Project managment 1

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  • 1. 1/24/2013 Welcome to Project Management Professional PMP Preparation Course Project Management Framework Section - 1 1
  • 2. 1/24/2013 www.abubakersami.info Academic Bsc ,Civil Engineering Professional Certificates PgMP PMP PMI - RMP PMP - SP Project + PRINCE2 Foundation PRINCE2 Practitioner MSP Foundation MSP Practitioner M_o_R Foundation M_o_R Practitioner P3O Foundation P3O Practitioner MoP Foundation MoP Practitioner Work Experience 7 years 2 Years 2 Years Now Projects CRC SWCC King Fahad University CAPO II Omdurman Islamic University , Sudan Progam Management Professional Project Management Professional Risk Management Professional Scheduling Professional Project Plus COMPTIA Projects In Controlled Environments Projects In Controlled Environments Managing Successful Programme Managing Successful Programme Management Of Risk Management Of Risk Portfolio, Programme & Project Office Portfolio, Programme & Project Office Management of Portfolio Management of Portfolio PMI – USA PMI – USA PMI - USA PMI - USA COMPTIA-USA APMG – UK APMG - UK APMG – UK APMG – UK APMG – UK APMG – UK APMG – UK APMG – UK APMG – UK APMG – UK KSA Kenana Sugar Company-KETS. DAL – DAL Property Development. Co. Ltd Private KSA KSA KSA Sudan Dammam AirPort King Faisal University WNSP Liquid Air II KSA KSA Sudan Sudan Introduction to Project Management Introduction to Project Management  Welcome to Project Management Professional  Exam Prep Course  Lets Introduce each other  2
  • 3. 1/24/2013 Introduction to Project Management  Some important points about PMP exam 61% is required to pass the exam Exam contains 200 questions 25 questions are pretest questions, which don’t count towards your score. They are scattered throughout the exam. five basic domains contribute to exam questions Introduction to Project Management  Some important points about PMP exam They are  Initiating process 13% - 23 questions  Planning process 24% - 42 questions  Executing process 30% - 53 questions 3
  • 4. 1/24/2013 Introduction to Project Management Some important points about PMP exam  Monitoring and Controlling process 25% - 43 questions  Closing process 8% - 14 questions  Professional Responsibility  Number of questions may vary ± 5% from each domain  Introduction to Project Management Session Objectives…  To understand and identify a Project  What is Project Management  What is a Program and Program Management?  What is Portfolio and Portfolio Management?  Why projects are undertaken  What is Project Management Office?  What qualifies a good Project Manager 4
  • 5. 1/24/2013 Introduction to Project Management Session Objectives…  Understand Project Life Cycle  Identify characteristics of Project Life Cycle  Understand and identify characteristics of Project Phase  What is Project Governance  To differentiate between a Project and an Operation Introduction to Project Management Session Objectives…  Identify Project Stakeholders  Understand importance of stakeholders in influencing the project  Understand different types of organizations and their influences on the project  Enterprise Environmental Factors  Organizational Process Assets 5
  • 6. 1/24/2013 Introduction to Project Management  What is a Project?  Temporary  Unique products or services A PROJECT is a temporary endeavor undertaken to create unique products, services or result. Introduction to Project Management  Application of  Skills  Tools and Techniques Project Management is the application of knowledge, skills, tools and techniques to project activities 6
  • 7. 1/24/2013 Introduction to Project Management Managing a Project means  Identifying Requirements  Setting Clear and Achievable Objectives  Balancing TRIPLE Constraints The TRIPLE CONSTRAINTS are SCOPE,TIME and COST  Project – Program - Portfolio 7
  • 8. 1/24/2013 Project – Program - Portfolio  Program A Program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Program management focuses on interdependencies of projects and describes the best approach to achieving program objectives. Project – Program - Portfolio  Portfolio A Portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of the work to meet strategic business objectives. Portfolio management is an approach to centralized management of collection of programs, portfolios and other work, to achieve organizational goals. 8
  • 9. 1/24/2013 Comparison Program Portfolio • Projects have defined objective, Scope is progressively elaborated throughout the project life cycle • Programs have a larger scope and provide more significant benefits • Portfolios have a business scope that changes with the strategic goals of the organization Comparison Project Change Scope Project Program Portfolio • Project Managers expect change and implement processes to keep change managed and controlled. • The program manager must Expect change from both inside and outside the program and be prepared to manage the changes • Portfolio Manager continually Monitor changes in the broad environment 9
  • 10. 1/24/2013 Comparison Planning Project Program Portfolio • Project Managers Progressively elaborate highlevel information into detailed plans throughout the project life cycle. • Program managers develop the overall program plan and create high-level plans to guide detailed planning at the component level • Portfolio managers create and maintain necessary processes and communication relative to the aggregate portfolio Why Projects are undertaken?  Market demand  Organizational need  Customer request  Technological advancement  Legal requirement 10
  • 11. 1/24/2013 PMO  Project Management Office  Coordinates resources  Develops Project management methodologies, best practices and standards  Repository of project templates and documents  Monitoring quality of projects A Project Manager should 11
  • 12. 1/24/2013 A Project Manager should Application Area Knowledge o Standards and Regulations of the Area  General Management Skills o IT Skills o Budgeting Skills  Project Environment o Cultural and Social o International and Political o Physical (Ecology)  A Project Manager should  Interpersonal Skills o Communications Skills o Organizational and Planning Skills o Conflict Management Skills o Negotiating and Influencing Skills o Leadership and Motivating Skills o Team Building Skills o Problem Solving Skills 12
  • 13. 1/24/2013 Project Life Cycle  Initiating Project life spans through Planning Starting the Organizing preparing project for the project Executing Monitoring& Controlling Carrying out the project work Closing Closing the project Phases Project Life Cycle  Characteristics are o Phases are sequential o Cost and Staffing  Low at the Start  High in Intermediate  Low at the End 13
  • 14. 1/24/2013 Project Life Cycle  Characteristics are o Level of uncertainty  High at the Start  Drop to minimum at End o Stakeholders’ influence  High at the Start  Low at the End Project Life Cycle Characteristics are o Cost of Changes  Low at the Start  Increases to maximum towards End  14
  • 15. 1/24/2013 Project Phase Deliverable A DELIVERABLE is a measurable, verifiable work product Phase The completion and approval of one or more deliverables characterizes a PROJECT PHASE Project Phase Characteristics 1. 2. 3. 4. Phases are sequential Work differs from one to another End of each phase, a deliverable is produced Phase end deliverables are reviewed whether to continue or to abort the phase / project 15
  • 16. 1/24/2013 Project Phase Sub-Phase  Phases can be decomposed into sub-phases, depending on the project size, complexity. Phase End Review  Evaluation of deliverables and project Performance  Determine if project should go to next phase Project Governance Is a method of controlling the project and ensuring its success  The Phase structure provides basis for control  Project Manager & team determines appropriate method of control  Phase end Reviews are also known as Phase Exit, Milestone, Phase Gates, Decision Gates, Stage Gates or Kill Points  16
  • 17. 1/24/2013 Phase to Phase Relationships 1. 2. 3. Sequential Relationship Overlapping Relationship Iterative Relationship Projects Vs Operations Both  Performed by people  Constrained by limitations  Planned, executed and controlled  Differ by  Temporary Project Operation Performed by  Unique people  Project -Temporary -Unique Constrained by limitations Planned, Executed & controlled Operation -Ongoing -Repetitive 17
  • 18. 1/24/2013 Project Stakeholders    Identify Stakeholders Determine requirements and Expectations Influences  Positive  Negative Project Stakeholders are individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful completion Project Stakeholders 18
  • 19. 1/24/2013 Project Stakeholders  Key Stakeholders are:  Customer  Project Manager  Performing Organization  Project Team  Project Management Team  Sponsor  Influencers (Positive and Negative)  PMO Organizational Culture Organizational culture will have a direct influence on the success of the project  Organizational culture includes:  Values  Organizational policies and procedures  View of authority relationships  Work ethic and work hours  19
  • 20. 1/24/2013 Influence of Organization  Types of Organization o Functional o Matrix  Weak  Balanced  Strong o Projectized Functional Organization Chief Executive Functional Manager Project Coordination Functional Manager Functional Manager Staff 1 Staff 4 Staff 7 Staff 2 Staff 5 Staff 8 Staff 3 Staff 6 Staff 9 Assigned to project 20
  • 21. 1/24/2013 Functional Organization Project Manager’s Authority  Little and known as Project Coordinator / Project Expeditor  Resources Availability  Little  Control of the Project  Functional Manager  Project Manager’s Role  Part-Time  Project Management Admin Staff  Part-Time  Functional Organization Advantages  Clear reporting relationships  Highly specialized expertise  Drive for technical excellence  Disadvantages  Hierarchical decision and communication processes  Employee development opportunities limited  PM is dependent on his personal influence  Limitations to customer satisfaction and influence  21
  • 22. 1/24/2013 Weak Matrix Organization Chief Executive Functional Manager Functional Manager Functional Manager Staff 1 Staff 4 Staff 7 Staff 2 Staff 5 Staff 8 Staff 3 Staff 6 Staff 9 Assigned to project Project Coordination Weak Matrix Organization      Project Manager’s Authority  Limited and known as Project Coordinator Resources Availability  Limited Control of the Project  Functional Manager Project Manager’s Role  Part-Time Project Management Admin Staff  Part-Time 22
  • 23. 1/24/2013 Balanced Matrix Organization Chief Executive Functional Manager Functional Manager Functional Manager Staff 1 Staff 4 Staff 7 Staff 2 Staff 5 Staff 8 Project Manager Staff 6 Staff 9 Assigned to project Project Coordination Balanced Matrix Organization Project Manager’s Authority  Low to Moderate  Resources Availability  Low to Moderate  Control of the Project  Mixed  Project Manager’s Role  Full-Time  Project Management Admin Staff  Part-Time  23
  • 24. 1/24/2013 Strong Matrix Organization Chief Executive Functional Manager Manager of projects managers Functional Manager Staff 4 Project Manager Staff 2 Staff 5 Project Manager Project Manager Staff 6 Project Manager Staff 1 Assigned to project Project Coordination Strong Matrix Organization Project Manager’s Authority  Moderate to High  Resources Availability  Moderate to High  Control of the Project  Project Manager  Project Manager’s Role  Full-Time  Project Management Admin Staff  Full-Time  24
  • 25. 1/24/2013 Projectized Organization Project Coordination Project Manager Chief Executive Project Manager Project Manager Staff 1 Staff 4 Staff 7 Staff 2 Staff 5 Staff 8 Staff 3 Staff 6 Staff 9 Assigned to project Projectized Organization Project Manager’s Authority  Total  Resources Availability  Total  Control of the Project  Project Manager  Project Manager’s Role  Full-Time  Project Management Admin Staff  Full-Time  25
  • 26. 1/24/2013 Projectized Organization Advantages  Clear accountability  Decision making  Customer relationships  Disadvantages  Focus on technical competence reduced  Project Manager may be technical/nontechnical  Project team is dissolved at the completion of the  project  Enterprise Environmental Factors 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Organizational Structure Organizational Culture Governmental/Industry standards Infrastructure Existing Human Resources Personnel Administration Organization’s Work Authorization System Marketplace conditions Stakeholders’ risk tolerance Project Management Information System 26
  • 27. 1/24/2013 Organizational Process Assets 1. 2. 3. 4. 5. 6. 7. 8. 9. Organizational processes, standards & procedures Templates Organizational communications requirements Financial controls procedures Issues and Defect Management procedures Change control procedures Risk Control procedures Procedures approving and issuing work authorizations Organizational knowledge base Introduction to Project Management  To Sum up… o • We know what Project is o • We know what Project Management is o • We know what a Program and Program Management is o • We know what Portfolio and Portfolio Management is o • We know why projects are undertaken o • We know what Project Management Office is o • We know what are qualifies of a good Project Manager 27
  • 28. 1/24/2013 Introduction to Project Management To Sum up …  We know what Project Life Cycle is  We know the characteristics of Project Life Cycle  We know characteristics of Project Phase  We know what Project Governance is  We know differences between a Project and an Operation Introduction to Project Management To Sum up …  We know to identify Project Stakeholders  We know the importance of stakeholders in influencing the project  We know different types of organizations and their influences on the project  We know what Enterprise Environmental Factors are  We know what Organizational Process Assets are 28
  • 29. 1/24/2013 Questions ? 29