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1-2-3 Introduction
Project Management Training
The Project Management Institute (PMI) is project management professional association with over 500,000 member. Established in 1969 and located in US. Project Management Professional (PMP) credential recognizes demonstrated knowledge and skill in leading and directing project teams and in delivering project results within the constraints of schedule, budget and resources.
PMI, PMBOK, PMP are registered marks of Project Management Institute, Inc.
A Guide to The Project Management Body of Knowledge (PMBOK Guide) Fourth Edition 2008 PMI PMP Exam Prep, Ritas Course in a Book for passing the PMP Exam Sixth Edition 2009 Rita Mulcahy, PMP
1 INTRODUCTION
PMBOK Guide
Is a standard (formal document that describes established norms, methods, processes and practices) Guidelines for managing individual projects A good practices which are applicable to most project most of the time A common vocabulary within project management profession A foundational project management reference PMI Code of Ethics and Professional Conduct is also requirement for PMP certification
What is Project?
A Project is a temporary endeavor undertaken to create a unique, product, service, or result. Temporary = a definite beginning and end. Repetitive elements may be present but has fundamental uniqueness Is progressively elaborated. Distinguishing characteristics of each unique project will be progressively detailed as the project is better understood.
Project Attributes
A project: Has a unique purpose Is temporary Is developed using progressive elaboration Requires resources, often from various areas Should have a primary customer or sponsor The project sponsor usually provides the direction and funding for the project Involves uncertainty
Due to the nature of change, managing project is iterative and goes through progressive elaboration throughout the projects lifecycle
Managing Project
The Project Manager is the person responsible for accomplishing the project objectives. Managing a project includes:
Identifying requirements. Establishing clear and achievable objectives. Balancing the competing demands of quality, scope, time and cost. Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.
Project Constraints
Every project is constrained in different ways by its:
Scope Schedule/Time Cost/Budget Quality Resources Risk
SCOPE/QUALITY
If any one factor changes, at least one other factor is likely to be affected. It is the project managers duty to balance these competing constraints.
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 advancement Legal requirements Ecological Impacts Social need
Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken.
One knowledge area (project integration management) affects and is affected by all of the other knowledge areas.
Project Success
There are different ways to define project success: The project met scope, time, and cost goals. The project satisfied the customer/sponsor. The project produced the desired results.
Portfolio Program
PMO
What is a Program?
A program is: a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. A program manager provides leadership and direction for the project managers heading the projects within the program.
Comparative Overview
Subprojects
Projects are frequently divided into more manageable components or subprojects. Subproject are often contracted to an external enterprise or to another functional unit in the performing organization. Subprojects can be referred to as projects and managed as such
PMO
A department that centralizes the management of projects. A PMO usually takes one of three roles: Project Support: Provide project management guidance to project managers in business units. Project Management Process/Methodology: Develop and implement a consistent and standardized process. Training: Conduct training programs or collect requirements for an outside company
Project Expediter
acts primarily as a staff assistant as communications coordinator. cannot personally make or enforce decisions.
Project Coordinator
has some power to make decisions Has some authority reports to a higher-level manager
Stakeholders
Stakeholders are persons or organizations who are actively involved in the project or whose interests may positively or negatively affected by the performance or completion of the project. Stakeholders have varying levels of responsibility and authority and can change over the project life cycle Project management team must continuously identify both external and internal stakeholders Project manager must manage the influence of various stakeholders in relation to the requirements and balance stakeholders interest
Stakeholders
Some examples of project stakeholders
Handoffs
Project phases evolve through the life cycle in a series of phases sequences called handoffs, or technical transfers. The end of one phase sequence typically marks the beginning of the next.
Phase-to-Phase Relationships
There are three basic types of phasetophase relationships : A Sequential relationship : where a phase can only start once the previous phase is complete An Overlapping relationship : where the phase starts prior to completion of the previous one (Fast tracking). Overlapping phase may increase risk and can result in rework . An Iterative relationship : where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables
Organizational Influences
Some organizational aspects that influence how project are performed: Culture and style (Cultural norms) Organizational structure Degree of project management maturity Project management systems
Projectized
Entire company is organized by projects Personnel are assigned and report to a project manager
Balanced Matrix
Power is shared between the project manager and the functional manager
Composite
Organizational Structure
Influences of organizational structure on projects
Organizational Structure
Advantages Functional
Easier management of specialists Team members report to only one supervisor Similar resources are centralized, as the company is grouped by specialties Clearly defined career paths in areas of work specialization Efficient project organization Loyalty to the project More effective communication than functional Highly visible project objectives Improved project manager control over resources More support from functional area Maximum utilization of scarce resources Better coordination
Disadvantages
People place more emphasis on their functional specialty to the detriment of the project No career path in project management The project manager has little or no authority
Projectized
No home when project is completed Lack of professionalism in disciplines Duplication of facilities and job functions Less efficient use of resources Extra administration is required More than one boss for project teams More complex to monitor and control Tougher problems with resource allocation Need extensive policies and procedures
Matrix
Planning Processes
Initiating Processes
Closing Processes
Executing Processes
Project Boundaries
Process Interaction
I P E
M&C
Project management processes are represented as discrete elements with well-defined interface In practice, they overlap and interact
Planning
Develop Project Management Plan
Executing
Direct and Manage Project Execution
Closing
Close Project
Scope
Time
Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activities Resources Estimate Activities Duration Develop Schedule Estimate Costs Determine Budget Plan Quality Develop Human Resources Plan Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Team Distribute Information Manage Stakeholders Expectations
Plan Communications
Report Performance
Plan Risk Management Identify Risk Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response Plan Procurements Conduct Procurements
Procurement
Administer Procurements
Close Procurements
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