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Pmi pmp certification pmbok made easy-basics

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Preparing for the PMP certification of PMI and yet find the PMBOK a little bit too formal! here is a book that talks about the concepts involved in a conversational manner and makes for easy reading …

Preparing for the PMP certification of PMI and yet find the PMBOK a little bit too formal! here is a book that talks about the concepts involved in a conversational manner and makes for easy reading of the reference work.

If you need to download this presentation, send me an email aad ddas15847@gmail.com

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  • 1. PMI PMP Certification PMBOK reading made Easy Debasis Das www.consult-debasis.com 1
  • 2. This Presentation By Debasis DasNotes on Project Management Knowledge Debasis Das www.consult-debasis.com 2
  • 3. Project Management Preliminaries Debasis Das www.consult-debasis.com 3
  • 4. Project Management Knowledge Essential Issues to Understand• Difference between project management, program management and portfolio management• Role of a project manager• Enterprise environmental factors• Organizational knowledge assets• Stakeholder influences Debasis Das www.consult-debasis.com 4
  • 5. Stakeholders• Stakeholders are persons or organizations• Internal as well as external• People whose interests may be affected by the outcome of the project• Who exerts influences on the project outcomes directly and indirectly• Customers, sponsor, the performing organization, the public at large Debasis Das www.consult-debasis.com 5
  • 6. Stakeholder Influences• Customers/users, sponsors, portfolio managers/ portfolio review boards, program managers, project management office are some categories of stakeholders• The project manager and the project team• Functional managers, operation management, sellers and partners Persons and organization that are going to use the projects outcome• A sponsor initially helps the project take shape and promote it• nurture the project along by providing the funding and act as an escalation point in times of problems• Project manager, Program manager , Portfolio management and review board members are stakeholders• The PMO office when assigned to the project can provide several services including administrative support by way of policies, methodologies and templates; resource alignment for project staff and a central communication infrastructure. Provide training, mentoring and coaching of project managers. Debasis Das www.consult-debasis.com 6
  • 7. Projects, Programs, Portfolios Debasis Das www.consult-debasis.com 7
  • 8. Projects, Programs, Portfolios• A portfolio is a collection of programs, projects and even other portfolios• A program is a set of related projects, could be just one project• A project is set of activities undertaken for a limited period of time (not on-going activities like the manufacture of a product on a regular basis) to achieve a unique result, a specific service or a particular product. Debasis Das www.consult-debasis.com 8
  • 9. Project Life Cycle Debasis Das www.consult-debasis.com 9
  • 10. Project Life Cycle• A project will have distinct parts in its life – Start – Organizing & preparing – Carrying out – Closing• A project may have more than one phase, each of which have these same distinct parts in them Debasis Das www.consult-debasis.com 10
  • 11. Phase gate/ Exit/Milestone/Kill point• Called a phase gate, it is at this time decisions to continue to next phase, any moderations/ changes are decided• A point in time when one phase has ended and it is time to start the next phase. This is also the logical point to take decision if the project should be continued (hence kill point)• It is just a planned milestone when some intermediate deliverables has been achieved. Debasis Das www.consult-debasis.com 11
  • 12. Project Phases Relationships Debasis Das www.consult-debasis.com 12
  • 13. Project Phases Relationships• Sequential: where phases follow one after another in strict time sequence• Overlapped: where some of the stages of the project phase may overlap• Iterative: where carrying out of one part affects another part of the pervious phase. They evolve iteratively Debasis Das www.consult-debasis.com 13
  • 14. Processes• Well defined activities to complete tasks• More well defined the process is the more repeatable, hence higher quality results/ products/services• Quality tenet says “if you can take care of the process, product/ outcome will take care of itself”• If processes are well defined, one cannot make mistakes and hence affect the quality of the outcome/product/result, etc. Debasis Das www.consult-debasis.com 14
  • 15. Process Groups• Multiple processes that are necessary to get a part of the project life done well.• These are known by the part of the project life cycle they are applicable to.• Processes applicable to initiation part of the project, for example is known as the Initiation process group Debasis Das www.consult-debasis.com 15
  • 16. Process Groups• Initiating Process Group• Planning Process Group• Executing Process Group• Monitoring & Controlling Process Group• Closing Process Group Debasis Das www.consult-debasis.com 16
  • 17. Process Groups and Project Life Phases Debasis Das www.consult-debasis.com 17
  • 18. Typical Processes in Initiating Process Group• Develop project charter• Identify stakeholders• Define initial scope• Commitment of initial resources Debasis Das www.consult-debasis.com 18
  • 19. Typical Processes in Planning Process Group• Develop project management plan• Collect requirements• Define scope, create WBS,• Define activities, sequence activities• Estimate activity resources, estimate resources durations, develop schedule,• Estimate costs, determine budget• Plan quality• Develop human resources plan, Plan communications• Plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses• Plan procurements processes. Debasis Das www.consult-debasis.com 19
  • 20. Typical Processes in Executing Process Group• Direct and manage project execution• Acquire project team• Develop project team, manage project team• Distribute information• Perform quality assurance• Manage stakeholders’ expectations• Conduct procurement Debasis Das www.consult-debasis.com 20
  • 21. Typical Processes in Monitoring & Control Process Group• Monitor and control project work• Perform integrated change control• Verify scope, control scope• Control costs, control schedule• Perform quality control, report performance• Monitor and control risks• Administer procurements Debasis Das www.consult-debasis.com 21
  • 22. Typical Processes in Closing Process Group• Formal acceptance• Reviews, recording the results of any tailoring done to processes• Lessons learned and appropriate updates to the process assets• Archival of project related data Debasis Das www.consult-debasis.com 22
  • 23. WANT TO READ MORE!!Notes on Projectmanagement Knowledge Debasis Das www.consult-debasis.com 23