PROJECT

MANGMENT
LECTURE 04
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PMBOK-BASED PROJECT MANAGEMENT FRAMEWORK

The PMBOK consists of the

“9 knowledge areas” and the
“5 process groups”
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THE 9 KNOWLEDGE AREAS OF PMBOK

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9 KNOWLEDGE AREAS OF PMBOK

Project Integration Management: the processes required to ensure that the various elements of the
project are properly coordinated.
Project Scope Management: the processes required to ensure that the project includes all the work
required, and only the work required, to complete the project successfully.
Project Time Management: the processes required to ensure timely completion of the project.
Project Cost Management: the processes required to ensure that the project is completed within the
approved budget.
Project Quality Management: the processes required to ensure that the project will satisfy the needs
for which it was undertaken.
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9 KNOWLEDGE AREAS OF PMBOK

Project Human Resource Management: the processes required to make the most effective use of the
people involved with the project.
Project Communications Management: the processes required to ensure timely and appropriate
generation, collection, dissemination, storage, and ultimate disposition of project information.
Project Risk Management: the systematic process of identifying, analyzing, and responding to project risk.
Project Procurement Management: the processes required to acquire goods and services, to attain the
project scope, from outside the performing organization.
 Project Management Processes
Are Composed Of The Following 5 Processes
 Project Management Processes
Are Composed Of The Following 5 Processes
1. Initiating Processes: Authorizing The Project Or Phase.
2. Planning Processes: Defining And Refining Objectives And Selecting The Best Of The Alternative
Courses Of Action To Attain The Objectives That The Project Was Undertaken To Address.
3. Executing Processes: Coordinating People And Other Resources To Carry Out The Plan.
4. Controlling Processes: Ensuring That Project Objectives Are Met By Monitoring And Measuring Progress
Regularly To Identify Variances From Plan So That Corrective Action Can Be Taken When Necessary.
5. Closing Processes: Formalizing Acceptance Of The Project Or Phase And Bringing It To An Orderly End.
 MAPPING THE 5 PROCESS GROUPS

This Table Shows A

Mapping Of The 9
Knowledge Areas
And The 5 Process
Groups.
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THE INITIATING PROCESSES

In the initiating
processes, we create a
project charter and
define backgrounds,
objectives and
products of the project.
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INITIATING PROCESS Scope Management

The charter, executives acknowledge the

validity of the project, and allow us to
secure budgets and project members. In
the processes, various baselines such as
scope baseline, schedule baseline, cost
baseline are also defined.
These baselines are planned target values
for project progress evaluations.

Project managers can efficiently control

projects by comparing the planned
baseline values with actual values.
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THE PROJECT CHARTER

What is a Project Charter?

The project charter is a document that lays out the project vision, scope, objectives,
project team, and their responsibilities, key stakeholders, and how it will be carried out or
the implementation plan. It is also known as the project statement and project definition
report.

A project charter
Describes the purpose and the outcomes of the project
Legally authorizes the start of a project
Helps keep track of project deadlines
Helps identify constraints and risks and define preventive measures
Outlines a general overview of the budget
Helps align the project goals with the interests of the stakeholders
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THE PROJECT CHARTER

Who prepares project charter?
The sponsor or the initiator usually creates the charter along with the project
management team. The sponsor may lack the skills required to prepare a project
charter and may need the help of a Project manager to make a charter.
It is usually created and presented to the stakeholders for approval. This is why
the charter is written during initiation, before the project's kick-off.

What is the difference between a project charter and a project plan?

The project charter is a high-level initiation document that consists of only a few
pages. It lists the project objectives, scope, vision, team, and their
responsibilities and stakeholders. A project plan, on the other hand, is a detailed
document that describes how to accomplish the project objectives.
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THE PLANNING PROCESSES

In the planning processes, project

managers make project plans. A
project plan includes the
contents of the project charter
(backgrounds, objectives, products,
etc.) as well as project
management strategies covering
eight knowledge areas excluding
Integration Management.
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THE PLANNING PROCESSES

In the planning processes,

we design a plan, identify
potential risks and develop
risk response
measures, in order to
control projects smoothly
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PLANNING PROCESSES Integration Management

As described earlier, it is important

to maintain a balance of QCD in a
QCD-based project
management framework.
However, in the PMBOK, together
with QCD, the other eight control
items, including risk,
communications, human resource,
also need to be carefully balanced.
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PLANNING PROCESSES Scope Management

Scope represents coverage

provided by the project. Usually,
scope consists of scope of
product
and scope of work. In order to
clarify scope of product, a work
breakdown structure (WBS) is
created.
WBS describes a detailed
definition of a product divided into
manageable elements.
Based on the WBS, we can draw up
a schedule or a Responsibility
Assignment Matrix (RAM).
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PLANNING PROCESSES Scope Management
What is a Work Breakdown Structure (WBS)?
A work breakdown structure is a list of a project’s deliverables broken down
into smaller ones.
Work breakdown structure levels
You can make your work breakdown structure as detailed as you want:
Level 0: Project title or final deliverable
Level 1: Major deliverables
Level 2: Deliverables that can still be broken down
Level 3: Can be assigned to the team to complete the third level deliverables
What is (RAM)?
A Responsibility Assignment Matrix (RAM) describes the participation of various
organizations, people, and their roles in completing tasks or deliverables for a
project. It's used by the Program Manager (PM) in clarifying roles and
responsibilities in a cross-functional team, projects, and processes.
 PLANNING PROCESSES Scope Management
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Sample of Tree WBS

WBS formatted as a tree. It’s the
most commonly used, and it
uses rectangles and line
connectors to illustrate how the
elements relate to one another.
 PLANNING PROCESSES Scope Management
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Sample of Tabular WBS

A tabular WBS uses tables to
display the hierarchy among tasks.
The leftmost column will contain
the major deliverables. The
succeeding columns after that will
house the next deliverable levels.
 PLANNING PROCESSES Time Management
20

Based on WBS created in the Scope

Management process, we arrange the
duration and order of
the tasks, and complete a schedule.
Usually, we need a master schedule for the
entire project
and detailed individual schedules.

Every project needs a schedule to meet its end

date. A team and the project manager has to
manage their own time to ensure that the
schedule is met. If you don't create a project
schedule or do not plan the end date, there are
chances that years will go by and your project
will never get finished.
 PLANNING PROCESSES Time Management

What is network chart in project management?

Image result for what is network chart
A project schedule network diagram visualizes the sequential and logical relationship
between tasks in a project setting. This visualization relies on the clear expression of
the chronology of tasks and events. Most often, a project network diagram is
depicted as a chart with a series of boxes and arrows.

Benefits of the project management network diagram

•Visual representation of progress for stakeholders
•Establishing project workflows
•Tracking dependencies and potential bottlenecks
 PLANNING PROCESSES Cost Management
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The cost estimation and cost

budgeting process estimates
necessary resources and calculates
costs for the project. In addition, we
allocate the budget according to the
cost estimations. The project
development cost and the
operational cost are sometimes
called “initial cost” and“ running
cost”.
 PLANNING PROCESSES Quality Management
Quality Management consists of “Quality
Planning”, “Quality Assurance” and “Quality
Control”.
Quality Planning is implemented in the planning
processes, Quality Assurance is implemented
in the executing processes, and Quality Control
is implemented in the control processes
respectively.
Quality Planning determines quality control
benchmarks, policies and responsibilities.
 PLANNING PROCESSES Human Resource Management
Human Resource Management at the planning
processes clarifies responsibilities and allocates
staff for work items based on the planned
schedule. We create an organizational chart or a
Responsibility Assignment Matrix (RAM) and
define project roles, responsibilities, and
reporting relationships. In a large-scale project, a
specification control group is introduced to the
organizational chart to delegate specification
definition tasks executed with customers.
After identifying necessary human resources for
the project, we acquire staff. If we cannot
find enough resources in the organization, we
consider hiring contractors.
 PLANNING PROCESSES Communication Management

The objective of Communications Management

is to deliver the right information to the right
people. In the planning processes, we identify
information gathering methods, filing systems,
delivery categories, and documentation formats,
and if necessary, we develop information
systems for securing a communication channel.
Nowadays, we can share information more
effectively using e-mail, groupware and file
servers.
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PLANNING PROCESSES Risk Management

Risk Management Planning identifies potential

risks before starting projects and prepares
response plans for the risks
This table includes examples of risk response
plans. In a risk response plan, we describe the
following items:
•Risk Identification: identifying potential risk
events and documenting their characteristics.
•Response Plan: developing measures to
prevent the occurrence of identified potential
risk
events as well as measures to avoid spreading
damage.
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PLANNING PROCESSES Procurement Management

Procurement Planning involves a “make-or-buy”
decision of whether to provide necessary
resources for the project internally or to obtain
them from outside the project organization.
We create procurement documents such as
Request for Proposal (RFP) or
Request for Quotation (RFQ), and invite bids or
evaluate quotations submitted by candidate
sellers. RFQ requests venders to propose prices
only. However, RFP requests venders to submit
both prices and specification proposals.
In both cases, it is important to set selection criteria
(budget, delivery date, performance
criteria, understanding of needs, vendor’s financial
capacity) for evaluation.
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Assignment 03
What Is A Project Charter And What Should A Project
Charter Include?

Choose Product Or A Service And Create WBS

Tabular Or Tree Format