AHMET LEVENT YENER, PhD

MUSTAFA HAFIZOĞLU, PMP

Why This Course?
From your perspective?
From our perspective?

© Visible Momentum
”Must Have” Skillset
The PMI Talent Triangle©
The ideal skill set —
the Talent Triangle —
is a combination of
technical, leadership,
and strategic and
business
management
expertise.
PMI Talent Triangle – Facts
 Technical Project Management
 66% of organizations say that technical
project skills are the hardest to find, however
96% indicate these are the most teachable
 Leadership
 75% of organizations rank leadership skills
as the most important for successful
navigation of complexity in projects; 71% of
organizations say this skill is the most
important for the long-term success of PM’s
 Strategic and Business Management
 Understanding your organizations strategy is
essential – for example, when organizations
align their talent to organizational strategy, it
produces a higher average success rate:
72% for those with good alignment,
compared to 58% of those without it

6
PMI Talent Triangle – Definitions
 Technical Project Management
 Knowledge, skills and behaviors
related to specific domains of project,
program and portfolio management
 Leadership
 Knowledge, skills and behaviors
specific to leadership-oriented; cross-
cutting skills that help an organization
achieve its business goals
 Strategic and Business
Management
 Knowledge of and expertise in the
industry or organization that enhances
performance and better delivers
business outcomes

7
Definition of a Project
 Project is -1
a temporary endeavor undertaken to create a unique product,
service, or result. (PMI)
 Project is -2
aseries of activities aimed at bringing about clearly specified
objectives within a defined time-period and with a defined
budget. (EU)
 Project is -3
a complex, non-routine, one-time effort limited by time, budget,
resources, and performance specifications designed to meet
customer needs. (Course Book)

1–8
Characteristics of a Project
Major Characteristics of a Project are:
an established objective.
a defined life span with a beginning and an
end. (Temporary)
across-the-organizational participation.
(Interdependencies)
doing something never been done before.
(Unique)
specific time, cost, and performance
requirements.
1–9
Comparison of Operational Work with Projects
Routine, Repetitive Work
-Taking class notes
-Daily entering sales receipts
into the accounting ledger
-Responding to a supply-
chain request
-Practicing scales on the
piano
-Routine manufacture of an
Apple iPod
Projects
-Writing a term paper
-Setting up a sales kiosk for
a professional accounting
meeting
-Developing a supply-chain
information system
-Writing a new piano piece
-Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and
stores 10,000 songs
1–10
Programs versus Projects

 Program Defined
A series of coordinated, related, multiple projects that
continue over an extended time and are intended to
achieve a goal.
 A higher level group of projects targeted at a
common goal.
 Example:
 Project: completion of a required course in project
management.
 Program: completion of all courses required for a business
major.

1–11
What is Project Management ?

 Project management is the application of

knowledge, skills, tools and techniques to project
activities, to meet project requirements.

 Project management is accomplished through the

application and integration of the project processes
of initiating (defining), planning, executing,
monitoring, and closing (delivering).

1–12
Managing a Project
Managing a Project includes;
Identifyingrequirements,
Establishing clear and achievable objectives,

Balancing the competing demands for quality,

scope, time, and cost,
Adapting the specifications, plans, and
approach to the different concerns and
expectations of the various stakeholders.

1–13
OVERVIEW OF PROJECT MANAGEMENT

PROJECT PROGRAM PORTFOLIO

PRODUCT,
BENEFIT PRIORITY
SERVICE, RESULT
OVERVIEW OF PROJECT MANAGEMENT

STAKEHOLDER SPONSOR CUSTOMER

EXPECTATIONS PROVIDER APPROVER

OVERVIEW OF PROJECT MANAGEMENT

GAP
The Challenge of Project Manager

 The Project Manager

 Manages temporary, non-repetitive activities and
frequently acts independently of the formal
organization.
 Marshals resources for the project.
 Is linked directly to the customer interface.

 Provides direction, coordination, and integration to the

project team.
 Is responsible for performance and success of the project.

 Must induce the right people at the right time to

address the right issues and make the right
decisions.
1–17
The Importance of Project Management
 Factors
leading to the increased use of project
management:
 For Private Sector
 Compression of the product life cycle
 Global competition
 Rapid development of Third World
and closed economies
 Knowledge explosion
 Corporate downsizing
 Increased customer focus
 Coordinating small projects

 For Public Sector

 Growing demand for customized supplies and services
 Increased reliance on contractors for performance of mission critical
functions
 The interference of international institutions

1–18
Pros and Cons of PM
 Companies have • Companies have also
experienced: experienced :
 Better customer –Greater organizational
relations complexity
 Shorter overall delivery –Increased likelihood of
times organizational policy
 Lower costs and higher violations
profit margins –Higher costs
 Higher quality and –More management
reliability difficulties
 Higher worker morale –Low personnel utilization

1–19
Integrated Project
Management Systems

 Problems resulting from the use

of piecemeal project
management systems:
 Do not tie together the overall
strategies of the firm.
 Fail to prioritize selection of
projects by their importance of
their contribution to the firm.
 Are not integrated throughout
the project life cycle.
 Do not match project planning
and controls with organizational
culture to make appropriate
adjustments in support of project
endeavors.

1–20
Dimensions of the Project Management Process

1–21
PROJECT LIFE CYCLE
INITIATING THE PROJECT

 Project Charter
 Creating a charter forces senior managers to
clearly articulate what the project should do.
 Contains at least:
 Name of the Project’s Sponsors
 Project’s benefits to the organization
 Brief description of objectives
 Expected time frame
 Budget and resources available
 Project Manager’s authority
 Sponsor’s signature
PROJECT PLAN

 A journey from “work package” to “estimation”

and then from “precedence relationships” to
“network” and then to “schedule”.
 A tool to manage change
 A tool to manage risks
 A tool to manage cost
 A tool to manage time
 A tool to manage scope
PROJECT ORGANIZATION

 Functional Organization
 Matrix Organization
 Projectized
PROJECT ORGANIZATION

© Visible Momentum
NEXT WEEK

START WITH WHY’S:

 WHY Projects and Programs?

 WHY is Project and Program management essential
for successful Strategy Execution?