PMP April 23 Day 1 Slides

PMP IMMERSIVE COURSE
PMP IMMERSIVE LEARNING SYSTEM

PMP Exam Preparation Series
2.0
© Harrybaker Training Institute

Organization; Sector; Role; Location; Project Management
experience; Objectives for this course; Interesting stuff about U
“70/20/10 MODEL,
GETTING THE BEST OUT
• Duration: Days/times & Breaks
THE CORNERSTONE
• Taking questions – Raising hands. Please send your
questions in the chat so that I can deal with them – I
OF LEARNING AND
•
will ask you to speak if needed
I will like to finish a sub-topic, then take questions, if
DEVELOPMENT”
you have an urgent question, please type in the chat
box Session 1: 8:30 – 10:15 am
• My video and writing on the whiteboard
Break 1: 10:15 – 10:30 am
• Connection Issues
• Training Slides, Homework & Recording Session 2: 10:30 – 12:15pm
• Identity Confirmation Break 2: 12:15 – 12:45pm
• Group chat -
https://chat.whatsapp.com/HoN4Hyrphgs44GMoF3 Session 3: 12:45 – 14:30
DEch
Break 3: 14:30 – 14:45pm
• Survey at the end of each weekend for feedback
Deji Ariyo, Training, Education, Trainer, Lagos, Yes Project Session 4: 14:45 – 16:30
Mgt Exp, 7 years, To facilitate conversation, BORING
Deji Ariyo
Lead Trainer/Consultant
B.Sc. Biochemistry, MBA (Cranfield)
IT Service Management & Governance

ITIL Expert, , COBIT5 Assessor & Implementer, SDI Analyst & Manager, CompTIA A+, etc.
Project, Program, Portfolio & Change Management

PRINCE2, PMP, MoP, MSP, MoR, MoV, BBC, PRINCE2 Agile, AgilePM, EVM, P3O, PMD Pro, etc.
Business Analysis & Process Improvement

LSSBB, Change Practitioner, Business Analysis, APMG Facilitation, IMC, etc.
deji.ariyo[at]harrybakertraining.com
Talent & Competency Management
SFIA Consulting Certificate
@deji_ariyo
www.linkedin.com/in/dejiariyo/
Experience
UACN, Gateway Bank, ChevronTexaco, npower, Vodafone, Charteris, BSkyB, Kura, Harrybaker,
Laudah, etc
INTRODUCTION POLL
Organization Deji Ariyo, Training, Education, Trainer, Lagos, Yes Project

Sector Mgt Exp, 7 years, To facilitate conversation, BORING
Role
Location
Project Management experience
Objectives for this course
Interesting stuff about you
Harrybaker Training Institute PMP IMMERSIVE SYSTEM 5

SUCCESS DOESN’T JUST COME
AND FIND YOU, YOU HAVE TO
GO OUT AND GET IT.
WILLIAM PATTERSON
PMP IMMERSIVE COURSE
PMP IMMERSIVE LEARNING SYSTEM

PMP Exam Preparation Series
2.0
© Harrybaker Training Institute

Organizational
01 Model
Strategy
02
Management
Organizational
03 Structure
PRE-PROJECT
PHASE OVERVIEW 04
Project Management Office
PMO
Feasibility Study
05
Review & Decision Gate

06
Governance
01 Structure
Departmentalization
02
Structure
PRE-PROJECT
PHASE – 03
BAU
Objectives
ORGANIZATIONAL
MODEL 04
Senior
Management
Functional
05 Managers
Mission, Vision and
ORG. MODEL Values PROFIT LOSS
Strategy Day to Day
Change Operations/BAU
Marketing Dept.
Logistics Dept.
Finance Dept.
Procurement
Sales Dept
Etc Dept.
HR Dept.
IT Dept.
Portfolio
Product/Deliverable
Programme
Projects Products Services
Harrybaker Training Institute PRINCE2 IMMERSIVE SYSTEM 10

STRATEGY TO PROJECT CASCADE
Mission: To establish world-class companies in the spheres of Consumer Goods and Digital Services
Vision: To be a company aligned with its values.
Values: Trust, Respect, Commitment, Courage and Humility
Strategic Objectives
• Secure cost savings from economies of scale in business operations
• Realize savings from more efficient operations by standardizing systems and processes
• Increase turnover through cross-selling services to new and existing customers
• Gain access to new markets for existing, and planned, products and services.
Corporate Portfolio
100Best Program Training Program
Training New Training Merger &

Calendar Website Re-branding New Office Recruitment Outsource
Design Methods Acquisition

Departmentalization
© 2020 Harrybaker Training 14

Departmentalization

Senior Management
• Anyone more senior than the Project Manager
• Can resolve organisational conflicts
• Creates strategic plans/goals – ensures project is aligned
• Authority to prioritize projects
• Ensures Project Manager has authority and resources

Functional Manager
• Usually owns the project resources
• Often a Group or Departmental Head
• Resource advise and guidance to the Project Manager
• Can be asked to approve the Project Plan
• May be an internal ‘customer’
• May receive the project deliverables into their part

of the organisation

Organizational
01 Model
Strategy
02
Management
Organizational
03 Structure
PRE-PROJECT
PHASE OVERVIEW 04
PMO
Feasibility Study
05

06
Current State
01 Analysis
Future State
02
Analysis
PRE-PROJECT
PHASE – 03
Strategic & Tactical
Planning
STRATEGY
MANAGEMENT 04
Strategy Cascade to
Portfolio of Project
BAU vs Projects
05
Strategy Management

ROADMAP Example
Given the interdependencies, the following is an illustrative plan of how the
projects can be sequenced over a 3-year timeframe to deliver incremental value.
Year 1 Year 2 Year 3
Initiative Projects Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Convert Existing CIS to DB2
Integrated View
of the Customer Extend CIS to CRDB
Integrate CRDB into EAI framework
Consolidate Versions
Single AR
Integrate into EAI
Lead Implement Lead Management Tool
Management Integrate Lead Management Tool
Pega Migration / Enhancements
Improve
Determine Customer Service Requirements & Tech Approach
Customer
Service Pilot Enhanced Customer Service
Extend Enhanced Customer Service
Data Warehouse Assessment
Enable Insight
Driven Marketing Implement Campaign Management Tool
Campaign Management Integration
Build EAI Pilot
Enterprise
Integrate Transactional Systems
Application
Integration Integrate External and Analytical Systems
Operationalize EAI Processes
Pilot Common Credit Offer Platform
Implement
Extend Common Credit Offer Platform
Common Credit
Platform Pilot Common Credit Decision Engine
Extend Common Credit Decision Engine
Define Retail Sales and Service Desktop Strategy
Enabled Sales &
Service Desktop Implement Retail Sales and Service Desktop Strategy (Build)
Implement Retail Sales and Service Desktop Strategy (Buy)
Select Governance Model
Governance
Implement Governance Structure
Program Management
* Draft: For discussion purposes

Release 1 Release 2 Release 3
Milestone Release
21
Projects Drive Change
• Projects drive change in organizations. From a business perspective, a project is aimed at moving an
organization from one state to another state in order to achieve a specific objective

What is a Project?
Projects and operations are both:
o Performed by people
o Constrained by finite resources
o Involve planning, executing & controlling
In addition, projects:
o Are temporary
o Result in unique products, services, or results
o Are subject to progressive elaboration.

What is Project Management?
o Project management may be defined as “the application of
knowledge, skills, tools, and techniques to project activities to
meet the project requirements.” PMBOK5
o Project management is a balancing act; managing competing
demands/constraints and an impact assessment (in the event
that any one of them should change).
o This is known as the “triple constraint” or “iron triangle”
concept.
o A change on any side of the triangle will likely result in or lead
to an impact of one or more of the other sides.

What is Program Management?
o The management of a group of projects that are
interrelated and/or interdependent.
o Programs contribute to a common strategic
objective.
o Projects in a programme can run in parallel, in
Program
series, or in a combination of both. Therefore,
programmes can be finite or ongoing.
o Project managers report to the programme Project Project Project
manager, who reports either to a senior sponsor alpha beta gamma
or to the board itself.

What is Portfolio Management?
o Portfolio - totality of all of the organization’s
programmes, projects, and related operational activities.
o Portfolio Management – managing resources across
competing projects and programmes with particular Sales and
services
regard to:
o Scarce or limited resources and capacity
Electrical (E) Mechanical
bottlenecks programs (M) programs
Project alpha
o Balance across the portfolio between risk and

return
Project
Project beta
o Timing of the project (i.e. when it takes place) gamma
o Portfolio managers must ensure that senior

management are provided with the information they
require.

Projects vs BAU

1. The difference between a project, program, and portfolio is:
A. A project is a temporary endeavour with a beginning and an end, a program may include other non
project work, and a portfolio is all the projects in a given department or division.
B. A project is a lengthy endeavour with a beginning and an end, a program combines two or more
unrelated projects, and a portfolio combines two or more programs.
C. A project is a temporary endeavor with a beginning and an end, a program is a group of related projects
and a portfolio is a group of projects and programs related to a specific strategic organizational
objective.
D. A project is a contracted endeavor with a beginning and an end, a portfolio is a group of projects with
more open-ended completion dates, and a program combines two or more portfolios.
2. All the following are characteristics of a project except:
A. It is temporary.
B. It has a definite beginning and end.
C. It has interrelated activities.
D. It repeats itself every month
3. Operational work is different from project work in that operational work is:
A. Unique
B. Temporary
C. Ongoing and repetitive
D. A part of every project activity
4. What is a program?
A. An initiative set up by management

B. A means to gain benefits and control of related projects
C. A group of unrelated projects managed in a coordinated way
D. A government regulation
5. A project team is working on manufacturing a new product, but they are having difficulty
creating a project charter. What is the best description of the real problem?
A. They have not identified the project objectives.

B. They are working on a process and not a project.
C. The end date has not been set.
D. They have not identified the product of the project.
To obtain support for the project throughout the performing organization, it's best if the project
manager:
A. Ensures there is a communications management plan

B. Correlates the need for the project to the organization's strategic plan
C. Connects the project to the personal objectives of the sponsor
D. Confirms that the management plan includes the management of team members
Organizational
01 Model
Strategy
02
Management
Organizational
03 Structure
PRE-PROJECT
PHASE OVERVIEW 04
PMO
Feasibility Study
05

06
Functional
01 Organization
Projectized
02
Organization
PRE-PROJECT
PHASE – 03
Matrix
Organization
ORGANIZATION
STRUCTURE 04
Strong, Balanced & Weak
Matrix
Power &
05 Roles
Organization Structure

Scalable & Predictable Performance Enablement Platform www.laudah.com | team@laudah.com | +44 161 7060 156
42
© Laudah. All Rights Reserved.
Types of Power
Attractiveness
Credibility
Project Manager
• Ultimately responsible for the project outcome
• Authorised to use the organisation’s resources
• Responsible for Management and Control

Project Manager skills and
• Authorised to make appropriate decisions experience need to include:
• Leading
• Authorised to spend the project budget • Motivating
• Inspiring
• Communication
• Expected to resolve problems and issues • Negotiating
• Problem Solving
• Influencing

Project Co-ordinator and Expeditor
Project Co-ordinator
• Used if the Project Manager role does not exist
• Less authority than a Project Manager
• Often ONLY authorised to assign resources
• Found in Weak Matrix or Functional Organisations
Project Expeditor
• Staff assistant with little authority
• Reports to the Executive
• Their focus and responsibilities are on the schedule
• Often part-time – found in Functional Organisations

1. A project team is discussing the benefits and drawbacks of working on projects within their
organization now that it has become project oriented, They can agree on many advantages for
the team and for the organization, but also agree there are some drawbacks relative to the
strong matrix structure the organization used to have. In a project oriented organization, the
project team:
A. Reports to many bosses

B. Has no loyalty to the project
C. Reports to the functional manager
D. Will not always have a "home"

2. A project manager is trying to complete a software development project, but cannot get
enough attention for the project. Resources are focused on completing process-related work,
and the project manager has little authority. What form of organization must the project
manager be working in?
A. Functional
B. Matrix
C. Expediter
D. Coordinator

3. A project team member is talking to another team member and complaining that many people
are asking him to do things. If he works in a functional organization, who has the power to give
direction to the team member?
A. The project manager

B. The functional manager
C. The team
D. The PMO

4. Two project managers have just realized that they are in a weak matrix organization and that
their power as project managers is quite limited. One figures out that he is really a project
expediter, and the other realizes she is really a project coordinator. How is the project expediter
different from a project coordinator?
A. The project expediter cannot make decisions.

B. The project expediter can make more decisions.
C. The project expediter reports to a higher-level manager.
D. The project expediter has some authority

5. Who has the most power in a project- oriented organization?
A. The project manager

B. The functional manager
C. The team
D. They all share power

Organizational
01 Model
Strategy
02
Management
Organizational
03 Structure
PRE-PROJECT
PHASE OVERVIEW 04
PMO
Feasibility Study
05

06
Project Governance &
01
PMO
What is a PMO and key

02 functions
PRE-PROJECT 03
Organizational Project
Management (OPM) including
PHASE – Process, Lifecycle & Approaches
PROJECT MANAGEMENT 04
Project Management Information
Systems for OPA, Lessons and
OFFICE (PMO) Historical information
Organizational Project
05
Management Maturity Model
(OPM3)
What is PMP &

06
Who is a PM?
Project Governance
o Corporate Governance: The system by which companies are
directed and controlled for the benefit of shareholders.
o Project Governance: A subset of corporate governance that

specifically concerns project-related activities, including:
o Project portfolios are aligned to corporate goals
o Projects are delivered efficiently
o The board and major stakeholders are provided with
timely, relevant, and accurate information
o The interests of directors, project staff, shareholders,
and other stakeholders are aligned

Principles of Project Governance
o Projects should be clearly linked to key business objectives
o There should be clear senior management ownership of
projects
o There should be effective engagement with stakeholders
o Projects should be driven by long-term value, rather than
short-term cost
o Projects should be broken down into manageable steps
o Leaders must have the required project and risk management
skills
o There should be appropriate contact at senior level with key
suppliers

Project
Management Office

PMO
PMO
Do the right Do the Assurance &

project project right COE
Demand Function Supply Function Assurance Function
• Strategic Alignment • Methodology in • Maturity Assessment
• Business terms of lifecycle, • Auditing and
Justification processes, Monitoring
approaches • Training and
• Capacity & facilitation
resource planning
PMO
Ensures
Alignment

Pre-Project
PRODUCT LIFECYCLE MANAGEMENT
OPM
Portfolio / Business Lifecycle
Define delivery Identify
Deliver and
Vision, values strategy and initiatives, Prioritize and Business as
track Business
and Goals measures of programmes and build Portfolio Usual
Change
The Project Management Institute (PMI) success (KPIs) projects
defines OPM as “a strategy execution

Portfolio Office Functions and Services
framework that utilizes portfolio,
Centre of Excellence Functions and Services

program, and project management as Programme Lifecycle
well as organizational-enabling practices Policy, Vision, Deliver Post Programme

Close
to consistently and predictably deliver Strategy Identify Define Capability
Realise Benefits
Business as
Usual
organizational strategy to produce better
performance, better results, and a Portfolio Office
Portfolio Office
sustainable competitive advantage”
Programme Office (Permanent Hub or Temporary)
https://www.pmi.org/learning/library/or
ganizational-project-management-10667 Project Lifecycle
Development
Mandate Post - project
Start up Initiation through stage Close
Pre-Project Business as Usual
gates
Programme Office (may be a Hub programme office for a division or department or a temporary Programme
office where the project is a component of a temporary programme)
Project Office (temporary) or embedded support staff

Project Management Process, Lifecycle & Approaches

Project Life Cycle
Starting Organizing Carrying out the work Closing
the and the
project preparing project
Cost and Staffing Level
Initiation Planning Executing Closing

(Concept) (Definition) (Development) (H&C)
Project Project Project Accepted Archived

Management Charter Management Plan Deliverables Project
Outputs Documents
Time
Project Management Process Groups
Monitoring and Controlling
Planning
Initiating Closing
Executing

Project Management Process Groups
Initiating Planning Executing Monitoring Closing

Process Process Process and Controlling Process
Group Group Group Process Group Group
Cost and Staffing Level
Time

Process Groups/Domains
There are a total of 49 Processes in 5 Process Groups, which are:
o Initiating (2 processes): used to define a new project or a new phase by obtaining authorization
o Planning (24 processes): required to establish scope, refine objectives, and define the course of
action required.
o Executing (10 processes): performed to complete the work defined in the PMP to satisfy the
project specifications.
o Monitoring & Controlling (13 processes): required to track, review, and regulate the progress
and performance of the project, identify any areas in which changes to the plan are required;
initiating corresponding changes.
o Closing (1 processes): finalize all activities and formally close the project or phase.

Initiating Planning Executing Monitoring & Cont. Closing
Integration 4.1 Develop Project 4.2 Develop Project Management Plan 4.3 Direct And Manage Project Work 4.4 Monitor And Control 4.6 Close Project Or
Charter 4.4 Manage Project Knowledge Project Work Phase
4.5 Perform Integrated
Change Control
Scope 5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Develop Scope
5.4 Create WBS
Time 6.1 Plan Schedule Management 6.7 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
Cost 7.1 Plan Cost Management 7.4 Control Costs

7.2 Estimate Costs
7.3 Determine Budget
Quality 8.1 Plan Quality Management 8.2 Manage Quality 8.2 Control Quality
Project Resource 9.1 Plan Resource Management 9.2 Acquire Resources 9.6 Control Resources
Management 9.2 Estimate Activity Resources 9.3 Develop Team
9.4 Manage Team
Communications 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor
Communications
Risk 11.1 Plan Risk Management 11.6 Implement Risk Responses 11.6 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
Stakeholder 13.1 Identify 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Stakeholders Engagement Engagement
Start End
Initiating ? Planning ? Implementation (Development Lifecycle) ? Closing ?

Scope
SOW Requirement R
Design D
Develop Develop
Build B Handover the Final
WHO Product or Service
Test T to the Customer or
Users
WHAT Deploy D
Forecast
WHY Project KPI Target by 1st May Actual by 1st May Variance Corrective Action
Scope 12 Rooms 10 Rooms Reduce project scope
HOW
Schedule (Time) 12 months 12 months Reduce project scope
Cost $12m $13.8m Borrow more
Quality Six Sigma 6 Sigma n/a
Risk Zero HSE Incident Zero n/a
Resources 10 Workers 9 Workers Re-negotiate with FM
Project
Customer Satisfaction 45% NPS -30% NPS Apologize and explain
Charter
Start End

Scope
SOW Design D
Foundation F
Building Building
Finishing F Handover the Final
Commissioning C to the Customer or
Users
WHAT Decommissioning D
HOW
Project
Charter
Start End

Scope
SOW Market Research MR

Product Formulation PF
Regulator’s Approval Regulator’s Approval
Set Production Line PL Handover the Final
Final Test FT to the Customer or
Users
WHAT Launching L
HOW
Project
Charter
Start End

Scope
SOW Requirement R
Design D
Develop Develop
Users
WHAT Deploy D
Forecast
HOW
Project
Charter
Start End
PMP Initiating Planning Execution + Monitoring & Controlling Closing
PRINCE2 Starting-Up
AgilePM Feasibility (Backlog)
? Initiating a project
Foundation (Backlog)
? Directing a Project + Controlling a Stage + Managing Product Delivery + Managing a Stage Boundary
Evolutionary Development (Sprints) + Deployment (Releases)
? Closing
Post-Project ?
Scope
SOW
Project Mandate Requirement R
Term of Reference
Design D
Develop Develop
Users
WHAT Deploy D
WHY
Project KPI Target by 1st May Actual by 1st May Variance Corrective Action
HOW Scope 12 Rooms 10 Rooms Reduce project scope
Project Resources 10 Workers 9 Workers Re-negotiate with FM
Charter Customer Satisfaction 45% NPS -30% NPS Apologize and explain
Start
PMP Initiating Planning Execution + Monitoring & Controlling
PRINCE2 Starting-Up
AgilePM Feasibility (Backlog)
? Initiating a project
Foundation (Backlog)
? Directing a Project + Controlling a Stage + Managing Product Delivery + Managing a Stage Boundary
Evolutionary Development (Sprints) + Deployment (Releases)
?
Scope
SOW
Project Mandate Requirement (Revisit I + P in Agile) R
Term of Reference
1 2 3
Design D
1 2 3
Develop Develop
1 2 3
Build B
WHO 1 2 3
Test T
1 2 3
WHAT Deploy D
1 2 3
WHY
Project KPI Target by 1st May Actual by 1st May Variance Corrective Action
HOW Scope 12 Rooms 10 Rooms Reduce project scope
Project Resources 10 Workers 9 Workers Re-negotiate with FM
Charter Customer Satisfaction 45% NPS -30% NPS Apologize and explain
PROJECT APPROACHES
Ralph Stacey’s Complexity Matrix &

Cynefin Framework

Page 134
INTRODUCTION
TO
AGILE GUIDE
Agile Guide
• Introduction to Agile
• Life Cycle Selection
• Implementing Agile: Create an Agile
Environment
• Implementing Agile: Delivering in an
Agile Environment
• Organizational Considerations for
Project Agility
• A Call to Action
Agile is a Mindset

Agile Manifesto

Waterfall vs Agile

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PMP IMMERSIVE COURSE

PMP IMMERSIVE LEARNING SYSTEM

© Harrybaker Training Institute

IT Service Management & Governance

Project, Program, Portfolio & Change Management

Business Analysis & Process Improvement

Organization Deji Ariyo, Training, Education, Trainer, Lagos, Yes Project

Harrybaker Training Institute PMP IMMERSIVE SYSTEM 5

PMP IMMERSIVE LEARNING SYSTEM

© Harrybaker Training Institute

Review & Decision Gate

Strategy Day to Day

Projects Products Services

Harrybaker Training Institute PRINCE2 IMMERSIVE SYSTEM 10

100Best Program Training Program

Training New Training Merger &

Harrybaker Training Institute PMP IMMERSIVE SYSTEM 12

© 2020 Harrybaker Training 14

© 2020 Harrybaker Training 15

• Anyone more senior than the Project Manager

• Can resolve organisational conflicts

• Creates strategic plans/goals – ensures project is aligned

• Authority to prioritize projects

• Ensures Project Manager has authority and resources

© 2020 Harrybaker Training 16

• Often a Group or Departmental Head

• Resource advise and guidance to the Project Manager

• Can be asked to approve the Project Plan

• May be an internal ‘customer’

• May receive the project deliverables into their part

© 2020 Harrybaker Training 17

Review & Decision Gate

© 2020 Harrybaker Training 20

* Draft: For discussion purposes

© 2020 Harrybaker Training 22

© 2020 Harrybaker Training 26

© 2020 Harrybaker Training 27

© 2020 Harrybaker Training 29

o Balance across the portfolio between risk and

o Portfolio managers must ensure that senior

© 2020 Harrybaker Training 30

© 2020 Harrybaker Training 31

A. An initiative set up by management

A. They have not identified the project objectives.

A. Ensures there is a communications management plan

Review & Decision Gate

© 2020 Harrybaker Training 41

• Authorised to use the organisation’s resources

• Responsible for Management and Control

© 2020 Harrybaker Training 50

• Less authority than a Project Manager

• Often ONLY authorised to assign resources

• Found in Weak Matrix or Functional Organisations

• Reports to the Executive

• Their focus and responsibilities are on the schedule

• Often part-time – found in Functional Organisations

A. Reports to many bosses

© 2020 Harrybaker Training 52

© 2020 Harrybaker Training 53

A. The project manager

© 2020 Harrybaker Training 54

A. The project expediter cannot make decisions.

© 2020 Harrybaker Training 55

A. The project manager