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Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
Project Management Class ( based on PMBOK) - Day 2
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Project Management Class ( based on PMBOK) - Day 2

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Day 2 - Learn the basics of project management in this 6 day course taught by Joe DiFalco, PMP, PMI-ACP, CSPO, Systems Engineer. This course covers the 5 process groups and the 47 project management …

Day 2 - Learn the basics of project management in this 6 day course taught by Joe DiFalco, PMP, PMI-ACP, CSPO, Systems Engineer. This course covers the 5 process groups and the 47 project management processes grouped into 10 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 and Project Stakeholder Management.

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  • Joe: Local entrepreneur with several successful startups under my belt. My first job out of college was with EDS – a big 5, at the time, consulting company. I focused my career on software development and over the years I have worked for large corporations, small, medium and start-up companies (as well as being involved in several successful start ups, most notably co-founding a marketing company). All of that experience is culminating with CVShout - dedicated to helping talented, motivated individuals create a brand for themselves that showcases the talents, expertise and experience to stand out from the crowd so they can go after that dream job.
  • Initiating makes the project real – high level planning to determine if the project should be selectedPlan for how you will do planning, how to execute, how to M/C and closeExecute according to your plansWork results are then fed into M/C to track against baselinesVariations that do not require changes, fed back to executing. Changes that are significant go back to planning.Ultimately, the project is closed – turnover to support and resources are released
  • What is the project manager’s main role? Integration management – pull all the pieces of a project together into a cohesive whole.Arguably the reason for a PM’s existenceProtect project from changes, loss of resources, get the job done faster, cheaper, fewer resources while meeting objectivesSee the processes and the process groups they fall under
  • What is the project manager’s main role? Integration management – pull all the pieces of a project together into a cohesive whole.Arguably the reason for a PM’s existenceProtect project from changes, loss of resources, get the job done faster, cheaper, fewer resources while meeting objectivesSee the processes and the process groups they fall under
  • Transcript

    • 1. Project Management Review of the Project Management Body of Knowledge (PMBOK) 5th edition { Joe DiFalco PMP, PMI-ACP, CSPO, Systems Engineer Owner CVShout™ Profile: CVShout.com/joedifalco Contact: joe@cvshout.com
    • 2. Day 1 Review         PMBOK – basis for _____ What is a project? A _____ endeavor with a ___ and an ___, and creates a ______ product, service or result. “Iron triangle” – ______, ______, ______ Progressive elaboration Enterprise Environmental Factors Characteristics of project life cycle: ___, organizing, ____, closing Governance Organizational Process Assets
    • 3. Day 2 Agenda    Organizational Structure Process Groups Knowledge Areas  Project Integration Management    Scope Management    Business case Project charter Scope statement WBS and WBS dictionary Time Management  Schedule
    • 4. Organizational Structure  Defined in terms of the project manager’s level of authority     Functional     most common areas of expertise – “silo” Project work in addition to departmental work Projectized    Who has the power in each type Advantages of each type Disadvantages of each type Company is organized by projects Project manager has control – resources report to them Matrix     Think “two bosses” – project manager and functional manager Project work plus departmental work Strong matrix – authority lies with project manager Weak matrix – authority lies with functional manager
    • 5. Functional Advantages Disadvantages
    • 6. Functional Advantages Disadvantages Easier management of specialists People place more emphasis on their functional specialty to the detriment of the project Team members report only one supervisor No career path in project management Similar resources are centralized, as the company is grouped by specialties The project manager has little or no authority Clearly defined career paths in areas of work specialization
    • 7. Projectized Advantages Disadvantages
    • 8. Projectized Advantages Disadvantages Efficient project organization No “home” when project is completed Loyalty to the project Lack of professionalism in disciplines More effective communications than functional Duplication of facilities and job functions Less efficient use of resources
    • 9. Matrix Advantages Disadvantages
    • 10. Matrix Advantages Disadvantages Highly visible project objectives Extra administration is required Improved project manager control over resources More than one boss for project teams More support from functional areas More complex to monitor and control Maximum utilization of scarce resources Tougher problems with resource allocation Better coordination Need extensive policies and procedures
    • 11. From PMBOK 5th Edition
    • 12. Process Groups      Initiating Planning Executing M&C – monitor and control Closing
    • 13. From PMBOK 5th Edition Note: the numbers in the chart refer to the chapter in the PMBOK
    • 14. Integration Management
    • 15. Integration Management From PMBOK 5th Edition
    • 16. Integration Management From PMBOK 5th Edition
    • 17. Project Charter From PMBOK 5th Edition
    • 18. Develop Project Management Plan From PMBOK 5th Edition
    • 19. Direct and Manage Project Work From PMBOK 5th Edition
    • 20. Direct and Manage Project Work From PMBOK 5th Edition
    • 21. Monitor and Control Project Work From PMBOK 5th Edition
    • 22. Monitor and Control Project Work From PMBOK 5th Edition
    • 23. Perform Integrated Change Control From PMBOK 5th Edition
    • 24. Perform Integrated Change Control From PMBOK 5th Edition
    • 25. Close Project or Phase From PMBOK 5th Edition
    • 26. Close Project or Phase From PMBOK 5th Edition
    • 27. Scope Management
    • 28. Scope Management From PMBOK 5th Edition
    • 29. Scope Management From PMBOK 5th Edition
    • 30. Plan Scope Management From PMBOK 5th Edition
    • 31. Plan Scope Management From PMBOK 5th Edition
    • 32. Collect Requirements From PMBOK 5th Edition
    • 33. Collect Requirements From PMBOK 5th Edition
    • 34. Define Scope From PMBOK 5th Edition
    • 35. Define Scope From PMBOK 5th Edition
    • 36. Define Scope From PMBOK 5th Edition
    • 37. Create WBS From PMBOK 5th Edition
    • 38. Create WBS From PMBOK 5th Edition
    • 39. WBS Dictionary From PMBOK 5th Edition
    • 40. Validate Scope From PMBOK 5th Edition
    • 41. Validate Scope From PMBOK 5th Edition
    • 42. Control Scope From PMBOK 5th Edition
    • 43. Control Scope From PMBOK 5th Edition
    • 44. Time Management From PMBOK 5th Edition
    • 45. Time Management From PMBOK 5th Edition
    • 46. Plan Schedule Management From PMBOK 5th Edition
    • 47. Plan Schedule Management From PMBOK 5th Edition
    • 48. Define Activities From PMBOK 5th Edition
    • 49. Define Activities From PMBOK 5th Edition
    • 50. Sequence Activities From PMBOK 5th Edition
    • 51. Sequence Activities From PMBOK 5th Edition
    • 52. Sequence Activities From PMBOK 5th Edition
    • 53. Sequence Activities From PMBOK 5th Edition
    • 54. Sequence Activities From PMBOK 5th Edition
    • 55. Sequence Activities From PMBOK 5th Edition
    • 56. Estimate Activity Resources From PMBOK 5th Edition
    • 57. Estimate Activity Resources From PMBOK 5th Edition
    • 58. Estimate Activity Durations From PMBOK 5th Edition
    • 59. Estimate Activity Durations From PMBOK 5th Edition
    • 60. Estimate Activity Durations From PMBOK 5th Edition
    • 61. Develop Schedule From PMBOK 5th Edition
    • 62. Develop Schedule From PMBOK 5th Edition
    • 63. Develop Schedule From PMBOK 5th Edition
    • 64. Develop Schedule From PMBOK 5th Edition
    • 65. Develop Schedule From PMBOK 5th Edition
    • 66. Develop Schedule From PMBOK 5th Edition
    • 67. Control Schedule From PMBOK 5th Edition
    • 68. Control Schedule From PMBOK 5th Edition

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