Week 10, 11, 12

Project Management Fundamentals

BUSN-360 ~ BUSN-230
Operations & Project Management

Muhammad Salman Bilal

PE®, ATP®, DASSM®, PfMP®, PgMP®, PMP®, PMI-PBA® PMI-ACP®,
PMI-RMP®, PMI-SP®, CAPM®, AH-MC®, VSM®,OT:O®,ASQ CSSGB®

[email protected]
 Learning OBJECTIVES, Online METHOD & ASSESSMENT
• Learning OBJECTIVES:
i. Defining Project Management (PM) & its Characteristics along-with Examples
ii. Comprehending Project Management in perspective of Program, Portfolio & Operations
iii. Inter-relatoionship of Projects within Operations
iv. Organizational Structures Favouring Project Management (Revision of Concepts)
v. Project Management Body Of Knowledge (PMBOK®) prescribed PM Grid <Field-oriented: Knowledge Areas & Process Groups>

• Online METHOD & Resource:

Moodle LMS carries complete slides and resource material for the On Campus and Off Campus Students (Asynchronous Learning)

• ASSESSMENT:
Assignment (along-with elaborated instructions) is posted ~ Hand-written document should be scanned (or properly photographed)
and emailed to the instructor [email protected] alongwith physical submission to the instructor

2
 Learning OBJECTIVES, Online METHOD & ASSESSMENT
• ASSESSMENT based on Learning OBJECTIVES:
i. Define any real life Project and mention its key Objectives
ii. Sketch to comprehend Project Management inter-linkages with Program, Portfolio & Operations within any Organization
(You may share real life Business scenario)
iii. Sketch to comprehend inter-relationship of newly conceived Projects within any running Operations
iv. Research to download the most suitable Organizational Structure (OS) for any Business/Organisation which prefers opting
Project Management approach for fulfilling its Business Objectives
v. Sketch while using appropriate color-coding to elaborate Foundational Magical PM Grid and simulate any organisational
buisness scenario where the same PM grid can be applied for achieving valued results

Research based and field-oriented activities based ASSESSMENT/Workbook

requiring Role-play approach within Envisioned Business Scenarios

3
Learning OBJECTIVES:
i. Defining Project Management (PM) & its Characteristics with Examples
ii. Comprehending PM with perspective of Program, Portfolio & Operations
iii. Inter-relatoionship of Projects within Operations
iv. Organizational Structures Favouring Project Management
v. Project Management Body Of Knowlledge (PMBOK®) Grid <Knowledge Areas & Process Groups>

i. Defining Project Management (PM) & Characteristics of Project Manager

Project Manager is the person assigned by the performing organization to achieve project objectives

Membership and role ~ Responsibility for team ~ Knowledge & skills

• Role of a project manager is distinct from that of a functional manager or operations manager. Typically, the functional manager
focuses on providing management oversight for a functional or business unit.
• Operations managers are responsible for ensuring that business operations are efficient.
• The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the
project objectives.
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 Principles of Project Management
Diligent, respectful & Caring Collaborative Effectively engage with
Focus on Value
Steward Team Environment Stakeholders
Recognize, evaluate, and respond Demonstrate Build quality into processes and
Tailor based on context
to system interaction leadership behaviours deliverables
Envision change to achieve the
Navigate complexity Optimise risk responses Embrace adaptability & resiliency
envisioned future state

Why should I get training?

My degree isn't sufficient?
Stakeholders
Knowledge is only Power once it is applied….
Simple academics do not satisfy needs of the
present day’s jobs. Uncertainty Team
Academic degree might help to qualify for job
interview but to get through the job needs
professionalism.
Project
Performance Development
And later-on for speedy career-growths and Measurement Approach & Life
promotions, one has to go through globally Domains Cycle
acknowledged training and officiate it through
subsequent certifications from patent Bodies
and Authorities.

Therefore, trainings must be internationally Delivery Planning

acknowledged so that the same trainings
should help the trainees to qualify for sitting in
3rd party exams for getting global credentials. Project Work 5
 What is Project?
Project is a temporary endeavour
undertaken to create
unique product, service or result
having certain pre-defined objectives
• Temporary: Has beginning and an end
• Objectives: Fixed Baselines to reach the decent end as goal;
End is reached when
• Project objectives are reached
• When it is clear that objectives cannot be met
• Need of the project does not exit

• Unique: project should have distinguishing characteristics from other

Degree of uniqueness might vary

6
 Examples of Project….
Project Operation
i. Developing a new course X
ii. Running PTCL routine activities X

iii. Change in training culture X

iv. Investing in Training X
v. Maintaining a car X
vi. Building home or buying a car X
vii. Election year activities X
viii. Research & Development X

A. Unique product, service, or result X

B. Temporary endeavor within running system X
C. Introducing new change X

D. Projects enabling creation of business value X

E. Project initiation to fulfill legal requirements X

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 Defining Further … Future is Projects….

Projects drive change. Project Initiation Context.

These factors ultimately should link to the strategic objectives of the

For more information on project management and change,
organization and the business value of each project.
see Managing Change in Organizations: A Practice Guide

8
 PROJECT MANAGER COMPETENCES
Recent PMI studies applied the Project Manager Competency Development (PMCD) Framework to skills needed by
project managers through the use of The PMI Talent Triangle® The talent triangle focuses on three key skill sets:
• Technical project management. The knowledge, skills, and behaviors related to specific domains of project,
program, and portfolio management. The technical aspects of performing one’s role.
• Leadership. The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an
organization achieve its business goals.
• Strategic and business management. The knowledge of & expertise in industry and organization that enhanced
performance & better delivers business outcomes.

While technical project management skills are core to program and project
management, PMI research indicates that they are not enough in today’s
increasingly complicated and competitive global marketplace.
Organizations are seeking added skills in “leadership” and “business
intelligence”. To be the most effective, project managers need to have a
balance of these three skill sets.

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 10

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WHY (Purpose, What for !)
BUSINESS Environment

Keeping the Business in Mind

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 APPLE® ~ INSIDE OUT Approach >>> GOLDEN CIRCLE

Apple® work from the inside out, instead of focusing on

what they provide, they focus on why they provide it.

As a result, their messaging is closer to this:

‘We BELIEVE in connecting people and inspiring creativity,
we do this by USING the best technology
and PROVIDING a great user experience on our phones’.

By doing this Apple is able to provide a clearer picture of their

purpose and helps their employees, and customers,
understand why they do,
& how they do to reach to what they do
 1. BUSINESS Environment
WHY (Strategic, Visionary)

1 Business BUSINESS Environment

2 Start 2. START the Project

3. PLAN the Project

3 Plan HOW (Tools & Techniques)

PROCESS
4 Lead
4. LEAD the Project TEAM
5 Support 5. SUPPORT Project TEAM Performance
WHAT/WHO (Skill, Value, EQ)
6 Close PEOPLE

6. CLOSE the Project/Phase

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15
 TECHNICAL PROJECT MANAGEMENT SKILLS
According to research. the top project managers consistently demonstrated several key skills including, but not limited
to, the ability to:
Focus on the critical technical project management elements for each project they manage. This focus is as simple as
having the right artifacts readily available.

At the top of the list were the following:

• Critical success factors for the project,
• Schedule,
• Selected financial reports, and
• Issue log.
• Tailor both traditional and agile tools, techniques, and methods for each project.
• Make time to plan thoroughly and prioritize diligently.
• Manage project elements, including, but not limited to, schedule, cost, resources, and risks.

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 STRATEGIC AND BUSINESS MANAGEMENT SKILLS
This business knowledge is also known as domain knowledge.
Project managers should be knowledgeable enough about the business to be able to:
• Explain to others the essential business aspects of a project;
• Work with the project sponsor, team, and subject matter experts to develop an appropriate project delivery strategy;
• Implement that strategy in a way that maximizes the business value of the project.

At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the
organization:
• Strategy; Mission; Goals and objectives;
• Products and services;
• Operations (e.g., location, type, technology);
• The market and the market condition, such as customers, state of the market (i.e., growing or shrinking), and time-to-market
factors, etc.; and
• Competition (e.g., what, who, position in the market place).

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 STRATEGIC AND BUSINESS MANAGEMENT SKILLS
The project manager should apply the following knowledge and information about the organization to the project to
ensure alignment:
• Strategy, Mission,
• Goals and objectives, Priority,
• Tactics, and
• Products or services (e.g., deliverables).

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 LEADERSHIP SKILLS
• Leadership skills involve the ability to guide, motivate, and direct a team.
• These skills may include demonstrating essential capabilities such as
• negotiation,
• resilience,
• communication,
• problem solving,
• critical thinking, and
• interpersonal skills.
• Projects are becoming increasingly more complicated with more and more businesses executing their strategy
through projects.
• Project management is more than just working with numbers, templates, charts, graphs, and computing systems.
• A common denominator in all projects is people.
• People can be counted, but they are not numbers.
• Dealing with PEOPLE
• Qualities and Skills of a LEADER
• POLITICS, POWER, & GETTING THINGS DONE

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 COMPARISON OF LEADERSHIP & MANAGEMENT
The words leadership and management are often used interchangeably. However, they are not synonymous.
• Management is more closely associated with directing another person to get from one point to another using a known
set of expected behaviors.
• In contrast, leadership involves working with others through discussion or debate in order to guide them from one
point to another.

The method that a project manager chooses to employ reveals a distinct difference in behavior, self-perception, and
project role.
Table 3-1 compares management and leadership on several important levels.
• Project managers need to employ both leadership and management in order to be successful. Skill is in finding the right
balance for each situation.
• The way in which management and leadership are employed often shows up in the project manager’s leadership style.

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 LEADERSHIP STYLES
• Project managers may lead their teams in many ways.
• Style a project manager selects may be a personal preference, or the result of the combination of multiple factors
associated with the project.
• Style a project manager uses may change over time based on the factors in play.
• Major factors to consider include but are not limited to:
• Leader characteristics (e.g., attitudes, moods, needs, values, ethics);
• Team member characteristics (e.g., attitudes, moods, needs, values, ethics);
• Organizational characteristics (e.g., its purpose, structure, and type of work performed); and
• Environmental characteristics (e.g., social situation, economic state, and political elements).

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Learning OBJECTIVES:
i. Defining Project Management (PM) & its Characteristics with Examples
ii. Comprehending PM with perspective of Program, Portfolio & Operations
iii. Inter-relatoionship of Projects within Operations
iv. Organizational Structures Favouring Project Management
v. Project Management Body Of Knowlledge (PMBOK®) Grid <Knowledge Areas & Process Groups>

ii. Comprehending PM with perspective of Program, Portfolio & Operations

22
 Ratio of actual
Degree of Extracting
OUTPUT
accomplishment of information out of
attained
objectives scattered data
to INPUT

Efficient Effective Intelligent

Knowledge
to Wisdom
Information
to
Data to
Information
Knowledge
r oac h
cA p p
e m a ti
Sy s t 23
PMI-
ism
is
A nalys
ess
PORTFOLIO B usin

s
s A nalysi PROGRAM
es
Busin

PROJECT

Schedule
Quality

Risk

Agile
IT/CS

SCM OPERATIONS SCM

24
 Comparison
Program versus Project
• Uncertainty
• Change
Program versus Portfolio
• Relatedness
• Timeline

25
PMI® & Others
PMI® ~ ASQ® ~ IIBA® ®
A
-PB
Microsoft® ~ Oracle® ~ SAP® PMI
SCRUM® ~ Rockwell® Software PfMP®

PgMP®
®
P
C BA

PMP®

ACP®
RMP®
ITIL®
ASQ®

SP®
SCM OPERATIONS SCM
SAP® RS SQL, Microsoft ERP®, MIDAS® Oracle® 26
Project Management ~ Program Management ~
Portfolio Management

Portfolio Suite of business programs

Management (or simply projects or even combination of projects and programs)
Managed to optimise overall enterprise value

Program
management
Structured grouping of projects
Designed to produce clearly identified business value

Project
Management
Structured set of activities concerned with
Delivering a defined capability based on an agreed objectives

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 Portfolio Management
What is Portfolio?
Portfolio is a collection of projects or programs and other works that are grouped together to
facilitate effective management of that work to meet strategic business objectives.
Note: Projects or programs of the portfolio may not necessarily be interdependent or directly
related to each other.

What is a Portfolio Management?

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

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 Program Management
What is a Program?
Program is a group of related projects managed in a coordinated way to get benefit and control not
available from managing them individually.
Programs may include elements of related work outside of the scope of the discrete projects in the
program.

What is Program Management?

Program Management is centralized coordinated management of a program to achieve the program’s
strategic objectives and benefits.

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Project Management ~ Program Management ~ Portfolio Management

Project Management Institute, A Guide to Project Management Body of Knowledge, (PMBOK® Guide) Fifth Edition, 2013, Page 5. Figure 1-1 30
31
Learning OBJECTIVES:
i. Defining Project Management (PM) & its Characteristics with Examples
ii. Comprehending PM with perspective of Program, Portfolio & Operations
iii. Inter-relatoionship of Projects within Operations
iv. Organizational Structures Favouring Project Management
v. Project Management Body Of Knowlledge (PMBOK®) Grid <Knowledge Areas & Process Groups>

iii. Inter-relatoionship of Projects within Operations

Charter
• INITIATING (Pre-Planning) Identify
Stakeholders
P
• PLANNING
R O
P
O E
R
J A • EXECUTING
T
E I
(Organizing, Leadership, Staffing)
O
C N • Monitoring & CONTROLING
T S

• CLOSING (Post-Control) Close Job l Phase

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 Operations Management ~ Project Management
Operations Management Project Management
§ On-going activity • One time activity
§ Repetitive product/service • Produce unique product/service
§ Permanent • Temporary
• Tasks as required to achieve project objectives
§ Same tasks as per standards

33
PMI-ism…. www.pmi.org

is
A nalys
ess
PORTFOLIO B usin

s
s A nalysi PROGRAM
es
Busin

PROJECT

Schedule
Quality

Risk

Agile
IT/CS

SCM OPERATIONS SCM

34
Learning OBJECTIVES:
i. Defining Project Management (PM) & its Characteristics with Examples
ii. Comprehending PM with perspective of Program, Portfolio & Operations
iii. Inter-relatoionship of Projects within Operations
iv. Organizational Structures Favouring Project Management
v. Project Management Body Of Knowlledge (PMBOK®) Grid <Knowledge Areas & Process Groups>

iv. Organizational Structures Favouring Project Management

Organizational Influence on Project Management 35

Functional/Operational Organization

36
Weak Matrix Organization Balanced Matrix Organization

37
Strong Matrix Organization Projectized Organization

38
Composite Organization

39
 Organizational Influence on Project Management
Organizational Process Assets (OPA)
• Organization process assets are any or all process related assets, from any or all of the organizations
involved in the project that are or can be used to influence the project’s success.
• These process assets include formal and informal plans, policies, procedures, and guidelines.
• The process assets also include the organizations’ knowledge databases such as lessons learned and
historical information.
Processes and Procedures <Corporate Knowledge database>
§ Standards, policies, procedures § Project files
§ Standardized guidelines, work instructions § Historical information and lessons learnt
§ Performance measurement criteria
§ Issue and defect database
§ Templates (Schedule, WBS, OBS, RBS, etc)
§ Communication requirements § Configuration management knowledge
§ Project closure guidelines
base
§ Financial control procedures § Financial database
§ Change control procedure
§ Risk control procedure (Risk Register)
§ Work authorization procedure (Formats)
40
 Enterprise Environmental Factors (EEF)
§ Any or all external environmental factors and internal organizational environmental factors
that surround or influence the project’s success
§ May range from any or all of the enterprises involved in project
§ Includes
ü Organizational culture and structure
ü Infrastructure and existing resources
ü Commercial databases
ü Market conditions
ü Project management software

There is NOT a One-size-fits-All structure for any given organization.

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 ORGANIZATIONAL STRUCTURE TYPES
Organizational structures take many forms or types. Table 2-1 compares several types of organizational structures and their influence on projects.

D
E
Z
I
N
O
I
T
R A
E R

A
E
P
L O

F
I
E
P
L R
D O
J
E
C
T
I
Z
E
D
42
 Project Management Office (PMO)
§ Manage resources that are shared between projects
§ Develop best practices, standards, methods, policies, procedures, templates
§ Provide training, mentoring, coaching
§ Ensure compliance to standards
§ Provide communication across projects

Project Manager focuses on PMO manages programs

project objectives for efficient objectives to achieve business
results objectives
Project Manager controls the PMO optimizes the use of
project resources resources across projects

Project Manager manages PMO manages

project constraints methodologies, standards at
(scope, schedule, cost, quality) enterprise level
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Learning OBJECTIVES:
i. Defining Project Management (PM) & its Characteristics with Examples
ii. Comprehending PM with perspective of Program, Portfolio & Operations
iii. Inter-relatoionship of Projects within Operations
iv. Organizational Structures Favouring Project Management
v. Project Management Body Of Knowlledge (PMBOK®) Grid
<Knowledge Areas & Process Groups>

v. Project Management Body Of Knowledge (PMBOK®) Grid

2021
PMBOK 7th Edition
Principle based Approach

PMBOK 6th Edition based

Tools & Techniques
are still Valid
44
 Project Management at Glance
Application of knowledge, skills, tools, and techniques, to project activities to meet project requirements

49 project management processes, in 5 process groups & 10 knowledge areas

Five Process groups

1. Initiation
2. Planning
3. Executing
4. Monitoring & Controlling
5. Closing

45
 10 Knowledge Areas
1. Integration Management
2. Scope Management
3. Schedule Management
4. Cost Management
5. Quality Management
6. HR Management
7. Communication Management
8. Risk Management
9. Procurement Management
10. Stakeholder Management

46
 Project Information
Throughout the life cycle of the project,
a significant amount of data and information is
collected, analyzed, transformed, and distributed
in various formats to project team members and other stakeholders.

• Project data are collected as a result of various Executing processes and are shared within the project
team.
• The collected data are analyzed in context, and aggregated and transformed to become project information
during various Controlling processes.
• The information may then be communicated verbally or stored and distributed as reports in various formats.
• Project data are continuously collected and analyzed during the dynamic context of the project execution.
• The terms data and information are often used interchangeably in practice. The indiscriminate use of
these terms can lead to confusion and misunderstandings by the various project stakeholders.

47
 Project Information
Work Performance Data
Raw observations & measurements identified during activities performed to
carry out project work.
Examples include reported percent of work physically completed, quality and
technical performance measures, start and finish dates of schedule activities,
number of change requests, number of defects, actual costs, actual durations, etc.

Work Performance Information

The performance data collected from various controlling processes, analyzed
in context and integrated based on relationships across areas.
Examples of performance information are status of deliverables, implementation
status for change requests, and forecasted estimates to complete.

Work Performance REPORTS

Physical or electronic representation of WPI compiled in project documents,
intended to generate decisions or raise issues, actions, or awareness.
Examples include status reports, memos, justifications, electronic dashboards,
recommendations, and updates.

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 Initiating Planning Executing Monitoring & Controlling Closing

6.1 Direct & Manage Project WORK 7.1 Monitor and CONTROL Project Work 8.1 CLOSE Project
INTEGRATION 4.1 Develop Project CHARTER 5.1 Develop Project Management PLAN or Phase
6.2 Manage Project KNOWLEDGE 7.2 Perform Integrated CHANGE Control
5.2 Plan Scope Management 7.3 Validate Scope
5.3 Collect Requirements 7.4 Control Scope
B SCOPE
5.4 Define Scope
u S 5.5 Create WBS P L S C
5.6 Plan Schedule Management
s t l e u l
5.7 Define Activities
SCHEDULE 7.5 Control Schedule
i a 5.8 Sequence Activities a a p o
5.9 Estimate Activity Durations
n r n d p s
5.10 Develop SCHEDULE
e t 5.11 Plan Cost Management o e
COST 5.12 Estimate Costs 7.6 Control Costs
s r
5.13 Determine BUDGET
s t
QUALITY 5.14 Plan Quality Management 6.3 Manage Quality 7.7 Control Quality
5.15 Plan Resource Management 6.4 Acquire Resources
7.8 Control Resources
A Resources 5.16 Estimate Activity Resources 6.5 Develop Team
6.6 Manage Team
c
Communication 5.17 Plan Communications Management 6.7 Manage Communications 7.9 Monitor Communications
u
5.18 Plan Risk Management
m 5.19 Identify Risks
6.8 Implement Risk Responses 7.10 Monitor Risks
RISK 5.20 Perform Qualitative Risk Analysis
e
5.21 Perform Quantitative Risk Analysis
n 5.22 Plan Risk Responses
Procurement 5.23 Plan Procurement Management 6.9 Conduct Procurements 7.11 Control Procurements

4.2 Identify Stakeholders 5.24 Plan Stakeholder Engagement 6.10 Manage Stakeholder Engagement 7.12 Monitor Stakeholder Engagement 49
Stakeholders
50
 Process Oriented (Sequential)
ITTO Based PMBOK® 6

PEOPLE

T
R
PROCESS BUSINESS A
Environment N
S
F
O
INITIATE R
M
A
PLAN T
I
& CONTROL
Monitoring

EXECUTE O
N
CLOSE

Value Oriented (Latest)

Principles Based PMBOK® 7 51
52
 53
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 For those seeking knowledge,
take advantage of the free short course by the
Project Management Institute (PMI) and earn two badges!
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FAQ: Can we compare Academic Degrees with Training?
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Academic Degrees and Professional Trainings are complementary to Project Kick-Off provides you with the basic concepts, tools and techniques you’ll
each other and should not be compared to be competitive to one
another, as such. need to get started managing projects in both Waterfall and Agile environments.
They are not replacement of each other.
They are pro-ponents and not op-ponents. - Short 45-Minute Self-Paced
Largely efficiency and eligibility of any working professional is - Free (At the moment)*
gauged through the worth of the Degree and Institute whereas - No Exam, No Expiry
efficacy and value-delivery of desired strategic goals and objectives
as Outcomes are guaranteed through patent Training Credentials. - Earn 2 PMI Badge on completion
- Great Templates
There is abundance of degree-holders but we find very few who can
make difference with the help of degrees in the field of their interest.
Since one gets compensated/paid for the value one delivers through
application of knowledge (based on the academic degree), therefore Upon completion,
trainings get crucial for the degree-holders to be acknowledged and
entrusted as working professional.
Send an e-mail to [email protected] and they will manually add
MSB Training Consultancy supports individuals to achieve this basic your badges to Credly.
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