Project Management Framework

Operations - ongoing work to support the business of the organization

Projects - is a temporary with beginning and end
creates a unique product service or result

Project Management break into process groups and knowledge areas 

Organization Project Management (OPM)maturity model OPM3
provides a strategic framework to use and guide portfolio, program and project mgt to deliver organizational strategy.

Portfolio mgt - select and priorities programs and projects that will best achieve the organization's strategic goals
Program management - coordinates the mgt of related project to achieve specific benefits that support the organization's strategic goals.
Project mgt - Manages efforts to develop specific scope which supports the portfolio/program mgt objectives and ultimately the organizations strategic goals.

Project Management Office - centralized and standardizes the mgt of projects 

supportive - provides polices, methodologies, templates and lesson learned for managing projects within the organization. Low level of control over the project

controlling provide support and guidance in the organization. 
how to manage projects, 
trains other in project managment and their software, tools and ensure the compliance to organizational practices. Moderate level of control over the project

directive - provides pms for different project. responsible for the results. high level of control over projects.

Constraints are not limit to scope, time, cost, quality, resource, risk and custom satisfication.

Stakeholder are the people or organization whose interest may be +ve or -ve impact by the project or its product.
PM is not part of project team.
Project team / team to refer to everyone who does work on the project not just those who perform project mgt activities.

Organizational Structure

Functional 
grouped in departmental (a/c, mfg, mrk).
inform exchange from team to their dept head to other department
do departmental work plus project work

Projectized
pm has more control
assign and report to PM
no home concept. move to other project or change the employer
communication occur within the project

Matrix
maximize the strength of both functional and projectized structures.
"Two bosses" - people and functional (engg. mgr)


Weak Matrix - power rest with functional mgr. pm consider as co-ordinator or expenditer
project expediter - staff assistant and communication coordinator
project coordinator - some power to make decision. rpt to higher-level mgr

Balanced Matrix - power shared between functional mgr and project manager
Strong Matrix - power rest with PM

Enterprise Environment Factors (EEF)- make uses company culture and existing systems.

Project Managment information systems - Part of EEF. automated tools such as scheduling s/w, configuration mgt systems, shared workspace for file storage, work authorization s/w, time tracking, procurement mgt s/w plus repositories for historical information.

Organization Process Assets

• Processes, Procedures and Policies
• Corporate knowledge Base - historic records and lessons learned from previous project 
• Historic information - lessons learned, activites, wbs, risk, risk response plan, reports, estimates, resources, pmp plan
• Lesson learned - what was done right/wrong, what would be done differently if the project could be redone. cause of issues, change requests, restimating, CAP

Work Performance Data (WPD) - are the initial measurements and details about activities gathered during project work (executing)

Work performance informtion (WPI) - WPD are analyzed to make sure they conform to the PMP and to assess what they mean for the project  as a whole. (controlling)

Work performance report (WPR)  - WPI  can then be organized into work performance report like status report, dashboard share to stakeholders. it output of the monitor and control project work.


Project Life Cycle - varies from organizations / departments
Plan driven to change driven
Plan driven - Predictive life cycle (waterfall) 
change driven project  - iterative, incremental or adaptive (agile) life cycle

Large Project with a predictive life cycle  have process group for each phases 




Project Management Process - Initiating, Planing, Executing, Monitoring & controlling and closing