Slide 01:

Project: A project is a temporary endeavour undertaken to create a unique product, service, or result. (PMBOK6).

Temporary: Its does not mean short duration but means definite beginning and end date. Projects are temporary,
but their deliverables may exist beyond the end of the project.
Example: The Great Wall of China
Project Duration (Project Lifecycle):
Took around 400 years to build, with different dynasties working on various sections.
✅ This is the temporary phase — even though it was long, it had a start and an end.
Product Duration (Product Lifecycle):
The wall has existed for over 2,500 years, becoming a historical monument and tourist attraction.
This is the product lifecycle — much longer and ongoing compared to the project that created it.

Unique: Means new product, service or results.

Example: Construction building has similar activities, materials, teams, but each building has a new design, location,
situation, and stakeholders.

Projects are undertaken to fulfill objectives by producing deliverables. An objective is defined as an outcome toward
which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a
product to be produced, or a service to be performed. A deliverable is defined as any unique and verifiable product,
result, or capability to perform a service that is required to be produced to complete a process, phase, or project.
Deliverables may be tangible or intangible. (PMBOK6)

Project Attributes:

1. Unique Objective: Projects are undertaken to fulfill objectives by producing deliverables. An objective is
defined as an outcome toward which work is to be directed, a result to be obtained, a product to be
produced, or a service to be performed.
2. Temporary: Must have a start and end date.
3. Developed using progressive elaboration: The project is planned and executed step by step, with details
being gradually refined as new information and understanding become available during the project.
Progressive elaboration is the process of refining and detailing your project plan over time, as you gain more
clarity and information.
4. Requires Resources: Required often from various backgrounds to make a heterogeneous mix of people.
5. Primary Customer or Sponsor: Sponsor – Investor, Customer – Provide Specification, User – End user of the
product.
6. Uncertainty/Risk:

Project vs Operations:

Similarities:
• Performed By People
• Constraint by limited Resources
• Planned, executed & controlled.
Dissimilarities:
Project Operations
New Product Repetitive Product
One Objective Several Objectives
Limited Time – Time Defined Ongoing
More Heterogeneous More Homogeneous
Systems must be created Systems in place already
Performance, Cost, Time are less certain Performance, Cost, Time are certain
Upsets Status Quo Supports Status Quo

Project Intersects with Operations: Developing a new product, upgrading it or expanding outputs.
Projects drive change
Projects drive change in organizations. From a business
perspective, a project is aimed at moving an
organization from one state to another state in order to
achieve a specific objective. Before the project begins,
the organization is commonly referred to as being in the
current state. The desired result of the change driven by
the project is described as the future state.

Projects enable business value creation

In business analysis, business value is considered the
return, in the form of elements such as time, money,
goods, or intangibles in return for something exchanged.
Business value in projects refers to the benefit that the
results of a specific project provide to its stakeholders.

How can we Add Value?

Through Different Projects.
1. New Product
2. Improve Responsiveness, Efficiency, Quality & Productivity.
3. Revamp Organization
4. Positive Social Impact
5. New revamp Initiatives in project old things.

RELATIONSHIP OF PROJECT, PROGRAM, AND PORTFOLIO MANAGEMENT

Using project management processes, tools, and techniques puts in place a sound foundation for organizations to
achieve their goals and objectives. A project may be managed in three separate scenarios: as a stand-alone project
within a program, or within a portfolio.
For example, multiple projects may be needed to accomplish a set of goals and objectives for an organization. In
those situations, projects may be grouped together into a program. A Program is defined as a group of related
projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not
available from managing them individually.
Some organizations may employ the use of a project portfolio to effectively manage multiple programs and projects
that are underway at any given time. A portfolio is defined as projects, programs, subsidiary portfolios, and
operations managed as a group to achieve strategic objectives.
ORGANIZATIONAL PROJECT MANAGEMENT (OPM) AND STRATEGIES
Portfolios, programs, and projects are aligned with or driven by organizational strategies and differ in the way each
contributes to the achievement of strategic goals:
• Portfolio management aligns portfolios with organizational strategies by selecting the right programs or
projects, prioritizing the work, and providing the needed resources.
• Program management harmonizes its program components and controls interdependencies in order to
realize specified benefits.
• Project management enables the achievement of organizational goals and objectives.
Alignment with the organization’s strategic business goals can be achieved through the systematic management of
portfolios, programs, and projects through the application of organizational project management (OPM). OPM is
defined as a framework in which portfolio, program, and project management are integrated with organizational
enablers in order to achieve strategic objectives.
The purpose of OPM is to ensure that the organization undertakes the right projects and allocates critical resources
appropriately. OPM also helps to ensure that all levels in the organization understand the strategic vision, the
initiatives that support the vision, the objectives, and the deliverables.
Slide 02:
THE ENVIRONMENT IN WHICH PROJECTS OPERATE
Projects exist and operate in environments that may have an influence on them. These influences can have a
favorable or unfavorable impact on the project. Two major categories of influences are enterprise environmental
factors (EEFs) and organizational process assets (OPAs).

ENTERPRISE ENVIRONMENTAL FACTORS

Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that
influence, constrain, or direct the project. These conditions can be internal and/or external to the organization. EEFs
are considered as inputs to many project management processes, specifically for most planning processes. These
factors may enhance or constrain project management options. In addition, these factors may have a positive or
negative influence on the outcome.

EEFS INTERNAL TO THE ORGANIZATION

• Organizational culture, structure, and governance. Examples include vision, mission, values, beliefs, cultural
norms, leadership style, hierarchy and authority relationships, organizational style, ethics, and code of
conduct.
• Geographic distribution of facilities and resources. Examples include factory locations, virtual teams, shared
systems, and cloud computing.
• Infrastructure. Examples include existing facilities, equipment, organizational telecommunications channels,
information technology hardware, availability, and capacity.
• Information technology software. Examples include scheduling software tools, configuration management
systems, web interfaces to other online automated systems, and work authorization systems.
• Resource availability. Examples include contracting and purchasing constraints, approved providers and
subcontractors, and collaboration agreements.
• Employee capability. Examples include existing human resources expertise, skills, competencies, and
specialized knowledge

EEFS EXTERNAL TO THE ORGANIZATION

• Marketplace conditions. Examples include competitors, market share brand recognition, and trademarks.
• Social and cultural influences and issues. Examples include political climate, codes of conduct, ethics, and
perceptions.
• Legal restrictions. Examples include country or local laws and regulations related to security, data
protection, business conduct, employment, and procurement.
• Commercial databases. Examples include benchmarking results, standardized cost estimating data, industry
risk study information, and risk databases.
• Academic research. Examples include industry studies, publications, and benchmarking results.
• Government or industry standards. Examples include regulatory agency regulations and standards related
to products, production, environment, quality, and workmanship.
• Financial considerations. Examples include currency exchange rates, interest rates, inflation rates, tariffs,
and geographic location.
• Physical environmental elements. Examples include working conditions, weather, and constraints.
ORGANIZATIONAL PROCESS ASSETS
Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to
and used by the performing organization. These assets influence the management of the project.
OPAs include any 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. The OPAs also include the organization’s lessons learned
from previous projects and historical information. OPAs may include completed schedules, risk data, and earned
value data. OPAs are inputs to many project management processes. Since 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, POLICIES, AND PROCEDURES

Initiating and Planning:
1. Guidelines and criteria for tailoring the organization’s set of standard processes and procedures to satisfy
the specific needs of the project;
2. Product and project life cycles, and methods and procedures (e.g., project management methods, estimation
metrics, process audits, improvement targets, checklists, and standardized process definitions for use in the
organization);
3. Templates (e.g., project management plans, project documents, project registers, report formats, contract
templates, risk categories, risk statement templates, probability and impact definitions, probability and
impact matrices, and stakeholder register templates)
4. Preapproved supplier lists and various types of contractual agreements

Executing, Monitoring, and Controlling

1. Change control procedures, including the steps by which performing organization standards, policies, plans,
and procedures or any project documents will be modified, and how any changes will be approved and
validated;
2. Traceability matrices;
3. Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews,
accounting codes, and standard contract provisions);
4. Issue and defect management procedures
5. Resource availability control and assignment management
6. Organizational communication requirements (e.g., specific communication technology available, authorized
communication media, record retention policies, videoconferencing, collaborative tools, and security
requirements);
7. Procedures for prioritizing, approving, and issuing work authorizations;
8. Templates (e.g., risk register, issue log, and change log);
9. Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement
criteria;
10. Product, service, or result verification and validation procedures

Closing
1. Project closure guidelines or requirements (e.g., final project audits, project evaluations, deliverable
acceptance, contract closure, resource reassignment, and knowledge transfer to production and/or
operations).

ORGANIZATIONAL KNOWLEDGE REPOSITORIES

• Configuration management knowledge repositories containing the versions of software and hardware
components and baselines of all performing organization standards, policies, procedures, and any project
documents;
• Financial data repositories containing information such as labor hours, incurred costs, budgets, and any
project cost overruns;
• Historical information and lessons learned knowledge repositories (e.g., project records and documents, all
project closure information and documentation, information regarding both the results of previous project
selection decisions and previous project performance information, and information from risk management
activities);
• Issue and defect management data repositories containing issue and defect status, control information,
issue and defect resolution, and action item results;
 • Data repositories for metrics used to collect and make available measurement data on processes and
products;
• Project files from previous projects (e.g., scope, cost, schedule, and performance measurement baselines,
project calendars, project schedule network diagrams, risk registers, risk reports, and stakeholder registers).

Policies: Guidelines which defines any set of instructions by Top Management. Extensive Policies make projects
difficult it requires approvals.

ORGANIZATIONAL SYSTEMS
Management System: A system is a collection of various components that together can produce results not
obtainable by the individual components alone. A component is an identifiable element within the project or
organization that provides a particular function or group of related functions. The interaction of the various system
components creates the organizational culture and capabilities.

ORGANIZATIONAL GOVERNANCE FRAMEWORKS

Governance Every organization is different, and governance is designed to support the specific culture and attributes
of the organization. Organizational governance affects and is affected by project governance, the organization's
culture and structure, and the business environment

Governance refers to organizational or structural arrangements at all levels of an organization designed to

determine and influence the behavior of the organization’s members.
Governance is the framework within which authority is exercised in organizations. This framework includes but is not
limited to:
Rules, Policies, Procedures, Norms, Relationships, Systems, and Processes.
This framework influences how:
• Objectives of the organization are set and achieved,
• Risk is monitored and assessed, and
• Performance is optimized.

Organizational Governance Organizational governance refers to the overall structure of an organization. It involves
setting the policies and procedures for how work will be performed to meet strategic goals and to support
organizational operations and decision-making. There may be multiple levels of governance within an organization,
although this can vary.

ORGANIZATIONAL STRUCTURE TYPES

Organizational structure is a enterprise environmental factor. It affects the availability of resources and influence the
how projects are conducted.
1. Functional
2. Projectized
3. Matrix
4. Weak & Strong Matrix

PROJECT MANAGEMENT OFFICE

A project management office (PMO) is an organizational structure that standardizes the project-related governance
processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a
PMO can range from providing project management support functions to the direct management of one or more
projects.
There are several types of PMOs in organizations. Each type varies in the degree of control and influence it has on
projects within the organization, such as

• Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training,
access to information, and lessons learned from other projects. This type of PMO serves as a project
repository. The degree of control provided by the PMO is low.
• Controlling PMOs provide support and require compliance through various means. The degree of control
provided by the PMO is moderate. Compliance may involve:
o Adoption of project management frameworks or methodologies;
o Use of specific templates, forms, and tools; and
o Conformance to governance frameworks
• Directive PMOs take control of the projects by directly managing the projects. Project managers are
assigned by and report to the PMO. The degree of control provided by the PMO is high

Functions of PMO
A primary function of a PMO is to support project managers in a variety of ways, which may include but are not
limited to:
• Managing shared resources across all projects administered by the PMO
• Identifying and developing project management methodology, best practices, and standards
• Coaching, mentoring, training, and oversight
• Monitoring compliance with project management standards, policies, procedures, and templates by means
of project audits.
• Developing and managing project policies, procedures, templates, and other shared documentation
(organizational process assets);
• Coordinating communication across projects
Slide 03:
PROJECT MANAGER COMPETENCES

Recent PMI studies applied the Project Manager Competency Development (PMCD) Framework to the skills needed
by project managers through the use of The PMI Talent Triangle. The talent triangle focuses on three key skill sets:

• Technical project management. The knowledge, skills, and behaviors related to specific domains of project,
program, and portfolio management. The technical aspects of performing one’s role.
• Leadership. The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an
organization achieve its business goals.
• Strategic and business management. The knowledge of and expertise in the industry and organization that
enhanced performance and better delivers business outcomes.

LEADERSHIP STYLES

• Laissez-faire (e.g., allowing the team to make their own decisions and establish their own goals, also
referred to as taking a hands-off style);
• Transactional (e.g., focus on goals, feedback, and accomplishment to determine rewards; management by
exception);
• Servant leader (e.g., demonstrates commitment to serve and put other people first; focuses on other
people’s growth, learning, development, autonomy, and well-being; concentrates on relationships,
community and collaboration; leadership is secondary and emerges after service);
• Transformational (e.g., empowering followers through idealized attributes and behaviors, inspirational
motivation, encouragement for innovation and creativity, and individual consideration);
• Charismatic (e.g., able to inspire; is high-energy, enthusiastic, self-confident; holds strong convictions); and
• Interactional (e.g., a combination of transactional, transformational, and charismatic)