1 project management framework


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  • Introduction to Program Management © ESI November 2007 IN- KEY Allow participants (and instructor) to introduce themselves and tell others something about their program management experience. HOW Instructor can begin by introducing him/herself and answering one of the questions on the slide. Tell participants that, in the interest of time, they should answer one of the three questions on the next slide. Either this can be done as a whole group activity or, if time is an issue, have participants introduce themselves to a partner. Then, ask for volunteers to introduce another person to the rest of the group, telling a little bit about that person. TIME 30 min
  • https://certification.pmi.org/Registry.aspx
  • PMP Exam Preparation Course - 4th Edition
  • http://www.pmhouse.org
  • 1 project management framework

    1. 1. Project Management Professional PMP Exam preparation course
    2. 2. Welcome Name Organization Role in organization
    3. 3. Who am I ?• My name is Ahmed Hegazy• Certified Project Management Professional PMP by PMI / USA• Certified ITIL Foundation• Six Sigma Green Belt by Expert Rating• BSC , Major Accounting, Faculty of Commerce 1999• Business Administration Diploma (ongoing) Ain Shams University• Business Consultant at Horizons Software
    4. 4. Ground Rules To Enhance PerformanceStart on time to End on timeMobile Phone on Silent Please
    5. 5. Project Management Professional PMI > PMBOK> Exam> PMPProject Management Institute (PMI) provide Project Management Body Of Knowledge (PMBOK)Global Standard to manage projectsGood practice to manage projectsProvides common terminology
    6. 6. PMI CertificationsProject Management Professional (PMP)Certified Associate Project Manager (CAPM)Program Management Professional (PgMP)PMI Scheduling Professional (PMI – SP)PMI Risk Management Professional (PMI – RMP)
    7. 7. PMP requirements•Three years of project management experience,with 4,500 hour for bachelor’s or the globalequivalent•Five years with 7500 hours for secondary degree•35 hours of project management education
    8. 8. WWW.PMI.ORG
    9. 9. Why PMI Why PMP.Are flexiblePMI certifications are not based on one specific methodology.Keep you up-to-datePMI continually conducts in-depth studies to ensure that our credentialsactually reflect the current skills, knowledge and best practices you need to.succeed.Encourage professional growthYou never have to worry about a PMI certification becoming obsolete. Ourcertification maintenance program requires you to earn professional.(development units (PDUs.Help you get aheadThe Project Management Professional (PMP(® credential increases yoursalary by up to 10%, according to the PMI Salary Survey and helps you stand.out and better market yourself to prospective employersA.re renowned throughout the worldPMI has provided project management certifications for over 25 years, andour PMP® credential was the first one designed specifically for project.managers
    10. 10. About the PMP exam•The exam must be completed in four hours•Includes 200 multiple-choice questions with four answerchoices per question•The passing score on the exam is now 106 out of 175,approximately 61 percent.•Twenty-five of the 200 exam questions are "prereleasequestions;. (they are not included in your score for theexam(•THE PMP EXAM IS NOT Only A TEST OF THEINFORMATION IN THE PMBOK Guide!•Do not expect the exam to have all straightforward,definition-type questions.•You cannot rely only on real-world experience.
    11. 11. About the examIncluded: • up to about 150 "What would you do in this situation?" questions (situational questions(. • only 10 to 15 questions requiring you to MEMORIZE the inputs or outputs from the PMBOK· Guide. • Expect 20 formula-related calculations on the exam.
    12. 12. PMI Standard Contents
    13. 13. Nine Knowledge Areas• Project Integration Management• Project Scope Management• Project Time Management• Project Cost Management• Project Quality Management• Project Human Resources Management• Project Communications Management• Project Risk Management• Project Procurement Management
    14. 14. Five Process Groups1- Initiating process group2- Planning process group3- Executing process group4- Monitoring and Controlling process group5- Closing process group
    15. 15. What is a Project?A project is a temporary endeavor undertaken to create aunique product, service, or result (Deliverables).Temporary ( definite beginning and definite end)Unique ( different location, different design, different circumstances,different contractors etc.)Progressive ElaborationContinuously improving and detailing a plan as more detailedand specific information and more accurate estimates becomeavailable.
    16. 16. Project Vs Operation Projects Operations• Temporary • Ongoing and repetitive• Unique output • Similar outputs• Resources on temporary • Permanent resources upon-need basis Projects and Operations• Planned, executed & Controlled series of tasks and activities• Produce output/product
    17. 17. ?What is Project Management
    18. 18. ?What is Project Management•The application of knowledge, skills, tools andtechniques to project activities to meet the projectrequirements.•Balancing the project constraints(cost,quality,schedule,risk,resources…(•Project management is accomplished through theappropriate application and integration of the 42logically grouped project management processes
    19. 19. Important TermsStakeholdersThis is an organization or person who has an interest inthe project and stands to gain or lose something as aresult of the project.SponsorThe person or group that provides the financialresources for the project and issue the projectcharter.Project charterA document issued by the sponsor that formallyauthorizes the existence of a project, and providesthe project manager with the authority to applyorganizational resources to project activities.
    20. 20. Overlapping between process groups
    21. 21. Project Life CycleA project life cycle is a collection of generallysequential and sometimes overlapping projectphases whose name and number are determinedby the management and control needs of theorganization or organizations involved in theproject, the nature of the project itself, and itsarea of application.
    22. 22. Project Phases Single-Phase Project
    23. 23. Phase-to-Phase relationships A sequential relationship .One phase must finish before the next phase can begin
    24. 24. An overlapping relationship One phase starts before the prior phase completes An Iterative relationshipWork for subsequent phases are planned as the work of the previous phase is performed.
    25. 25. Generic Project Life Cycle•When we still less familiar with the details of the project•High-level view can provide a common frame to compareprojects—even if they are dissimilar in nature
    26. 26. Characteristics of a Project Life Cycle
    27. 27. Product life cycle can run as projects•Performing a feasibility study•Conducting market research•Running an advertising campaign•Installing a product
    28. 28. Projects and strategic planningProjects are often utilized as a means ofachieving an organizations strategic plan. Projects are typically authorized as a result ofone or more of the following strategicconsiderations• Market demand• Business need• Customer request• Technological advance• Legal requirements
    29. 29. ‫مثال للهداف الستراتيجية لحدى الشركات‬ ‫الهدف الستراتيـــــجي الول: حماية المستهلك‬ ‫الهدف الستراتيجي الثــــاني: تقديم خدمة متميزة للمواطن‬ ‫الهدف الستراتيجي الثــــالث: حماية استثمارات الشركة‬‫الهدف الستراتيجي الرابــــع: الرتقاء بمستوى الدارة بالشركة‬ ‫الهدف الستراتيجي الخـامس: تحقيق التوازن المالي للشركة‬ ‫الهدف الستراتيجي السـادس: رفع مستوى العاملين بالشركة‬
    30. 30. Portfolio managementA portfolio refers to a collection of projects or programsand other work that are grouped together to facilitateeffective management of that work to meet strategicbusiness objectives. The projects or programs of theportfolio may not necessarily be interdependent ordirectly related.Program managementA program is defined as a group of related projectsmanaged in a coordinated way to obtain benefits andcontrol not available from managing them individually.
    31. 31. Relationships Among Project Management, ProgramManagement, and Portfolio Management
    32. 32. PMO (Project Management Office)•Their role can vary from an advisory capacityto full authority over projects.• Managing shared resources• Identifying project management methodology,best practices, and standards, policies, templates• Coaching, mentoring• Coordinating communication across projects
    33. 33. Role of a Project ManagerThe person assigned by the performing organization toachieve the project objectives.Functional manager is focused on providingmanagement oversight for an administrative area.Operation manager is responsible for the corebusiness.
    34. 34. Organizational StructureFunctionalThe organization is grouped by areas of specialization withindifferent functional areas (i.e., accounting, marketing, andmanufacturing(.ProjectizedThe entire company is organized by projects.Matrix This form is an attempt to maximize the strengths of both thefunctional and projectized forms.In a strong matrix, power rests with the project manager.In a weak matrix, power rests with the functional manager, andthe power of the project.In a balanced matrix, the power is shared between the functionalmanager and the project manager.
    35. 35. Functional OrganizationProject coordination
    36. 36. Projectized OrganizationProjectcoordination
    37. 37. Weak Matrix OrganizationProjectcoordination
    38. 38. Balanced Matrix Organization Project coordination
    39. 39. Strong Matrix Organization
    40. 40. Organizational Structure Weak Balanced Strong Functional Matrix Matrix Matrix ProjectizedPM Little or Weak Balanced Strong CompleteAuthority None w/ Funct.Resource None / few Few Some Mostly AvailableAvailability Available Available Available AvailableBudget Functional Functional Balanced PM PMControl Mgr. Mgr.Project Not Not Mostly Dedicated DedicatedTeam Dedicated Dedicated DedicatedPM’s Title Project Lead / Project Project or Program Lead / Coordinator / Manager Program or Project Coordinator Expeditor Manager Manager
    41. 41. Enterprise Environmental Organizational Process Assets Factors (OPA) (EEF)internal and external Assets that belong to theenvironmental factors that organizations involved in the project,influence the projects success. which influence the projects Internal factors success.• Organizational structure & Work processes and proceduresculture • Company policies, procedures. and• Infrastructure guidelines, Standards• Personnel administration • How to tailor the above to theExternal factors project• Government/industry standards • Templates Corporate knowledge base• Commercial databases Historical information :• Marketplace conditions • Project filesTools and systems • Lessons learned knowledge base• PMIS • Information within databases
    42. 42. Process Interactions Inputs Tools and Outputs Techniques ‫قطن‬ ‫تصنيع‬ ‫قماش‬Note: Many of the Inputs, Tools & Techniques, and Outputs for the 42 Project Managementprocesses appear in more than one of the Project Management Process Groups; many of thesewill be addressed only once in the following Units unless additional information specific to aProcess Group needs to be addressed
    43. 43. 1. Develop Project CharterThe process ofdeveloping theproject charter.Expert judgment isapplied to technicaland managementaspects byindividuals or groupswith specializedknowledge ortraining.
    44. 44. Thank you Ahmed Hegazy +201001149102PMP, Six Sigma Green Belt , ITIL