
that project managers must develop.
Four core knowledge areas lead to specific
project objectives (scope, time, cost, and quality).
Four facilitating knowledge areas are the means
through which the project objectives are
achieved (human resources, communication, risk,
and procurement management).
One knowledge area (project integration
management) affects & is affected by all of the
other knowledge areas.
All21 knowledge areas are important!
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Project Management Tools & Techniques

Project management tools and techniques
assist project managers and their teams in
various aspects of project management.
Specific tools and techniques include:
Project charters, scope statements, and
WBS (scope).
Gantt charts, network diagrams, critical
path analyses, critical chain scheduling
(time).
Cost estimates and earned value
management (cost).
See Table 1-1 for other examples.
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Project Portfolio Management

Many organizations support an emerging business

strategy of project portfolio management:

Organizations group and manage projects as a

portfolio of investments that contribute to the entire
enterprise’s success. (For more information, see
Chapter 7, Project Cost Management.)

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Project Success Factors*

1. Executive support 7. Firm basic requirements

2. User involvement 8. Formal methodology
3. Experienced project 9. Reliable estimates
manager 10. Other criteria, such as
4. Clear business objectives small milestones, proper
5. Minimized scope planning, competent staff,
and ownership
6. Standard software
infrastructure
*The Standish Group, “Extreme CHAOS” (2001).
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The Role of the Project Manager

Job descriptions vary, but most include responsibilities
such as planning, scheduling, coordinating, and
working with people to achieve project goals.

Remember that 97 percent of successful projects were

led by experienced project managers.

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Table 1-3. Fifteen Project Management Job Functions*

Define scope of project. Evaluate project requirements.
Identify stakeholders, decision- Identify and evaluate risks.
makers, and escalation Prepare contingency plan.
procedures. Identify interdependencies.
Develop detailed task list (work Identify and track critical
breakdown structures). milestones.
Estimate time requirements. Participate in project phase
review.
Develop initial project
management flow chart. Secure needed resources.
Identify required resources and Manage the change control
process.
budget.
Report project status.
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Suggested Skills for Project Managers

Project managers need a wide variety of skills.

They should:

Be comfortable with change.

Understand the organizations they work in and with.

Lead teams to accomplish project goals.

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Suggested Skills for Project Managers

Project managers need both “hard” and

“soft” skills.

Hard skills include product knowledge and

knowing how to use various project management
tools and techniques.

Soft skills include being able to work with various

types of people.
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Suggested Skills for Project Managers

Communication skills: Listens, persuades.
Organizational skills: Plans, sets goals, analyzes.
Team-building skills: Shows empathy, motivates,
promotes esprit de corps.
Leadership skills: Sets examples, provides vision
(big picture), delegates, positive, energetic.
Coping skills: Flexible, creative, patient, persistent.
Technology skills: Experience, project knowledge.

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Media Snapshot – Good Project

Management Skills from The Apprentice
 Leadership and  Be a team player.
professionalism are crucial.  Stay organized and don’t be
 Know what your sponsor overly emotional.
expects from the project, and  Work on projects and for
learn from your mistakes. people you believe in.
 Trust your team and delegate  Think outside the box.
decisions.
 There is some luck involved in
 Know the business. project management, and
 Stand up for yourself. you should always aim high.

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Table 1-4. Most Significant Characteristics

of Effective and Ineffective Project
Managers
Effective Project Managers Ineffective Project Managers
• Leadership by example • Sets bad example
• Visionary • Not self-assured
• Technically competent • Lacks technical expertise
• Decisive • Poor communicator
• Good communicator • Poor motivator
• Good motivator
• Stands up to upper
management when
necessary
• Supports team members
• Encourages new ideas
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Importance of Leadership Skills

Effective project managers provide leadership by
example.
A leader focuses on long-term goals and big-
picture objectives while inspiring people to reach
those goals.
A manager deals with the day-to-day details of
meeting specific goals.
Project managers often take on both leader and
manager roles.

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Figure 1-3. Top Information Technology

Skills
70%
60% 58%
60%

50%
Percentage of 42% 41%
Respondents 40%

30%

20%

10%

0%
Application Project management Database Networking
development management

Information Technology (IT) Skill

Cosgrove,33Lorraine,
Tariq Malik “January 2004
UCP Business IT Staffing
School Update,”
Spring 2020 CIO Research Reports (February 3, 2004).

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Figure 1-4. Sample Gantt Chart

Work Breakdown Structure (WBS)

The WBS is shown on34the left, and each task’s start and finish dates are shown on the right. First used in 1917,
early Gantt charts were drawn by hand.

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Figure 1-5. Sample Network Diagram

Each box is a project task from the WBS. Arrows show dependencies
between tasks. The bolded tasks are on the critical path. If any task on the critical path takes longer to
complete than planned,
35 the whole project will slip unless something is done. Network diagrams were first
used in 1958 on the Navy Polaris project before project management software was available.
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Project Management Office (PMO)

 A PMO is an organizational group responsible for coordinating the
project management function throughout an organization.
 Possible goals include:
Collect, organize, and integrate project data for the entire
organization.
Develop and maintain templates for project documents.
Develop or coordinate training in various project management
topics.
Develop and provide a formal career path for project managers.
Provide project management consulting services.
Provide a structure to house project managers while they are acting
in those roles
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or are between projects.
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Project Management Software

Enterprise PM software integrates information from
multiple projects to show the status of active, approved,
and future projects across an entire organization.
It also provides links to more detailed information on
each project.
Many managers like to see status in color – red, yellow,
and green.

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Figure 1-6. Sample Enterprise Project Management Tool

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The Project Management Profession

Professional societies such as the Project
Management Institute (PMI) have grown
significantly.
There are specific interest groups in many areas,
such as engineering, financial services, health
care, and IT.
Project management research and certification
programs continue to grow.

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Project Management Certification

PMI provides certification as a Project Management
Professional (PMP).
A PMP has documented sufficient project experience,
agreed to follow a code of ethics, and passed the PMP
exam.
The number of people earning PMP certification is
increasing quickly.
PMI and other organizations are offering new
certification programs (see Appendix B).

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Figure 1-7. Growth in PMP Certification,

1993-2003
80,000 76,550

70,000
60,000
52,443
50,000
# PMPs

40,000 40,343

30,000 27,052

20,000 18,184

10,000 10,086
6,415
4,400
1,900 2,800
0 1,000
1993 199 4 1995 19 96 199 7 1998 1 999 2000 2001 20 02 200 3

Year
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Ethics in Project Management

Ethics is an important part of all professions.

Project managers often face ethical dilemmas.
In order to earn PMP certification, applicants must
agree to the PMP code of professional conduct.
Several questions on the PMP exam are related to
professional responsibility, including ethics.

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Project Management Software

 There are currently hundreds of different products to assist in performing
project management.
 Three main categories of tools:
 Low-end tools: Handle single or smaller projects well; cost under $200 per
user.
 Midrange tools: Handle multiple projects and users; cost $200-500 per user;
Project 2003 most popular (includes an enterprise version).
 High-end tools: Also called enterprise project management software; often
licensed on a per-user basis; VPMi Enterprise Online (www.vcsonline.com).

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Chapter Summary
 As the number and complexity of projects continue to
grow, it is becoming even more important to practice
good project management.
 A project has several attributes, such as being unique,
temporary and developed incrementally.
 A framework for project management includes project
stakeholders, the nine knowledge areas, tools and
techniques, and creating project portfolios to ensure
enterprise success.
 Successful project managers must possess and
development many skills and lead their teams by
example.
 The project management profession continues to mature
as more people become certified and more tools are
created.
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PM Certifications
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 Prince2
http://www.prince2.com/
 PMP
www.pmi.org
 PMP Examination is based on your
experience, your ability to problem solve,
and a strong foundation in project
management. PMI’s Guide to the Project
Management Body of Knowledge (PMBOK)
can help you grasp what you must know to
pass the exam.

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Defining a Project
To define a project, you only have to think of
some work that has a deadline associated
with it, involves resources besides you, has a
budget to satisfy the scope of the project
work, and you can state what the end result
of the project should be. So, projects are
temporary work assignments, with a budget,
that require some amount of resources, some
amount of time to complete, and create a
definite deliverable, service, or environment.
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47 Software Project Management

Software project management is the art

and science of planning and leading
software projects. It is a sub-discipline
of project management in
which software projects are planned,
monitored and controlled.

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48 Projects vs. Operations

Some examples of projects include:
Designing a new product or service
Converting from manual to computerized system
Converting from one computer application to
another
Moving from one building to another
Designing a new hardware
Designing and building a new airplane
The end results of projects can result in
operations

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Project Planning
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50 Project Management
 Project management is the supervision and
control of the work required to complete the
project vision.
 The project team carries out the work
needed to complete the project, while the
project manager schedules, monitors, and
controls the various project tasks.
 Projects, being the temporary and unique
things that they are, require the project
manager to be actively involved with the
project implementation.

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Project Integration Management

 This knowledge area focuses on creating the
project charter, the project scope statement, and
a viable project plan.
 Once the project is in motion, then Project
Integration Management is all about monitoring
and controlling the work.
 If changes happen, and we know they will, then
you have to determine how that change may
affect all of the other knowledge areas.
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Project Scope Management

This knowledge area deals with the
planning, creation, protection, and
fulfillment of the project scope.
One of the most important activities in all
of project management happens in this
knowledge area:
creation of the Work Breakdown Structure.
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Project Time Management

Time management is crucial to project
success. This knowledge area covers
activities, their characteristics, and how
they fit into the project schedule.
This is where you and the project team will
define the activities, plot out their
sequence, and calculate how long the
project duration will actually take.
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Project Cost Management

Cost is always a constraint in project
management.
This knowledge area is concerned with the
planning, estimating, budgeting, and control
of costs.
Cost management is tied to time and quality
management—screw either of these up and
the project costs will increase.
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Project Quality Management

What good is a project that’s done on
time if the scope isn’t complete, or the
work is faulty, or the deliverable is horrible?
Well, none. This knowledge area centers
on quality planning, assurance, and
control.
SQA Engineers perform this task in SPM
(Software Quality Assurance)
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Project Human Resource Management

This knowledge area focuses on
organizational planning, staff acquisition,
and team development.
You have to somehow acquire your
project team, develop this team, and
then lead them to the project results.

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Project Communications Management

90 percent of a project manager’s time is
spent communicating (coordinating).
This knowledge area details how
communication happens, outlines
stakeholder management, and shows how to
plan for communications within any project.
Stake holders include clients, sponsors,
vendors etc
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58 Project Risk Management

Every project has risks.
This knowledge area focuses on risk
planning, analysis, monitoring, and
control.
You’ll have to complete qualitative
analysis and then quantitative analysis
in order to adequately prepare for
project risks.
Once the project moves forward, you’ll
need to monitor and react to
identified risks as planned.
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Project Procurement Management
Projects often need things and services
in order to reach closing.
This knowledge area covers all the
business of project procurement, the
processes to acquire and select
vendors, and contract negotiation.
The contract between the vendor and
the project manager’s organization will
guide all interaction between the
project manager and the vendor.

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60 Projects
 Work and Strategic
and deliverables Planning
that don’t fit into the
normal day-to-day operations but still have merit
for the organization are logical opportunities for a
project e.g.
■ An opportunity based on market conditions Your
company is growing so quickly a project is
launched to create a sales- and order-fulfillment
application.
 ■ Special needs within your company All of the
computers are older than Moses, so a project is
launched to replace all of the computers and
standardize office applications.

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■ Customers Many organizations, such as IT

integrators, construction companies,
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architects, and dozens more, complete
projects for other people. Customers drive
new projects.
■ Technology changes so quickly that there
are constantly new technical projects within
an organization.
■ Lawyers Laws can cause a new project to
launch. Laws and regulations within different
industries can also spur new projects—
consider pharmaceutical, insurance, health
care, and on and on. Regulations are
required, but standards are guidelines.

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62 Project
ProjectManagement
managementApplication Areasjust
application areas
means that projects fit into different
disciplines, but the approach to project
management is similar.
For example, an application area is
construction. Another application area is
information technology management or
SPM. Another is manufacturing.
Each application has specific approaches,
disciplines, and characteristics that are
totally different from any other application
in the world.

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The following are some examples of
application areas:
Sales, law, manufacturing, marketing, and
any other functional disciplines you’d find in
just about any company
Technical disciplines such as mechanical
engineering, architectural design, software
development, and tons more
Management categories such as
consulting, research and development, and
community development
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Project Environment
The project environment is a term to
describe the impact the project will have,
good or bad, on the cultural, political,
and physical environment.
The project manager must examine the
project environment and consider the
influence of each environment on the
project’s success—and vice versa
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Logistics for travel, schedule, supply

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chain, and order fulfillment
■ Human resource practices and
procedures, including working within
organizational structures, managing
team personnel, compensation,
benefits, and helping project team
members reach their career goals
■ Industry-specific health and safety
practices
■ Working with information technology

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66 Relying on General
You cannot be an Management Skills
effective project
manager without some abilities as a
manager.
 Planning for project strategy, tactics to
achieve objectives, and operational
planning
 Accounting and cash flow management
 Sales and marketing (within your
organization and to stakeholders outside of
the project)
 Procurement processes, including
contracting procedures
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67 Interpersonal
 Interpersonal skills Skills
are your abilities as a project
manager to get along with stakeholders, be
somewhat likeable, and work with others to
reach an outcome on disagreements, problems,
and challenges within the project. Interpersonal
skills include the following:
 Problem solving Part of being a good project
manager is the ability to problem solve.
 Motivating You need to have the ability to
motivate your project team to move forward
with the project, their work, and energize your
project team to excel.

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 Communicating Communication is a huge part of the

project manager’s job, so you’ll have to be able to
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communicate effectively with your project team and
stakeholders
 Influencing the organization You know there are
undercurrents of politics, procedures, and other influences
that affect your project’s ability to move forward. The ability
to influence the organization is how you operate within
stated & implied confines to get things done.
 Leadership Good PM is a good leader. Leadership involves
motivating & inspiring project team & stakeholders to move
forward.
 Negotiations It’s not unusual for conflicts to arise within a
project. The project manager must be able to negotiate,
solve conflicts, and keep the project moving forward.

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69 Program Management
Program management is the management
of multiple projects all working in unison
toward a common goal.
You could have a project for the planning
and design of the building. Another project
could manage the legal, regulatory, and
project inspections that would be required
for the work to continue. Another project
could be the physical construction of the
building, while others might entail electrical
wiring, elevators, plumbing, interior design,
and more.
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71 Program Management

create a program that is comprised of

multiple projects. Project managers would
manage each of the projects within the
program and report to the Program
Manager.
The Program Manager would ensure that all
of the integrated projects worked together
on schedule, on budget, and ultimately
towards the completion of the program.

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72 Project Management Office (PMO)

A PMO organizes and manages control over
all projects within an organization. PMOs are
also known as a program management
office, project office, or simply the program
office.
PMOs usually coordinate all aspects,
methodology, and nomenclature for project
processes, templates, software, and
resource assignment. Ideally, a PMO creates
a uniform approach within an organization
so that all projects, regardless of their
discipline, technology, or purpose, are
managed with the same approach.

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Who should take this course

“Some employees feel that they are not PMs or
that project management failures are not a
problem within their field or discipline.
However, all employees are project
managers, and some to a greater extent that
others.” [pp3]
“While an employee’s job title may not be that
of Project Manager, each individual in an
organization is, in essence, a project
manager, even if what that person is
managing is simply a piece of a large
project.” [pp4]

[Phillips 2003]
J.J. Phillips, at el, The Project Management
Scorecard, Butterworth Heinemann, 2003

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74 Managing Project Culture

Software Projects are cultural events.

Consists of a group attempting to
produce a product on time and within
budget.
A successful project will transform this
group into a team.

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 Steps to Shaping Project Culture:

1. Understand organizational culture.
2. Understand each team member’s
engineering and personal background.
3. Match cultural and engineering roles to
people.
4. Monitor and manage team culture just as
you manage the technical issues.

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76 Managing Project Culture

Understand Organizational Culture.

Organizational culture, the shared
beliefs and practices of an organization,
strongly influences project culture.
The first step to understanding project
culture is understanding organizational
culture.
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77 Managing Project Culture

Understand Each Team Member.

Each will most likely have a different
background and/or generation.
Need to assess educational background,
what type and how much project
experience, personality traits, personal
background, and personal and
professional strengths and weaknesses.

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Match Roles to People.

Roles are usually either assigned by the
project manager or chosen by the
team.
Should emphasize individual strengths,
minimize weaknesses, and fit the needs
of the project.
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Consider Cultural Roles.

Cultural Roles – the parts individuals play in
the shared beliefs and practices of a
group
Cultural roles need to be coupled with
engineering roles for a successful project.
Successful coupling leads to strong team
cohesion.
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The Need for Team Cohesion.

Team Cohesion – The degree to which
a group of people can function
effectively as a unit.
Governs how a team reacts to external
influences, internal problems, and
project challenges.
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 Monitor and Manage Team Culture.

 Team cohesion is the most important
influence on productivity.
 As project manager you need to foster,
promote and monitor team culture for
project success.
 Successful cultural management requires
both engineering and social skills.
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82 Managing Project Culture

 To manage project culture:
1. Make each person’s software engineering
role clear.
2. Understand each person’s personality and
make know your understanding of each
person’s social role in a positive way.
3. Sate and maintain your view of the team.
4. Recognize potential role problems before
they have a negatively impact on the team.
5. Solve role problems before they negatively
impact the project.

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Managing Good People

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Guidelines for Managing Good People:

Gain visibility without micromanagement.
Review process and products, not people.
Coordinate, don’t manipulate.
Use your knowledge, not your position of
power.
Channel people, don’t put dams in front of
them.
Focus on project and people needs, not
your authority as manager.

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84 Managing Good People

Avoid Micromanaging
Project managers need to know when
and how activities are performed, but
you can’t make everyone do tasks as
you would do them.
Focus on gathering status information,
not overdirecting team members.
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Review Process and Products, Not People.

Review tasks and projects, but also
convey your trust in the team.
Establish review standards, and focus
on the product, not the person.
Review everything to avoid technical
oversights and the perception of
favoritism.

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Coordination, Don’t Manipulate.

Teams must coordinate their effort and
products in order to be able to establish
a commonality.
Incorrect coordination leads to team
members feeling manipulated.

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Use your knowledge, not your position of

power.
“Be an authority, not an authority
figure.”
Present directions as team needs,
project needs, and team consensus
rather than orders to you team.
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Channel people, don’t put dams in front

of them.
Stopping a team members actions may
leave them feeling foolish. Instead, ease
them in the proper direction.
Channeling ensures that efforts are
perceived as valuable and worthwhile.
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Focus on project and people needs, not

your authority as manager.
Present directions not as your will, but as
a project or team decision.
Explain why the direction is needed and
acknowledge negative implications
and risks.
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90 Making Good People Better

 Steps to Making Good People Better:

1. Make professional development a
project goal.
2. Recognize long- and short-term
professional development goals.
3. Let each team member specify
personal improvement goals.
4. Have team members track their
individual time.
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91 Making Good People Better

Make professional development a project

goal.
Focusing on professional development
ensures that your next project will have
an even better team.
Need to focus on both the short- and
long-term goals of the team.
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Recognize Long- and Short-term Goals.

Discuss and support the development
goals of each team member.
When possible, make project decisions
based on these goals.
Discuss these goals with the team to
remind them that you haven’t overlooked
them or their goals.
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Let Each Team Member Specify Goals.

The Competency Framework is an
excellent way to view the professional
development of each team member.
During the project, you and the team
members should discuss and identify
how they can improve on their skill set.
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Track Individual Time.

Time recording is a individual effort that
supports long-term professional
improvement.
Personal time records should not be
public documents, nor should you as
project manager review them.
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Leading Good People

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Guidelines to Leading Good People:
Be confident in yourself and the team.
Be fallible. Take responsibility for making
mistakes and focus on corrective actions.
Lead by example. Show the team what
you expect from yourself and from them.
Utilize all the talents of your team. You
can’t make the project succeed all by
yourself.
Complete all your commitments on time.
Don’t confuse friendship with leadership.
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96 Leading Good People

Be confident in yourself and the team.

Leaders need to show their confidence
in their attitude and actions.
In terms of your project, know where to
go, how to get there, and how to
convince others that they can and will
reach their goals.
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Be Fallible. Take responsibility for making

mistakes and focus on corrective actions.
Be able to give and take advice, criticism,
and credit.
Hold yourself accountable for mistakes.
When a team member makes a mistake,
focus on how to correct the mistake, not
the mistake itself.
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98 Leading Good People

Utilize all the talents of you team. You

can’t make the project succeed all by
yourself.
Maximize your effectiveness by
maximizing the talent of you team.
Deflect responsibility for project success
to the team.
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Complete all your commitments on time.

Lead by example, complete what you
say you will when you say you will do it.
Set a standard for the team.
If you do fail to meet a commitment,
admit it, and explain what you are
going to do to meet that commitment.

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100 Leading Good People

Don’t confuse friendship with leadership.

Leadership and management can be
aided by friendship.
Friendship is not enough to ensure
project success or your role as a
effective leader.

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Understanding Project
Management
Principles and Stakeholder
Concepts Engagement Team Dynamics

Understanding the Effective project Recognizing the

fundamental principles and management involves importance of team
concepts of project engaging and managing dynamics and fostering a
management is essential various project collaborative environment
for successful project stakeholders throughout is key to project success.
delivery. the project lifecycle.

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Key Concepts in Project

Management
Scope and
Objectives Risk Management Resource Allocation

Defining clear project Identifying and managing Effectively allocating

scope and objectives is potential risks throughout resources based on project
crucial for guiding the the project lifecycle is requirements and
project in the right direction essential for mitigating constraints is vital for
and ensuring alignment negative impacts on achieving project goals
with stakeholder project outcomes. within set timelines and
expectations. budgets.

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Project Initiation

Project Kickoff Stakeholder

Alignment

Ensuring alignment among The project initiation phase

stakeholders regarding involves the formal kickoff
project goals and where project objectives,
expectations is essential for scope, and roles are
setting the foundation for communicated to the
project success. project team.

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Project Planning

Strategic Planning Task Scheduling Resource Planning

Developing a Creating a well-structured Efficiently planning and

comprehensive project timeline and task schedule managing resources,
plan that aligns with the is crucial for managing including personnel,
organization's strategic project activities and materials, and equipment,
objectives is critical for ensuring timely delivery. is essential for effective
successful project project delivery.
execution.

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Project Execution

Effective
Implementation

Executing project tasks and

activities according to the
project plan while
maintaining quality and
meeting stakeholder
expectations is key to
successful project
execution.

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Project Monitoring &

Controlling
Progress Tracking Quality Control

Regularly monitoring Implementing measures to

project progress and ensure the quality of
performance to identify project deliverables,
deviations from the project processes, and outcomes
plan and take necessary meets the predefined
corrective actions is vital for standards is crucial for
project success. project success.

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Project Closure

Deliverable
Acceptance Lessons Learned

Obtaining formal Reflecting on the project

acceptance of project experience to identify
deliverables from successes, challenges, and
stakeholders is an essential areas for improvement is
step in the project closure crucial for enhancing
process. future project delivery.

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Roles in Project Management

Project Manager Team Leadership

The project manager plays Effective team leadership

a critical role in leading involves empowering team
and managing the project members, fostering a
team, stakeholders, and collaborative environment,
project-related activities. and ensuring the successful
completion of project tasks.

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Key Skills for Project

Managers
Leadership Communication

Effective communication, Strong leadership skills are

including listening, vital for guiding and
articulating ideas, and motivating project teams,
resolving conflicts, is navigating conflicts, and
essential for ensuring driving project success.
project clarity and
alignment.

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Tools and Techniques in Project

Management
Project
Management Risk Assessment
Software Data Analysis Tools

Leveraging advanced Utilizing data analysis tools Implementing specialized

project management and techniques for project- tools to assess and manage
software for task planning, related data to identify project risks, including risk
resource management, trends, risks, and registers, simulations, and
and performance tracking opportunities for informed impact analysis, is crucial
is essential for efficient decision-making. for proactive risk
project delivery. management.

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Benefits of Effective
Project Management
Operational
Efficiency Quality Deliverables

Effective project Robust project

management contributes management practices
to improved operational lead to the consistent
efficiency, timely project delivery of high-quality
delivery, and optimized project outcomes, meeting
resource utilization. stakeholder expectations
and industry standards.

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Challenges in Project
Management
Risk Management Conflict Resolution

Addressing and mitigating Effectively managing

potential project risks, conflicts, differing
including scope creep, perspectives, and
resource constraints, and stakeholder disagreements
external dependencies, is a is a critical challenge
significant challenge in encountered in project
project management. management.

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Best Practices in Project

Management
Continuous Stakeholder
Improvement Engagement

Embracing a culture of Engaging stakeholders

continuous improvement, throughout the project
learning from experiences, lifecycle, encouraging
and adapting project open communication, and
methodologies for managing expectations to
enhanced performance ensure project success.
and outcomes.

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Conclusion

In conclusion, effective
project management plays
a pivotal role in achieving
successful project
outcomes and
organizational objectives.

Conclusion

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