Session 1 - Overview

Project Management I
ADM 6260-E00
Sara Hajmohammad, PhD, PMP

Winter 2020
Session 1
Project and Project Manager
Project Management
Project Initiation
From Project Management Absolute Beginner's Guide, 4/e by Gregory M. Horine (0789756757) Copyright
© 2017 Pearson Education, Inc. All rights reserved
2
• Thinking of the word “PROJECT”, what terms or
concepts or images come to your mind?
• Project Examples?
– Eiffel Tower
– The Great Wall of China
– Gotthard Base Tunnel
(https://www.youtube.com/watch?v=Mec8LR6S_Z8 )
–…
• Give an example of a case in which project
management could be important in your personal
life.
3
Project
What is a Project?
• A temporary endeavor with a beginning and an end,

which:
• Creates a unique product, service, or result.
• Is progressively elaborated.
What is an Operation?
• Ongoing and repetitive set of activities to support
and sustain the business and systems of the
organization.
5
Project or Operations?
• Building an extension on a house

• Baking a wedding cake
• Running an assembly line in a toy factory
• Organizing a large conference
• Improving an organizational business process
• Processing customer orders
• Merging two organizations
6
Project vs. Operations
• Similarities
• Purpose
• Time
• Outcome
• People/Organizational Structure
7
What is a Program?
• A program is a collection of projects that should be

managed together in order to achieve a specific goal
or benefit to the company (for economies of scale,
decreased risk, improved management, etc.).
Program
Other
Project 1 Project 2 Project 3
Related Work
8
What is a Portfolio?
• A portfolio is a collection of programs, individual

projects, and other related operational work that are
prioritized and implemented to achieve a strategic
business goal.
Portfolio
Other
Project 1 Program 1 Project 2
related work
Other related
Project A Project B
work
9
10
Organization Types
Weak Strong
Matrix Matrix
Functional Balanced Projectized

Matrix
11
The Life Cycle of Projects
• All organisms have a life cycle, they are born, grow,

wane, and die
– So do projects
12
Project Constraints
13
Triple Constraints of PM
14
Project and Its Constraints
15
Why are Projects Challenging?
• Uncharted territory
• Multiple expectations (STAKEHOLDERS)
• Communication obstacles
• Balancing project competing needs (CONSTRAINTS)
• Cutting edge (INNOVATIVE)
• Organizational impacts (SHARED RESOURCES)
• Collaboration
• Estimating the work (ACCURACY)
16
Project Manager
Key PM Skills
• Project Management Fundamentals
– The Science of PM!
• Technical Knowledge
– Credibility
– Effectiveness of Monitoring/Control
• Business Management Skills
– Budgeting and Finance
– Procurement
–…
18
Key PM Skills (cont’d)
• Communication Skills
– Written and Oral, Active Listening
– Internal and External
– Formal and Informal; Vertical and Horizontal
– “Meeting Management” and Presentation Skills
• Leadership Skills
– Analytical, problem solving, & decision making skills
– People management, team coaching & development
– Relationship building skills
– Adaptability, flexibility, & keeping the big picture in
mind! From Project Management Absolute Beginner's Guide, 4/e by Gregory M. Horine (0789756757) Copyright
19
20
Project Success and
Failure
The Sydney Opera House
• Global Symbol of Australia

• Client: New South Wales Government
• Danish Architecture Jorn Utzon (1957)
• Construction initiated in 1959
• Schedule/Budget: 4 Years/AUS $7 million
• Actual?
14 Years/AUS $102 million

Inaugurated by Queen in
1973
22
A Disaster! But Why?
• No initial time or budget limitations: Sole Focus on
Quality!
• No real project manager!
• Constant changes and pressure by client (changing 2
theatres to 4; starting construction before
completion of the structure design, etc.)
• Estimates based on incomplete design
• Withholding payments by new government
• Resignation of Utzon (he did not leave the designs
behind); received Pritzker Prize in 2003
23
Sagrada Famillia
• Started in 1882  Still in process!

– Continuous delivery rather than full delivery!
– Difference between project success and project
delivery
– Agile Project Management!
Is the final form of your app required for

success? Sometimes users are just happy
to see the value flying in!
24
Ultimate Project Success
• Delivered as promised
• Completed on time
• Completed within budget
• Delivered with quality
• Achieved Original Purpose
• Met All Stakeholder Expectations
• Maintained Win-Win Relationships
25
Where there is failure, there is opportunity for
learning!
Pinto & Kharbanda (1996)
26
Common Project Failure Causes
Category Cause Manifestation (Examples) Lessons Learned
Organizational- Project not aligned Misaligned with other projects or
Level business goals
Lack of management Insufficient funding or resources
support
Inadequate project Lack of leadership; ethical issues;
sponsor Inactive sponsor
Too many project Conflicting project goals; lack of
sponsors ownership; political issues
… …
Project-Level Poor communication Unclear messages; Inadequate tracking
Lack of change control Frequent changes to plans and scope
management
Unforeseen technical Effort spent on resolving technical
difficulties issues; missed scheduled deadlines and
increased costs
… …
27
28
Project Management
Project Management
• The application of knowledge, skills, tools, and

techniques to project activities to meet project
requirements (time, budget, scope, resources,
quality, etc.).
How do you
define it?
30
Project Management
Knowledge Areas
Integration Human Resources

Management Management
Schedule Communications
Project Management
Processes
Scope
Risk
Management
Management
Cost Procurement
Quality Stakeholder
Project Management
Code of Conduct
31
Project Management Process Groups
What you need to do to
“manage” the work that
Initiating
needs to be done!
Closing Planning
Monitoring
Executing
and Control
32
Project Management Process Groups (cont’d)
• Initiating: Processes to define a new project or a new phase
of an existing project by obtaining authorization to start the
project or phase.
• Planning: Processes to establish the scope of the project,
refine the objectives and define the course of actions required
to attain the objectives.
• Executing: Processes to coordinate the people and resources
needed to implement the plan.
• Monitoring/Controlling: Processes to track, review, and
regulate the progress and performance of the project and to
manage the required changes.
• Closing: Processes to complete or terminate the project, or
phase.
33
Project Boundaries
PMBOK, 6th Edition (2017)
34
Monitoring &
Initiating Planning Executing Closing
Controlling
Integration
Scope Scope
Schedule Schedule
Cost Cost
Quality
Resources
Communications
Risk
Procurement
Stakeholders
35
Project Initiating
Processes
Project Initiation Process Group
PMBOK, 6th Edition (2017)
37
Initiating the Project
• Assignment of the project manager.

• Kick-off meeting.
• Identifying stakeholders to align their expectations.
• Determining high-level requirements, assumptions,
constraints, and risks.
• Review the project “business case”.
• Defining the Project and Developing the Project
Charter (Project Definition Document)
38
Business Case
• Business needs
– Why the project was selected?
– How it fits into organization’s strategic goals?
– How it will bring value to the organization?
Why project manager should know the business case

for her project?
39
Business Case (cont’d)
• How is one project selected over another?

– Non-Numeric Methods
• The sacred cow
• The operating/competitive necessity
• Comparative benefits
– Numeric Methods
• Economic models
• Scoring models
40
Business Case (cont’d)
Present
Situation: Problem
Facts/ Stakeholders/ Statement
Causes
Implementation
Contraints
Desired
Objective
Situation:
Statement
Goals/Objectives
41
Initiating the Project
• Assignment of the project manager.

• Kick-off meeting.
• Identifying stakeholders to align their expectations.
• Determining high-level requirements, assumptions,
constraints, and risks.
• Review the project “business case”.
• Defining the Project and Developing the Project
Charter (Project Definition Document)
42
Why Define the Project?
• To avoid the recurring but erroneous belief that the

project is just in the heads of everybody.
• Hence, the popular saying: “ If it isn’t in writing, it

hasn’t been said” (Hall & Johnson, 2003, p. 20).
43
Project Charter (Major Elements)
• Project Title and Description (What is the project?)
• Project Manager Assigned and the Authority Level (i.e., can
s/he determine, manage, and approve changes to budget,
schedule, staffing, etc.?)
• Purpose OR Business Case (Why is the project being done or
what is the business problem being solved? What are the
expected business values? Is it aligned with organizational
objectives? What is its priority level?)
• Goals and Objectives (What do we accomplish at the end?)
• Project Success Criteria (measurable and verifiable)
• Project Context and Dependencies
• Scope/Out-of-Scope Specifications (High level breakdown of
objectives)
44
Project Charter (Major Elements)
• Assumptions and Constraints (What is believed to be true or
reliable in the situation? What boundaries or parameters will
the project have to function within?)
• High-Level Project Risks
• Stakeholders and their Requirements (Who will affect or will
be affected by the project, as known to date?)
• Recommended
• Project Approach (key strategies, methodologies, and
technologies; why was it selected over other alternatives?)
• Project Sponsor(s) authorizing this project
45
Project Charter (Other Elements)
• Alternative Project Approaches

• Organizational Change Issues
• Policies and Standards
• Preliminary Cost, Schedule, and Resource Estimates
• References to Supporting Documents
• Visual Scope Summary
46
Monitoring &
Initiating Planning Executing Closing
Controlling
Integration
Scope Scope
Schedule Schedule
Cost Cost
Quality
Resources
Communications
Risk
Procurement
Stakeholders
47
Mini Case:
Leetle Toy Project
Case: Leetle Toy Project (Mingus, 2001)
• Write its overall goal and specific objective

statements.
• Determine the project deliverables.
• What should be the project approach?
• What are the assumptions and constraints of the
project?
• Who is the sponsor and who are the key project
stakeholders?
49

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Project Management I

Sara Hajmohammad, PhD, PMP

• A temporary endeavor with a beginning and an end,

• Building an extension on a house

• A program is a collection of projects that should be

• A portfolio is a collection of programs, individual

Functional Balanced Projectized

• All organisms have a life cycle, they are born, grow,

• Global Symbol of Australia

14 Years/AUS $102 million

• Started in 1882  Still in process!

Is the final form of your app required for

Pinto & Kharbanda (1996)

• The application of knowledge, skills, tools, and

Integration Human Resources

PMBOK, 6th Edition (2017)

PMBOK, 6th Edition (2017)

• Assignment of the project manager.

Why project manager should know the business case

• How is one project selected over another?

• Assignment of the project manager.

• To avoid the recurring but erroneous belief that the

• Hence, the popular saying: “ If it isn’t in writing, it

• Alternative Project Approaches

• Write its overall goal and specific objective

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