INTRODUCTION

TO PROJECT
MANAGEMENT
ENGR. YOSHIKI B. KURATA, CIE, AAE, MSc.IE
Course Instructor
Session Outline

 Project
 Project Management
 PMO
 Role of a Project Manager
 Success Factors of Project
Project
 A temporary endeavor to create a unique product,
service or result.

 Can involve a single person, a single organizational

unit, or multiple organizational units.
Project
A project can create:

 A product that can be either a component of another item or

an end item in itself,

 A capability to perform a service (e.g. a business function that

supports production or distribution), or

 A result such as an outcome or document (e.g. a research

project)
Project
Examples of Projects:
➢ Developing a new product or service (e.g. Feasibility Study).
➢ Effecting a change in a structure, staffing or style of an
organization.
➢ Developing or acquiring a new or modified information system
(e.g. Management Information System or Systems
Engineering).
➢ Constructing a building or infrastructure (e.g. Building a
house).
➢ Implementing a new business process or procedure (e.g.
Policies and Procedures).
Project Management
▪ It is an application of knowledge, skills, tools and
techniques to project activities to meet the project
requirements (PMI, 2008).

▪ Accomplished through appropriate application and

integration of the 42 logically grouped project
management processes comprising of 5 process
groups.
Project Management
Why the Need to Study Project Management?

▪ Recognition that many of us are managing projects. There

has been a wider recognition that projects in all industries
benefit from project management.

▪ As a global competition has increased in many areas over the

past decade, so have customer expectations (VOC). More
complex projects – the need for projects to be managed
efficiently – competitive.
Project Management
Why the Need to Study Project Management?

▪ As organizations strive to complete, so they attempt to

standardize their processes and make them as repeatable
as possible.
▪ Those organizations that are competing successfully are
growing and often very quickly.
▪ The final reason is that there are simply more projects to be
done today than a decade ago.
Project Management
The Triple Constraint of Project Management
Project Management
The Triple Constraint of Project Management
Project Management
5 Process Groups

Initiating

Planning

Executing

Monitoring and Controlling

Closing
Project Management
Managing a project typically includes:
▪ Identifying requirements (changing often may create
additional risks);
▪ Addressing the various needs, concerns and expectations of
the stakeholders as the project is planned and carried out;
and
▪ Balancing the competing project constraints, but not limited to:

Scope Schedule Resources

Quality Budget Risks

Project Management,
Program
Management and
Portfolio
Management
Portfolio Management
▪ Centralized management of one or more portfolios, which
includes identifying, prioritizing, authorizing, managing, and
controlling projects, programs, and other related work, to
achieve specific strategic objectives.

▪ Ensures that projects and programs are reviewed to prioritize

resource allocation, and that the management of the portfolio
is consistent with and aligned to organizational strategies.
Program Management
▪ Centralized coordinated management of a program to achieve
the program’s strategic objectives and benefits.
▪ Focuses on the project interdependencies and helps to
determine the optimal approach for managing them.
▪ Example: Communicate Satellite System Program with
projects for design of the satellite and of the grounds stations,
constructions of each, integration of the system, and launch of
the satellite.
Comparative Reviews
Projects and Strategic Planning
 Projects are utilized as a means of achieving an
organization’s strategic plan.
 Projects are typically authorized as a result of one or more of
the following strategic considerations:
 Market Demand
 Strategic Opportunity / Business Need
 Customer Request
 Technological Advance
 Legal Requirements
Project Management Office (PMO)
▪ An organization body / entity assigned in various
responsibilities related to the centralized and
coordinated management of those projects under its
domain.
Project Management Office (PMO)
A primary function of 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 PMO;

▪ Identifying and developing project management methodology, best
practices and standards;
▪ Coaching, mentoring, training and oversight;
▪ Monitoring compliance with PM standards, policies, procedures and
templates via project audits;
▪ Developing and managing project, policies, procedures, templates and
other shared documentation; and
▪ Coordinating communication across projects.
Project Mngt. and Operations Mngt.
▪ OPERATIONS is an organizational function performing the ongoing
execution of activities that produce the same product or provide a
repetitive service.
E.g. production operations, manufacturing operations, and accounting
operations
▪ PROJECTS, though temporary in nature, can help achieve
organizational goals when they are aligned in with the organizational
strategy.
▪ Operations are permanent in nature while projects are temporary.
▪ Projects require project management while operations require
business process management or operations management.
Role of a Project Manager
▪ Person assigned by the performing organization to
achieve project objectives.
▪ Distinct from a functional manager or operations
manager.
▪ Must have of Project Managers:
▪ Knowledge
▪ Performance
▪ Personal
Project Success Factors
▪ Key general considerations
▪ Clearly defined goals
▪ A plan to release that goal
▪ Implement that plan
▪ Strong project leadership and alignment
▪ Clear and measurable goals
▪ Actionable business case and performance measures
▪ Clearly defined roles and responsibilities
▪ Well designed execution and continuous improvement plan
▪ USER INVOLVEMENT – critical factor
Enterprise Environmental Factors
▪ Organizational culture, structure and processes
▪ Government or industry standards
▪ Infrastructure
▪ Existing human resource
▪ Personnel Administration
▪ Company work authorization systems
▪ Marketplace condition
▪ Stakeholder risk tolerances
▪ Political climate
▪ Organization’s established communications channels
▪ Commercial databases
▪ Project Management Information Systems
References
PMBOK Guide 4th Edition

UP ITC Project Management Course Manual Ginebra-San

Miguel Project Management Seminar Course Manual

http://www.projectsmart.co.uk/pdf/interest-in-project-
management-is-on-the-rise.pdf
Assignment
Research on the following:

1. The Project Life Cycle

2. Characteristics of the Project Life Cycle
3. Enterprise Environmental Factors

Format: Computerized, Short Bond Paper, Arial, 11’

* Copy paste is NOT allowed.