Project Management Introduction
Trainer: Ngô Vĩnh Hòa, PMP, PMI-ACP
1
Agenda
Project definition
System for Value Delivery
Project Management Influencial Factors
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What is Project?
- Is a temporary endeavor with a beginning and an end.
- Creates a unique product, service, or result
Example of projects:
- Developing a new product or service
- Build a new house
- Implement a core network
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Where projects come from?
Reasons to initiate a project:
 From outside of the organization
Customer needs; market demands;
Regulator and social requirements;
Outside
 From inside of the organization
•
•
Business strategy or technology
advancement
Improve or fix products, processes, or
services.
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Inside
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Why organizations initiate a project?
Value
The worth, importance, or usefulness of something.
Customers can define value as the ability to use specific features
or functions of a product.
•
Busniess value: determined with financial metrics, such as
the benefits less the cost of achieving those benefits.
•
Societal value: can include the contribution to groups of
people, communities, or the environment.
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Why do we need to manage project?
Scope
Risk
Schedule
Stakeholder
Satisfaction
Resource
Budget
Quality
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Who are Stakeholders?
•
•
A stakeholder is someone whose
interest may be positively or
negatively impacted by the project.
Key stakeholders
– The project manager
– Customer
– Performing organization
– Project Team
– Project Management Team
– Sponsor
– Project Management Office
– Other influencers
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Project Management Expectation vs Reality
Plan
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Different Approaches
Predictive/Sequential
Overlap
Iterative/Incremtal
Adaptive/agile
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What is Project Management?
Project management
•
•
•
Project teams can achieve the
outcomes using a broad range of
approaches (e.g., predictive, hybrid,
and adaptive).
Project management is the application
of knowledge, skills, tools, and
techniques to project activities to
meet the project requirements.
Project management refers to guiding
the project work to deliver the
intended outcomes.
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Project Team & Project Manager
Project team
•
A set of individuals performing the
work of the project to achieve its
objectives.
Project Manager
•
•
The person assigned by the
performing organization to lead the
team that is responsible for achieving
the project objective.
Applies project management
knowledge and uses personal and
leadership skills to achieve project
success.
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System for Value Delivery
Trainer: Ngô Vĩnh Hòa, PMP, PMI-ACP
16
Creating value
Organizations create value for
stakeholders. Examples :
• Creating a new product, service, or
result that meets the needs of
customers or end users;
• Creating positive social or
environmental contributions;
• Improving efficiency, productivity,
effectiveness, or responsiveness;
• Enabling the changes needed to
facilitate organizational transition to
its desired future state; and
• Sustaining benefits enabled by
previous programs, projects, or
business operations
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System for Value delivery
•
•
A collection of strategic business activities aimed at building, sustaining, and/or
advancing an organization.
Portfolios, programs, projects, products, and operations can all be part of an
organization’s system for value delivery.
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Project vs Operation
Project
Operation
1. Temporary, has start and end
2. Produce unique output
1. Permanent,
2. Produce repetitive outputs
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Program & Portfolio
Program
•
A group of related projects,
subprograms, and program activities
managed in a coordinated way to
obtain benefits not available from
managing them individually
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Portfolio
•
Projects, programs, subportfolios,
and operations managed as a group
to achieve strategic objectives
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Components' relationship
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Project, Program, Portfolio Comparison
Project
Program
Portfolio
Objective
Achieves the
Harmonizes its
organizational goals program
components and
controls
interdependencies
in order to realize
specific benefits
Aligns portfolio
with organizational
strategies by
prioritizing the
work, selecting the
right program/
project....
Success measured
by
Product, and
project quality,
timelines, budget,
compliance, and
degree of customer
satisfaction
The aggregate
investmenet
performance and
benefit relization of
the portfolio
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The ability to
deliver its itended
benefits to an
organization
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Outcome, Benefits & Value Comparison
Term
Definition
Example:
New ecommerce website
Outputs
Specialized product/ deliverable
New sales system
Outcomes The end result or consequence of a
process or a project.
Sales order are processed more
quickly with few error
Benefits
The outcomes create benefits, which
are gains realized by the organization.
Costs are reduced by 10%, sale
order are +15%, revenue +10%
Values
Benefits, in turn, create value, which Smooth customer experience.
is something of worth, importance, or “Value is in the eye of the Buyer,
usefulness.
not Seller”.
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Product and Product lifecycle
•
•
A product is an artifact that is produced, is quantifiable, and can be either an end
item itself or a component item.
Product lifecyle is the series of phases that represent the evolution of a product,
from concept through delivery, growth, maturity and to retirement
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Project Management vs Product Management
•
Product management involves the integration of people, data, processes, and business
systems to create, maintain, and develop a product or service throughout its life cycle.
•
Product management may initiate programs or projects at any point in the product life
cycle to create or enhance specific components, functions, or capabilities
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Project Environments
Project environments: Conditions not under the control of the project team,
that influence, constrain, or direct the project.
• An organization’s internal
environment that is subject to
policies, procedures,
methodologies, frameworks,
governance structures, and so
forth.
• That internal environment exists
within the larger external
environment, which includes the
economy, the competitive
environment, legislative
constraints, etc.
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External
Environement
Internal
Environment
System for Value
Delivery
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Project Management Influencial Factors
Trainer: Ngô Vĩnh Hòa, PMP, PMI-ACP
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Project Influencial Factors
Influences
EEFs
External
OPA
Internal
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Processes,
Procedures
and Policies
Corporate
Knowledge
Base
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1. Organizational Process Assets (OPA)
•
•
Include any process assets (artifact, practice, or knowledge…) from any or all of the
performing organizations involved in the project that can be used to execute or
govern the project.
OPAs are internal to the organization, the project team members may be able to
update and add to the organizational process assets as necessary throughout the
project.
Processes, Procedures and Policies
•
•
•
Policies
Processes
Procedure
Not updated as part of the project work.
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Corporate Knowledge Base
•
•
•
•
Financial databases
Historical information
Lessons learned
Issue and defect databases
Updated throughout the project
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2. Enterprise Environmental Factors (EEF)
Internal
• Organizational culture, structure and
governance
• Geographic distribution of facilities
and resources;
• Infrastructure
• Project management information
system
• Existing human resources
• Company work authorization systems;
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External
•
•
•
•
•
•
•
Marketplace conditions;
Social and cultural
Legal
Commercial database
Academic research
Government or industry standards
Political climate;
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Organizational Structures
•
•
The structural model used by an
organization will have a huge impact
on how project managers interact
with team members and
stakeholders.
Types of organization structure
– Projectized
– Functional
– Matrix
• Strong Matrix
• Weak Matrix
• Balanced Matrix
– Composite
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Projectized
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Functional
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Matrix: Strong matrix
An organization is said to have a
strong matrix when the project
manager's authority is higher than
that of the functional manager.
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Advantages & Disadvantages
• Functional
• Projectized
Advantages
Disadvantages
Advantages
• Clear career
paths in
specialization
areas
• Team members
report to one
supervisor
• Easier specialist
• Management
• More than one
boss for project
team members
• Resource
allocation is
challenging
• Potential for
conflict
between
functional and
project
managers
• Efficient project • Lack of
organization
professionalism
• Project loyalty
in specialization
• Simplified
areas
communications • No “home”
when projects
are completed
• Duplication of
facilities and job
functions
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Disadvantages
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Advantages & Disadvantages
• Matrix
Advantages
Disadvantages
• Improved project manager control
over resources
• Project objectives are supported in
the organization
• More support from functional
organization
• More than one boss for project team
members
• Resource allocation is challenging
• Potential for conflict between
functional and project managers
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Matrix: Weak matrix
•
•
•
The project manager’s role in a weak
matrix (or in a functional
organization) might be more of a:
Project Expediter: acts primarily as a
staff assistant and communication
coordinator, and cannot make or
enforce decisions.
Project Coordinator: similar to the
project expediter except the
coordinator has some power to make
decisions, some authority, and
reports to higher-level manager.
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Matrix: Balanced matrix
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Composite
•
Most modern organizations involve all these structures at various levels. It is a
combination of all the other types of organizations.
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Project Management Office (PMO)
•
•
An organizational structure that standardizes the project-related governance
processes and facilitates the sharing of resources, methodologies, tools, and
techniques
A primary function of a PMO is to support project managers in a variety of ways,
there are several types of PMOs:
Type of PMO
Supportive
Controlling
Directive
Degree of Control
Low
Moderate
High
Roles and
responsibility
Supplying
templates, best
practices, training,
access to
information, and
lessons learned
from other projects.
Compliance to
specific templates,
forms, and tools;
and conformance
to governance
frameworks.
Directly managing
the projects.
Project managers
are assigned by and
report to the PMO.
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Group reflection
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