Professional Documents
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Introduction - Project Management Professional
Introduction - Project Management Professional
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Chapters
Total
12 chapters 9 knowledge area chapters (Integration, Scope, Time, Cost, Quality, HR, Communication, Risk & Procurement) Project Management Framework Project Management Process Professional and Social Responsibility
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Chapters Relationships
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Ch-1&2. Project Management Framework What is a project? What is project management? Project vs Program vs Portfolio Role of PMO? Who is a stakeholder? Organizational structure Role of Project Manager Project vs Product lifecycle Project Management vs Operations 10/10/2011
is a project?
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is project management?
Project Management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements Project Management is accomplished through the 42 logically integrated project management process comprising Initiating, planning, executing, monitoring & control and closing process groups Managing project - Scope, Quality, Schedule, Budget, Resources and Risks
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vs Program vs Portfolio Program group of related projects Portfolio group of programs to achieve a strategic business goal
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Program vs Portfolio
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Provides the policies, methodologies and templates for managing projects within the organization Provides support and guidance to others in the organization on how to manage projects, trains others in project management or PM software and assists with specific project management tool Provides project managers for different projects and is responsible for the results of those projects. (All projects or projects of certain size, 10/10/2011 type or
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Manage the interdependencies between projects Help provide resources Terminate projects Monitor compliance with org processes Help gather lessons learned and make them available for other projects Provide templates and guidance Provide centralized communication about projects Heavily involved in project initiating
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is a stakeholder?
Stakeholders are people or organizations whose interests may be positively or negatively impacted by the project
Performing organization, Project Management Team, PMO, Sponser, Portfolio managers, Program managers, Functional managers, Operations managers and sellers are some of the common stakeholders
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is a stakeholder?
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structure
Projectized (no home) Members of all other functional team will work together for a project
Project manager has control of the project Communications occurs within the team
Matrix (two bosses) To maximize the strengths of both functional and projectized structure
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structure
Strong Matrix Project manger controls the project Weak Matrix Functional manager controls the project.
Project Expeditor Acts as a communication coordinator and he cannot make any decision Project Coordinator Project expeditor has authority to take some decision
Balanced Matrix Both Project manger and Functional manager controls the project
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structure - comparison
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demerits
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of Project Manager
Project Manager is the person assigned by the performing organization to achieve the project objectives Project Manager may report to a functional or program or portfolio manager depends on the organization structure There is a chance for little bit confusion here, as functional manager and operations manager. Functional manager is focused on
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Project life cycle is a collection of generally sequential and sometimes overlapping project phases.
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Ch-1. Project Management Framework and Staffing requirements Project Lifecycle Cost
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Product life cycle lasts from the conception of a new product to its withdrawal. A product can require or spawn many projects over its life. A project during conception might be to determine the customers needs A project during maturity might be to analyze the competition
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Operations managers are individuals who have a management role in a core business area, such as R&D, design, manufacturing, provisioning, testing or maintenance. Unlike functional managers, operations managers directly deal with producing and maintaining the saleable products or services. A formal handoff occurs upon completion of a project to pass the details to the operations management group.
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EEF refer to both internal and external factors that surround or influence a projects success
Organization culture, structure and process Government or Industry standards Infrastructure like existing facilities and capital equi[ment Existing human resources, Personnel administration (Staffing) Company work authorization systems Marketplace conditions Stakeholder risk tolerances Political climate 10/10/2011 28
OPA includes all process related assets that can be used to influence the projects success
Organization standard process, standards and policies Standardized guidelines, work instructions, proposal evaluation criteria and performance measurement criteria Templates Communication templates Financial control procedures Issues and defect management procedures Change control procedurs 10/10/2011 29
Monitoring & Controlling 4. Monitor & Control Project Work 5. Perform Integrated Change Control 4. Verify Scope 5. Control Scope 6. Control Schedule
1. 2. 3.
Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Estimate Cost Estimate Budget 2. Perform Quality Assurance 2. Acquire Project Team 3. Develop Project Team 4. Manage Project Team 3. Distribute Information 4. Manage Stakeholder Expectations
1. 2. 3. 4. 5.
Project Cost Management Project Quality Management Project Human Resource Management Project Communication 1. Identify Management Stakeholders Project Risk Management
1. 2.
3. Control Cost
1. Plan Quality
2. Plan Communications
5. Report Performance
1. 2.
1. 2. 3.
Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response
1. Plan Procurements
2. Conduct Procurements
3. Administer Procurements
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4. Close Procurements
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Questions
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Question pattern
% of Questions 11% 23% 27% 21% 9% 9% Level of Difficulty High
Knowledge Area Project Management Process Procurement Management Risk Management Integration Management Quality Management Time Management Cost Management Project Management Framework Scope Management HR Management
Project Monitoring and Control Project Closing Social Responsibilities Process Area Monitoring & Control Initiating Executing Planning Closing Professional and Social Responsibilities
Low
Low
Communication Management
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