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PMBoK Discussion #1, Project Management Framework
 

PMBoK Discussion #1, Project Management Framework

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    PMBoK Discussion #1, Project Management Framework PMBoK Discussion #1, Project Management Framework Presentation Transcript

    • PMBoK Discussion #1Project Management Framework
      Alex Lutsaevsky
      Ciklum Program Manager/Consultant
    • Agenda
      • PMBoK and PMI PMP
      • Project Management Framework
      • Project Management Processes
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    • Project ManagementBody of Knowledge (PMBoK)
      • ANSI Standard (ANSI/PMI)
      • IEEE Standard (1490-2003)
      • PMBoK Guide – process-based description of project management information and practice.
      • 5 process groups (initiating, planning, executing, monitoring and controlling, closing)
      • 9 knowledge areas
      • Processes overlap and interact throughout a project or its various phases
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    • PMI PMP Exam – Why?
      Structuring knowledge of classical PM theory, adopted to any projects (both IT and non-IT).
      Verifying your proficiency in project management.
      A solid base that makes it easier to introduce changes to internal methods and processes.
      Motivation for continuing education.
      Experience in solving various cases in project management.
      Required for some senior PM jobs.
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    • PMI PMP Exam – Applying
      • PMI Membership $129 + PMP Credentials Fee $405
      • 60 months (7,500 hours) of project management experience
      • Or a bachelor's degree with 36 months (4,500 hours) of project management experience.
      • In both cases – also35 contact hours of project management education.
      • The application for the exam and verification of education and experience are done online at the PMI website.
      • See more info and PMP Handbook at http://bit.ly/PMPCert
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    • PMI PMP Exam – How?
      • 200 multiple choice questions
      • The score is calculated based on the 175 questions
      • 4 hours allotted examination time
      • Initiating the project (11%)
      • Planning the project (23%)
      • Executing the project (27%) 61%
      • Monitoring and controlling the project (21%) to pass
      • Closing the project (9%)
      • Professional and social responsibility (9%)
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    • PMI PMP Exam – Concept
      • PM is acquainted with PMI terminology
      • PM has real-world experience of managing large projects
      • Knowledge, application and analysis are tested
      • “What would you do in this situation?” questions
      • PMI consider PM as a high-skilled professional that puts the interests of the project on the first place
      • See PMIsms and other concept information in Rita’s book
      7
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    • Rita Mulcahy
      • PMI Chapter President for 7 years
      • President and founder of RMC Project Management, Inc.
      • Reviewer and contributor to the PMBOK® Guide (3rd Edition)
      • Author of numerous books on Project Management and preparing to PMP Exam
      8
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    • Sample Test #1
      According to the project plan, a contractor is scheduled to deliver some software components today afternoon. A regular payment is due to be made to this contractor tomorrow.
      You and your project team received a note this morning informing you that the software delivery will be delayed by 2 weeks.
      What should you do right now?
      You should delay the payment also for 2 weeks.
      You must immediately find a different contractor.
      You should conduct a meeting with the contractor to resolve the delivery issues before making the payment.
      You should make the payment and reschedule the project plan.
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    • Sample Test #1 - Answers
      You should delay the payment also for 2 weeks.
      You must immediately find a different contractor.
      You should conduct a meeting with the contractor to resolve the delivery issues before making the payment.
      You should make the payment and reschedule the project plan.
      PMBOK® Guide 4th Edition, p 420
      10
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    • Sample Test #2
      During execution of a project which is performed for a customer on a T&M (Time and Material) contract base, a new project manager is taking over the assignment.
      He discovers that two members assigned to the project have charged time without performing any work for the project customer. Upon further investigation, he determines that this occurred because there have been no other project assignments open for these employees. The customer is unaware of these facts.
      What should the project manager do?
      Try to find some productive work for these staff members in the project and leave them on the team.
      The best thing is to do nothing. The customer will not realize the problem anyway.
      Try to find a responsible person for the over-assignment who can be made accountable.
      Take the two people off the team immediately and arrange for the refund of the excess charges to the customer.
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    • Sample Test #1 – Answers
      Try to find some productive work for these staff members in the project and leave them on the team.
      The best thing is to do nothing. The customer will not realize the problem anyway.
      Try to find a responsible person for the over-assignment who can be made accountable.
      Take the two people off the team immediately and arrange for the refund of the excess charges to the customer.
      Chapter 5 (Honesty) - PMI® Code of Ethics and Professional Conduct
      http://www.pmi.org/PDF/ap_pmicodeofethics.pdf
      12
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    • Project Management Framework
    • Project and Operations
      • A project is a temporary endeavor with a beginning and end that creates a unique result.
      • Operational work is ongoing, but project work ends.
      • A program is a group of related projects to manage their coordination.
      • A portfolio is a group of programs and projects to achieve a specific business goal.
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    • Project Management Office
      Project Management Office takes on of the three roles:
      • Provides methodologies for managing projects within the organization.
      • Provides support and guidance to others in the organization on how to manage projects.
      • Provides project managers for different projects, and is responsible for the results of those projects.
      Role of PMO must be clearly defined, PMO should take on of the three roles above.
      15
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    • Objectives
      • Project objectives are stated in the project charter.
      • Projects are considered completed, when project objectives are met.
      • A reason for terminating project before completion is that the project objectives cannot be met.
      • A more complete understanding objectives is achieved over the length of the project.
      • It is the project manager’s role to accomplish objectives.
      • Management by objectives: Establish objectives – Evaluate progress – Implement corrective actions
      16
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    • Constraints
      17
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    • Organizational Structure
      • Who has power to make decisions?
      • What are the advantages?
      • What are the disadvantages?
      • Functional Manager
      • Project Manager
      • Project Expediter
      • Project Coordinator
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    • Functional Organization
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    • Functional Organization
      + Easier management of specialists
      + Team members report only to one supervizor
      + Similar resources are centralized
      + Career paths are clearly defined
      • Emphasis to department, not to project
      • No career path in management
      • No authority of project manager
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    • Projectized Organization
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    • Projectized Organization
      + Efficient project organization
      + Loyalty to the project
      + Effective communication
      • No “home” when the project is completed
      • No professional support
      • Less efficient use of resources
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    • Weak Matrix
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    • Balanced Matrix
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    • Strong Matrix
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    • Projectized Organization
      + Balanced support from functional department and goal setting from project management
      • More than one boss for project teams
      • More complex to monitor and control
      • Problems with resource allocation
      • Higher potential to conflict
      26
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    • Project Lifecycle
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    • Product Lifecycle
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    • Project Management Processes