PMP selected topics and ideas

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  • My objective today is to present you with some insights on the importance of PMP, why its needed and look at some of its fundamental teachings
  • Our agenda,
  • So lets start first by looking at project management outside of PMP. How old do you think is this profession?Well Project management is one of the oldest professions – long ago ever since man walked the earth there have been project managers. When the Egyptians built the pyramids, how did they manage those great projects that spanned hundreds of years. They might have done a great job at project management or they might have exceeded cost and time estimated. Its no surprise that the construction industry does a better job at managing and completing projects than the software industry. Lets start by looking at some numbers see how we are doing…
  • In the 2004 report software project outcomes are54% of projects were delivered late, 18% failed outright, and only 28% were delivered on time and within budget. Its no wonder some professionals recommend buying rather than building when it comes to software tools needed.
  • I agree totally with Rita, We have been doing a bad job in this profession. So how are we doing today… lets look at some numbers from 2009.
  • Only 32% successful, 44% challenged, 24% cancelled!
  • “according to an IS Managers Survey, these are the top ten reasons for busted projects”Note: Changing deliverables not changing features is mentioned here because the later is always expected.
  • As we mentioned earlier, lot of knowledge accumulated from those pyramid builders … PMP is one of the channels to get the best of this wisdom passed on.
  • Answer D The other impacts should be evaluated first, including scope, quality, cost, risk and customer satisfaction. Once done, the change control board if one exists can approve or deny the change.
  • Lets introduce PMI , It’s a non-profit organization founded in 69 with over 260,000 members. Active in 171 countries in the form of local chapters.
  • PMI certificates and credentials, lets look at there certification level.
  • A Joint Study by TechRepublic and Global Knowledge on IT Skills and Salary Report over the past three years shows PMI’s certification as one of the highest paying
  • Answer D.This is not a quality question , its HR department  - compromise is the best outcomeA is forcingB is SmoothingC is WithdrawalD is comprimise (lose-lose )What is the best conflict resolution technique? Confrontation or problem solving = win-win
  • Project management maturity can be measured on a five level scale.Where do you think CME level is ?Only 2% are Level 5For the Capability Maturity Model (CMM), a software development maturity model, only 2 companies are level 5
  • Examples of projects:This class is a small project Class is offering a unique service and is a temporary endeavor - it lasts two days. This class is customized for the company and therefore distinguishes itself from other courses Homeowner project (remodel basement)Longer timeline, more involvedstill has all the characteristics of a projectAsk the class if the job to create 1000 cars in one day at Ford is a project (no).Ask the class if the revision of an insurance product is a project (yes, similar but distinct. Reusable plans).
  • The purpose of a project is to attain its objective and then terminate, conversely the objective of an ongoing operation is to sustain the business by adopting new set objectives.
  • Since the beginning of time, project managers have had to deal with and make use of company culture and existing systems. PMBOK calls these EEF. They are inputs to may processes
  • Before introducing PMI lets look at some of there teachings and see how well we are doing…
  • PMP selected topics and ideas

    1. 1. Project Management Professional - PMP<br /> Selected Topics in Project Management<br />Ahmad Hamid, PMP<br />
    2. 2. Objective<br />To illustrate the need to improve the project management profession, and highlight some of the teachings of PMI and their importance.<br />
    3. 3. Agenda<br />Importance of Project Management<br />The Project Management Institute (PMI)<br />Organizational PM Maturity<br />Project Management Overview<br /> PMP Themes and Topics<br />
    4. 4. Importance of Project Management<br />“Good fortune brings in some boats that are not steered. Only direction can bring in the fleet.”<br />William Shakespeare<br />
    5. 5. Project Management Track Record<br />50% of all finished projects contain &lt; 70% of original functionality - Center for Project Management<br />Of the 175,000 projects costing $250 billion each year, 52.7% will over run their cost estimates by 189% - Standish Group<br />31% of all projects were cancelled before they ever got completed - Standish Group<br />Less than 1% of all systems development efforts are completed under budget and meeting user requirements - T. Capers Jones<br />“Studies conducted by Standish Group in 2004, show that only 34 percent of projects are successful” – Rita Mulcahy<br />
    6. 6. Why we need Improvement ?<br />“We are doing a bad job of project management and things need to change” <br />“Excluding approved changes for additional work, if the project manager does not get the project completed for the time and cost they agreed to (in addition to meeting other objectives) he should be relieved of his position!”<br />Rita Mulcahy, 2005<br />
    7. 7. 2009 CHAOS Report!<br />New Standish Group report shows more projects failing ….<br /> “This year&apos;s results show a marked decrease in project success rate, with 32% of all projects succeeding which are delivered on time, on budget, with required features and functions” <br />“44% were challenged which are late, over budget, and/or with less than the required features and functions” <br />“24% failed which are cancelled prior to completion or delivered and never used.” <br />CHAOS Summary 2009, Jim Johnson, chairman of The Standish Group<br />
    8. 8. We need Improvement? <br />We are still doing a very bad job at project management !!<br />
    9. 9. Common Causes of Project Busts<br />Poor problem definition<br />Lack of support<br />No one in charge<br />Project plan lacks structure<br />Project plan lacks detail<br />Project is under funded<br />Insufficient resources<br />Poor tracking<br />Poor communication<br />Project strays from goals<br /> IS Managers Survey<br /><ul><li>Unrealistic Time Frames
    10. 10. Scope Creep
    11. 11. Changing Deliverables
    12. 12. Scope Hard to Define
    13. 13. Poor Communication</li></ul>Source: Rita Mulcahy, PMP, RMC Project Management<br />
    14. 14. How to Prevent Failure?<br />Tired of facing same old problems? There’s a lot that project managers have learned over the years. PMP is your ticket to putting that wisdom into practice.<br />Source: Rita Mulcahy, PMP, RMC Project Management<br />
    15. 15. Brain Teaser<br />The project manger has just received a change from the customer that does not affect the project schedule and is easy to complete. What should the project manager do FIRST?<br />Make the change happen as soon as possible<br />Contact the project sponsor for permission<br />Go to the change Control board<br />Evaluate the other components of the “triple constraint”<br />
    16. 16. The Project Management Institute<br />PMI Snapshot:<br />Non-Profit Association Founded in 1969<br />Member based organization - 260,000+ Members<br />Worldwide - Active in 171 Countries<br />Issues the most widely recognized Project Management Certification<br />Local Chapters & Specific Interest Groups (SIGs)<br />PMI Educational Foundation<br />Professional Awards<br />
    17. 17. PMI Certifications<br />The Certified Associate in Project Management (CAPM®) Credential<br />The Project Management Professional (PMP®) Credential<br />The Program Management Professional (PgMP®)<br />PMI Risk Management Professional (PMI-RMP®)<br />PMI Scheduling Management Professional (PMI-SP®)<br />
    18. 18. PMI Certifications are among the top paying certifications.<br />PMI Certifications<br />
    19. 19. Brain Teaser<br />A project manager is trying to settle a dispute between two team members. One says the systems should be integrated before testing, and the other maintains each system should be tested before integration. The project involves over 30 people, and 12 systems need to be integrated. The sponsor is demanding that integration happen on time. What is the BEST statement the project manager can make to resolve the conflict?<br />Do it my way<br />Let’s calm down and get the job done<br />Let’s deal with this again next week after we all calm down<br />Let’s do limited testing before implementation and finish testing after implementation.<br />
    20. 20. Organization Project Mgt Maturity<br />Determine organizations level of maturity in project management and build a roadmap for improving<br />
    21. 21. Project Management Maturity<br />Level 4<br />Maturity<br />Level 1<br />Embryonic<br />Level 0<br />Fire Fighting<br />Level 3<br />Growth<br />Level 2<br />Commitment<br />No Problem is<br />recognized<br />Project Scope, Timing, Cost, and Quality are not monitored<br />A need for <br />improved<br />project mgmt<br />is recognized<br />Benefits of <br />improved <br />project mgmt<br />are understood<br />Investigation<br />of improvement<br />is explored<br />Project planning<br />is required<br />Project processes<br />are developed for<br />project-to-project<br />improvement<br />Project mgmt<br />tools are provided<br />Project status on<br />timing, cost, scope<br />and quality is <br />expected with <br />empirical data<br />A continuing <br />education program<br />is established<br />for project mgmt<br />Support for<br />project mgmt<br />is evident at <br />various levels<br />of the organization<br />Resources are<br />invested in <br />education and<br />assistance<br />More authority<br />is allocated to <br />the project team<br />The management<br />team establishes<br />project mgmt <br />expectations<br />Integrated cost and<br />schedule control <br />indicators are<br />implemented <br />The organization<br />establishes a<br />project manager<br />career path<br />A project mgmt<br />administrative<br />office is established<br />A continuous<br />improvement <br />process for<br />project mgmt is<br />established <br />
    22. 22. Organizational Project Management Maturity Model<br />OPM3® acronym for PMI’s Organizational Project Management Maturity Model<br />Globally recognized best-practice standard for enterprise improvement & assessing and developing capabilities in<br />Portfolio Management <br />Program Management <br />Project Management<br />OPM3 then helps organizations develop the roadmap that the company will follow to improve performance<br />
    23. 23. OPM3 – Introducing Second Edition<br />
    24. 24. Break<br />
    25. 25. Project Management Overview<br />What is a Project?<br />Programs & Portfolios<br />Project vs. Operational Work<br />Characteristics of a project<br />Project Management<br />
    26. 26. Definition of a Project<br />As defined by the Project Management Institute:<br />“A temporary endeavor undertaken to create a uniqueproduct or service.”<br />A project has a definite beginningwith a definite end. The end is achieved when the project’s objectives of scope, timing, cost and quality have been reached or when these objectives cannot be reached and the project is terminated.<br />A unique product or service implies it has not been done before or it is different in some distinguishing way from similar products or services.<br />
    27. 27. Programs, Portfolios<br />Programis a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually<br />Portfolio is a collection of project or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.<br />
    28. 28. Projects vs. Operational Work<br />Work can be categorized as either projects or operations, sometime the two overlap.<br />Common things are <br />Performed by people<br />Constrained by limited resources<br />Planned executed and controlled<br />Different in that Projects are temporary and unique while operations are ongoing and repetitive<br />
    29. 29. Characteristics of a Project<br />Brings change to an existing organization<br />Is a unique effort - one which is not repeated over time<br />Resources are allocated for the duration of a project only<br />Typically involves a temporary organization (formal or informal)<br />Often causes conflicts with existing operational resources<br />Usually involves cross functional resources<br />Has a defined start and end point, not an ongoing effort<br />Estimates for timing and cost are mere estimates <br />Changes to the scope and objectives can occur during the project lifecycle<br />
    30. 30. Definition of Project Management<br />As defined by the PMI, in the PMBOK:<br />“Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.”<br />This involves balancing competing demands among:<br /><ul><li>Scope, time, cost and quality
    31. 31. Stakeholders with differing needs and expectations
    32. 32. Identified requirements(needs)and unidentified requirements(expectations)</li></li></ul><li>PMP Themes and Topics <br />PMI-ISMS<br />Enterprise Environmental Factors<br />Organizational Process Assets<br />Stakeholder, Stakeholder Management<br />Gold Plating<br />Change Control System<br />
    33. 33. Selected PMI-ISMS<br />A project manger must work within the existing systems and culture of the company. Called Enterprise Environmental Factors, seen very often in PMP.<br />A project manager’s job is to focus on preventing problems, not only deal with them.<br />Percent complete is an almost meaningless number. Project managers should not spend time collecting useless information. Its better to control project and know the status through other actions.<br />A great project manager does not hold go around the room meetings where you ask for status report. Such meetings are mostly a waste of time, and there are more important topics for team meetings.<br />The project must be completed on time and on budget and meet any other project objectives; otherwise it’s the project manager’s fault. <br />PMI does not approved of gold plating.<br />One should always follow the plan-do-check-act cycle.<br />Often called the triple constraint, the constraints managed include more than three items.<br />
    34. 34. More PMI-ISMS <br />The PM must spend time trying to improve quality not just check for it.<br />PM must determine metrics used to measure quality before work begins<br />The PM should recommend improvements to organization’s standards, collect lessons learned and contribute to organizational assets. <br />A PM creates a reward system during the planning process group.<br />Stakeholders must be identified as early as possible and managed throughout the project.<br />
    35. 35. Enterprise Environmental Factors<br />Project managers have to deal with and make use of company culture and existing systems.<br />Systems that surround and influence the project’s success <br />Organizational or company culture and structure<br />Governmental or industry standards<br />Infrastructure<br />Existing Human resources<br />Personnel Administration<br />Stakeholder risk tolerances<br />
    36. 36. Organizational Process Assets<br />Processes, procedures, and policies<br />Corporate Knowledge Base<br />Historical Information: record of past projects<br />Lessons Learned<br />Risks <br />Reports<br />Estimates<br />Benchmarks etc.<br />Templates<br />Guidelines<br />
    37. 37. Protecting the Knowledge!<br />Help Strengthen Your Firm’s Project Management Skills!<br />Build Organization Process Assets<br />Document Key Lessons from Project<br />Involve the Entire Team<br />The Good, The Bad, and The Ugly!<br />Collect During Project Close-Out<br />Include in Project Archives<br />Useful for Future Projects<br />
    38. 38. Stakeholders<br />Anyone whose interests may be positively or negatively impacted by the project or those who may exert influence over the project.<br />Project Manager, Customer ,Performing Organisation, Sponsor, Team<br />Stakeholder analysis is done throughout the project<br />PM has to :<br />Identify ALL them<br />Determine ALL their requirements<br />Determine ALL their expectations<br />Communicate with them<br />Manage their influence<br />
    39. 39. Gold Plating <br />Gold plating refers to giving the customer extras<br />Adds no value to the project<br />PMs would be better off spending their time seeing that projects conform to requirements<br />Gold plating is prohibited under PMI recommendations.<br />
    40. 40. Q & A <br />Resources & References<br />Project Management Institute (PMI)<br />www.pmi.org<br />“Delivering Project Excellence with the Scope of Work,” Michael G. Martin, PMP<br />PMBOK 2000, PMI<br />“PMP Exam Prep,” Rita Mulcahey, PMP<br />RMC Project Management<br />www.rmcproject.com<br />Standish Group , CHAOS <br />www.standishgroup.com/newsroom/chaos_2009.php<br />

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