Conducting PMBOK Projects (downloadable)

3,263 views
3,172 views

Published on

MBA-TM academic presentation. Trans + references. Overview of project management needs at a fictitious company.

Published in: Business, Technology
1 Comment
1 Like
Statistics
Notes
No Downloads
Views
Total views
3,263
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
318
Comments
1
Likes
1
Embeds 0
No embeds

No notes for slide
  • Conducting PMBOK Projects (downloadable)

    1. 1. Conducting Projects at RAE Presented by: Mark Carlson ● MPM655-02 ● August 31, 2008 ● For: Dr. Michael H. Flanagan Developed for the Customer Service Department
    2. 2. <ul><li>What is Project Management? </li></ul><ul><li>PMBOK </li></ul><ul><ul><li>Process Groups </li></ul></ul><ul><ul><li>Knowledge Areas </li></ul></ul><ul><ul><li>Activities </li></ul></ul>Introduction
    3. 3. <ul><li>The de facto guide for project management </li></ul>PMBOK <ul><li>The PM team ensures process compliance and organizational pertinence </li></ul><ul><li>CS feedback increases project success </li></ul>
    4. 4. <ul><ul><li>Initiate </li></ul></ul><ul><ul><ul><li>Project boundaries established </li></ul></ul></ul><ul><ul><ul><li>Kick off meetings carried out for project stakeholders </li></ul></ul></ul><ul><ul><li>Plan </li></ul></ul><ul><ul><ul><li>Project Plan development </li></ul></ul></ul>Process Groups
    5. 5. <ul><ul><li>Execute </li></ul></ul><ul><ul><ul><li>Carry out PMP objectives </li></ul></ul></ul><ul><ul><ul><li>Constrained by Project Charter and Scope </li></ul></ul></ul>Process Groups continued <ul><ul><li>Monitor & Control </li></ul></ul><ul><ul><ul><li>Insights to project health </li></ul></ul></ul><ul><ul><ul><li>May initiate a changes to PMP </li></ul></ul></ul><ul><ul><li>Closing </li></ul></ul><ul><ul><ul><li>Verification </li></ul></ul></ul><ul><ul><ul><li>Contract Closures </li></ul></ul></ul>
    6. 6. Knowledge Areas
    7. 7. Knowledge Areas continued
    8. 8. Knowledge Areas continued
    9. 9. Putting it All Together Initiating Planning Executing Controlling Closing Integration Kick off meeting Project Plan development Project Plan execution Submitting Change Control forms Scope Scope identification Scope verification Change control Time Schedule planning Schedule management Cost Resource planning Budgeting WBS Development Cost control Quality Cost /Benefit Analysis Requirement planning Quality assurance Quality control
    10. 10. Activities continued Initiating Planning Executing Controlling Closing HR Organizational planning Staff acquisition Team development Communication Comm. Plan development Comm. Plan execution Performance reporting Data archiving Risk Risk Identification and Analysis Risk Mitigation Risk Monitoring & Controlling Procurement Vendor requirements identification Contract development Contract administration Vendor performance reporting Contract closeout
    11. 11. <ul><li>Freedman, R. (2002). Encourage success by following PMI’s knowledge areas. Retrieved August 31, 2008 from http://articles.techrepublic.com.com/5100-10878_11-1051548.html </li></ul><ul><li>Kerzner, H. (2006). Project management: A systems approach to planning, scheduling, and controlling. (9 th edition). Hoboken, NJ: John Wiley & Sons, Inc. </li></ul><ul><li>PMBOK Guide. (2004) . Project management body of knowledge. Newton Square, PA: Project Management Institute, Inc. </li></ul><ul><li>PMI. (2007). PMI Marketplace. Retrieved August 31, 2008 from http://www.pmi.org/Marketplace/Pages/ProductDetail.aspx?GMProduct=00100035801 </li></ul><ul><li>PMI. (2007). PMI Why Join PMI? Retrieved August 31, 2008 from http://www.pmi.org/GetInvolved/Pages/Why-Join-PMI.aspx </li></ul><ul><li>Rothman, J, (2004). How technical does a project manager have to be?  Retrieved July 10, 2008 from http://www.jrothman.com/weblog/2004/12/how-technical-does-project-manager.html </li></ul>References

    ×