Component Of Project Management

Muhammad Waseem
MS-IT/ PMP
mwjaved@yahoo.com
Project Failure

Poor Requirements
Scope Creep
Gathering

Unrealistic planning and Lack of resources

scheduling
Project Processes (PMI)
Initiation

Planning

Executing

Controlling

Closing
Project Processes PRINCE2
• Directing a Project
• Starting Up
• Initiation
• Planning
• Controlling
• Managing Stage Boundaries
• Managing Product Delivery
• Closing
PRNCE2 Process Model
PRINCE2 Introduction
 PRINCE2 (PRojects IN Controlled Environments) is a
process-based method for effective project
management.
 PRINCE2 is a de facto standard used extensively by
the UK Government and is widely recognised and
used in the private sector, both in the UK and
internationally.
 The method PRINCE2 is in the public domain,
offering non-proprietorial best practice guidance on
project management. PRINCE2 is a registered
trademark of OGC.
PRINCE2 Introduction
The key features of PRINCE2 are:
 Its focus on business justification
 A defined organisation structure for the project
management team
 Its product-based planning approach
 Its emphasis on dividing the project into manageable
and controllable stages
 Its flexibility to be applied at a level appropriate to the
project.
Triple Contraint
Time

Quality
Cost Scope
Managing project constraints
Any time your
project
changes,
you’ll need to
know how that
change affects
all of the
constraints

Time , Cost, Scope , Resources, Quality, Risk

If you don’t manage all six constraints at the same time, you risk
managing in favor of just one constraint.
Triple Contraint
 Increased Scope = increased time + increased cost

 Tight Time = increased costs + reduced scope

 Tight Budget = increased time + reduced scope.

Organizational Structure
 Functional Organization
 Matrix Organization
 Projectized Organization
 Functional Organization
Project is made a part of one of the functional divisions of the
firm
 Major Advantages
 Maximum flexibility in the use of staff
 Individual experts can be utilized by many different projects
 Specialists in the division can be grouped to share
knowledge and experience.
 Disadvantages
 Client is not the focus of activity and concern
 Functional division tends to be oriented toward the activities
particular to its function
Functional Organization
Projectized Organization
The project is separated from the rest of the parent system.
It becomes a self-contained unit with its own technical
staff, its own administration, tied to the parent firm by the
tenuous strands of periodic progress reports and oversight
 Advantages
 The project manager has full time authority over the project.
All members of the project work force are directly
responsible to the PM
Projectized Organization
 Matrix Organization

 It couples some of the advantages of the pure project

organization with some of the desirable features of the
functional organization, and to avoid some of the
disadvantages of each, the matrix organization was
developed. In fact, the functional and the pure project
organizations represent extremes.
 Matrix Organization

Strong Matrix
 For strong matrices, problems associated with shutting down a
project are almost as severe as those in pure project organizations.

Week Matrix
 Very much similar with the Functional Organization.
 Power rest with the Functional manager
 PM act as Coordinator
Organizational Structure Influences On
Projects
Project Life Cycle
•Project managers or the organization can divide projects
into phases to provide better management control with
appropriate links to the ongoing operations of the performing
organization.

•Collectively, these phases are known as the project life

cycle.

•Many organizations identify a specific set of life cycles for

use on all of their projects.
Project Life Cycle
 There is no single best way to define an ideal project
life cycle.

 Some organizations have established policies that

standardize all projects with a single life cycle, while
others allow the project management team to choose
the most appropriate life cycle for the team’s project.

 Industry common practices will often lead to the use

of a preferred life cycle within that industry.
Project Life Cycle
Initiation Phase
 Defines need
 Authorizes the project or a project phase.
 Return on Investment Analysis
 Make or Buy Decision
 Budget Development
Project Life Cycle
Planning Phase

 Resource Planning
 Work Breakdown Structure
 Project Schedule Development
 Quality Assurance Plan
Project Life Cycle
Implementation Phase

 Execute project plan and accomplish project goals

 Training Plan
 System Build
 Quality Assurance
Project Life Cycle
Monitoring and Control Phase

 Regularly measures and monitors progress to identify

variances from the project management plan.

 corrective action can be taken when necessary to

meet project objectives.
Project Life Cycle
Closing Phase

 Formalizes acceptance of the product, service or result

and brings the project or a project phase to an orderly
end.
 Contractual Closeout
 Lessons Learned
Project Life Cycle

Typical Project Cost and Staffing Level Across the Project Life Cycle
Project Life Cycle

Stakeholders’ Influence Over Time

Project Life Cycle

Typical Sequence of Phases in a Project Life Cycle

 Project Life Cycle
The concept for the interaction among the project management processes is
the plan-do-check-act cycle is defined by Shewhart and modified by
Deming, American Society for Quality,1999). This cycle is linked by results –
the result from one part of the cycle becomes the input to another.

The Plan-Do-Check-Act Cycle

Project Life Cycle

Project Management Process Groups Mapped to the Plan-Do-

Check-Act Cycle
Project Life Cycle
Project Life Cycle
Initiation

Planning

Executing

Controlling

Closing
Project Life Cycle
Initiating Planning
Processes Processes

Controlling Executing
Processes Processes

Closing
Processes
Project Life Cycle

Project Management Process Group Triangle

 The End
Thank You very Much For your
attention and patience

Questions If any
?