Project Management Concepts

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Contents are sourced from different authors including PMBOK 5th Edition.
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Project Management Concepts

  1. 1. PROJECT MANAGEMENTConcepts and CasesCertified Six Sigma Black BeltCertified Project Management Professional (PMP)BPM PractitionerJeremy Jay V. Lim
  2. 2. What is a Project?What is Project Life Cycle?What are ProjectManagement Processes?Project Management Pillars
  3. 3. WHAT IS A PROJECT?
  4. 4. A Project is...
  5. 5. We do projects because..Projects make it "possible"BUT Operational processes give us the resultsand benefits of the projects on an ongoing basis.
  6. 6. A Project is a means to create ...
  7. 7. A Project is...
  8. 8. A Project is...
  9. 9. A Project is...A Project is A TEMPORARY ENDEAVORundertaken to createA UNIQUE PRODUCT, SERVICE or RESULT!
  10. 10. A Project is of ...
  11. 11. Keep in mind...
  12. 12. Keep in mind...
  13. 13. Keep in mind...Theres always a challenge in a projectPushing too much in one direction causesproblems on the other.Its called the "Project Constraints"
  14. 14. Thats why Project Management isso important..
  15. 15. And the role and responsibilities ofa project manager are ..
  16. 16. And the cross-cutting skillsand traits of an effectiveproject manager are ..
  17. 17. And the cross-cutting skillsand traits of an effectiveproject manager are ..
  18. 18. Now,Your IdeaHow manyprojects can aproject managerhandle at onetime?
  19. 19. WHAT IS A PROJECTLIFE CYCLE?
  20. 20. Project Life Cycle
  21. 21. Project Life CycleInitiating Process Group.Those processes performed to define a new project or a new phase of anexisting project by obtaining to start the project or phase.
  22. 22. Project Life CyclePlanning Process Group.Those processes required to establish the scope of the project, refine theobjectives, and define the course of action required to attain the objectivesthat the project was undertaken to achieve.
  23. 23. Project Life CycleExecuting Process Group.Those processes performed to complete the work defined in the projectmanagement plan to satisfy the project specifications.
  24. 24. Project Life CycleMonitoring & Controlling Process Group.Those processes required to track, review, and regulate the progressand performance of the project; identify any ares in which changes tothe plan are required; and initiate the corresponding changes.
  25. 25. Project Life CycleClosing Process Group.Those processes performed to finalize all activities across all Process Groupsto formally close the project or phase.
  26. 26. Effort Spent in the Process Groups
  27. 27. Now,Your IdeaHow do you save aproblematic ortroubled projectthat no one wantsto take?
  28. 28. WHAT ARE THEPROJECT MANAGEMENTPROCESSES?
  29. 29. PROJECT MANAGEMENT CORE PROCESSESOr Knowledge AreasQualityCostHumanResourcesCommunicationProject RiskProcurementIntegrationScopeScheduleStakeholders
  30. 30. StakeholderManagementMaking sure thatpeople concernedwith the project arecontinuouslyengaged and theirexpectations met.
  31. 31. 667434364447PM Processes
  32. 32. Initiating Planning ExecutingMonitoring &ControllingClosingProject IntegrationProject ScopeSchedulingProject CostQualityHuman ResourceCommunicationsProject RiskProcurementStakeholder Mgt
  33. 33. Project Integration: "Getting the job done"4.1. Getting the project charter approved to be authorized to control the budget and assign resources4.2. Planning all of the work thats going to happen throughout the project4.3. Directing the work once it gets started4.4. Monitoring the way the work progresses and looking for potential problems4.5. Looking out for changes, understanding their impacts, and making sure they dont derail theproject4.6. Closing out the project and making sure that there are no loose ends when its over
  34. 34. Project Integration: "Getting the job done"
  35. 35. Steps when making a Project CharterStates the need,expected project benefitand the compellingreason to do the project
  36. 36. Steps after making a Project CharterIdentify Stakeholders ispart of StakeholdersManagement
  37. 37. Project Scope: "Doing the right stuff"
  38. 38. Steps when defining Project Scope
  39. 39. When Project Scope is poorly defined
  40. 40. Project Schedule: "Getting it done on time"
  41. 41. Project Schedule: "Getting it done on time"
  42. 42. Steps when defining Project Schedule
  43. 43. Steps when defining Project Schedule
  44. 44. Different techniques of Determining Activity Duration
  45. 45. Computing Activity Duration with 3-Point Estimate
  46. 46. Lets try identifying the technique used
  47. 47. Project Cost: "Watching the Bottom Line"
  48. 48. Inputs Needed when Creating the Project Budget
  49. 49. Accuracy of Budget Forecast throughout the Life CycleVariance100% - (-50%) = 150%50% - (-30%) = 80%-20% - (+30%) = 50%20% - (-15%) = 80%15% - (-10%) = 25*%
  50. 50. Steps when Creating Project Budget
  51. 51. Steps when Computing Project Costs
  52. 52. Behavior of Project CostBAC = total Budget needed when project is completed
  53. 53. Behavior of Project Cost (2)EAC = estimated total cost that will be incurred when project is completedETC = estimated cost that will still be incurred until project is completed
  54. 54. Lets Compute Project Cost Performance
  55. 55. How to Interpret Project Cost Performance
  56. 56. Project Quality: "Getting it Right"
  57. 57. Steps when defining Project Quality
  58. 58. Human Resources: "Getting the team together"
  59. 59. Steps when Forming the Project Team
  60. 60. Tips when Forming the Project Team
  61. 61. Tips when Assigning Roles and Responsibilities
  62. 62. Steps when Forming the Project Team
  63. 63. Project Commns: "Getting the words out"
  64. 64. 90% of the Project Managers job isCommunications
  65. 65. Communication Techniques
  66. 66. Ways of Communicating Out the Project Status
  67. 67. More People, More Connections
  68. 68. Lets try ...
  69. 69. Project Risk: "Planning for the Unknown"
  70. 70. Steps when Managing Project Risks
  71. 71. LetsTry...
  72. 72. LetsTry...
  73. 73. Project Procurement: "Getting some Help"
  74. 74. And remember,in each failed contracted servicethere is a frustrated project manager
  75. 75. Procurement is an Intuitive ProcessPlan what to contractPlan how to contractContact Sellers re.RequirementsSellers bid for a contractSelect best SellerSign contract with SellerMonitor adherence toagreed contractClose out Contract
  76. 76. LetsTry...
  77. 77. LetsTry...
  78. 78. Steps when Managing Project Procurements
  79. 79. Steps when Managing Project Procurements
  80. 80. Major Types of Procurement ContractFixed-PriceCost-ReimbursableTime & MaterialPay a fixed amount regardless of how much it costs thecontractor to do the work. This is applicable if the scope of workis very much defined and fixed.Contractor will reimburse incurred project cost. Applicable ifscope of work is defined as the project progressesContractor is paid based on agreed rates ex. Hourly rate, perpiece rate, etc. Applicable if the project timeline or contractperiod is extendable or indefinite.
  81. 81. Risk Levels per Contract Type
  82. 82. Risk Levels per Contract Type
  83. 83. Stakeholders Mgt: "Managing Expectations"
  84. 84. Now,Your IdeaKnowing the PMprocesses now, isthere anything youwould have donedifferently?Why?
  85. 85. Now,Your IdeaHow do you workwith people notfamiliar with ProjectManagementpractices?
  86. 86. Updates on PMBOK from 4th Ed to 5th Ed
  87. 87. References2013"Passing the PMP Exam", 7th Ed., Rita Mulcahy

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