PMBoK Discussion #1, Project Management Framework

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PMBoK Discussion #1, Project Management Framework

  1. 1. PMBoK Discussion #1Project Management Framework<br />Alex Lutsaevsky<br />Ciklum Program Manager/Consultant<br />
  2. 2. Agenda<br /><ul><li>PMBoK and PMI PMP
  3. 3. Project Management Framework
  4. 4. Project Management Processes</li></ul>2<br />www.ciklum.net<br />
  5. 5. Project ManagementBody of Knowledge (PMBoK)<br /><ul><li>ANSI Standard (ANSI/PMI)
  6. 6. IEEE Standard (1490-2003)
  7. 7. PMBoK Guide – process-based description of project management information and practice.
  8. 8. 5 process groups (initiating, planning, executing, monitoring and controlling, closing)
  9. 9. 9 knowledge areas
  10. 10. Processes overlap and interact throughout a project or its various phases</li></ul>3<br />www.ciklum.net<br />
  11. 11. PMI PMP Exam – Why?<br />Structuring knowledge of classical PM theory, adopted to any projects (both IT and non-IT).<br />Verifying your proficiency in project management.<br />A solid base that makes it easier to introduce changes to internal methods and processes.<br />Motivation for continuing education.<br />Experience in solving various cases in project management.<br />Required for some senior PM jobs.<br />4<br />www.ciklum.net<br />
  12. 12. PMI PMP Exam – Applying<br /><ul><li>PMI Membership $129 + PMP Credentials Fee $405
  13. 13. 60 months (7,500 hours) of project management experience
  14. 14. Or a bachelor's degree with 36 months (4,500 hours) of project management experience.
  15. 15. In both cases – also35 contact hours of project management education.
  16. 16. The application for the exam and verification of education and experience are done online at the PMI website.
  17. 17. See more info and PMP Handbook at http://bit.ly/PMPCert</li></ul>5<br />www.ciklum.net<br />
  18. 18. PMI PMP Exam – How?<br /><ul><li>200 multiple choice questions
  19. 19. The score is calculated based on the 175 questions
  20. 20. 4 hours allotted examination time
  21. 21. Initiating the project (11%)
  22. 22. Planning the project (23%)
  23. 23. Executing the project (27%) 61%
  24. 24. Monitoring and controlling the project (21%) to pass
  25. 25. Closing the project (9%)
  26. 26. Professional and social responsibility (9%)</li></ul>6<br />www.ciklum.net<br />
  27. 27. PMI PMP Exam – Concept<br /><ul><li>PM is acquainted with PMI terminology
  28. 28. PM has real-world experience of managing large projects
  29. 29. Knowledge, application and analysis are tested
  30. 30. “What would you do in this situation?” questions
  31. 31. PMI consider PM as a high-skilled professional that puts the interests of the project on the first place
  32. 32. See PMIsms and other concept information in Rita’s book</li></ul>7<br />www.ciklum.net<br />
  33. 33. Rita Mulcahy<br /><ul><li>PMI Chapter President for 7 years
  34. 34. President and founder of RMC Project Management, Inc.
  35. 35. Reviewer and contributor to the PMBOK® Guide (3rd Edition)
  36. 36. Author of numerous books on Project Management and preparing to PMP Exam</li></ul>8<br />www.ciklum.net<br />
  37. 37. Sample Test #1<br />According to the project plan, a contractor is scheduled to deliver some software components today afternoon. A regular payment is due to be made to this contractor tomorrow.<br />You and your project team received a note this morning informing you that the software delivery will be delayed by 2 weeks.<br />What should you do right now?<br />You should delay the payment also for 2 weeks.<br />You must immediately find a different contractor.<br />You should conduct a meeting with the contractor to resolve the delivery issues before making the payment.<br />You should make the payment and reschedule the project plan. <br />9<br />www.ciklum.net<br />
  38. 38. Sample Test #1 - Answers<br />You should delay the payment also for 2 weeks.<br />You must immediately find a different contractor.<br />You should conduct a meeting with the contractor to resolve the delivery issues before making the payment.<br />You should make the payment and reschedule the project plan. <br />PMBOK® Guide 4th Edition, p 420<br />10<br />www.ciklum.net<br />
  39. 39. Sample Test #2<br />During execution of a project which is performed for a customer on a T&M (Time and Material) contract base, a new project manager is taking over the assignment. <br />He discovers that two members assigned to the project have charged time without performing any work for the project customer. Upon further investigation, he determines that this occurred because there have been no other project assignments open for these employees. The customer is unaware of these facts. <br />What should the project manager do?<br />Try to find some productive work for these staff members in the project and leave them on the team.<br />The best thing is to do nothing. The customer will not realize the problem anyway.<br />Try to find a responsible person for the over-assignment who can be made accountable.<br />Take the two people off the team immediately and arrange for the refund of the excess charges to the customer.<br />11<br />www.ciklum.net<br />
  40. 40. Sample Test #1 – Answers<br />Try to find some productive work for these staff members in the project and leave them on the team.<br />The best thing is to do nothing. The customer will not realize the problem anyway.<br />Try to find a responsible person for the over-assignment who can be made accountable.<br />Take the two people off the team immediately and arrange for the refund of the excess charges to the customer.<br />Chapter 5 (Honesty) - PMI® Code of Ethics and Professional Conduct<br />http://www.pmi.org/PDF/ap_pmicodeofethics.pdf<br />12<br />www.ciklum.net<br />
  41. 41. Project Management Framework<br />
  42. 42. Project and Operations<br /><ul><li>A project is a temporary endeavor with a beginning and end that creates a unique result.
  43. 43. Operational work is ongoing, but project work ends.
  44. 44. A program is a group of related projects to manage their coordination.
  45. 45. A portfolio is a group of programs and projects to achieve a specific business goal.</li></ul>14<br />www.ciklum.net<br />
  46. 46. Project Management Office<br />Project Management Office takes on of the three roles:<br /><ul><li>Provides methodologies for managing projects within the organization.
  47. 47. Provides support and guidance to others in the organization on how to manage projects.
  48. 48. Provides project managers for different projects, and is responsible for the results of those projects.</li></ul>Role of PMO must be clearly defined, PMO should take on of the three roles above.<br />15<br />www.ciklum.net<br />
  49. 49. Objectives<br /><ul><li>Project objectives are stated in the project charter.
  50. 50. Projects are considered completed, when project objectives are met.
  51. 51. A reason for terminating project before completion is that the project objectives cannot be met.
  52. 52. A more complete understanding objectives is achieved over the length of the project.
  53. 53. It is the project manager’s role to accomplish objectives.
  54. 54. Management by objectives: Establish objectives – Evaluate progress – Implement corrective actions</li></ul>16<br />www.ciklum.net<br />
  55. 55. Constraints<br />17<br />www.ciklum.net<br />
  56. 56. Organizational Structure<br /><ul><li>Who has power to make decisions?
  57. 57. What are the advantages?
  58. 58. What are the disadvantages?
  59. 59. Functional Manager
  60. 60. Project Manager
  61. 61. Project Expediter
  62. 62. Project Coordinator</li></ul>18<br />www.ciklum.net<br />
  63. 63. Functional Organization<br />19<br />www.ciklum.net<br />
  64. 64. Functional Organization<br />+ Easier management of specialists<br />+ Team members report only to one supervizor<br />+ Similar resources are centralized<br />+ Career paths are clearly defined<br /><ul><li>Emphasis to department, not to project
  65. 65. No career path in management
  66. 66. No authority of project manager</li></ul>20<br />www.ciklum.net<br />
  67. 67. Projectized Organization<br />21<br />www.ciklum.net<br />
  68. 68. Projectized Organization<br />+ Efficient project organization<br />+ Loyalty to the project<br />+ Effective communication<br /><ul><li>No “home” when the project is completed
  69. 69. No professional support
  70. 70. Less efficient use of resources</li></ul>22<br />www.ciklum.net<br />
  71. 71. Weak Matrix<br />23<br />www.ciklum.net<br />
  72. 72. Balanced Matrix<br />24<br />www.ciklum.net<br />
  73. 73. Strong Matrix<br />25<br />www.ciklum.net<br />
  74. 74. Projectized Organization<br />+ Balanced support from functional department and goal setting from project management<br /><ul><li>More than one boss for project teams
  75. 75. More complex to monitor and control
  76. 76. Problems with resource allocation
  77. 77. Higher potential to conflict</li></ul>26<br />www.ciklum.net<br />
  78. 78. Project Lifecycle<br />27<br />www.ciklum.net<br />
  79. 79. Product Lifecycle<br />28<br />www.ciklum.net<br />
  80. 80. Project Management Processes<br />

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