PMP Chapter-3_ PMBOK_6(1).pptx

1. PMP® Training for Golis Team.
Date; 25th Sept, 2021/ Bosaso, PL-Somalia.
Unit;3 The Role of Project Manager.
Trainer:
Mohamed Mahad (BBA, MBA, PMP).
www.hcc.snet
Slide 1
"PMI®" registered.PMBOK®"

2. Agenda of Today’s session
Introduction/ Overview
PM’s Scope of Influence The
Basic Skills of PM
PM Q. and Competencies
Leadership vs Management
Slide 2 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.

3. Case study.

4. Case study; Automotive company.
 Daisu is a multi-billion dollar world leader in manufacturing automotive
components in Japan, this company’s customer base includes virtually every
major manufacturer in the global automotive, commercial vehicle, and off-
highway markets.

5. Business Challenge.
 As the company emerged from bankruptcy protection, its Human Resources (HR)
executives wanted to reduce service costs, which were averaging US $20 million
annually.
 They developed a strategy to “right-source” key HR functions that had been
outsourced to a single contractor. By bringing the majority of services back in-house.
 While partnering with an array of best-in-class service providers for select elements
of the program.
 The company expected to both improve HR services and cut costs dramatically.

6. Cont’ed;…
 Overall, there were 15 discrete projects included in the HR Transformation Program,
such as Recruitment cost, Payroll management, Benefits allocation, Health and Welfare,
Salaries and Pension issues.
 After eight months in operation, the entire program was in danger.
 Key milestones and deliverables were not being met for any of the projects, and critical
cost overruns were adding up.
 With just four months remaining to complete the entire HR Transformation Program.
 The CEO realized that the organization did not have the program management expertise
to achieve the expected results.

7. Management Solution.
 During that month, the CEO asked PM Solutions to assume program management oversight
and implement for the HR Transformation Program.
 The following days, company contracted two professional program and project managers to
turn around and recover the troubled initiative.
 The effort required for the projects and tensions between the stakeholders were high and
expectations management was a critical element to success.
 Applying PM Solutions has made easy facilitation to study overall program challenges.
 The PMP consultants reset client/vendor requirements, milestones, resource projections,
estimates, review and recovery techniques and delivery targets through PMP knowledge.

8. The Results.
 All 15 projects within the program were completed on schedule and on budget, with
no service disruptions or outages during the execution transition.
 Within seven months of projects/ program completion, the client had reduced HR
expenses from US $20 million to $6.8 million per year, and targeted for a $5 million
per year run rate.
 As of the success on this initiative, PMP Solutions continued to work with this client to
build an organizational project management methodology, mature project
management practices, and help improve project execution across the organization.

9. Overview.
Slide 9 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
 The project manager plays a critical role in the leadership of a project team in order to
achieve the project’s objectives.
 Project managers involves in a project from its initiation through closing.
 In some organizations, a project manager may be involved in evaluation and analysis
activities prior to project initiation.

10. Cont’ed;
 As usual project managers entails balancing a project’s timeframe,
budget, scope and often leads to greater profitability.
 Where projects are frequently late, over budget or fail to meet their
objectives, there is lack of professional project manager.

11. The Role of Project Manager.
 The role of Project manager can summarized in the broadest sense,
 Project managers (PMs) are responsible for ;-
- Planning, organizing, controlling and
- Directing the completion of specific projects objectives for an organization
- While ensuring these projects are on time, on budget, within scope and desired quality.

12. The Project Manager’s Scope of Influence.
Stakeholders Suppliers
Customers /Government
Sponsor Governing
Bodies Steering
Project Team
/Resources
Managers
Project Manager
Slide 12 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.

13. The Organization.
Slide 13 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
The project manager proactively interacts with other project managers.
Other independent projects or projects that are part of the same program may impact a project
due to but not limited to the following:
 Demands on the same resources,
 Priorities of funding,
 Political, Conflicts and disputes.
 Constraints of resources deliverables, and
 Alignment ofproject goals and objectives with those of the organization.

14. The Role & Responsibility of Project Manager.
 Plan and Manage people, resources and other equipment's
 Get things done; Working in the system and framework.
 Being Active listener and communicate effectively project stakeholders.
 Creating conducive working environment and managing risks.
 The PM is ultimately responsible for ensuring project success.

15. Project Manager Authority.
.

16. Cont’ed:….
.

17. PM vs Other Managers.
.

18. Basic Skills of PM.
.

19. • Technical project management. The
knowledge, skills, and behaviors related to
specific domains of project, program, and
portfolio management. The technical aspects of
performing one’s role.
• Leadership. The knowledge, skills, and
behaviors needed to guide, motivate, and
direct a team, to help an organization achieve
its business goals.
• Strategic and business management. The
knowledge and expertise in the industry and
organization that enhanced performance
and better delivers business outcomes.
Technical
Project
Management
Strategicand
Business
Management
Leadership
Slide 19 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
Project Manager Competencies. ‘’Example”

20. Class activity 1
1. Project managers have the highest level of authority and the
most power in which type of organizational structure?
a) Projectized
b) Strong Matrix
c) Functional
d) Balanced Matrix

21. Class activity 2.
2. Which type of leadership is best suited for optimizing team
performance in projects?
a) Situational leadership
b) Participative leadership
c) Autocratic leadership
d) Free leadership

22. Qualities and Skills of a Project Manger.
Slide 22 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
Research shows that the qualities and skills of a Project Manager
include;-
 Being a visionary (e.g., help to describe the products, goals, and objectives.
 Managing and Dealing with People.
 Communication & Interpersonal Skills.
 Negotiation skills.
 Problem solving skills.
 Performing Integration.

23. 1. Managing and Dealing with People.
Slide 23 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
 A large part of the project manager’s role involves dealing with people.
 The project manager should study people’s behaviors and motivations.
 The project manager should strive to be a good leader, becauseleadership is crucial to the
success of projects in organizations.

24. 2. PM Communicates
 Formal Communications; reports and presentations.
 Informal Communications; emails, site meeting and etc.
 Vertical Communications; follow the organization’s flowchart.
 Horizontal Communications; Peer to peer or director to director.

25. Com &Interpersonal Skills.
.

26. 3. PM Negotiate.
 Aim for fair agreement.
 Work priorities.
 Technical approach.
 Changes to the project scope.
 Schedule and Cost.
 Vender terms and conditions.
 Project ream members assignment and schedule.
 Other resources constraints.

27. 4. PM is problem solver.
 Find problem definition.
 Analysis the root causes.
 Treat causes not symptoms.
 Go to the problem don’t delay it.
 Don’t go the management with out solution.

28. 5. Performing Integration.
 Project managers play a key role in working with the project sponsor in order to
achieve project objectives.
 Project managers are responsible for guidingthe team to work together to focus on
what is really essential at the project level. This is achieved through the integration of
processes, knowledge, and people.
 The integration are majorly divided into two;
- Integration at the cognitive level; the PM should strive to become proficient in all of the PMKA.
- Integration at the context level; - PM need to be familiar for the project context and environment.

29. Class activity 3
3. What is one of the most important skills a project manager can
have?
a) Negotiation skills
b) Influencing skills
c) Communication skills
d) Problem Solving skills

30. Class activity 4
4. Your IT Company is responsible for making software virus
programs. You are responsible for managing both individual
product releases and co-ordination of multiple released
projects. Your role is that of a :
a) Project Manager
b) Program Manager
c) Functional Manager
d) Operations Manager

31. Management Leadership
• Direct using positional power
• Maintain
• Administrate
• Focus on systems and structure
• Rely on control
• Focus on near-term goals
• Ask how and when
• Focus on bottom line
• Accept status quo
• Do things right.
• Focus on operational issues and problem solving
• Guide, influence, and collaborate
• Develop
• Innovate
• Focus on relationships with people
• Inspire trust
• Focus on long-range vision
• Ask what and why
• Focus on the horizon.
• Challenge status quo.
• Do the right things.
• Focus on vision,alignment,motivation,and
inspiration.
Leadership vs. Management.
Slide 31 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.

32. Personality Consideration.
Personality refersto the individual differences in characteristic patterns of thinking,
feeling, and behaving;-
 Authentic (e.g., accepts others for what and who they are)
 Creative (e.g., ability to think abstractly, to see things differently, to innovate);
 Cultural and beliefs (e.g., measure of sensitivity to other cultures including values).
 Emotional (e.g., ability to perceive emotions and the information they present and to
manage them; measure of interpersonal skills);
 Intellectual (e.g., measure of human intelligence over multiple aptitudes);
 Political (e.g., measure of political intelligence and consideration);
 Social (e.g., ability to understand and manage people).
Slide 32 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.

33. Conclusion.
 The role of Project manager can summarized in the broadest sense,
 Project managers (PMs) are responsible for ;-
- Planning, organizing, controlling and
- Directing the completion of specific projects objectives for an organization
- While ensuring these projects are on time, on budget, within scope and desired quality.

34. Class activity 5
5. All of the following are contract types except:
a) Unit Price.
b) Make or Buy.
c) Cost Reimbursable.
d) lump Sum.

35. Thank you
Slide 35 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
Please contact us for PMP Exam Preparation and PMP Training.
Email Id : mmciise90@gmail.com
Telephone : +252907795597
Unit; 3 The End.