Project Management Professional

PMP Exam Preparation Course

Prepared By: Eng. Ahmed El Antary, PPM, MSPM
Engineering & Management Technologies LLC
emt@americamail.com www.enmatecs.com

Project Life Cycle and Organization

Chapter 2
PMBOK 5th Ed
Ahmed El Antary: antary@consultant.com

The Course Leader

Ahmed El Antary, PPM, MSPM
Engineering and Management Consultant
Certified Professional Project Manager (PPM), WCU, USA
PhD Learner with concentration on Project Management - PhD-BA
program. NorthCenteral University, AZ, USA
Master of Science in Project Management, Colorado Technical University,
Colorado Springs, CO, USA
B. Sc. Civil Engineering, Al Azhar University, Cairo, Egypt
Project Management Certificate & PMP Preparation Course, WCU, USA
Business Management Certificate GL, CTU, CO, USA
Change Management Certificate GL, CTU, CO, USA
Project Management Certificate GL, CTU, CO, USA
Team Member of the Construction Extension Project for the PMBOK 3rd
Ed. By (PMI) and (ANSI)
Certified Green Buildings Expert (GBE)
Certified LEED Expert (CLE)
Certified Sustainable Development Expert (SDE)
Certified Building Information Modeling Expert (BIME)

Organizational Influences on Project

Management
An organizations culture, style, and structure influence
how its projects are performed.
The organizations level of project management maturity
and its project management systems can also influence
the project.
When a project involves external entities such as those
that are part of a joint venture or partnering agreement,
the project will be influenced by more than one
organization.
The following sections describe organizational
characteristics, factors, and assets within an enterprise
that are likely to influence the project.

Organizational Cultures and Styles

Organizational culture is shaped by the common
experiences of members of the organization. Common
experiences include, but are not limited to:
Shared visions, mission, values, beliefs, and expectations;
Regulations, policies, methods, and procedures;
Motivation and reward systems;
Risk tolerance;
View of leadership, hierarchy, and authority relationships;
Code of conduct, work ethic, and work hours; and
Operating environments.

Influence of Organizational Structures on

Projects

Organizational structures & Project

Manager
Many organizational structures include strategic,
middle management, and operational levels. The
project manager may interact with all three levels
depending on factors such as:
Strategic importance of the project,
Capacity of stakeholders to exert influence on the
project,
Degree of project management maturity,
Project management systems, and
Organizational communications.

Organizational structures & Project

Characteristics
This interaction determines project
characteristics such as:
Project managers level of authority,
Resource availability and management,
Entity controlling the project budget,
Project managers role, and
Project team composition.

Organizational Process Assets

Organizational process assets include any or all process
related assets, from any or all of the organizations
involved in the project that can be used to influence the
projects success.
These process assets may include formal and informal
plans, polices, procedures, guidelines, lessons learned,
historical information, completed schedules, risk data,
and earned value data.
Organizational process assets may be grouped into two
categories:
1. Processes and Procedures
2. Corporate Knowledge Base

Processes and Procedures

The organizations processes and procedures for
conducting project work include, but are not limited to:

Initiating and Planning:

Guidelines and criteria
Specific organizational standards such as policies (human
resources policies and project management policies),
product and project life cycles, and quality policies and
procedures (process audits, checklists, and standardized
process definitions for use in the organization)
Templates (risk register, work breakdown structure, project
schedule network diagram, and contract templates).

Processes and Procedures

Executing, Monitoring and Controlling:
Change control procedures
Financial controls procedures
Issue and defect management procedures
Organizational communication requirements
Procedures for prioritizing, approving, and issuing
work authorizations;
Risk control procedures,
Standardized guidelines, work instructions,
proposal evaluation criteria, and performance
measurement criteria.

Processes and Procedures

Closing:
Project closure guidelines or requirements
(lessons learned, final project audits, project
evaluations, product validations, and
acceptance criteria).

Corporate Knowledge Base

The organizational knowledge base for storing and
retrieving information includes, but is not limited to:
Configuration management knowledge bases containing
the versions and baselines of all performing organization
standards, policies, procedures, and any project
documents;
Financial databases
Historical information and lessons learned knowledge
bases
Issue and defect management databases
Process measurement databases
Project files from previous projects

Enterprise Environmental Factors

EEFs refer to conditions, not under the control of the project team, that influence,
constrain, or direct the project. EEFs are considered inputs to most planning
processes, may enhance or constrain project management options, and may have a
positive or negative influence on the outcome. EEFs include, but are not limited to:

Organizational culture, structure, and governance;

Geographic distribution of facilities and resources;
Government or industry standards
Infrastructure
Existing human resources
Personnel administration
Company work authorization systems;
Marketplace conditions;
Stakeholder risk tolerances;
Political climate;
Organizations established communications channels;
Commercial databases
Project management information system

Project Stakeholders and Governance

A stakeholder is an individual, group, or organization who may affect, be
affected by, or perceive itself to be affected by a decision, activity, or outcome.
Stakeholders may be actively involved in the project or have interests that may
be positively or negatively affected by the performance or completion of the
project.
Different stakeholders may have competing expectations that might create
conflicts within the project. Stakeholders may also exert influence over the
project, its deliverables, and the project team in order to achieve a set of
outcomes that satisfy strategic business objectives or other needs.
Project governancethe alignment of the project with stakeholders needs
or objectivesis critical to the successful management of stakeholder
engagement and the achievement of organizational objectives.
Project governance enables organizations to consistently manage projects and
maximize the value of project outcomes and align the projects with business
strategy. It provides a framework in which the project manager and sponsors
can make decisions that satisfy both stakeholder needs and expectations and
organizational strategic objectives or address circumstances where these may
not be in alignment.

Project Stakeholders
Stakeholders include all members of the project team as well as all interested
entities that are internal or external to the organization.
The project team identifies internal and external, positive and negative, and
performing and advising stakeholders in order to determine the project requirements
and the expectations of all parties involved.
The project manager should manage the influences of these various stakeholders in
relation to the project requirements to ensure a successful outcome.
Sponsor: A sponsor is the person or group who provides resources and support for
the project and is accountable for enabling success. The sponsor may be external or
internal to the project managers organization. From initial conception through project
closure, the sponsor promotes the project. This includes serving as spokesperson to
higher levels of management to gather support throughout the organization and
promoting the benefits the project brings. The sponsor leads the project through the
initiating processes until formally authorized, and plays a significant role in the
development of the initial scope and charter. For issues that are beyond the control of
the project manager, the sponsor serves as an escalation path. The sponsor may also
be involved in other important issues such as authorizing changes in scope, phase-end
reviews, and go/no-go decisions when risks are particularly high. The sponsor also
ensures a smooth transfer of the projects deliverables into the business of the
requesting organization after project closure.

Project Stakeholders Cont.

Customers and users: Customers are the persons or organizations who
will approve and manage the projects product, service, or result. Users are
the persons or organizations who will use the projects product, service, or
result. Customers and users may be internal or external to the performing
organization and may also exist in multiple layers. For example, the
customers for a new pharmaceutical product could include the doctors who
prescribe it, the patients who use it and the insurers who pay for it. In some
application areas, customers and users are synonymous, while in others,
customers refer to the entity acquiring the projects product, and users refer
to those who will directly utilize the projects product.
Sellers: Sellers, also called vendors, suppliers, or contractors, are external
companies that enter into a contractual agreement to provide components or
services necessary for the project.
Business partners. Business partners are external organizations that have
a special relationship with the enterprise, sometimes attained through a
certification process. Business partners provide specialized expertise or fill a
specified role such as installation, customization, training, or support.

Project Stakeholders Cont.

Organizational groups: Organizational groups are internal stakeholders who
are affected by the activities of the project team. Examples of various business
elements of an organization that may be affected by the project include
marketing and sales, human resources, legal, finance, operations,
manufacturing, and customer service. These groups support the business
environment where projects are executed, and are therefore affected by the
activities of the project. These groups may provide input to requirements and
accept deliverables necessary for a smooth transition to production or related
operations.
Functional managers: Functional managers are key individuals who play a
management role within an administrative or functional area of the business,
such as human resources, finance, accounting, or procurement. They are
assigned their own permanent staff to carry out the ongoing work, and they
have a clear directive to manage all tasks within their functional area of
responsibility. The functional manager may provide subject matter expertise or
their function may provide services to the project.
Other stakeholders: Such as procurement entities, financial institutions,
government regulators, subject matter experts, consultants, and others.

The Relationship Between Stakeholders and the Project

Project Governance
Project governance is an oversight function that is aligned with the
organizations governance model and that encompasses the project life cycle.
Examples of the elements of a project governance framework include:
Project success and deliverable acceptance criteria;
Process to identify, escalate, and resolve issues that arise during the project;
Relationship among the project team, organizational groups, and external
stakeholders;
Project organization chart that identifies project roles;
Processes and procedures for the communication of information;
Project decision-making processes;
Guidelines for aligning project governance and organizational strategy;
Project life cycle approach;
Process for stage gate or phase reviews;
Process for review and approval for changes to budget, scope, quality, and schedule
which are beyond the authority of the project manager; and
Process to align internal stakeholders with project process requirements.

Project Success
The success of the project should be measured in terms
of completing the project within the constraints of scope,
time, cost, quality, resources, and risk as approved
between the project managers and senior management.
A test period can be part of the total project time before
handing it over to the permanent operations.
Project success should be referred to the last baselines
approved by the authorized stakeholders.
The project manager is responsible and accountable
for setting realistic and achievable boundaries for the
project and to accomplish the project within the
approved baselines.

Project Team
The project team includes the project manager and the group of individuals
who act together in performing the work of the project to achieve its
objectives.
Project teams include roles such as:
Project management staff. The members of the team who perform project
management activities such as scheduling, budgeting, reporting and control,
communications, risk management and administrative support. This role may
be performed or supported by a project management office (PMO).
Project staff. The members of the team who carry out the work of creating
the project deliverables.
Supporting experts. Supporting experts perform activities required to
develop or execute the project management plan. These can include such
roles as contracting, financial management, logistics, legal, safety,
engineering, test, or quality control.
User or Customer Representatives. Members of the organization who will
accept the deliverables or products of the project may be assigned to act as
representatives or liaisons to ensure proper coordination, advise on
requirements, or validate the acceptability of the projects results.

Project Team Cont.

Sellers:
Sellers, also called vendors, suppliers, or contractors, are external
companies that enter into a contractual agreement to provide
components or services necessary for the project. The project team
is often assigned the responsibility to oversee the performance and
acceptance of sellers deliverables or services.
Business partner members.
Members of business partners organizations may be assigned as
members of the project team to ensure proper coordination.
Business partners.
Business partners are also external companies, but they have a special
relationship with the enterprise, sometimes attained through a
certification process. Business partners provide specialized expertise
or fill a specified role such as installation, customization, training, or
support.

Characteristics of the Project Life Cycle

All the projects can be mapped to the
following life cycle structure:
Starting the project
Organizing and preparing
Carrying out the project work
Closing the project

Characteristics of the generic life cycle

Cost and staffing levels are low at the start, peak
as the work is carried out, and drop rapidly as
the project draws to close
Stakeholder influences, risk, and uncertainty are
greatest at the start of the project. These factors
decrease over the life of the project
Ability to influence the final characteristics of the
projects product, without significantly impacting
cost, is highest at the start of the project and
decrease as the project processes towards
completion. Cost of change and correcting errors
increases as the project approaches completion

Typical Cost & Staffing Levels

Across the Project Life Cycle

Project Phases
A project phase is a collection of logically related project
activities that culminates in the completion of one or more
deliverables.
A phase may emphasize processes from a particular
Project Management Process Group, but it is likely that
most or all processes will be executed in some form in
each phase.
Project phases typically are completed sequentially, but
can overlap in some project situations.
The high level nature of project phases makes them an
element of the project life cycle
A project phase is not a Project Management Process
Group

Project Phases cont.

All project phase have the following similar
characteristics:
The close of a phase ends with some form of transfer or
handoff of the work product produced as the phase
deliverable. This phase end represents a natural point to
reassess the effort underway and to change or terminate
the project if necessary. These points are referred to as
phase exit, milestones, phase gates, decision gates,
stage gates, or kill point.
The work has a distinct focus that differs from any other
phase
The primary deliverable or objective of the phase requires
an extra degree of control to achieve success

Phase-to-Phase Relationships
There are two basic types of phase-to-phase relationships:

A sequential relationship: A phase can only start

once the previous phase is complete. The stepby-step nature of this approach reduces
uncertainty, but may eliminate options for
reducing the schedule.
An overlapping relationship: The phase starts
prior to completion the previous one. This can be
applied as an example of the schedule
compression technique called fast tracking.
Overlapping phases may increase risk and can
result in rework.

Types of Life Cycles

Predictive Life Cycles:
Predictive life cycles (also known as fully plan-driven) are ones in
which the project scope, and the time and cost required to deliver
that scope, are determined as early in the project life cycle as
practically possible.
Predictive life cycles are generally preferred when the product
to be delivered is well understood, there is a substantial base of
industry practice, or where a product is required to be delivered
in full to have value to stakeholder groups.
Even projects with predictive life cycles may use the concept of
rolling wave planning, where a more general, high-level plan is
available and more detailed planning is executed for appropriate time
windows, as new work activities are approaching and resources are
to be assigned.

Types of Life Cycles Cont.

Iterative and Incremental Life Cycles:
Iterative and incremental life cycles are ones that project phases (also called iterations)
intentionally repeat one or more project activities as the project teams understanding
of the product increases. Iterations develop the product through a series of repeated
cycles, while increments successively add to the functionality of the product. These life
cycles develop the product both iteratively and incrementally.
Iterative and incremental projects may proceed in phases, and the iterations
themselves will be performed in a sequential or overlapping fashion. During an
iteration, activities from all Project Management Process Groups will be performed.
In most iterative life cycles, a high-level vision will be developed for the overall
undertaking, but the detailed scope is elaborated one iteration at a time. Often the
planning for the next iteration is carried out as work progresses on the current
iterations scope and deliverables.
Iterative and incremental life cycles are generally preferred when an organization
needs to manage changing objectives and scope, to reduce the complexity of a
project, or when the partial delivery of a product is beneficial and provides value
for one or more stakeholder groups without impact to the final deliverable or set
of deliverables. Large and complex projects are frequently executed in an
iterative fashion to reduce risk by allowing the team to incorporate feedback and
lessons learned between iterations.

Types of Life Cycles Cont.

Adaptive Life Cycles:
Adaptive life cycles (also known as change-driven or agile methods) are
intended to respond to high levels of change and ongoing stakeholder
involvement. Adaptive methods are also iterative and incremental, but differ
in that iterations are very rapid (usually with a duration of 2 to 4 weeks) and
are fixed in time and cost. Adaptive projects generally perform several
processes in each iteration, although early iterations may concentrate more
on planning activities.
The overall scope of the project will be decomposed into a set of
requirements and work to be performed, sometimes referred to as a product
backlog. At the beginning of an iteration, the team will work to determine how
many of the highest priority items on the backlog list can be delivered within
the next iteration. At the end of each iteration, the product should be ready for
review by the customer.
Adaptive methods are generally preferred when dealing with a rapidly
changing environment, when requirements and scope are difficult to
define in advance, and when it is possible to define small incremental
improvements that will deliver value to stakeholders.

QUESTIONS
ANSWERS

Resources
Project Management Institute. (2013). A guide to the project management body of
knowledge (5th ed.). Newtown Square, PA: Project Management Institute.