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Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
Prestiva PMP process approach
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Prestiva PMP process approach

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Prestiva PMP process approach

Prestiva PMP process approach

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  • Examples of projects include, but are not limited to: Developing a new product or service, Effecting a change in the structure, staffing, or style of an organization, Developing or acquiring a new or modified information system, Constructing a building or infrastructure, or Implementing a new business process or procedure
  • Organizational planning impacts the projects by means of project prioritization based on risk, funding, and the organization’s strategic plan. Organizational planning can direct the funding and support for the component projects on the basis of risk categories, specific lines of business, or general types of projects, such as infrastructure and internal process improvement.
  • Transcript

    • 1. Project Management Professional Certification (PMPC)<br />PMP Certification<br />Prepared by: MuraliVenkatesh<br />Version. 1.0<br />May 12 2010<br />
    • 2. Project Management Framework<br />Introduction<br />2<br />
    • 3. Project Management Framework<br />3<br />
    • 4. 1.1 Purpose of the PMBOK Guide<br />Sum of Knowledge for the Project Management<br />PMBOK is generally recognized as good practice<br />Provide a general overview<br />Generally recognized – knowledge and practices that are applicable to most projects most of the time<br />Good Practice – correct use of skills, tools and technique enhances chance of success<br />Do not have to be applied to all projects uniformly<br />Project team should determine what are appropriate practices<br />Foundational but not sole reference for PMP Exam<br />Addresses only single projects<br />Do not address all details of every topic<br />4<br />
    • 5. 1.2 What is a Project<br />Definition - Temporary endeavor undertaken to create a unique product, service or result<br />Temporary means project has a definite end<br />Deliverables (product, service and results) are unique <br />Project can create<br />A product that can be either a component of another item or an end item in itself<br />A capability to perform a service<br />A result such as an outcome or document<br />5<br />
    • 6. 1.3 What is Project Management<br />Application of Knowledge, skills, tools and techniques to meet the project requirement<br />Application and integration of the project management processes<br />Initiating<br />Planning<br />Executing<br />Monitoring and Controlling<br />Closing<br />6<br />
    • 7. 1.3 What is Project Management<br />Project Manager is responsible for accomplishing the project objectives<br />Project Management includes<br />Identifying Requirements<br />Addressing the various needs, concerns and expectation of the stakeholders<br />Balancing the competing project constraints, but not limited to <br />Scope,<br />Quality<br />Schedule<br />Budget<br />Resources, and<br />Risk<br />Project Management processes are iterative<br />Existence of Progressive Elaboration in the project<br />7<br />
    • 8. 1.4 Relationships Among Project Management, Program Management, and Portfolio Management <br />8<br />
    • 9. 1.6 Role of a Project Manager <br />The Project Manager <br />Is the person responsible to achieve the project objective<br />Must posses the following characteristics<br />Knowledge - This refers to what the project manager knows about project management <br />Performance - This refers to what the project manager is able to do or accomplish while applying his/her project management knowledge <br />Personal - This refers to how the project manager behaves (attitudes, core personality characteristics and leadership) when performing the project or related activity<br />9<br />
    • 10. Project Management Framework<br />Project Life Cycle and Organization<br />10<br />
    • 11. Project Management Framework<br />11<br />
    • 12. 2.1 The Project Life Cycle - Overview<br />Project Phases <br />Are sequential, sometime overlap<br />End of a Phase is referred as phase exits, milestones, phase gates, decision gates, stage gates, or kill points <br />A project phase is not the same as the Project Management Process Group<br />12<br />
    • 13. 2.4 Organizational Influences on Project Management <br />13<br />Organizational Influences on Projects<br />
    • 14. The standard for project management of a project<br />14<br />
    • 15. 3.1 Common Project Management Process Interaction<br />Processes are iterative, they overlap and many processes are repeated during the project<br />Initiating Process group starts the project and Closing process group ends it<br />Process groups are linked by the output they produce<br />Output of one process becomes input to another process or deliverable of the project<br />15<br />
    • 16. 3.2 Process Management Process Groups<br />Five Process Groups<br />Initiating: Define a new project or a new phase of existing project by obtaining authorization<br />Planning: Establish the scope of the project, refine the objectives and define the course of action<br />Executing: Complete the work defined in the project management plan<br />Monitoring and Controlling: Required to track, review and regulate the progress of the project, identify the change required and initiate them<br />Closing: Performed to finalize all activities across all Process groups to formally close the project<br />Have dependencies on each other and are performed in the same sequence<br />Not same as the Project phases<br />16<br />

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