Introduction to pmp

  • 4,562 views
Uploaded on

 

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
4,562
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
516
Comments
0
Likes
6

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Introduction To Project Management Chapters One, Two, & Three PMBOK- 4th EditionPresentation compiled by: Shaymaa Kadry, MA, PMPE-mail: shkadry@live.comTwitter: Shaymaa_Kadry
  • 2. What is a project?A project is a temporary endeavor undertaken to create a uniqueproduct, service, or result. The temporary nature of projects indicates adefinite beginning and end.A project can create: A product that can be either a component of another item or an end item in itself, A capability to perform a service (e.g., a business function that supports production or distribution), or A result such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend is present or a new process will benefit society).
  • 3. What is a project management?Project management is the application of knowledge, skills, tools, andtechniques to project activities to meet the project requirements.Project management is accomplished through the appropriate applicationand integration of the 42 logically grouped project managementprocesses comprising the 5 Process Groups.These 5 Process Groups are: Initiating, Planning, Executing, Monitoring and Controlling, and Closing
  • 4. What is a project management?Managing a project typically includes: Identifying requirements, Addressing the various needs, concerns, and expectations of the stakeholders as the project is planned and carried out, Balancing the competing project constraints including, but not limited to: Scope, Quality, Schedule, Budget, Resources, and Risk.
  • 5. Project Management, Program Management, and Portfolio ManagementIn mature project management organizations,project management exists in a broader contextgoverned by program management and portfoliomanagement.
  • 6. Portfolio ManagementPortfolio refers to a collection of projects or programs and other workthat are grouped together to facilitate effective management of that workto meet strategic business objectives. The projects or programs of theportfolio may not necessarily be interdependent or directly related.Portfolio Management refers to the centralized management of one ormore portfolios, which includes identifying, prioritizing, authorizing,managing, and controlling projects, programs, and other related work, toachieve specific strategic business objectives. Portfolio managementfocuses on ensuring that projects and programs are reviewed to prioritizeresource allocation, and that the management of the portfolio isconsistent with and aligned to organizational strategies.
  • 7. Program ManagementProgram: a group of related projects managed in a coordinated way toobtain benefits and control not available from managing themindividually. Programs may include elements of related work outside thescope of the discrete projects in the program. A project may or may notbe part of a program but a program will always have projects.Program Management: the centralized coordinated management of aprogram to achieve the program’s strategic objectives and benefits.Projects within a program are related through the common outcome orcollective capability. If the relationship between projects is only that of ashared client, seller, technology, or resource, the effort should bemanaged as a portfolio of projects rather than as a program.Program management focuses on the project interdependencies andhelps to determine the optimal approach for managing them.
  • 8. Project Management, ProgramManagement, and Portfolio Management PROJECTS PROGRAMS PORTFOLIOS
  • 9. Projects and Strategic PlanningProjects are often utilized as a means of achieving an organization’sstrategic plan. Projects are typically authorized as a result of one or moreof the following strategic considerations: Market demand, Strategic opportunity/business need , Customer request, Technological advance, and Legal requirements.
  • 10. Project Management OfficeA project management office (PMO) is an organizational body or entityassigned various responsibilities related to the centralized andcoordinated management of those projects under its domain. Theresponsibilities of a PMO can range from providing project managementsupport functions to actually being responsible for the directmanagement of a project.The projects supported or administered by the PMO may not be related,other than by being managed together. The specific form, function, andstructure of a PMO is dependent upon the needs of the organization thatit supports
  • 11. Project Management OfficeA primary function of a PMO is to support project managers in a varietyof ways which may include, but are not limited to: Managing shared resources across all projects administered by the PMO; Identifying and developing project management methodology, best practices, and standards; Coaching, mentoring, training, and oversight; Monitoring compliance with project management standards policies, procedures, and templates via project audits; Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and Coordinating communication across projects.
  • 12. Project Management OfficeDifferences between the role of project managers and a PMO mayinclude the following: The project manager focuses on the specified project objectives, while the PMO manages major program scope changes which may be seen as potential opportunities to better achieve business objectives. The project manager controls the assigned project resources to best meet project objectives while the PMO optimizes the use of shared organizational resources across all projects. The project manager manages the constraints (scope, schedule, cost, and quality, etc.) of the individual projects while the PMO manages the methodologies, standards, overall risk/opportunity, and interdependencies among projects at the enterprise level.
  • 13. Project Management and Operation Management Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service. Examples include: production operations, manufacturing operations, and accounting operations. Projects require project management while operations require business process management or operations management. Projects can intersect with operations at various points during the product life cycle, such as: At each closeout phase; When developing a new product, upgrading a product, or expanding outputs; Improvement of operations or the product development process; or Until the divestment of the operations at the end of the product life cycle.
  • 14. Project Management and Operation Management Operations are permanent endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of operations, projects are temporary endeavors.
  • 15. Role of Project ManagerThe project manager is the person assigned by the performingorganization to achieve the project objectives.The project manager should possess the following characteristics, inaddition to any area-specific skills and general managementproficiencies: Knowledge. what the project manager knows about project management. Performance. This refers to what the project manager is able to do or accomplish while applying their project management knowledge. Personal. This refers to how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics and leadership— the ability to guide the project team while achieving project objectives and balancing the project constraints.
  • 16. Enterprise Environmental FactorsEnterprise environmental factors refer to both internal and externalenvironmental factors that surround or influence a project’s success.Enterprise environmental factors may enhance or constrain project managementoptions and may have a positive or negative influence on the outcome.Enterprise environmental factors include, but are not limited to: Organizational culture, structure, and processes; Government or industry standards; Infrastructure (e.g., existing facilities and capital equipment); Existing human resources (e.g., skills, disciplines, and knowledge,; Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training records, overtime policy, and time tracking); Company work authorization systems; Marketplace conditions; Stakeholder risk tolerances; Political climate; Organization’s established communications channels; Commercial databases (e.g., standardized cost estimating data); and Project management information systems (e.g., an automated tool, such as a scheduling software tool, a configuration management system,).
  • 17. The Project Life CycleA project life cycle is a collection of generally sequential and sometimesoverlapping project phases whose name and number are determined bythe management and control needs of the organization or organizationsinvolved in the project, the nature of the project itself, and its area ofapplication.No matter how large or small, simple or complex, all projects can bemapped to the following life cycle structure: Starting the project, Organizing and preparing, Carrying out the project work, and Closing the project.
  • 18. Product vs. Project Life Cycle RelationshipsThe product life cycle consists of generally sequential, non-overlappingproduct phases determined by the manufacturing and control need of theorganization.All projects have a purpose or objective, but in those cases where theobjective is a service or result, there may be a life cycle for the service orresult, not a product life cycle.When the output of the project is related to a product, there are manypossible relationships, for e.g.: The development of a new product could be a project on its own. Alternatively, an existing product might benefi t from a project to add new functions or features, or a project might be created to develop a new model.
  • 19. Project PhasesProject phases are divisions within a project where extra control is needed toeffectively manage the completion of a major deliverable.Project phases are typically completed sequentially, but can overlap in someproject situations.A project phase is not a Project Management Process Group.All phases have similar characteristics When phases are sequential, the close of a phase ends with some form of transfer or handoff of the work product produced as the phase deliverable. This phase end represents a natural point to reassess the effort underway and to change or terminate the project if necessary. These points are referred to as phase exits, milestones, phase gates, decision gates, stage gates, or kill points. The work has a distinct focus that differs from any other phase. This often involves different organizations and different skill sets. The primary deliverable or objective of the phase requires an extra degree of control to be successfully achieved.
  • 20. Project Governance Across the Life CycleProject governance provides a comprehensive, consistent method ofcontrolling the project and ensuring its success. The project governanceapproach should be described in the project management plan.The end of a phase represents a natural point to reassess the effortunderway and to change or terminate the project if necessary. A reviewof both key deliverables and project performance to date to: Determine if the project should continue into its next phase and, Detect and correct errors cost effectively should be regarded as good practice.Formal phase completion does not necessarily include authorizing thesubsequent phase. For instance, if the risk is deemed to be too great forthe project to continue or if the objectives are no longer required, a phasecan be closed with the decision to not initiate any other phases.
  • 21. Phase-to-Phase RelationshipsThere are three basic types of phase-to-phase relationships: A sequential relationship, where a phase can only start once the previous phase is complete. The step-by-step nature of this approach reduces uncertainty, but may eliminate options for reducing the schedule. An overlapping relationship, where the phase starts prior to completion of the previous one. Overlapping phases may increase risk and can result in rework if a subsequent phase progresses before accurate information is available from the previous phase. An iterative relationship, where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables. This approach is useful in largely undefined, uncertain, or rapidly changing environments such as research, but it can reduce the ability to provide long term planning.
  • 22. Projects vs. Operational WorkIn many organizations the work performed can be categorized as eitherproject or operations work.These two types of work share a number of characteristics as follows: Performed by individuals, Limited by constraints, including resource constraints, Planned, executed, monitored and controlled, and Performed to achieve organizational objectives or strategic plans.Projects and operations differ primarily in that: Operations are ongoing and produce repetitive products, services, or results. They work sustains the organization over time. Operations work does not terminate when its current objectives are met but instead follow new directions to support the organization’s strategic plans. Projects are temporary and end. Operations work supports the business environment where projects are executed.
  • 23. StakeholdersStakeholders are persons or organizations (e.g., customers, sponsors, theperforming organization, or the public), who are actively involved in theproject or whose interests may be positively or negatively affected by theperformance or completion of the project.Stakeholders may also exert influence over the project, its deliverables,and the project team members.The project management team must identify both internal and externalstakeholders in order to determine the project requirements andexpectations of all parties involved. The project manager must managethe influence of the various stakeholders in relation to the projectrequirements to ensure a successful outcome.
  • 24. StakeholdersStakeholders have varying levels of responsibility and authority whenparticipating on a project and these can change over the course of theproject life cycle. Their responsibility and authority may range fromoccasional contributions in surveys and focus groups to full projectsponsorship, which includes providing financial and political support.The following are some examples of project stakeholders. Customers/users. Sponsor. Portfolio managers/portfolio review board. Program managers. Project management office. Project managers. Project team. Functional managers. Operations management. Sellers/business partners.
  • 25. Organizational Influences on Project Management The organizational culture, style, and structure influence how projects are performed. An organization’s degree of project management maturity and its project management systems can also influence the project. When a project involves external entities as part of a joint venture or partnering, the project will be influenced by more than one enterprise.
  • 26. Organizational Cultures and StylesCultures and styles may have a strong influence on a project’s ability tomeet its objectives. Cultures and styles are typically known as “culturalnorms.” The “norms” include a common knowledge regarding how toapproach getting the work done, what means are considered acceptablefor getting the work done, and who is influential in facilitating the workgetting done.Most organizations have developed unique cultures that manifest innumerous ways including, but not limited to: Shared visions, values, norms, beliefs, and expectations, Policies, methods, and procedures, View of authority relationships, and Work ethic and work hours.The organizational culture is an enterprise environmental factor
  • 27. Organizational StructureOrganizational structure is an enterprise environmental factor which canaffect the availability of resources and influence how projects areconducted. Organizational structures range from functional toprojectized, with a variety of matrix structures between them. Organization Structure Matrix Project Functional Projectized Characteristics Weak Matrix Balanced Matrix Strong Matrix
  • 28. Organizational StructureThe classic functional organization A hierarchy where each Functional Organization employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level. Specialties may be further subdivided into functional organizations, such as mechanical and electrical engineering. Each department in a functional organization will do its project work independent of other departments
  • 29. Organizational Structure Matrix organizations Weak Matrix OrganizationA blend of functional and projectizedcharacteristics.Weak matrices maintain many of thecharacteristics of a functional organization,and the project manager role is more of acoordinator or expediter than that of a true Balanced Matrix Organizationproject manager.Strong matrices have many of thecharacteristics of the projectizedorganization, and can have full-time projectmanagers with considerable authority andfull-time project administrative staff.Balanced matrix organization recognizes the Strong Matrix Organizationneed for a project manager, it does notprovide the project manager with the fullauthority over the project and projectFunding.
  • 30. Organizational Process AssetsOrganizational process assets include any or all process related assets,from any or all of the organizations involved in the project that can beused to influence the project’s success.These process assets include formal and informal plans, policies,procedures and guidelines. organization’s knowledge bases such aslessons learned and historical information, completed schedules, riskdata, and earned value data.Organizational process assets may be grouped into two categories: Processes and Procedures Corporate Knowledge Base
  • 31. Organizational Process Assets Processes and ProceduresThe organization’s processes and procedures for conducting work include but arenot limited to: Organizational standard processes such as standards, policies Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria; Templates Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the specific needs of the project; Organization communication requirements Project closure guidelines or requirements Financial controls procedures Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking; Change control procedures, including the steps by which official company standards, policies, plans, and procedures—or any project documents—will be modified, and how any changes will be approved and validated; Risk control procedures, including risk categories, probability definition and impact, and probability and impact matrix; and Procedures for prioritizing, approving, and issuing work authorizations.
  • 32. Organizational Process Assets Corporate Knowledge BaseThe organizational corporate knowledge base for storing and retrievinginformation includes but is not limited to: Process measurement databases used to collect and make available measurement data on processes and products, Project files Historical information and lessons learned knowledge bases Issue and defect management databases containing issue and defect status, control information, issue and defect resolution, and action item results, Configuration management knowledge bases containing the versions and baselines of all official company standards, policies, procedures, and any project documents, and Financial databases containing information such as labor hours, incurred costs, budgets and any project cost overruns.
  • 33. Project Management Processes For A ProjectA process is a set of interrelated actions and activities performed toachieve a pre-specified product, result, or service.Each process is characterized by its inputs, the tools and techniquesthat can be applied, and the resulting outputs. There are five ProjectManagement Process Groups required for any project.In order for a project to be successful, the project team must: Select appropriate processes required to meet the project objectives, Use a defined approach that can be adopted to meet requirements, Comply with requirements to meet stakeholder needs and expectations, and Balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specifi ed product, service, or result.
  • 34. Project Management Processes For A ProjectA process is a set of interrelated actions and activities performed toachieve a pre-specified product, result, or service.Each process is characterized by its inputs, the tools and techniquesthat can be applied, and the resulting outputs. There are five ProjectManagement Process Groups required for any project.In order for a project to be successful, the project team must: Select appropriate processes required to meet the project objectives, Use a defined approach that can be adopted to meet requirements, Comply with requirements to meet stakeholder needs and expectations, and Balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specifi ed product, service, or result.
  • 35. Project Management Processes For A ProjectThe project processes are performed by the project team and generallyfall into one of two major categories: Project management processes ensure the effective flow of the project throughout its existence. These processes encompass the tools and techniques involved in applying the skills and capabilities described in the Knowledge Areas. Product-oriented processes specify and create the project’s product. Product-oriented processes are typically defined by the project life cycle and vary by application area.
  • 36. Project Management Processes For A ProjectProject management processes are grouped into five categories knownas Project Management Process Groups (or Process Groups): Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications. Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.
  • 37. Common Project Management Process Interactions Project Management Process Groups are linked by the outputs they produce. The output of one process generally becomes an input to another process or is a deliverable of the project. These five Process Groups have clear dependencies and are typically performed in the same sequence on each project. They are independent of application areas or industry focus. A Process Group includes the constituent project management processes that are linked by the respective inputs and outputs where the result or outcome of one process becomes the input to another. The Process Groups are not project phases. When large or complex projects are separated into distinct phases or subprojects, all of the Process Groups would normally be repeated for each phase or subproject.
  • 38. Initiating Process Group38
  • 39. Initiating Process Group1. Develop Project Charter: is the process of developing a document thatformally authorizes a project or a phase and documenting initialrequirements that satisfy the stakeholder’s needs and expectations. Inmultiphase projects, this process is used to validate or refine thedecisions made during the previous iteration of Develop Project Charter.2. Identify Stakeholders: is the process of identifying all people ororganizations impacted by the project, and documenting relevantinformation regarding their interests, involvement, and impact on projectsuccess.
  • 40. Planning Process Group40
  • 41. Planning Process Group1. Develop Project Management Plan: is the process of documenting theactions necessary to define, prepare, integrate, and coordinate allsubsidiary plans. The project management plan becomes the primarysource of information for how the project will be planned, executed,monitored and controlled, and closed.2. Collect Requirements: is the process of defining and documentingstakeholders’ needs to meet the project objectives3. Define Scope: is the process of developing a detailed description of theproject and product.4. Create Work Breakdown Structure: is the process of subdividingproject deliverables and project work into smaller, more manageablecomponents.
  • 42. Planning Process Group5. Define Activities: is the process of identifying the specific actions to beperformed to produce the project deliverables.6. Sequence Activities: is the process of identifying and documentingrelationships among the project activities.7. Estimate Activity Resources: is the process of estimating the type andquantities of material, people, equipment, or supplies required toperform each activity.8. Estimate Activity Durations: Estimate Activity Durations is theprocess of approximating the number of work periods needed tocomplete individual activities with estimated resources.
  • 43. Planning Process Group9. Develop Schedule: Develop Schedule is the process of analyzingactivity sequences, durations, resource requirements, and scheduleconstraints to create the project schedule.10. Estimate Costs: Estimate Costs is the process of developing anapproximation of the monetary resources needed to complete projectactivities.11. Determine Budget: Determine Budget is the process of aggregatingthe estimated costs of individual activities or work packages to establishan authorized cost baseline.12. Plan Quality: Plan Quality is the process of identifying qualityrequirements and/or standards for the project and product, anddocumenting how the project will demonstrate compliance.
  • 44. Planning Process Group13. Develop Human Resource Plan: Develop Human Resource Plan isthe process of identifying and documenting projectroles, responsibilities, and required skills, reporting relationships, andcreating a staffing management plan.14. Plan Communications: Plan Communications is the process ofdetermining project stakeholder information needs and defining acommunication approach15. Plan Risk Management: Plan Risk Management is the process ofdefining how to conduct risk management activities for a project.16. Identify Risks: Identify Risks is the process of determining whichrisks may affect the project and documenting their characteristics.
  • 45. Planning Process Group17. Perform Qualitative Risk Analysis: Perform Qualitative RiskAnalysis is the process of prioritizing risks for further analysis or actionby assessing and combining their probability of occurrence and impact.18. Perform Quantitative Risk Analysis: Perform Quantitative RiskAnalysis is the process of numerically analyzing the effect of identifiedrisks on overall project objectives.19. Plan Risk Responses: Plan Risk Responses is the process ofdeveloping options and actions to enhance opportunities and to reducethreats to project objectives.20. Plan Procurements: Plan Procurements is the process of documentingproject purchasing decisions, specifying the approach, and identifyingpotential sellers.
  • 46. Executing Process Group46
  • 47. Executing Process group1. Direct and Manage Project Execution: Direct and Manage ProjectExecution is the process of performing the work defined in the projectmanagement plan to achieve the project’s objectives.2. Perform Quality Assurance: Perform Quality Assurance is the processof auditing the quality requirements and the results from quality controlmeasurements to ensure appropriate quality standards and operationaldefinitions are used.3. Acquire Project Team: Acquire Project Team is the process ofconfirming human resource availability and obtaining the team necessaryto complete project assignments.4. Develop Project Team: Develop Project Team is the process ofimproving the competencies, team interaction, and the overall teamenvironment to enhance project performance.
  • 48. Executing Process group5. Manage Project Team: Manage Project Team is the process of trackingteam member performance, providing feedback, resolving issues, andmanaging changes to optimize project performance.6. Distribute Information: Distribute Information is the process ofmaking relevant information available to project stakeholders as planned.7. Manage Stakeholder Expectations: Manage Stakeholder Expectationsis the process of communicating and working with stakeholders to meettheir needs and addressing issues as they occur.8. Conduct Procurements: Conduct Procurements is the process ofobtaining seller responses, selecting a seller, and awarding a contract.
  • 49. Monitoring and Controlling Process Group1. Monitor and Control Project Work: Monitor and Control Project Workis the process of tracking, reviewing, and regulating the progress to meetthe performance objectives defined in the project management plan.Monitoring includes status reporting, progress measurement, andforecasting. Performance reports provide information on the project’sperformance with regard to scope, schedule, cost, resources, quality, andrisk, which can be used as inputs to other processes.2. Perform Integrated Change Control: Perform Integrated ChangeControl is the process of reviewing all change requests, approvingchanges, and managing changes to the deliverables, organizationalprocess assets, project documents, and the project management plan.
  • 50. Monitoring and Controlling Process Group50
  • 51. Monitoring and Controlling Process Group3. Verify Scope: Verify Scope is the process of formalizing acceptance ofthe completed project deliverables.4. Control Scope: Control Scope is the process of monitoring the status ofthe project and product scope and managingchanges to the scope baseline.5. Control Schedule: Control Schedule is the process of monitoring thestatus of the project to update project progress andmanaging changes to the schedule baseline.6. Control Costs: Control Costs is the process of monitoring the status ofthe project to update the project budget andmanaging changes to the cost baseline.
  • 52. Monitoring and Controlling Process Group7. Perform Quality Control: Perform Quality Control is the process ofmonitoring and recording results of executing the quality activities toassess performance and recommend necessary changes.8. Report Performance: Report Performance is the process of collectingand distributing performance information including status reports,progress measurements, and forecasts.9. Monitor and Control Risks: Monitor and Control Risks is the processof implementing risk response plans, tracking identified risks,monitoring residual risks, identifying new risks, and evaluating riskprocess effectiveness throughout the project.10. Administer Procurements: Administer Procurements is the process ofmanaging procurement relationships, monitoring contract performance,and making changes and corrections as needed.
  • 53. Closing Process Group53
  • 54. Closing Process Group1. Close Project or Phase: Close Project or Phase is the process offinalizing all activities across all of the management Process Groups toformally complete the project or phase.2. Close Procurements: Close Procurements is the process of completingeach project procurement.