bli06/cs607/PMI.ppt - Western Oregon University
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bli06/cs607/PMI.ppt - Western Oregon University bli06/cs607/PMI.ppt - Western Oregon University Presentation Transcript

  • Project Management Institute CS607 Bin Li (PMI)
  • The Project Management Institute (PMI), incorporated in 1969, was founded by five volunteers, with its headquarters in Newtown Square, outside Philadelphia to project management, and manages several levels of project management certification., Pennsylvania. It has published a number of standards related The standard Project Management Body of Knowledge (PMBOK) guide, currently in its third edition, is the only ANSI standard for project management. The levels of certification are Certified Associate in Project Management (CAPM) and Project Management Professional (PMP), the latter being more advanced. The publication, A Standard for Program Management, defines a standard for program managers. PMI manages one certification level related to program management, namely, Program Management Professional (PgMP). Intro
  • As of 2006, PMI reported over 220,010 members and over 180,000 PMP certificates in 175 countries. Over 44,000 PMP certifications expire annually; a PMP must document ongoing project management experience and education every three years to keep his or her certification current. There are more than 240 local PMI chapters located in 67 countries, and 30 Specific Interest Groups (SIGs). In addition, PMI has two colleges: the College of Performance Management and the College of Scheduling. Intro
  • The Project Management Institute (PMI®) is the world’s leading association for the project management profession. It administers a globally recognized, rigorous, education, and/or professional experience and examination-based professional credentialing program that maintains an ISO 9001 certification in Quality Management Systems. Certification
  • Project Management standardize generally Institute (PMI) published the first PMBOK® in an attempt to document and accepted project management information and practices. The current edition, the third edition, was released on October 31, 2004 and provides a basic reference for Project Management. The PMBOK Guide is widely accepted to be the standard in project management, although it has its critics: The main thrust of the critique comes from the critical chain (vs. critical path) followers (e.g. Leach). Others consider Agile approaches to software development - such as Scrum, for instance - to be more useful alternatives to master the threads stemming from complexity, unpredictability, and risk in project settlements. The PMBOK documents information and practices applicable to any type of project, not just IT related projects.
  • PMBOK The PMBOK is a collection of processes and knowledge areas generally accepted as best practice within the project management discipline. The PMBOK is an internationally recognizable standard (IEEE Std 1490-2003) that provides the fundamentals of project management that are applicable to a wide range of projects, including construction, software, engineering, automotive, etc.
  • PMBOK
    • PMBOK recognizes 5 basic process groups and 9 knowledge areas typical of almost all projects. The basic concepts are applicable to projects, programs and operations. The five basic process groups are:
    • Initiating
    • Planning
    • Executing
    • Controlling and Monitoring
    • Closing.
    • Processes overlap and interact throughout a project or phase. Processes are described in terms of:
    • Inputs (documents, plans, designs, etc.) Tools and Techniques (mechanisms applied to inputs) Outputs (documents, products, etc.)
  • The PMBOK lists the Nine Knowledge Areas and the sub areas PMBOK
    • Project Integration Management
    • Project Plan Development
    • Project Plan Execution
    • Integrated Change Control
    • Project Scope Management
    • Initiation
    • Scope Planning
    • Scope Definition
    • Scope Verification
    • Scope Change Control
    • Project Time Management
    • Activity Definition
    • Activity Sequencing
    • Activity Duration Estimating
    • Schedule Development
    • Schedule Control
  • PMBOK
    • Project Cost Management
    • Resource Planning
    • Cost Estimating
    • Cost Budgeting
    • Cost Control
    • Project Quality Management
    • Quality Planning
    • Quality Assurance
    • Quality Control
    • Project Human Resource Management
    • Organizational Planning
    • Staff Acquisition
    • Team Development
  • PMBOK
    • Project Communications Management
    • Communications Planning
    • Information Distribution
    • Performance Reporting
    • Administrative Closure
    • Project Risk Management
    • Risk Management Planning
    • Risk Identification
    • Qualitative Risk Analysis
    • Quantitative Risk Analysis
    • Risk Response Planning
    • Risk Monitoring and Control
    • Project Procurement Management
    • Procurement Planning
    • Plan Contracting
    • Request Sellers Response
    • Select Sellers
    • Contract Administration
    • Contract Closeout
  • Although much of PMBOK is unique to project management, some areas overlap with other management disciplines. General management also includes planning, organizing, staffing, executing, and controlling the operations of an organization. Financial forecasting, organizational behavior, and planning techniques also are integral to project management. Of course, the most important skill for successful project management is communications. Project managers are expected to be in near-continuous communication with all stakeholders.
  • For some dedicated PMI Project Managers, a new standard is developing, Organisational Project Management Maturity Model (OPM3). Containing three interlocking elements - knowledge, assessment, and improvement; the OPM3 standard is similar to the Capability Maturity Model Integration (CMMI) in that it develops upon the model of project management using the PMBOK Guide as the accepted standard.
  • A complete sample system of PMI
    • The “Cornerstone” of PMI is PMBOK
    • PMBOK Extension Standard for different industry
    • - Government Extension for PMBOK Guide - 2000 Edition
    • - Construction Extension to the PMBOK Guide - 2000 Edition
    • - U.S. DoD Extension to the PMBOK Guide
  • A complete sample system of PMI
    • PMBOK Extension Standard for different administrative arrangement
    • - The Exposure Draft for Program Management
    • - The Exposure Draft for Portfolio Management
    • Practice Standard
    • - Practice Standard for Work Breakdown Structures (WBS)
    • - Practice Standard of Earned Value Management (EVM)
    • Project Management Competency Development Framework (PMCD Framework )
    • - Three key dimensionality of a project manager
    • Knowledge Competence
    • Performance Competence
    • Personal Competence
    • - Ability standard of a project manager
    • Unit of Competence
    • Competence Cluster
    • Element, specific to each Competence Cluster
    • Criteria, specific to each Element
    • Ability of a project manager is very important
  • A complete sample system of PMI
    • Organisational Project Management Maturity Model (OPM3)
    • Combined Standards Glossary
  • A complete sample system of PMI