PMBok

Project Management
Fundamentals
Dr. Kenneth F. Smith, PMP

PMI (Honolulu Chapter)
kenfsmith@aol.com
June 2012
© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 1

“I’m sending you to a seminar to help you work
harder and be more productive.”

Introductions
1. Name (Nickname)
2. Where do you work?
3. What do you do there?
4. Why are you here?
5. What is your favorite pastime when you
are not working?

Successful Project
Implementation Requires
1. Appropriate
Sector Technology
2. Effective Implementation
Systems to deliver the Technology
3. Institutional Capability & Capacity — Particularly
Trained & Competent People — to Manage the Implementation
You ALREADY KNOW 1) Your Professional Sector’s TECHNOLOGY
In this course we will introduce you to

2) Several “Best Practice” Implementation Systems
and 3) Teach you how to use them.
Course Objectives
Unlike many other project management short courses, this seminar/workshop
is not a crash course to prepare participants to pass the Project
Management Institute’s (PMI) professional examinations after an intensive
five day “boot camp” in myriad management concepts, acronyms and
terminology -- although it contributes to that end.
Instead, this is a practical workshop providing an overview of the PMBOK

-- PMI’s basic encyclopedic reference to project management concepts,
definitions, processes, tools and techniques -- while focusing on a few
particular tools & techniques coupled with “hands- on”
experience, so they can be used and applied immediately afterwards “on-the-
job” to improve day-to-day operations.
Food for thought: What kind of “profession” can be learned in only five days of classroom
training; and -- even with a Diploma in Project Management attesting to your knowledge
and mastery of PM acronyms, concepts, definitions, knowledge areas and processes --
how competent can you be without specific “hands-on” skills training?

Course Objectives, continued . . .
For PARTICIPANTS
1. Understand the overall process of project management,
and roles & responsibilities of the Project Manager
2. Attain basic competency using the following “Best
Practice” project management tools:
1. The Work Breakdown Structure (WBS) & Risk
Analysis to SCOPE projects
2. Critical Path Method (CPM) Networking &
Analysis to PLAN & SCHEDULE projects
3. Gantt & Milestone Charting to MONITOR,
SUMMARIZE & REPORT Project Status -- together with
the Critical Path Method
4. Earned Value Analysis (EVA) to MONITOR &
ASSESS project performance during implementation
Course Syllabus & Schedule PMF-18 June 25 - 29
Timing Day 1 Day 2 Day 3 Day 4 Day 5
& PM Overview, Scoping Resources & Scheduling Scheduling,
Theme Organization & Projects Budgeting Budgeting &
Human Monitoring
Relations
10.00 – 10.30 am 1. Registration, 6. Project Management 11. Procurement 16. Review Gantt & 21. Line of Balance to
Introductions, Objectives, Organizations. Milestone and Plan, Schedule &
Syllabus & Schedule, & introduction to Critical Monitor Repetitive
Pre-Test Path Method (CPM) Type projects
10.30 – 11.15 am 2. Overview of PMBOK 7. Responsibilities 12. Procurement 17. Group Exercise: 22. Line of Balance,
Project Mgt Processes & HR & Communications Continued Prepare AoA Network continued
Knowledge areas from WBS case
11.15 – 11.30 am Coffee / Tea Break

11.30 – 12.30 3.a Project Life Cycle 8. Risk Management 13. The Logframe 18. Critical Path 23. Cost Base Line
3.b Team Working Styles computations, time Budgeting, & Earned
Team Building & Team scaling, & MS Project Value Analysis
Life Cycle,
1230 – 1.30 pm
LUNCH
1.30 – 3.00 pm 4. Project Identification & 9. Alternatives: 14. Quality Control & 19. Critical Path 24. Earned Value
Scoping – Project Case Decision Trees & Evaluation. & Estimate Resource Analysis (EVA),
Problem Tree, Benefit / Cost Project Closeout Needs, Related Costs & continued
Activity Duration
3.00 – 3.15 pm Coffee / Tea Break

3.15 – 5.30 pm 5. Project Solution Tree, & 10. Work Breakdown 15. Develop Logframe 20. Critical Path 25. EVA continued &
Objective Tree Structure (WBS). for Project Case & Implementation Course Graduation
Develop WBS for Presentation Simulation Game
Project Case
[Reading: Leadership &
7
© 2012 Dr Kenneth F. Smith, PMP Project Management Fundamentals
Communications] 7
DAY 1
INTRODUCTION:
OVERVIEW OF THE
PROJECT PROCESS GROUPS
& KNOWLEDGE AREAS
ORGANIZING HUMAN RESOURCES FOR

PROJECT MANAGEMENT
&
PROJECT SCOPING

Without an Academic Theoretical/Conceptual
Framework; Specialized Competency-based
Schooling; On-the-Job Training; Internship;
&/or Formal Professional Accreditation
As well as indoctrination in the Employer’s
Organizational Culture, Criteria & Systems:
The best Anybody can be expected to do is:
“Muddle Through” by INTUITIVELY applying
“COMMON SENSE” & PERSONAL PREDILECTION
based on PRIOR INDIVIDUAL - UNIQUE -
EXPERIENCES.

CURRENT SITUATION – The
“ACCIDENTAL PROJECT MANAGER”
• Most Project Managers were educated in “Other” subject

matter areas or “technical disciplines”
• Most Academic Institutions & Commercial Courses teach
BUSINESS Management Theory or use Case Studies
which Emphasize Personnel Supervision, &/or Financial
Management Skills
• Most Intern & On-the-Job Training Programs emphasize
Specific Company Policies & Procedures
NOT Generic Project Management Tools
• Few Project Management Practitioners take “time out” to
teach others the Tools & Techniques of the “Trade”.

CURRENT SITUATION LITTLE
CHANGED FROM 2003 STUDY*
• 62% of Projects have their Resources (i.e.
including personnel) allocated only Part Time
• 65% of Project Managers have Little or No
Formal Project Management Training
• 69% of Organizations have No Formal
Definition of Project Management
Roles and Responsibilities
• 81% of Project Resource Assignments are
made with No Formal Coordination or
Organizational Management
*“The Accidental Project Manager: Coming in from the Cold,”
Gantthead.com Mark E. Mullaly, PMP, 5 March 2003

CURRENT SITUATION –
“IT” PROJECT MANAGEMENT *
• Only 37 % of IT Projects were “Successful” – i.e.
“On Time” and “On Budget”
• 42 % were “Challenged” – i.e. Over Budget, Late,

or with Less-than-Required features and functions
• 21 % “Failed Completely” – i.e. Canceled prior to

completion, or delivered but never used!
* Survey of 10,000 projects world-wide conducted by the Standish

Group in 2010, reported in the August 2011 PMI PM Network.

Project Management
Institute
• WHAT U.S. based International, Interdisciplinary Professional

Non-Profit Organization to advance State-of-the-Art Knowledge
& Skills in Tools & Techniques for Program / Project
Management.
• COMMON REFERENCE “PMBOK” “Project Management
Body of Knowledge” 4th Edition – defining and describing
Generic management Concepts, Tools & Techniques in Forty-
Two (42) “Processes” organized by Five (5) “Process
Groups” and Nine (9) “Knowledge Areas”
• FORMAL CERTIFICATION (by Examination)
“Project Management Professional” (PMP)
&
“Certified Associate in Project Management” (CAPM)”
+++

Project Management
Institute
Total PMI Membership Feb 2012 >600,000

Active Project Management Professionals
(PMPs) >500,000
Active Certified Associates in Project
Management (CAPMs) >16,000
Note 1: Not all PMPs & CAPMs are PMI members
2: Not all PMI members are PMPs or CAPMs
• For more information: www.pmi.org
&/or Your Local Chapter (www.pmi.org.ph)

FIRST, A Few Key Definitions . . .

What is a Project?
A temporary endeavor
undertaken to create a
unique product, service,
or result
- PMBOK® guide
. . . but with a lasting

Outcome

Overview of Project Management
• Projects – “One of a kind” temporary endeavors to
produce a unique product or service and accomplish
specific objectives with a limited, pre-determined timeframe
& budget. [NOTE: Projects are common to all sectors and
service delivery enterprises -- NOT only engineering / infrastructure
civil works.]
• Project Management – Systematic processes to manage
a project at different phases in life cycle
• Project Managers – Individuals specifically designated to
coordinate the implementation team and manage & monitor
the project process at various phases
• Project Success depends on
– Meeting or exceeding the needs & expectations of
stakeholders (i.e. customers / clients / target beneficiaries)
– Being on time and within budget
Project and Strategic Planning
Projects are typically authorized as a result of one or more of the
following strategic considerations:
• A market demand (e.g. an oil • A technological advance

company authorizes a project to (e.g. a software firm
build a new refinery in response authorizes a new project to
to chronic gasoline shortages) develop a new generation of
• An organizational need (e.g. a video games after the
training company authorizes a introduction of a new game-
project to create a new course in playing equipment by
order to increase its revenues) electronics firms)
• A customer request (e.g. an • A legal requirement (e.g. a
electric utility authorizes a project paint manufacturer
to build a new substation to serve authorizes a project to
a new industrial park) establish guidelines for the
handling of a new toxic
material)

Program vs. Portfolio Management
A PORTFOLIO is a
collection of projects or
product
programs and other work
place
target
price
grouped to facilitate
market
management & meet
promotion
strategic business
objectives. The projects or
programs in the portfolio
A PROGRAM is a group of are not necessarily
related projects managed interdependent or
in a coordinated way to directly related.
obtain benefits and control
not available from managing
them individually

Portfolio, Programs, Projects and PMO
The practice of Project Management (PM) is evolving, leading to two relatively infant
PM-related practices – PPgM (Project Program Management) and PPM (Project
Portfolio Management).
The drivers of adding a layer management for a group of related/unrelated projects:
•Management of “shared resources”
•Strategic alignment of projects with the organization’s business
objectives (from initiation/planning to feedback)
Project Program Management Project Portfolio Management

(PPgM) (PPM)
Project Management
(PM)

Program Management (PMI)
• What is a “PROGRAM”?
– A program is a group of related projects
managed in a coordinated way to obtain
benefits and control not available from
managing them individually. Programs may
include elements of related work (e.g.,
ongoing operations) outside the scope of the
discrete projects in a program.
Benefit is an outcome of Ref.: The Standard for Program Management (PMI)
actions and behaviors that provides utility

to stakeholders

Program Management (PMI)
Ref.: The Standard for Program Management (PMI)

Portfolio Management (PMI)
• What is a “PORTFOLIO”?
– A portfolio is a collection of projects and/or
programs and other work that are grouped
together to facilitate the effective management
of that work to meet strategic business
objectives. The components of a portfolio are
quantifiable (i.e., they can be measured,
ranked, & prioritized).
Ref.: The Standard for Portfolio Management (PMI)



Project vs. Operational Work
A project terminates
After attaining its
objective.
but
Operational work
continues indefinitely
to sustain the business.

Project Management
An application of knowledge,
skills, tools and techniques
to project activities to meet
project requirements.
- PMBOK® guide

"Excuse me, can
you help me? I
promised my friend
I would meet him
half an hour ago,
but I don't know
where I am."

"Yes. You are in a hot air
balloon, hovering
approximately 30 feet
above this field. You are
between 40 and 42
degrees N. latitude, and
between 58 and 60
degrees W. longitude."

"You must
be an
engineer!"

"I am."
"How did you
know?"

"Well, everything
you have told me
is technically
correct, but I have
no idea what to
make of your
information, and
the fact is I am still
lost."

“Then you must
be a manager."

"I am. But how
did you know?"

"Well", you don't know where
you are, or where you are going.
You have made a promise which
you have no idea how to keep,
and you expect me to solve
your problem. The fact is you
are in the exact same position
you were in before we met, but
now it is somehow my fault!"

The Chinese Ideogram
Risk
Is a combination of
“Crisis” and “Opportunity”

PMI’s PMBOK
Project
Management
Ideogram
A Combination of
5 Process
Groups,
9 Knowledge
Areas
&
42 Processes
5 Project Management PROCESS GROUPS
1 Initiation
NOTE: CONCEPTUALLY, PROCESS GROUPS MAY
2 Planning BE SIMILAR TO – BUT NOT SPECIFICALLY THE
SAME AS -- PROJECT LIFE CYCLE STAGES OR
PHASES
3 Execution
4 Monitoring & Control
5 Closeout

9 Project Management KNOWLEDGE
AREAS
1 Integration 2 Project Scoping
3 Time/Schedule Mgt 4 Cost Management
5 Quality Control 6 Human Resources
7 Communications 8 Risk Analysis
9 Procurement

1 Develop Project Charter
42 Project Management
2 ID Stakeholders PROCESSES
3 Develop Project Management Plan 23 Direct & Manage Project Execution
4 Scope Planning 24 Perform Quality Assurance
5 Scope Definition 25 Acquire Project Team
6 Create WBS 26 Develop Project Team
7 Activity Definition 27 Manage Project Team
8 Activity Sequencing 28 Information Distribution
9 Activity Resource Estimating 29 Manage Stakeholders
10 Activity Duration Estimating
30 Conduct Procurements
11 Schedule Development
31 Monitor & Control Project Work
12 Cost Estimating
32 Integrated Change Control
13 Cost Budgeting
33 Scope Verification
14 Quality Planning
34 Scope Control
15 Human Resource Planning
35 Schedule Control
16 Communications Planning
36 Cost Control
17 Risk Management Planning
37 Perform Quality Control
18 Risk Identification
38 Performance Reporting
19 Qualitative Risk Analysis
39 Risk Monitoring & Control
20 Quantitative Risk Analysis
40 Contract Administration
21 Risk Response Planning
41 Close Project (or Phase)
22 Plan Purchases & Acquisitions
42 Close Contracts
Matrix of Project Management Processes
Project Management Process Groups
Knowledge Area Initiating Planning Executing Monitoring & Closing

Processes 2 20 8 Controlling 2
10
Project Management - Develop Project - Develop Project - Direct & Manage - Monitor & - Close Project
Integration Charter Management Plan Project Execution Control Project Work (or Phase)
(Implementation) - Integrated
(Include Preliminary Change Control
Scope Statement)
Project Scope - Scope Planning - Scope Verification

Management - Scope Definition - Scope Control
- Create WBS
Project Time - Activity Definition - Schedule Control

Management - Activity Sequencing (Progress Curve
- Activity Resource Development
Estimating *Progress Monitoring*)
- Activity Duration
Estimating
- Schedule Development
Project Cost - Cost Estimating - Cost Control

Management - Cost Budgeting
Project Quality - Quality Planning -Perform Quality - Perform Quality

Management Assurance Control
Project Human - Human Resource - Acquire Project (Project

Resource Planning Team Completion*}
- Develop Project
Management Team
- Manage Project
Team

Matrix of Project Management Processes
Knowledge Area Initiating Planning Executing Monitoring & Closing

Processes Controlling
Project Communications - ID Stakeholders - Communications Planning -Information - Performance Reporting

Management Distribution
-- Manage
Stakeholders
Project Risk Management - Risk Management Planning - Risk Monitoring &

- Risk Identification Control
- Qualitative Risk Analysis
- Quantitative Risk Analysis
- Risk Response Planning
Project Procurement - Plan Purchases & Acquisitions - Conduct - Contract Administration - Close Contracts
Management Procurements
Project Safety - Safety Planning* - Safety Plan - Administration &

Management* Execution* Reporting*
Project Environmental - Environmental Planning* - Environmental - Environmental Control*

Management* Assurance*
Project Financial - Financial Planning* - Financial Control* - Administration &

Management* Records*
Project Claim - Claim Identification* - Claim Prevention* - Claim Resolution*

Management* - Claim Quantification*

KEY PMBOK
“Mnemonics, Names & Numbers”
3 Categories: “Process Groups,

• PG KA P
1
Knowledge Areas, & Processes”
I P E MC C Initiation, Planning, Execution, Monitoring & Control, Closeout
“IS The CQ Here? CRaP!”

• IST CQH CRP
Integration, Scope, Time, Cost, Quality, HR, Communication, Risk, Procurement
• 5 9 42
1 1 1 1 2 1
and 3 2
5 Process Groups, 9 Knowledge Areas & 42 Processes 5 1
2 1
• 2 20 8 10 2
1 1 1 1
1 3
1 1 2 1
• 1
6 5 6 3 3 4 5 6 4 5
1 1
1
1 1

I P E MC C
I 6 1 1 1 2 1
PMBOK S 5 3 2
Project
Management T 6 5 1
Ideogram
C 3 2 1
5 Process
Groups, Q 3 1 1 1
9 Knowledge H 4 1 3
Areas
C 5 1 1 2 1
&
42 Processes
R 6 5 1
P 4 1 1 1 1
© 2012 Dr. Kenneth F. Smith, PMP 2 20 8 10 2

Project Management Fundamentals Slide 46
NEXT, The Project Management
PHASES &
PROCESS GROUPS . . .

Project Phases
Initial Phase Intermediate Final

Phase(s) Phase
*PMBOK® Guide – 3rd Ed
Figure 2.27
• Project Phases are divisions within a project where extra control

is needed to effectively manage completion of major
deliverables
• There is no single way to define the ideal structure
• Some projects have only 3 phases – Initial Phase, Intermediate
Phase & Final Phase -- while others go through 4 or more
Phases
• Project Phases are typically completed sequentially but can
overlap and also be iterative

Project Life Cycle Characteristics
Starting Organizing Carrying –out Project

the Project (or and Preparing the Work (Phase)
Phase) Closing
,
Figure 2.23
• PMBOK’s high level or bird’s eye view of the “entire” project life
cycle
• There is No single way of presenting the project life cycle
• Very general or very detailed
• Industries and organizations have their own preferred life cycles
• Project Life Cycle and Project Phases are parallel in multiphase
project
• REMEMBER: The Project Life Cycle is not the same as the
Project Process Groups or a Product Life Cycle

Cost and staffing and resource levels are low at the start, peak as the
work is carried out, and drop rapidly as the project draws to a close,
but then drags on indefinitely . . . !
Starting. Organizing Implementing Closing OVERRUN

Resource Usage
Identify- & Planning to the Project the

ing the do the Project Project Continuing
Project to try &
complete
the
Project
Time
Figure 2.25
Adapted form PMBOK Guide
Stakeholders ability to influence the characteristics of the project’s

product & make changes to requirements and plans is highest at start of
the project
The cost of implementing change and correcting errors is highest at the
latter stages of the project
Starting Organizing Carrying out Closing OVERRUN
the and Preparing the Work the
Degree
Project Project Continuing

to try &
complete
the
Project
Figure 2.26 Time

Risks and uncertainty of completing the project are highest

at the start of the project
But the chances of success increases as it moves forward
Starting Organizing Carrying out Closing

OVERRUN
the and Preparing the Work the
Probability
Project Project
Figure 2.27
Time
Project Process Groups
Overlapping Sub-Processes
Conceptualization by Ursula Kuehn, PMP
Stage
Execution
Planning
Initiation Closeout
Controlling
Start PROJECT LIFE CYCLE Finish

Project Management Process Group Interactions
Monitoring &
Controlling
Initiating Processes Closing Processes
to Start a Project or Planning to Exit a Phase or
Enter a Phase End Project
Initiating Closing
Executing
Figure 3.7
Adapted from PMBOK Guide

Process Groups in Multi-Phase Projects
Project Life
Cycle
Phase 1 Phase 2 Phase 3 Phase 4
The Process Groups are not

Monitoring &
Controlling Project Phases. For large or
Planning
complex projects separated into

phases, Process Group processes are
normally repeated for each phase or
Initiating
Closing
Executing sub-project
Figure 3.8 Adapted from PMBOK Guide

Project Life Cycle, Phases & Process Groups
TURN
FEASIBILITY DESIGN & IMPLEMENTATION OVER &
STUDY APPROVAL CLOSE OUT
Monitoring and Controlling Monitoring and Controlling Monitoring and Controlling Monitoring and Controlling
ning
ning
ning
ning
Pl a n
Pl a n
Pl a n
Pl a n
Initiating Closing
Initiating Initiating
Closing Initiating
Closing Closing
Exe c
Exe c
Exe c
Exe c
uting
uting
uting
uting

Project Life Cycle
Organizing and Carrying out Closing

Starting the project
preparing the work the project
Feasibility / Concept Planning / Design Implementation Turnover / Start-up
Progressive Elaboration

Product/Service Development Phases
Starting Organizing & Carrying out Closing
the project preparing the work the project
Idea Gen/Feasibility Product Design Development & Test Intro & Evaluation
Business Case/Feasibility
Idea/Project Selection Deliverables Adapted from PMBOK Guide
Identify Customers
Deliverables
Customer Requirements
Functional Specifications Deliverables

Product Specifications
Process Specifications
Deliverables
Project Project Prototype Development
Charter Charter Design Review
Test Market
Project
Charter Product Introduction
Project
Charter Product evaluation
Initial Phase Intermediate Phases Final Phase

Figure 2.38
Construction Project Life Cycle

Feasibility
Concept/basic design
Schematic design
Design development
Contract documents
Detailed planning
Procurement
Pre-execution
Project Project Execution
Charter Charter Project close-out
Pre-commissioning
Project Owner Turn-over
Charter Warranty
Project Project evaluation
Charter

Software Development Phases
Elicit User Reqmt. Design Coding & Testing UAT
Develop UR Doc.
Develop SR Doc Adapted from PMBOK Guide
Deliverables Deliverables
Develop use-cases & validation doc
Determine sw components Deliverables

Sw Comp. Specifications
Develop verification test plan

Deliverables
Project Project Build code
Charter Charter Perform alpha test
Perform beta test

Project
Charter Review UAT readiness
Project
Charter Perform UAT

Figure 2.38
The Asian Development Bank’s (ADB) 6 STEP
PROJECT CYCLE
Operation
& Evaluation
Implementation 6
Monitoring & 5 Identification
Evaluation 1
4 2
Negotiation & Preparation
Board Approval 3
Preliminary
Detailed Appraisal Preparation
Design Preparation
Or is it only Three? Or Four?
Slide 61
© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals
THE ADB PROJECT CYCLE
& Phases
1. Identification
• Medium Term Strategic Framework Development
• Country Operational Strategy Study
• Country Programming Mission
• CSP -> RAP -> BAP
2. Preparation
• Project Preparatory TA
• Fact-Finding Mission
3. Appraisal
• Appraisal Mission
• Preparation of Board Documents (RRP, LA)

& Phases
4. Negotiation & Board Approval
• ADB/ Borrower Negotiations
• ADB Board Approval
• Signing of Loan Agreement
5. Implementation
• Loan Inception Mission
• Loan Effectiveness
• Project Implementation
• Project Completion Report
6. Evaluation
• Project Performance Audit Report
• Country Synthesis of Findings

Time Requirements
Time Action by
1. Identification 1-3 years EA/ ADB
2. Preparation 1-2 years EA
3. Appraisal 9-12 ADB
months
4. Negotiation 1-3 EA/ ADB
months
5.Implementation +/- 6 years EA
6. Evaluation 6 months ADB

PMI’s FIVE
1. INITIATING
2. PLANNING
3. EXECUTING (Implementation)
4. Monitoring & Controlling
[NOTE: M&C Included in All Process Groups]
5. CLOSING
- PMBOK® guide

Monitoring and Controlling
ngni
Plan
Initiating Closing
Exec
ng uti

Project Management Process Interactions
Monitoring &
Controlling
Initiating Processes Closing Processes
to Start a Project or Planning to Exit a Phase or
Enter a Phase End Project
Initiating Closing
Executing
Figure 3.7

Process Groups in Multi-Phase Projects
Project Life Cycle
The Process Groups are not Project

Monitoring &
Controlling Phases. For large or complex projects
Planning
separated into phases, Process Group

processes would normally be
repeated for each phase or sub-
Initiating
Closing
Executing project
Figure 3.8
Project Phases & Process Groups
INITIATING PLANNING EXECUTING CLOSING
Monitoring and Controlling Monitoring and Controlling Monitoring and Controlling Monitoring and Controlling
ning
ning
ning
ning
Pl a n
Pl a n
Pl a n
Pl a n
Initiating Closing
Initiating Initiating
Closing Initiating
Closing Closing
Exe c
Exe c
Exe c
Exe c
uting
uting
uting
uting
Project Life Cycle
Organizing and Carrying out Closing

Starting the project
preparing the work the project
Progressive Elaboration

Product/Service Development Phases
Idea Gen/Feasibility Product Design Development & Test Intro & Evaluation
Business Case/Feasibility
Idea/Project Selection Deliverables
Identify Customers
Deliverables
Customer Requirements
Functional Specifications Deliverables

Product Specifications
Process Specifications
Deliverables
Project Project Prototype Development
Charter Charter Design Review
Test Market
Project
Charter Product Introduction
Project
Charter Product evaluation

Figure 2.38
Construction Project Life Cycle
Feasibility
Concept/basic design
Schematic design
Design development
Contract documents
Detailed planning
Procurement
Pre-execution
Project Project Execution
Charter Charter Project close-out
Pre-commissioning
Project Owner Turn-over
Charter Warranty
Project Project evaluation
Charter

Software Development Phases
Elicit User Reqmt. Design Coding & Testing UAT
Develop UR Doc.
Develop SR Doc
Deliverables Deliverables
Develop use-cases & validation doc
Determine sw components Deliverables

Sw Comp. Specifications
Develop verification test plan

Deliverables
Project Project Build code
Charter Charter Perform alpha test
Perform beta test

Project
Charter Review UAT readiness
Project
Charter Perform UAT

Figure 2.38
The Public Sector Project
Life Cycle
Preliminary Planning
PP Project Concept Initiated
DD Detailed Design
I Executing / Implementing
Implementation
TO&CO Turnover & Closeout, Project Completed
Duration 5 - 7 years

Public Sector Project
Managers
Unlike Private Sector Project Managers
The responsibilities of Managers in Public Sector

Development extend beyond immediate Project
Implementation “Deliverables”

From Project to Operation
Life Cycle
NOTE: After turn-over and closure, in many government projects (i.e.
capital projects) the project life cycle often includes a provision for an
additional process of continued operation and maintenance (O&M)
although usually by a different entity – i.e. a functional Ministry or local
government unit manager that is responsible for sustainability and
additional intermittent resource acquisition.
Thus the PROJECTis only an Intermediate Means to a
Higher Level Objective
“A Sustainable On-Going
Work Operation”
5 - 7 yrs Duration 20 - 30 years

OVERALL PROJECT MANAGERS
RESPONSIBILITIES
• Establish goals
• Set priorities
• Identify activities & tasks
• Identify and quantify project resources
• Prepare budgets
• Set project time frame
• Set expectations
• Monitor project progress
• Verify whether goals and objectives were
achieved
Define Project Success
Scope
Quality
MANAGING THE TRIPLE CONSTRAINTS
Scope Creep:
Expanding the scope
beyond the approved
baseline
PROJECT
SCOPE
Higher Quality Required

or “Scope Creep”
PROJECT
SCOPE


PROJECT
SCOPE


PROJECT
SCOPE
Quality

PROJECT
Note: Scope Creep
does not refer to
Lower Quality Authorized changes
because the Baseline
Reduced Scope is updated to include
them.

HUMAN RESOURCES:
PEOPLE !!!
Personal Working Styles

&
TEAM BUILDING
Building, Directing, Leading
Project Team
• The Project manager must turn a
group of people & organization with
different skills and capabilities into an
integrated team
• First step in building the team -- Select
the right people and organize them
• Good organization, delegation &
communication can reduce conflicts
among team members
What is the PRIME CAUSE of PROBLEMS in PROJECTS ?
PEOPLE !!!

TEAMWORK
A Group of People is NOT a Team
A TEAM IS…
A group of people with a high degree of mutual
support and interdependence geared toward
the achievement of a common objective

PRE-REQUISITES FOR EFFECTIVE TEAM FUNCTIONING
• Consensus on Objectives
• Mutual Agreement about Individual Roles &
Responsibilities
• Respect for Other Team Members Contributions
• Realistic Work Schedule, Budget and other Resources
• AUTHORITY TO DO THE JOB
• Standard Procedure for day-to-day operation
• System to Monitor Performance and Adjust to Reflect
Needs of any Change in the Situation
• Mechanism for Maintaining External Support

TEAM WORK
SOMEONE MUST LEAD / FACILITATE

– Establish ground rules
– Provide direction & continual
encouragement
– Set priorities
– Delegate work
– Allocate available resources
– Resolve conflicts, and
– Provide administrative support to the
team

What’s Your Personal Work Style? Efficient & Effective
Multi-tasker
Workaholic
Action-oriented
Take-Charge
Leader: “Follow
Me!”
Present, but . . . E=MC2
mind often elsewhere Laidback Macro Thinker

HAND OUT
* Developed by Dr. Ken Smith [NOT IN PMBOK or PMP Exam]

There are sixteen (16) questions arranged in pairs:
a & b.
Indicate the strength of your preference for each item in the
pair by allocating a total of 5 points to each pair of options.
i.e. 5-0, 4-1, 3-2, 2-3, 1-4, 0-5
where "5" points = highest preference,
and "0" points = lowest preference:
Example
1. SELF-IMAGE: To what extent do you
consider yourself a
a 4 "Thinking" person?
b 1 "Feeling" person?

SCORING Your Questionnaire
ADD 1a to ADD 1b to ADD 9a to ADD 9b to

8a 8b 16a 16b
1a = 1b = 9a = 9b =
2a = 2b = 10a = 10b =
3a = 3b = 11a = 11b =
4a = 4b = 12a = 12b =
5a = 5b = 13a = 13b =
6a = 6b = 14a = 14b =
7a = 7b = 15a = 15b =
8a = 8b = 16a = 16b =
TOTAL = TOTAL = TOTAL = TOTAL =

CATEGORIZING
the RESULTS
1a to 8a 1b to 8b 9a to 16a 9b to 16b
TOTAL = TOTAL = TOTAL = TOTAL =
T F P J
NOTE: The total for each letter T, F, P, & J ranges from 0 to 40.
Each pair of letters — “T + F” and “P + J” — should also total 40.
IF NOT, YOU HAVE MADE AN ARITHMETIC ERROR!!

Your Predominant Working Style
1. Select the two Letter combination

with the highest numerical scores. i.e.
FJ TJ TP or FP
2. Write the letters on a “post-it” note
and stick it on your Name Tag.
i.e. Ken Smith TJ

Write your name on a “post-it” note and stick it
on the “Smith Grid” © in the quadrant of your
two highest scores
F
40
FP FJ
P J
40 0 40
TP TJ
40
T
ASSESSMENT
SCORE RANGE INTERPRETATION
0 - 10 Considerable Weakness
11 - 15 Definite Weakness
16 - 18 Some Weakness
19 - 21 BALANCE
22 - 24 Some Strength
25 - 29 Definite Strength
30 - 40 Considerable Strength
NOTE: “Weakness” and “Strength” are relative

to other characteristics — Not absolutes.

Interpretation
TJ
TP
FJ
FP

Interpretation T - THINKER
Strengths Weaknesses
Logical, Analytical Emotional - Expresses
Feelings
Objective Unaware of Other’s
Feelings
Organized Misunderstands
Other’s Values
Critical Ability Does not show
Compassion
Firm, Determined Not interested in
Compromise
Often prefers to work alone

Interpretation F - FEELER
Considerate of Others Feelings Not guided by logic
Demonstrates Empathy Uncritical, Gullible
Understands needs, values Not objective
Persuasive, Intense Vacillates, Inconsistent
Interested in compromise Not well organized
Usually seeks, and has, many friends
Interpretation P – PROCESS ORIENTED
Compromises Indecisive
Sees “All Sides” of any Issue Does not Plan
Flexible, adaptable Disorganized
Remains open for change Does not Direct /

Control Situations
Decisions based on Data Easily Distracted
from Job at Hand
Not Judgmental Doesn’t Finish
Tasks
Interpretation J – JOB ORIENTED 1
Makes Detailed Plans Often Inflexible,
Not Adaptable to Change
Makes Quick Decisions Snap Judgments --
Often Uninformed
[Fails to read instructions, or
seek help — even when
available]
Directs/Orders Stubborn, Uncompromising
Controlling Judgmental
Interpretation J – JOB ORIENTED 2
Thorough, Attentive to Detail Perfectionist -- Expends

Excessive Effort on Trivial
Aspects
Tenacious “Stick-to-it”-iveness Lacks Priority -- Will Not
Interrupt On-going Work for
Other Activities
Hardworking Tense, Unable to Relax on, or
off, the job
General Guidelines 1
People with similar strengths in the same dimensions
usually get along well together and tend to reach
job-oriented decisions quickly — particularly if they
agree with each other. However, TJs particularly
may experience major difficulties if they disagree —
because they always think they are right; therefore
anyone who disagrees must be wrong! Decisions
may also suffer if most team members have similar
strengths because of similar blind spots.
People with strengths in different dimensions often
have difficulty accepting the views, opinions and
actions of others at the outset, and often openly
disagree on many issues. However, decisions
resulting from such interactions are usually
stronger because of the diverse perspectives.
People are usually over-sensitive to criticism in
their weak areas, and often prefer to avoid
them — particularly FPs. Conflicts often
occur when they are forced to do so, or when
others point out their deficiencies.
Rather than being right or wrong, many conflicts
arise because of differences in personal styles.
Before rejecting inputs which conflict with your
own, try to view the situation from the other
person’s perspective.
Project Teams should be balanced with mixtures of
different types.
Job/Task-oriented groups, and individuals (of all
types) should consult with people of opposite
types before finalizing decisions.
When people must interact frequently, those with
greater “power” in the situation should make an
extra effort to become aware of and accommodate
the styles of the others.
People should try to strengthen their weaker
dimensions and be more receptive to others of the
opposite persuasion.
“Smith Grid”©
Personal Working Style F
Attribute Typology 40
FP FJ
P 40 0 40
J
TP TJ
40
T
Organize Project Teams
At this time, we want you to form up

into groups of four (or five) and
organize yourselves into
working teams
Over the next four days, you will work
together as teams -- learning and
applying several “Best Practice” Tools
to
Develop and Schedule a project
The Life Cycle of Teams
GROUP/TEAM LIFE CYCLE DYNAMICS
The “Storming-Norming” Model
Groups go through FIVE stages:
1. FORMING (PROCESS): Polite (Best Behavior), Orientation

Why We are Here
2. STORMING (PROCESS): Establishing personal identity,
forming alliances and jockeying for recognition and power
within the group
3. NORMING (PROCESS & TASK) -- “TEAM”: Cooperating with
each other, Getting down to learn about (and working on)
the task
4. PERFORMING (PROCESS & TASK): High Esprit &
producing some substantial work
5. “Dorming” (PROCESS & TASK): Distractions / Boredom
with “routine”; Problems with other Group Members Level of
Work Effort declines
Group / Team Life Cycle
Dynamics
Over the next four days – hopefully – you will move

swiftly from the present
“Forming” Stage
in your Groups
to “Norming” Teams
and perhaps even achieve the highest state of
“Performing”
That is up to you!
Teambuilding Activities
Integrate teambuilding in project activities
PROJECT INITIATION
INITIATION & SCOPING TECHNIQUES
INITIATING & SCOPING PROJECTS

• IDENTIFICATION (PRELIMINARY SCOPING)
-- Problem Trees, Solution Trees & Objective Trees
– ASSESSING ALTERNATIVES
Decision Tree Analysis
– REVIEWING PROFITABILITY
Benefit:Cost Analysis
• SCOPING PROJECTS
– Work Breakdown Structure (WBS)
– Logical Framework (LogFrame)
Introduction to the
PROBLEM TREE TECHNIQUE
for Preliminary Scoping
Problem Tree
• “Logic Visualization”
• A proven technique for
better problem definition
– also called “why-why”,
“cause and effect”
– used widely in re-engineering
improvement programs -
private and public sector
How
many How many
familiar USE (have
with it? used) it?
Dealing with Project Problem Trees
• A tree has a visible trunk topped with branches,
and roots that are often fully (or sometimes
partly) hidden from view
• A situation often has a very evident core
problem (trunk), and effects (branches) which
all stem from its causes (roots)
• Core problem situations can only be
resolved by tackling their root causes -- not
simply applying palliatives to the visible trunk or
its branches (apparent effects)
Logic Visualization
• Many different formats exist

• ADB has a standardized Problem Tree Format
– Standardization facilitates usage
– Effective communication device
• Three separate processes:
1. Problem Identification
2. Project Design
3. Project Review & Approval
• Common value to stakeholders
Problem Tree Development
Effects:
The Problem:
Causes:
Root Causes:
Problem Tree Example
Low economic
growth
looking from the

top, down, there
could be many
paths
Low economic
growth
Lack of private
sector
investment
Just tracing
one problem
path only
Low economic
growth
Lack of private
sector
investment
Industries lack
access to power
Low economic
growth
Lack of private
sector
investment
Industries lack
access to power
Insufficient power is this the root

stations cause?
Low economic Lower than desired
growth employment
Lack of private
sector investment
Industries lack
access to power
High
Insufficient power
transmission
stations
losses
Poor Poor planning by

maintenance central power Lack of funding
practices authority
No accountability by Politically depressed

public monopoly user charges
Guidelines for preparing Problem Trees
• The Problem Tree should be like an “organization chart” linking the

problem, its causes & effects
First: Define the Problem (& who owns it) clearly & succinctly
• Then:
– Work Down to identify Causes / constraints until the root cause
is identified (or until you run out of information, ideas, &/or get
tired!)
– Work Up to identify the Effects of the problem
Arrows go up from Root Causes to Effects
• Don’t jump to conclusions — Check other stakeholders
perspectives
• Go beyond the available data, if you think it is lacking
• Do NOT include solutions in the problem tree
PROBLEM TREE
TEAM EXERCISE
“Your Project”
TEAM Exercise
• Outline a potential project

problem in the problem
tree format so that it can
be easily understood by
different audiences – i.e.
target beneficiaries
• DO NOT INCLUDE
SOLUTIONS
• Use post-it notes, or cards
and pin boards
• Use your own experience to
go beyond available
information if necessary
Introduction to the
SOLUTION / OBJECTIVE TREE
Solution / Objective Tree
We identify problems with a graphic “tree”

to improve visualization by the project
designers, and to stimulate discussion on
feasible solutions
The process involves converting all the
problem statements at each level into positive
statements / conditions:
PROBLEM TREE
Low economic
HIGH economic
growth
growth
Lack of private
ADEQUATE
sector
Private sector
investment
investment
Industries lack
access to
Industries HAVE
access
power
to power
Insufficient
SUFFICIENT
power stations
power stations
SOLUTION/OBJECTIVE
TREE
HIGH economic
growth
ADEQUATE
Private sector
investment
Industries HAVE
access to power
SUFFICIENT
power stations
1. CONVERT all the problem statements at each

level to ‘positive conditions’
2. THEN CHECK:
a. Do the Solution statements at each level make
sense? [Are they technically, socially, culturally,
environmentally, politically & financially possible?]
b. Is anything overlooked in the problem analysis
that must be addressed as part of the solution?
(jobs-private sector, opposition by vested interests?)
c. What do other stakeholders think, or how may
they react? [acceptability?]
Solution Tree
Effects:
The Solution:
Outputs
Activities
3. HIGHLIGHT THE “DO-ABLE” SOLUTIONS AT

EACH LEVEL
THIS IS YOUR “OBJECTIVE” TREE
4. SET ASIDE THE OTHER ITEMS AS “Out of

Scope” FOR LATER USE AS
“ASSUMPTIONS or RISKS”
Objective Tree
Effects:
Can Do
Partial Solution:
Out of
Scope
Outputs
Activities
Consider Alternative Solutions
Reality Check
• Do we have the
people with
necessary expertise
to do the work?
• Are they willing to
commit to doing work,
barring any
scheduling problem?
Reality Check
• Would we achieve a better result by going

outside the company, such as a lower cost,
higher quality, or faster delivery
• Are there concerns associated with going
outside the organization, such as confidentiality
and safety
Reality Check
• Is this problem worth

solving?
• Does a potential
solution exist?
Which of the several possible courses
of action below the Problem Statement
could be pursued?
Are there alternative

ways to achieve them ?
Higher / lower technology? Bias in solutions?

Consultants;
Less risk? Others in
Faster / slower Community
implementation?
Less / more cost?
Greater / lesser chance of
sustainability?
Change in behavior?
TEAM Activity
• Refer BACK to your Solution Tree

• Consider the Scope for Your Project
• Select Outputs & Activities that you think are
Feasible to include in the Project
THIS IS YOUR OBJECTIVE TREE
• Identify and set-aside Outputs & Activities that you
will not undertake – These will be Constraints to
Successful Implementation of Your Project. i.e.
Assumptions &/or Risks
• Discuss Alternative Courses of Action

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Project Management

Dr. Kenneth F. Smith, PMP

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 1

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 2

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 3

In this course we will introduce you to

Instead, this is a practical workshop providing an overview of the PMBOK

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 5

11.15 – 11.30 am Coffee / Tea Break

3.00 – 3.15 pm Coffee / Tea Break

ORGANIZING HUMAN RESOURCES FOR

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 8

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 9

• Most Project Managers were educated in “Other” subject

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 10

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 11

• 42 % were “Challenged” – i.e. Over Budget, Late,

• 21 % “Failed Completely” – i.e. Canceled prior to

* Survey of 10,000 projects world-wide conducted by the Standish

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 12

• WHAT U.S. based International, Interdisciplinary Professional

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 13

Total PMI Membership Feb 2012 >600,000

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 15

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 16

. . . but with a lasting

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 17

• A market demand (e.g. an oil • A technological advance

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 19

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 20

Project Program Management Project Portfolio Management

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 21

Benefit is an outcome of Ref.: The Standard for Program Management (PMI)

actions and behaviors that provides utility

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 22

Ref.: The Standard for Program Management (PMI)

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 23

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 24

Ref.: The Standard for Portfolio Management (PMI)

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 25

Ref.: The Standard for Portfolio Management (PMI)

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 26

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 27

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 28

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 29

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 30

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 31

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 32

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 33

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 34

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 35

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 36

“Crisis” and “Opportunity”

4 Monitoring & Control

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 40

1 Integration 2 Project Scoping

3 Time/Schedule Mgt 4 Cost Management

5 Quality Control 6 Human Resources

7 Communications 8 Risk Analysis

© 2012 Dr. Kenneth F. Smith, PMP Project Management Fundamentals Slide 41

Knowledge Area Initiating Planning Executing Monitoring & Closing

Project Scope - Scope Planning - Scope Verification

Project Time - Activity Definition - Schedule Control

Project Cost - Cost Estimating - Cost Control