Professional Diploma in

Project Management
Unit 1

Project Fundamentals
 Introductions

Getting to know each other

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 Learning Outcomes
By the end of the course, learners will be able
to:
• Discuss the environment and context in
which projects happen in the modern
business context
• Show the ability to scope a project
appropriately, and structure its key stages
• Demonstrate an awareness of costs and the
ability to allocate resources rationally
• Lay out a logical approach to managing,
monitoring and reviewing project outcomes

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1. Project Fundamentals Course Outline
2. Project Environments
3. Role of the Project Manager
4. Scope Management
5. Schedule Management
6. Cost Management
7. Resource Management
8. Risk Management
9. Communications Management
10.Stakeholder Management
11.Project Integration
12.Agile Project Management
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 Assessments

25% - 1 hour Multiple Choice Exam

75% Project

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 In This Unit

• Be able to define a project, program

and portfolio
• Understand project constraints
• Value Delivery System
• Understand Project Life Cycles
• Responsibilities of a Project Manager
• Principles of Project Management
• Tailoring the project to fit within
context and environment

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 Activity
Project Fundamentals
What is a project?

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Project Fundamentals
What is a project ?

A project is a temporary endeavor undertaken to create a

unique product, service or result.
Subproject: - a division of a project into more manageable
components or subprojects, although the individual
subprojects can be referred to as projects and managed as
such.

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Types of project
Some project assumption,
• Complex

• Lengthy

• Vendors involved

• Idea to Completion

• PM is ever-present

• Possibly Global – Cross cultural

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Projects Drive Change

PMBOK 6th Edition, P6 10

Why do projects?

PMBOK 6th Edition, P8 11

Project Constraints
Triple constraints of the project (time, cost
and quality) are continually mentioned.

•A broader definition of the triple constraints

includes;
-Time
-Cost
-Scope
-Quality
-Risk
-Customer Satisfaction

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Programs
A Program is:
...a group of related projects...
...managed in a coordinated way...
...to achieve benefits and control not available by managing
them individually.

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Portfolios
a Portfolio is..

...a collection of projects or programs and other work.

...that are grouped together to facilitate effective
management of that work...
...to meet strategic business objectives.

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PMBOK 6th Edition, P13 15
Operations Management
Operations management is concerned with the ongoing
production of goods and/or services.
It ensures that business operations continue efficiently by
using the optimal resources needed to meet customer
demands.
It is concerned with managing processes that transform
inputs (e.g., materials, components, energy, and labor) into
outputs (e.g., products, goods, and/or services).

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Value Delivery System

Source: PMBOK 7th Edition, P9 17

Value Delivery System

Source: PMBOK 7th Edition, P10 18

Example of Information Workflow

Source: PMBOK 7th Edition, P11 19

 Activity
Value Delivery System
Discuss in your breakout rooms your
organisation’s value delivery system

• Do you use programmes, portfolios

within your organisation?

• What are the key challenges

experienced within the system?

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Project Life Cycles
A Project Life Cycle is a collection of generally sequential
project phases whose name and number are determined by
the control needs of the organisation involved in the project.
Each phase may have its own characteristics.
The number and types of phase will vary depending on
project type or environment.

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Development Life Cycles
Within a project life cycle, there are generally one or more
phases that are associated with the development of the
product, service, or result.
These are called a development life cycle. Development life
cycles can be predictive, iterative, incremental, adaptive, or a
hybrid mode

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Characteristic of a life cycle

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Project Management
Project Management is the application of knowledge, skills,
tools & techniques to project activities to meet project
requirements.

OR

Project Management is the process of integrating

everything that needs to be done ... in order to meet the
projects objectives.

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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 Team Roles,

• Project Management Office (PMO)

• Project Staff

• User and Customer Representatives

• Sellers

• Business Partners

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PMO
What is a Project Management Office (PMO)
It is an organisational unit to centralise and coordinate the management
of projects under its domain. The PMO focuses on the coordinated
planning, prioritisation and execution of projects and ties this into the
organisations overall strategic objective:
• Shared and coordinated resources
• Identification and development of project management
methodologies and standards
• Centralised configuration management and project monitoring
• Centralised communication
• A mentoring platform for projects

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Value Delivery Office
What is a Value Delivery Office (VDO)?

A VDO may be found in organisations that use more adaptive delivery

approaches.

It serves as an enabling role rather than a management or oversight function.

It focuses on coaching teams, building adaptive skills and capabilities

throughout the organisation.

It will also mentor sponsors and product owners to be more effective in these
roles

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Project Management Characteristics
• Management of the competing demands of scope, time, cost, risk and
quality.
• Management of stakeholders with differing needs / expectations
• Identification and management of requirements
• Projects are accomplished through the following processes:
• Initiating,
• Planning,
• Executing,
• Monitoring & controlling
• Closing

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Roles of the Project Manager
• A facilitator of information flow
• A central point of contact
• A coordinator of work
• The single point of responsibility for the project

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Responsibilities of the PM
• Responsibility to the Parent Organisation
• Responsibility to the Project
• Client Responsibility to the members of the Project Team
• Responsibility to Self
• Tailor the project to suit the needs of the organisation and
the project

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Responsibilities of the PM
• Tailor the project to suit the needs of the organisation and
the project
• What to tailor?
• Life cycle approach
• Development approach
• Processes
• Stakeholder engagement
• Tools, Methods and Artifacts

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 Responsibilities of the PM
• The tailoring process

Select initial Tailor for the Tailor for the Implement on-
development organisation project going
approach Modify based on Adjust based improvements
Choose a the organisational project specific Inspect and adapt
development requirements factors based on:
approach best • Governance • Size • Review points
suited to the • Policies • Criticality • Phase gates
endeavour • Quality • Constraints, time/cost • Retrospectives
• Predictive • PMO • Project Team
• Hybrid • Enterprise • Culture
Environmental Factors • Experience
• Adaptive

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Responsibilities of the PM
Tailoring the Performance Domains

Stakeholders

Uncertainty Team

Project Development
Measurement Performance approach and
Domains Life Cycle

Delivery Planning

Project Work

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Responsibilities of the PM
Tailoring considerations - Stakeholders Stakeholders

• Are they internal or external or both?

• Is there collaboration?
• How many?
• Is they a single/common language?
• How complex are the relationships?
• What technology is most effective for communicating?

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Responsibilities of the PM
Tailoring considerations - Team Team

• Where are the team located, colocation, remote,

geographically dispersed?
• Have different viewpoints and cultural perspectives?
• How will the team be managed?
• How big or small is the team?
• Does the team have an established culture?
• Are there any special needs/requirements?

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Responsibilities of the PM
Tailoring considerations – Development Approach and Life
Cycle
Development
approach and
Life Cycle

• What development approach is appropriate?

• What life cycle is appropriate?
• What organizational audit and governance policies,
procedures, guidelines are available?

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Responsibilities of the PM
Tailoring considerations - Planning Planning

• What Enterprise Environmental Factors are relevant?

• What factors might influence duration and cost
estimates?
• What are the policies and procedures regarding cost
estimating and budgeting?
• Will 3rd party procurements be required?
• Will there be a requirement to engage with multiple
vendors?
• What laws and regulations apply to procurements?

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Responsibilities of the PM
Tailoring considerations – Project Work Project
Work

• What management processes will be most effective?

• How will knowledge be managed?
• What information will be gathered?
• How will information be collected and managed?
• Will historical information and lessons learned be made
available to future projects?
• Is there a formal knowledge management repository
available?

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Responsibilities of the PM
Tailoring considerations - Delivery Delivery

• Is there a formal or informal requirements management

system?
• Are there control and validation policies, procedures?
• What quality policy, procedures, tools exist?
• What standards, regulations, laws must be applied?
• Are there areas that have unstable requirements?
• Does sustainability factor into the project management
or the product development?

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Responsibilities of the PM Measurement
Tailoring considerations - Measurement

• How is value measured?

• Are there measures for financial and non-financial
value?
• How will data be captured and reported in relation to
benefit realization?
• Can benefit realization be measured within the project?
• What are the status reporting requirements?

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Responsibilities of the PM
Tailoring considerations - Uncertainty Uncertainty

• What is the risk appetite and tolerance?

• How best to identify threats and opportunities within the
selected development approach?
• How will project complexity, technological uncertainty,
product novelty, cadence, or progress tracking impact the
project?
• Does the project size in terms of scope, budget, duration,
team require a more detailed approach to risk management?
• Do high levels of innovation, new technology, commercial
arrangements, interfaces, or other external dependencies
require a more robust risk management approach?
• How strategically important is the project and does that
increase the level of risk?

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Provide tailoring suggestions for Activity
the following situations:
• Poor quality deliverables
• Team members unsure of how to
proceed or undertake their work
• Stakeholders are not engaged or share
negative feedback
• Lack of visibility and understanding of
project progress
• Issues and/or risks for which the team
is unprepared continue to surface,
requiring the team to react rather than
progress work

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Source: PMBoK 7th ed P151
Situation Tailoring Suggestion

Poor quality deliverables Add more feedback verification loops and quality assurance
steps

Team members unsure of how to Add more guidance, training and verification steps
proceed or undertake their work

Stakeholders are not engaged or share Evaluate whether sufficient information is being shared
negative feedback with stakeholders; feedback looks are present and working;
and deeper engagement may work better than simply
communicating
Lack of visibility and understanding of
Check to ensure appropriate measures are being collected,
project progress
analysed, shared and discussed during team and stakeholder
meetings; validate agreement with the measures within the
Issues and/or risks for which the team team and with stakeholders
is unprepared continue to surface, Explore root causes to identify whether there are related
requiring the team to react rather than gaps in project processes or activities
progress work

Source: PMBoK 7th ed P151 43

Principles of Project Management

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Principles of Project Management
Create a
Be a diligent Effectively
collaborative
respectful and engage with Focus on value
team
caring steward stakeholders
environment

Recognise,
evaluate and Demonstrate Build quality into
Tailor based on
respond to leadership deliverables and
content
system behaviours processes
interactions

Embrace Enable change to

Navigate Optimise risk
adaptability and achieve the
complexity responses
resiliency future state
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Models, Methods and Artifacts

• A model is a thinking strategy to explain a process,

framework or phenomenon

• A method is a means for achieving an outcome

• An artifact can be a template, document, output or

project deliverable

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Tailoring to fit the project context and environment
Principles of Project Management

Stewardship Create Collaborative Team Engage with Stakeholders Focus on Value

Environment
Recognise, evaluate, and Demonstrate leadership Tailor based on context Build quality into processes and
respond to system interactions behaviours deliverables
Navigate Complexity Optimise Risk Responses Embrace adaptability and Enable Change to Achieve the
resiliency envisioned future state

Deliverable

System for Value Delivery

Deliverable

External Environment
Models

Internal Environment
Stakeholders
Deliverable
Uncertainty Team

Project Development
Measurement Performance approach and
Domains
Method Life Cycle
Artifacts
Method
Artifacts
Method
Etc. Artifacts
Delivery Planning

Project Work
Source: PMBoK 7th Ed P154 47
Examples of PM responsibility
• Develop and agree the definition of the project
• Develop the project plan
• Organise, build and lead the project team
• Act as a central point of contact
• Manage and report on project progress
• Manage the project documentation
• Make sure that the project is closed and reviewed
• Provide motivation, support and direction
• Provide development opportunities
• Assign accountabilities and responsibilities

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Different emphasis for an Agile
Environment
Servant Leadership Characteristics
• Promoting self awareness
• Listening
• Serving this on the team
• Helping people grow
• Coaching vs controlling
• Promoting safety, respect, and trust and
• Promoting the energy and intelligence of others

Servant Leadership Responsibilities

• Facilitate

• Remove organizational impediments

• Pave the way for others contribution

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Business Documents

Project Project
Benefits
Business A documented Management
Case economic feasibility Plan
study used to The documented
establish the validity explanation defining
of the benefits of a the processes for
selected component creating, maximising,
lacking sufficient and sustaining the
definition and that is benefits provided by a
used as a basis for the project.
authorisation of
further project
management
activities

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Project Documents

Project Project
Management
Charter The project charter is
defined as a Plan
The project
document issued by management plan is
the project sponsor defined as the
that formally document that
authorizes the describes how the
existence of a project project will be
and provides the executed, monitored,
project manager with and controlled.
the authority to apply
organizational
resources to project
activities.

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 Summary
• Be able to define a project,
program and portfolio
• Understand project constraints
• Value Delivery System
• Understand Project Life Cycles
• Responsibilities of a Project
Manager
• Principles of Project Management
• Tailoring the project to fit within
context and environment

52