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    PMP Training - 01 introduction to framework PMP Training - 01 introduction to framework Presentation Transcript

    • Created by ejlp12@gmail.com, June 2010
      1-2-3 – Introduction
      Project Management Training
    • PMI & PMP
      The Project Management Institute (PMI) is project management professional association with over 500,000 member. Established in 1969 and located in US.
      Project Management Professional (PMP) credential recognizes demonstrated knowledge and skill in leading and directing project teams and in delivering project results within the constraints of schedule, budget and resources.
      PMI, PMBOK, PMP are registered marks of Project Management Institute, Inc.
    • The Project Management Framework
      Chapter 1 –Introduction
      Chapter 2 –Project Life Cycle and Organization
      Chapter 3 – Project Management Process for a Project
    • References for PMP Study
      This course is using following resources as references:
      A Guide to The Project Management Body of Knowledge (PMBOK Guide)Fourth Edition© 2008 PMI
      PMP Exam Prep, Rita’s Course in a Book for passing the PMP ExamSixth Edition© 2009 Rita Mulcahy, PMP
    • 1 – INTRODUCTION
    • PMBOK Guide
      Is a standard (formal document that describes established norms, methods, processes and practices)
      Guidelines for managing individual projects
      A good practices which are applicable to most project most of the time
      A common vocabulary within project management profession
      A foundational project management reference
      PMI Code of Ethics and Professional Conduct is also requirement for PMP certification
    • Advantages of Using Formal Project Management
      Better control of financial, physical, and human resources
      Improved customer relations  Improved customer relations
      Shorter development times
      Lower costs
      Higher quality and increased reliability
      Higher profit margins
      Improved productivity
      Improved productivity
      Better internal coordination
      Higher worker morale (less stress)
    • What is Project?
      A Project is a temporary endeavor undertaken to create a unique, product, service, or result.
      Temporary = a definite beginning and end.
      Repetitive elements may be present but has fundamental uniqueness
      Is progressively elaborated.
      Distinguishing characteristics of each unique project will be progressively detailed as the project is better understood.
    • Project Attributes
      A project:
      Has a unique purpose
      Is temporary
      Is developed using progressive elaboration
      Requires resources, often from various areas
      Should have a primary customer or sponsor
      The project sponsor usually provides the direction and funding for the project
      Involves uncertainty
    • Project vs. Operational Work
    • What is Project Management?
      The application of knowledge, skills, tools and technique to project activities to meet project requirements
      Project Management is accomplished through the application and integration of the processes which are grouped in the 5 process groups:
      Initiating
      Planning
      Executing
      Monitoring and Controlling
      Closing
      Due to the nature of change, managing project is iterative and goes through progressive elaboration throughout the project’s lifecycle
    • Managing Project
      The Project Manager is the person responsible for accomplishing the project objectives.
      Managing a project includes:
      Identifying requirements.
      Establishing clear and achievable objectives.
      Balancing the competing demands of quality, scope, time and cost.
      Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.
      Progressive Elaboration -- definitionContinuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process.
    • Project Constraints
      Every project is constrained in different ways by its:
      Scope
      Schedule/Time
      Cost/Budget
      Quality
      Resources
      Risk
      If any one factor changes, at least one other factor is likely to be affected.
      It is the project manager’s duty to balance these competing constraints.
      COST/RESOURCES
      SCHEDULE/TIME
      The Triple Constraint
      or
      The Trade-off Triangle
      SCOPE/QUALITY
    • Projects and Strategic Planning
      Projects are means of
      Achieving organization’s strategic plan.
      Organizing activities that cannot be addressed within the organizations normal operational limits.
      Projects are typically authorized as a result of one or more of the following strategic considerations:
      • Market demand
      • Strategic opportunity/business need
      • Customer request
      • Technological advancement
      • Legal requirements
      • Ecological Impacts
      • Social need
    • Project Management Framework
    • Project Management Knowledge Areas
      Four core knowledge areas lead to specific project objectives.
      Project scope management involves defining and managing all the work required to complete the project successfully.
      Project time management includes estimating how long it will take to complete the work, developing an acceptable project schedule, and ensuring timely completion of the project.
      Project cost management consists of preparing and managing the budget for the project.
      Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken.
    • Project Management Knowledge Areas
      Four facilitating knowledge areas are the means through which the project objectives are achieved.
      Project human resource management is concerned with making effective use of the people involved with the project.
      Project communications management involves generating, collecting, disseminating, and storing project information.
      Project risk management includes identifying, analyzing, and responding to risks related to the project.
      Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization.
      • One knowledge area (project integration management) affects and is affected by all of the other knowledge areas.
    • Project Management Tools and Techniques
      Project management tools and techniques assist project managers and their teams in various aspects of project management.
      Note that a tool or technique is more than just a software package.
      Specific tools and techniques include:
      Project charters, scope statements, and WBS (scope)
      Gantt charts, network diagrams, critical path analyses (time)
      Net present value, cost estimates, and earned value management (cost)
    • Project Success
      There are different ways to define project success:
      The project met scope, time, and cost goals.
      The project satisfied the customer/sponsor.
      The project produced the desired results.
    • Relationships Among Project Management, Program Management and Portfolio Management
      Project Management
      Program Management
      Portfolio Management
      Project Management Office
      PMO
    • What is a Program?
      A program is:
      “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
      A program manager provides leadership and direction for the project managers heading the projects within the program.
      ADVANTAGES
      Decreased risk
      Economies of Scale
    • Portfolios and Portfolio Management
      A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.
      Portfolio managers help their organizations
      make wise investment decisions
      by helping to select and analyze projects from a strategic perspective
    • Comparative Overview
    • Project Management Compared to Project Portfolio Management
    • Projects and Strategic Planning
      Projects are means of organizing activities that cannot be addressed within the organizations normal operational limits.
      Projects are typically authorized as a result of one or more of the following strategic considerations:
      A Market Demand & Organizational Need
      A Customer Request
      A Technological Advancement
      A Legal Requirement
    • Subprojects
      Projects are frequently divided into more manageable components or subprojects.
      Subproject are often contracted to an external enterprise or to another functional unit in the performing organization.
      Subprojects can be referred to as projects and managed as such
    • PMO
      A department that centralizes the management of projects. A PMO usually takes one of three roles:
      Project Support: Provide project management guidance to project managers in business units.
      Project Management Process/Methodology: Develop and implement a consistent and standardized process.
      Training: Conduct training programs or collect requirements for an outside company
    • Primary Function of PMO
      A Primary function of PMO is to support project managers in a variety of ways which may include, but are not limited to:
      Managing shared resources across all the projects administered by the PMO
      Identifying and developing project management methodology, practices & standards
      Coaching, mentoring , training and oversight
      Monitoring compliance with project management standard policies, procedures , and templates via project audits .
      Developing and managing project policies, procedures, templates, and other shared documentation ( organizational process assets); and
      Co coordinating communication across projects
    • Project Management Office (PMO) – Cont’d
      Home for project managers: Maintain a centralized office from which project managers are loaned out to work on projects.
      Internal consulting and mentoring: Advise employees about best practices.
      Project management software tools: Select and maintain project management tools for use by employees.
      Portfolio management: Establish a staff of program managers who can manage multiple projects that are related, such as infrastructure technologies, desktop applications and so on, and allocate resources accordingly.
    • Role of a Project Manager
      The Project Manager is the person responsible for accomplishing the project objectives.
      Project managers strive to meet the triple constraint by balancing project scope, time, and cost goals
      Depending on the organization structure , a project manager may report to functional manager.
      In other cases project manager may be one of the several project managers who report to a portfolio or program manager that is ultimately responsible for enterprise wide projects . In this type of structure, the project manager works closely with the portfolio or program manager to achieve the project objectives
    • Project Expediter and Coordinator
      Project manager’s role can very limited
      Project Expediter
      acts primarily as a staff assistant
      as communications coordinator.
      cannot personally make or enforce decisions.
      Project Coordinator
      has some power to make decisions
      Has some authority
      reports to a higher-level manager
    • Stakeholders
      Stakeholders are persons or organizations who are actively involved in the project or whose interests may positively or negatively affected by the performance or completion of the project.
      Stakeholders have varying levels of responsibility and authority and can change over the project life cycle
      Project management team must continuously identify both external and internal stakeholders
      Project manager must manage the influence of various stakeholders in relation to the requirements and balance stakeholders’ interest
    • Stakeholders
      Some examples of project stakeholders
    • Enterprise Environmental Factors
      Refer to both internal & external environmental factors that surround or influence a project’s success
      As an input in almost all project management process
      May enhance or constrain project management options
      May have positive or negative influence on the outcome
      Examples:
      • Organizational culture, structure, and processes
      • Government or industry standards
      • Infrastructure
      • Existing human resources
      • Personnel administration
      • Company work authorization systems
      • Marketplace conditions
      • Stakeholder risk tolerances
      • Political climate
      • Organization’s established communications channels
      • Commercial databases
      • Project management information
    • 2 – Project Life Cycle and organization
    • The Project Life Cycle
      The project life cycle is the agglomeration of all phases in the project
      All projects are divided into phases, and all projects, large or small, have a similar life cycle structure.: Starting the project , organizing and preparing , carrying out the project work and closing the project
      At a minimum, project will have a beginning or initiation phase, an intermediate phase or phases, and an ending phase.
      Each phase has a defined endpoint
    • Characteristics of Project Life Cycle
      • Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close.
      • Stakeholder influences, risk, and uncertainty, are greatest at the start of the project. These factors decrease over the life of the project.
      • Ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion. …or…The cost of changes and correcting errors typically increases substantially as the project approaches completion.
    • Project Phases and the Project Life Cycle
      A project life cycle is a collection of project phases that defines:
      What work will be performed in each phase
      What deliverables will be produced and when
      Who is involved in each phase
      How management will control and approve work produced in each phase
      A deliverable is a product or service produced or provided as part of a project
    • Handoffs
      Project phases evolve through the life cycle in a series of phases sequences called handoffs, or technical transfers. The end of one phase sequence typically marks the beginning of the next.
    • Phase-to-Phase Relationships
      There are three basic types of phase–to–phase relationships :
      A Sequential relationship : where a phase can only start once the previous phase is complete
      An Overlapping relationship : where the phase starts prior to completion of the previous one (Fast tracking). Overlapping phase may increase risk and can result in rework .
      An Iterative relationship : where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables
    • Organizational Influences
      Some organizational aspects that influence how project are performed:
      Culture and style (Cultural norms)
      Organizational structure
      Degree of project management maturity
      Project management systems
    • Types of Organizational Structures (1)
      Functional
      Organization is grouped by areas of specialization
      Project generally occur within a single department
      Projectized
      Entire company is organized by projects
      Personnel are assigned and report to a project manager
    • Types of Organizational Structures (2)
      Weak Matrix
      Power rest with the functional manager
      Power of project manager = coordinator or expediter
      Balanced Matrix
      Power is shared between the project manager and the functional manager
    • Types of Organizational Structures (3)
      Strong Matrix
      Power rest with the project manager
      Composite
    • Organizational Structure
      Influences of organizational structure on projects
    • Organizational Structure
    • Organizational Process Assets
      Processes & Procedures
      Organizational standard processes such as standards, policies
      Standardized guidelines, work instruction, proposal evaluation criteria, and performance measurement criteria
      Templates
      Financial control procedures
      Procedures for prioritizing, approving, and issuing work authorization
      Etc.
      Corporate Knowledge Base
      Process measurement databases
      Project files
      Historical information & lesson learned knowledge bases
      Issue and defect management databases
      Configuration management knowledge bases
      Financial databases
      Etc.
    • 3 – Project Management Process
    • Project Management Process
      Monitoring &
      Controlling Processes
      Two categories of project process:
      Product-oriented process  should be considered in project but not explained in PMBOK
      Project management process
      Planning
      Processes
      Enter phase/
      Start project
      Exit phase/
      End project
      Initiating
      Processes
      Closing
      Processes
      Executing
      Processes
      Project
      Boundaries
    • Process Interaction
      Project management processes are represented as discrete elements with well-defined interface
      In practice, they overlap and interact
      I
      P
      E
      C
      M&C
    • Process Groups & Knowledge Areas Mapping
    • Next topic: Project Integration Management
      Thank You