Project Management
Review of the Project Management Body
of Knowledge (PMBOK) 5th edition

{

Joe DiFalco
PMP, PMI-ACP, CS...
Day 1 Review











PMBOK – basis for _____
What is a project? A _____ endeavor with a ___ and an ___, and
cre...
Day 2 Agenda




Organizational Structure
Process Groups
Knowledge Areas


Project Integration Management





Scop...
Organizational Structure


Defined in terms of the project manager’s level of authority






Functional






mo...
Functional
Advantages

Disadvantages
Functional
Advantages

Disadvantages

Easier management of
specialists

People place more
emphasis on their
functional spe...
Projectized
Advantages

Disadvantages
Projectized
Advantages

Disadvantages

Efficient project
organization

No “home” when project is
completed

Loyalty to the...
Matrix
Advantages

Disadvantages
Matrix
Advantages

Disadvantages

Highly visible project
objectives

Extra administration is
required

Improved project ma...
From PMBOK 5th Edition
Process Groups






Initiating
Planning
Executing
M&C – monitor and control
Closing
From PMBOK
5th Edition

Note: the numbers in
the chart refer to the
chapter in the PMBOK
Integration Management
Integration Management

From PMBOK 5th Edition
Integration Management

From PMBOK 5th Edition
Project Charter

From PMBOK 5th Edition
Develop Project Management Plan

From PMBOK 5th Edition
Direct and Manage Project Work

From PMBOK 5th Edition
Direct and Manage Project Work

From PMBOK 5th Edition
Monitor and Control Project Work

From PMBOK 5th Edition
Monitor and Control Project Work

From PMBOK 5th Edition
Perform Integrated Change Control

From PMBOK 5th Edition
Perform Integrated Change Control

From PMBOK 5th Edition
Close Project or Phase

From PMBOK 5th Edition
Close Project or Phase

From PMBOK 5th Edition
Scope Management
Scope Management

From PMBOK 5th Edition
Scope Management

From PMBOK 5th Edition
Plan Scope Management

From PMBOK 5th Edition
Plan Scope Management

From PMBOK 5th Edition
Collect Requirements

From PMBOK 5th Edition
Collect Requirements

From PMBOK 5th Edition
Define Scope

From PMBOK 5th Edition
Define Scope

From PMBOK 5th Edition
Define Scope

From PMBOK 5th Edition
Create WBS

From PMBOK 5th Edition
Create WBS

From PMBOK 5th Edition
WBS Dictionary

From PMBOK 5th Edition
Validate Scope

From PMBOK 5th Edition
Validate Scope

From PMBOK 5th Edition
Control Scope

From PMBOK 5th Edition
Control Scope

From PMBOK 5th Edition
Time Management

From PMBOK 5th Edition
Time Management

From PMBOK 5th Edition
Plan Schedule Management

From PMBOK 5th Edition
Plan Schedule Management

From PMBOK 5th Edition
Define Activities

From PMBOK 5th Edition
Define Activities

From PMBOK 5th Edition
Sequence Activities

From PMBOK 5th Edition
Sequence Activities

From PMBOK 5th Edition
Sequence Activities

From PMBOK 5th Edition
Sequence Activities

From PMBOK 5th Edition
Sequence Activities

From PMBOK 5th Edition
Sequence Activities

From PMBOK 5th Edition
Estimate Activity Resources

From PMBOK 5th Edition
Estimate Activity Resources

From PMBOK 5th Edition
Estimate Activity Durations

From PMBOK 5th Edition
Estimate Activity Durations

From PMBOK 5th Edition
Estimate Activity Durations

From PMBOK 5th Edition
Develop Schedule

From PMBOK 5th Edition
Develop Schedule

From PMBOK 5th Edition
Develop Schedule

From PMBOK 5th Edition
Develop Schedule

From PMBOK 5th Edition
Develop Schedule

From PMBOK 5th Edition
Develop Schedule

From PMBOK 5th Edition
Control Schedule

From PMBOK 5th Edition
Control Schedule

From PMBOK 5th Edition
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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 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 of "Project Management Class ( based on PMBOK) - Day 2"

    1. 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. 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. 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. 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. 5. Functional Advantages Disadvantages
    6. 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. 7. Projectized Advantages Disadvantages
    8. 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. 9. Matrix Advantages Disadvantages
    10. 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. 11. From PMBOK 5th Edition
    12. 12. Process Groups      Initiating Planning Executing M&C – monitor and control Closing
    13. 13. From PMBOK 5th Edition Note: the numbers in the chart refer to the chapter in the PMBOK
    14. 14. Integration Management
    15. 15. Integration Management From PMBOK 5th Edition
    16. 16. Integration Management From PMBOK 5th Edition
    17. 17. Project Charter From PMBOK 5th Edition
    18. 18. Develop Project Management Plan From PMBOK 5th Edition
    19. 19. Direct and Manage Project Work From PMBOK 5th Edition
    20. 20. Direct and Manage Project Work From PMBOK 5th Edition
    21. 21. Monitor and Control Project Work From PMBOK 5th Edition
    22. 22. Monitor and Control Project Work From PMBOK 5th Edition
    23. 23. Perform Integrated Change Control From PMBOK 5th Edition
    24. 24. Perform Integrated Change Control From PMBOK 5th Edition
    25. 25. Close Project or Phase From PMBOK 5th Edition
    26. 26. Close Project or Phase From PMBOK 5th Edition
    27. 27. Scope Management
    28. 28. Scope Management From PMBOK 5th Edition
    29. 29. Scope Management From PMBOK 5th Edition
    30. 30. Plan Scope Management From PMBOK 5th Edition
    31. 31. Plan Scope Management From PMBOK 5th Edition
    32. 32. Collect Requirements From PMBOK 5th Edition
    33. 33. Collect Requirements From PMBOK 5th Edition
    34. 34. Define Scope From PMBOK 5th Edition
    35. 35. Define Scope From PMBOK 5th Edition
    36. 36. Define Scope From PMBOK 5th Edition
    37. 37. Create WBS From PMBOK 5th Edition
    38. 38. Create WBS From PMBOK 5th Edition
    39. 39. WBS Dictionary From PMBOK 5th Edition
    40. 40. Validate Scope From PMBOK 5th Edition
    41. 41. Validate Scope From PMBOK 5th Edition
    42. 42. Control Scope From PMBOK 5th Edition
    43. 43. Control Scope From PMBOK 5th Edition
    44. 44. Time Management From PMBOK 5th Edition
    45. 45. Time Management From PMBOK 5th Edition
    46. 46. Plan Schedule Management From PMBOK 5th Edition
    47. 47. Plan Schedule Management From PMBOK 5th Edition
    48. 48. Define Activities From PMBOK 5th Edition
    49. 49. Define Activities From PMBOK 5th Edition
    50. 50. Sequence Activities From PMBOK 5th Edition
    51. 51. Sequence Activities From PMBOK 5th Edition
    52. 52. Sequence Activities From PMBOK 5th Edition
    53. 53. Sequence Activities From PMBOK 5th Edition
    54. 54. Sequence Activities From PMBOK 5th Edition
    55. 55. Sequence Activities From PMBOK 5th Edition
    56. 56. Estimate Activity Resources From PMBOK 5th Edition
    57. 57. Estimate Activity Resources From PMBOK 5th Edition
    58. 58. Estimate Activity Durations From PMBOK 5th Edition
    59. 59. Estimate Activity Durations From PMBOK 5th Edition
    60. 60. Estimate Activity Durations From PMBOK 5th Edition
    61. 61. Develop Schedule From PMBOK 5th Edition
    62. 62. Develop Schedule From PMBOK 5th Edition
    63. 63. Develop Schedule From PMBOK 5th Edition
    64. 64. Develop Schedule From PMBOK 5th Edition
    65. 65. Develop Schedule From PMBOK 5th Edition
    66. 66. Develop Schedule From PMBOK 5th Edition
    67. 67. Control Schedule From PMBOK 5th Edition
    68. 68. Control Schedule From PMBOK 5th Edition
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