KCS Academy PMP Exam Prep Course Chapter 1 - Introduction

BEST IN CLASS PERFORMANCE
KCS ACADEMY
CAPM / PMP EXAM PREP COURSE
TRANSFORMING ORGANIZATIONS FROM WITHIN

KCS ACADEMY CAPM / PMP EXAM PREP COURSE
COURSE ADMINISTRATION
 COURSE OBJECTIVES
 CAPM & PMP TEST
PREPARATION
 LEARNING THE:
 INPUTS,
 TOOLS & TECHNIQUES,
 OUTPUTS
 THAT ARE FOUND IN A
GUIDE TO THE PROJECT
MANAGEMENT BODY OF
KNOWLEDGE, (PMBOK)
5TH EDITION, PROJECT
MANAGEMENT
INSTITUTE, Inc., 2013
 C
 COURSE ATTENDEES
 THIS COURSE IS
INTENDED FOR
EXPERIENCED AND
PRACTICING
CANDIDATES
 2 YEARS OF PROJECT
MANAGEMENT
EXPERIENCE
 PMP CANDIDATES
SHOULD HAVE 3 YEARS
OF DOCUMENTED WORK
EXPERIENCE
 CANDIDATES MUST BE
PREPARED TO RECEIVE
35 HOURS OF DETAILED
INSTRUCTION
 ABOUT THE
CURRICULUM
 THIS CURRICULUM IS
INTENDED FOR USE
WITH THE PMBOK 5TH
EDITION
 THE WORKBOOK AND
TRAINER SLIDE DECK
ARE INTEGRATED WITH
QUIZZES, EXERCISES,
HOMEWORK AND MOCK
EXAMS
 EACH CANDIDATE WILL
RECEIVE A COPY OF THE
WORKBOOK, CHAPTER
QUIZZES, FLASH CARDS,
AND 2 PRACTICE EXAMS

DAY 1
FUNDAMENTALS
DAY 2
MATH SKILLS
DAY 3
SOFT SKILLS
COURSE AGENDA
 INTRODUCTIONS
 COURSE AGENDA
 CHAPTER 1
 CHAPTER 2
 CHAPTER 3
 LUNCH
 CHAPTER 4
 CHAPTER 5
 QUIZ #1
 QUIZ REVIEW
 CHAPTER 6
 CRITICAL PATH
 CHAPTER 7
 LUNCH
 EVM EXERCISES
 CHAPTER 8
 HW OVERVIEW
 QUIZ #2
 QUIZ REVIEW
 HW REVIEW
 CHAPTER 9
 CHAPTER 10
 LUNCH
 CHAPTER 12
 CHAPTER 13
 HW OVERVIEW
 HW REVIEW
 CHAPTER 11
 MOCK EXAM
 LUNCH
 MOCK EXAM
REVIEW
 PMI AND
PROMETRIC Q & A
 COURSE CRITIQUE
DAY 4
RISK & MOCK EXAM

1.0 WHAT DO THESE (5) SUCCESS FACTORS SAY ABOUT THE KCS REQUIREMENTS FOR CLASS
PARTICIPATION?
2.0 WHAT DO THESE CLASSROOM REQUIREMENTS MEAN TO YOU?
3.0 WHY ARE THESE CLASSROOM REQUIREMENTS NECESSARY TO CREATE AN AWESOME TRAINING
EXPERIENCE?
THE PMP WHISPERER’S 5 POINTS OF LIGHT
PARTICIPATE SUPPORT COLLABORATE EXCHANGE CREATE

TELL US A LITTLE ABOUT YOU
NAME
ROLE
COMPANY
LOCATION
INDUSTRY

A LITTLE ABOUT YOUR INSTRUCTOR

1.0 THE INTRODUCTION
2.0 ORGANIZATIONAL
INFLUENCES AND PROJECT
LIFE CYCLE
3.0 PROJECT
MANAGEMENT PROCESSES
PROJECT MANAGEMENT – THE FRAMEWORK

INTRODUCTION OVERVIEW
1.1
PURPOSE OF THE
PMBOK
1.5
RELATIONSHIP
BETWEEN PROJECT
MANAGEMENT,
OPERATIONS
MANAGEMENT AND
ORGANIZATIONAL
STRATEGY
1.6
BUSINESS VALUE
1.2
WHAT IS A
PROJECT?
1.7
ROLE OF THE
PROJECT MANAGER
1.3
WHAT IS PROJECT
MANAGEMEMENT?
1.4
RELATIONSHIPS
AMONG
PORTFOLIO,
PROGRAM,
PROJECT, AND
ORGANIZATIONAL
PROJECT
MANAGEMENT
1.8
PROJECT
MANAGEMENT
BODY OF
KNOWLEDGE

 IT IDENTIFIES THE KNOWLEDGE, SKILLS, TOOLS
AND TECHNIQUES THAT IMPROVE THE
LIKELIHOOD OF ACHIEVING PROJECT SUCCESS
 IT IS A GLOBAL STANDARD FOR PROJECT
MANAGAMENT, THAT IS APPLICABLE TO MOST
PROJECTS, MOST OF THE TIME
 THE PMBOK PROMOTES A COMMON
VOCABULARY AMONGST ITS GLOBAL
PRACTICIONERS ALLOWING PROJECT MANAGERS
TO COMMUNICATE ACROSS BORDERS
 IT CONTAINS ANNEX A1 – THE LIVING
FOUNDATIONAL REFERENCE FOR PMP
DEVELOPMENT PROGRAMS
 ESTABLISHED THE PROJECT MANAGEMENT CODE
OF ETHICS AND PROFESSIONAL CONDUCT TO
ENSURE THE PROFESSION REMAINS ETHICALLY
AND MORALLY SOUND WITHIN IT’S 4 PILLARS OF:
 RESPONSIBILITY
 FAIRNESS
 RESPECT
 HONESTY
1.1 PURPOSE OF THE PMBOK GUIDE

 WHAT IS THE PMBOK REFERENCE FOR THE
PROFESSIONAL DEVELOPMENT OF PROJECT
MANAGERS?
 WHAT IS THE VALUE OFA COMMON VOCABULARY
IN PROJECT MANAGEMENT?
 WHY DOES THE PROJECT MANAGEMENT
PROFESSION NEED A CODE OF ETHICS AND
PROFESSIONAL CONDUCT?
 WHAT ARE THE FOUR CENTRAL PILLARS OF THE
CODE OF ETHICS?
 WHAT IS THE DIFFERENCE BETWEEN GOOD
PRACTICE AND BEST PRACTICE?
 NOTES

 PROJECTS ARE:
 TEMPORARY
 PROJECTS END WHEN:
 PROJECT OBJECTIVES ARE MET
 THE PROJECT IS TERMINANTED
 THE CUSTOMER’S NEEDS ARE FULFILLED
 UNIQUE
 PRODUCT
 SERVICE
 RESULT – RESEARCH & DEVELOPMENT /
PROTOTYPE / CONCEPT / CAN BE
CONDUCTED TO GENERATE A
DELIVERABLE THAT ELICITS AN EMOTION
 TWO TYPES OF PROGRESSIVE
ELABORATION
 ROLLING WAVE PLANNING
 WATERFALL
1.2 WHAT IS A PROJECT?

 WHAT DOES TEMPORARY MEAN?
 WHY ARE ALL PROJECTS CONSIDERED
UNIQUE UNDERTAKINGS?
 WHAT IS THE DIFFERENCE BETWEEN THE
TWO PROGRESSIVE ELABORATION
TECHNIQUES OF WATERFALL METHOD AND
ROLLING WAVE PLANNING?
 WHO HAS THE AUTHORITY TO TERMINATE
A PROJECT?
 NOTES
1.2 WHAT IS A PROJECT?

 STRATEGIC PLAN
 THE COMPILATION OFAN ORGANIZATION’S
MISSION, VISION, VALUES & PURPOSE
 THE STRATEGIC PLAN INCLUDES
ORGANIZATIONAL
 GOALS
 OBJECTIVES WHICH SUPPORT REACHING THE
GOALS
 STEPS REQUIRED TO MEET THE OBJECTIVES
 PORTFOLIO(S)
 THE LINK BETWEEN THE WORK OF THE
ORGANIZATION AND THE ORGANIZATIONS
STRATEGIC PLAN
 THE PORTFOLIO(S) EQUAL(S) THE TOTAL
BUSINESS VALUE OF THE ORGANIZATION
 OPERATIONS, SUPPORT, AND OVERHEAD
 ASSETS AND LIABILITIES
 PROGRAMS, SUB-PROGRAMS
 PROJECTS, SUB-PROJECTS
1.2.1 THE RELATIONSHIPS AMONG PORTFOLIOS, PROGRAMS, AND PROJECTS

1.2.1 THE RELATIONSHIPS AMONGST PORTFOLIOS, PROGRAMS, AND PROJECTS

 WHY IS THE STRATEGIC PLAN CONSIDERED THE
FORECAST OFAN ORGANIZATIONS FOCUS OF
EFFORT FOR A GIVEN TIME PERIOD?
 ARE PORTFOLIOS REQUIRED TO BE
INTERDEPENDENT AND/OR INTERRELATED? IF SO
WHY?
 WHO IS RESPONSBILE FOR THE PERFORMANCE
OF THE STRATEGIC PLAN?
 DESCRIBE THE BUSINESS RELATIONSHIPS
BETWEEN AN ORGANIZATIONS, PORTFOLIO(S),
PROGRAMS, AND PROJECTS?
 NOTES
1.2.1 THE RELATIONSHIPS AMONG, PORTFOLIOS, PROGRAMS, AND PROJECTS

 THE APPLICATION OF THE PMBOK’S KNOWLEDGE,
SKILLS, TOOLS, & TECHNIQUES TO PRODUCE
DELIVERABLES THAT MEET THE PROJECT
REQUIREMENTS
 THE ROLE OF INTEGRATION
 UTILIZING THE PMBOK’S (5) PROCESS GROUPS,
(10) KNOWLEDGE AREAS, & (47) TAILORABLE
PROCESSES TO EFFECTIVELY MANAGE PROJECTS
 PROJECT MANAGEMENT INCLUDES:
 IDENTIFYING REQUIREMENTS
 DETERMINING STAKEHOLDER NEEDS,
CONCERNS, EXPECTATIONS, AND PERSONALITIES
 EXERCISING EFFECTIVE COMMUNICATIONS
MANAGEMENT
 RESPONSIVE AND EFFECTIVE STAKEHOLDER
ENGAGEMENT AND MANAGEMENT
 BALANCING THE ENHANCED CONSTRAINTS OF
SCOPE, SCHEDULE, COST, RISK, RESOURCES, AND
QUALITY
 ACHIEVING EFFECTIVE CHANGE MANAGEMENT
1.3 WHAT IS PROJECT MANAGEMENT?

 WHY IS IT IMPORTANT FOR THE PROJECT
MANAGER TO UNDERSTAND THE PMBOK
METHODOLOGY, HOW TO EMPLOY THE
METHODOLOGY, AND HOW TO USE IT TO GUIDE A
TEAM AND AN ORGANIZATION TO AN
APPROPRIATE PROJECT ENDING?
 ARE PROJECT CONSTRAINTS LIMITERS OR
BARRIERS?
 WHY DOES PMI PERMIT TAILORING OF THE 47
PMBOK PROCESSES?
 IN WHAT WAYS DOES A PROJECT MANAGER
INTEGRATE WITHIN HIS/HER PROJECT?
 NOTES

1.4 RELATIONSHIPS AMONG PORTFOLIO MANAGEMENT, PROGRAM MANAGEMENT,
PROJECT MANAGEMENT, AND ORGANIZATIONAL PROJECT MANAGEMENT
 THE SIMILARITIES AMONG THE DISCIPLINES
 THE (3) DISCIPLINES ARE ALIGNED WITH OR
DRIVEN BY ORGANIZATIONAL STRATEGIES
 THE DIFFERENCES AMONG THE DISCIPLINES
 THE WAY EACH DISCIPLINE CONTRIBUTES TO THE
ACHIEVEMENT OF STRATEGIC GOALS
 PORTFOLIO MANAGEMENT ALIGNS TO
ORGANIZATIONAL STRATEGY BY:
 SELECTING THE RIGHT PROGRAMS OR PROJECTS
 PRIORITIZING THE WORK
 PROVIDING THE NECESSARY RESOURCES
 PROGRAM MANAGEMENT ALIGNS WITH
 HARMONIZING IT’S PROJECT AND PROGRAM
COMPONENTS
 CONTROLLING INTERDEPENDENCIES IN ORDER
TO REALIZE SPECIFIC BENEFITS

1.4 RELATIOSHIPS AMONG PORTFOLIO MANAGEMENT, PROGRAM MANAGEMENT,
 PROJECT MANAGEMENT ALIGNS WITH
 DEVELOPING AND IMPLEMENTING PROJECT
MANAGEMENT PLANS THAT ACHIEVE A SPECIFIC
SCOPE
 UNDERSTANDING THAT PROJECT SCOPE IS
DRIVEN BY THE PROGRAM OR PORTFOLIO
OBJECTIVES
 THE RELATIONSHIP IT SHARES WITH PROGRAMS
AND/OR PORTFOLIOS
 OPM ADVANCES ORGANIZATIONAL CAPABILITIES
BY:
 LINKING PORTFOLIO, PROGRAM, AND PROJECT
MANAGEMENT PRINCIPLES AND PRACTICES WITH
ORGANIZATIONAL GOVERNANCE AND STRATEGY
 UTILIZES CONTINUOUS IMPROVEMENT TO DRIVE
THE ORGANIZATION TOWARDS THE
ACHIEVEMENT OF BEST IN INDUSTRY STATUS

1.4 RELATIONSHIPS AMONGST PORTFOLIO MANAGEMENT, PROGRAM MANAGEMENT,

 WHAT ARE SOME OF THE SIMILARITIES AMONG
THE THREE DISCIPLINES?
 WHAT ARE SOME OF THE DIFFERENCES AMONG
THE THREE DISCIPLINES?
 HOW DO THE DISCIPLINES RELATE TO OPM?
 WHAT IS OPM?
 WHAT IS THE GOAL OF OPM?
 NOTES
1.4 RELATIONSHIPS AMONGST PORTFOLIO MANAGEMENT, PROGRAM MANAGEMENT,

1.4.1 PROGRAM MANAGEMENT
 PROGRAM MANAGEMENT IS:
 REALIZING THE BENEFITS AND LEVEL OF
CONTROL THAT IS FOUND IN THE
SIMULTANEOUS MANAGEMENT OF SIMILAR
PROJECTS
 PROGRAM MANAGEMENT:
 THE PROJECTS WITHIN A PROGRAM ARE
RELATED THROUGH A COMMON OUTCOME OR
COLLECTIVE CAPABILITY
 PROGRAM MANAGEMENT LEADS TO THE TIMELY
RESOLUTION OF RESOURCE CONSTRAINTS
AND/OR CONFLICT
 ALIGNS PROGRAM GOALS AND OBJECTIVES WITH
THE ORGANIZATIONAL STRATEGIC DIRECTION
 RESOLVES ISSUES AND CHANGE MANAGEMENT
DISAGREEMENTS WITHIN A SHARED
GOVERNANCE STRUCTURE

 WHAT IS THE DEFINITION OFA PROGRAM?
 WHAT MUST A PROGRAM ALWAYS HAVE?
 PROGRAM MANAGEMENT IS THE APPLICATION
OF?
 PROJECTS IN A PROGRAM ARE RELATED
THROUGH?
 WHAT ARE SOME OF THE ACTIONS OF PROGRAM
MANAGEMENT REGARDING PROJECT
INTERDEPENDENCIES?
 NOTES
1.4.1 PROGRAM MANAGEMENT

 PORTFOLIO MANAGEMENT REFERS TO:
 THE CENTRALIZED MANAGEMENT OF ONE OR
MORE PORTFOLIOS TO ACHIEVE AN
ORGANIZATIONS STRATEGIC OBJECTIVES
 REVIEWING ALL PROJECTS AND PROGRAMS IN
ORDER TO PRIORITIZE RESOURCE ALLOCATIONS
FOR THE GREATEST OPTIMIZATION
 MAINTAINING ALIGNMENT BETWEEN THE
PORTFOLIO(S) AND ORGANIZATIONAL
STRATEGIES
 INCLUDES PROJECTS, PROGRAMS, SUB-
PROJECTS, SUB-PROGRAMS, OPERATIONS,
SUPPORT, INVESTMENTS, CASH FLOW, AND
OVERHEAD
 THE FACT IS THERE ARE NO REQUIREMENTS FOR
PORTFOLIOS TO BE INTERRELATED OR
INTERDEPENDENT
 THE INTEGRATION OF MULTIPLE PORTFOLIOS
UNDER A SINGLE CORPORATE GOVERNANCE
STRUCTURE IS DEFINED AS THE ORGANIZATIONS
ENTERPRISE PORTFOLIO
1.4.2 PORTFOLIO MANAGEMENT

 WHAT IS THE DEFINITION OF PORTFOLIO
MANAGEMENT?
 WHAT ARE THE BENEFITS OF HAVING A
DIVERSIFIED PORTFOLIO?
 WHAT DOES THE ENTERPRISE PORTFOLIO
CONSIST OF?
 WHAT DOES PORTFOLIO MANAGEMENT FOCUS
ON?
 NOTES
1.4.2 PORTFOLIO MANAGEMENT

 PROJECTS ARE UTILIZED TO DIRECTLY OR
INDIRECTLY ACHIEVE STRATEGIC OBJECTIVES
AND CONTRIBUTE TO:
 THE BENEFITS OFA PROGRAM
 OBJECTIVES OF THE PORTFOLIO
 THE STRATEGIC PLAN
 THE MOST COMMON STRATEGIC CONSIDERATION
FOR THE EXISTENCE OFA PROJECT IS:
 A CUSTOMER REQUEST
 PROJECTS PROVIDE FEEDBACK TO PROGRAMS
AND PORTFOLIOS THROUGH:
 PERFORMANCE, CHANGES, AND LESSONS
LEARNED
 THE STRATGIC PLAN IS THE PRIMARY DRIVER OF
ORGANIZATIONAL INVESTMENTS
1.4.3 PROJECTS AND STRATEGIC PLANNING

 WHAT ARE PROJECTS USED TO ACHIEVE?
 WHAT ARE SOME OF THE REASONS WHY
PROJECTS ARE AUTHORIZED?
 PROJECTS WITHIN PROGRAMS CAN CONTRIBUTE
TO?
 PORTFOLIOS SHOULD PRIORITIZE WHAT TYPES
OF PROJECTS?
 THE ORGANIZATIONS STRATEGIC PLAN BECOMES
THE PRIMARY DRIVER OF?
 NOTES

THE PMO:
 ESTABLISHES PROGRAM AND PROJECT
MANAGEMENT POLICIES & PROCEDURES
 STANDARDIZES THE PROJECT GOVERNANCE
PROCESSES
 FACILITATES THE SHARING OF:
 RESOURCES
 MULTIPLE METHODOLOGIES
 TOOLS & TECHNIQUES
 PMI IDENTIFIES (3) TYPES OF PMO STRUCTURES:
 DIRECTIVE
 CONTROLLING
 SUPPORTIVE
 THE PMO IS OFTEN A NATURAL LIASION FOR
PROJECTS AND PROGRAMS
 THE PMO LEADERSHIP IS A KEY STAKEHOLDER &
DECISION MAKER
1.4.4 PROJECT MANAGEMENT OFFICE

 WHAT DOES THE PMO STANDARDIZE?
 WHAT ARE THE THREE TYPES OF PMO’S?
 THE PMO IS THE LIASION BETWEEN THE
ORGANIZATIONS ________________________?
 DOES THE PMO REQUIRE PROJECTS TO BE
INTERRELATED AND INTERDEPENDENT IN ORDER
FOR IT TO SUPPORT THEM?
 DOES THE PMO HAVE THE AUTHORITY TO ACT AS
A STAKEHOLDER OR DECISION MAKER DURING
THE PROJECTS LIFE CYCLE?
 NOTES

 OPERATIONS MANAGEMENT IS RESPONSIBLE
FOR:
 OVERSEEING BUSINESS OPERATIONS
 DIRECTING BUSINESS OPERATIONS
 CONTROLLING BUSINESS OPERATIONS
 OPERATIONS:
 SUPPORT THE DAY-TO-DAY BUSINESS NEEDS
 ARE NECESSARY TO ACHIEVE STRATEGIC AND
TACTICAL BUSINESS OBJECTIVES
 SUPPORT PROJECTS IN ACHIEVING
ORGANIZATIONAL GOALS:
 MAINTAINS ALIGNMENT WITH ORGANIZATIONAL
STRATEGY
 INTEGRAL COMPONENT FOR ACHIEVING
STRATEGIC BUSINESS INITIATIVES
1.5 RELATIOSHIP BETWEEN PROJECT MANAGEMENT, OPERATIONS MANAGEMENT,
AND ORGANIZATIONAL STRATEGY

1.5 RELATIOSHIP BETWEEN PROJECT MANAGEMENT, OPERATIONS MANAGEMENT,

 WHAT ARE THE OBJECTIVES OF OPERATIONS
MANAGEMENT?
 WHAT ARE SOME EXAMPLES OF OPERATIONS
MANAGEMENT?
 DESCRIBE A WAY IN WHICH OPERATIONS
MANAGEMENT AND PROJECTS INTERSECT?
 WHAT ARE SOME OF THE ELEMENTS OF
OPERATIONS?
 NOTES
1.5 RELATIONSHIP BETWEEN PROJECT MANAGEMENT, OPERATIONS MANAGEMENT,

 PROJECTS ARE OFTEN CONDUCTED WHEN
SUBSTANTIAL CHANGES ARE BEING MADE TO
BUSINESS OPERATIONS AND:
 INTRODUCING NEW PRODUCTS
 INTRODUCING NEW SERVICES
 KEY POINTS OF INTERSECTIONS BETWEEN
PROJECTS AND OPERATIONS OCCUR WHEN:
 SIGNIFICANT IMPROVEMENTS ARE MADE TO
OPERATIONS
 DELIVERABLES ARE TRANSFERRED TO
OPERATIONAL CONTROL
 CUSTOMERS PURCHASE BACK-END DELIVERABLE
SUPPORT
 DEVELOPING A NEW PRODUCT
 UPGRADING AN EXISTING PRODUCT
 EXPANDING OUTPUT VELOCITY OR CAPACITY
1.5.1 OPERATIONS AND PROJECT MANAGEMENT

 HOW DO PROJECTS AID IN MAKING CHANGES TO
BUSINESS OPERATIONS?
 DOES OPERATIONS MANAGEMENT FALL WITHIN
THE SCOPE OF PROJECT MANAGEMENT?
 WHAT ARE SOME COMMON POINTS OF
INTERSECTION BETWEEN PROJECTS AND
OPERATIONS?
 WHAT COULD BE TRANSFERRED TO OPERATIONS
AS A PROJECT NEARS THE CLOSURE PHASE?
 NOTES

 OPERATIONS MANAGEMENT AND OPERATIONS:
 OPERATIONS MANAGEMENT FALLS OUTSIDE THE
GOVERNANCE OF PROJECT MANAGEMENT
 OPERATIONS ARE PROCESS DRIVEN AND FOCUSED
ON THE PRODUCTION OR MANUFACTURING OF
GOODS AND SERVICES AND/OR THE DAY-TO-DAY
NEEDS OF THE ORGANIZATION
 OPERATIONS ARE CONCERNED WITH
CONTINUOUS IMPROVEMENT, RESOURCE
OPTIMIZATION, AND MEETING CUSTOMER
DEMANDS:
 SIPOC
 SUPPLIES
 INPUTS
 PROCESSES
 OUTPUTS
 CUSTOMERS
1.5.1.1 OPERATIONS MANAGEMENT

 WHY DOES OPERATIONS MANAGEMENT FALL
OUTSIDE THE SCOPE OF PROJECT MANAGEMENT?
 WHAT IS OPERATIONS MANAGEMENT PRIMARILY
CONCERNED WITH?
 OPERATIONS MANAGEMENT INVOLVES?
 NOTES
1.5.1.1 OPERATIONS MANAGEMENT

 OPERATIONAL STAKEHOLDERS SHOULD BE
INCLUDED IN EVERY PHASE OF THE PROJECT
LIFECYCLE. THIS WILL:
 LEAD TO GAINS IN INSIGHT
 HELP PREVENT UNNECESSARY ISSUES
 OPERATIONAL MANAGERS ARE KEY
STAKEHOLDERS AND SHOULD BE CONSIDERED
WHEN:
 IDENTIFYING STAKEHOLDERS
 IDENTIFYING PROJECT RISKS
 ASSESSING IMPORTANT PROJECT
CONSIDERATIONS
 ASSESSING THE AFFECTS OF FUTURE WORK AND
ENDEAVORS
1.5.1.2 OPERATIONAL STAKEHOLDERS IN PROJECT MANAGEMENT

1.5.1.2 OPERATIONALSTAKEHOLDERS IN PROJECT MANAGEMENT

 ARE THE NEEDS OF OPERATIONS MANAGEMENT
STAKEHOLDERS IMPORTANT TO CONSIDER WHEN
THE PROJECT HAS A DIRECT IMPACT ON THEIR
FUTURE WORK OR ENDEAVORS? WHY?
 DOES INCLUDING APPROPRIATE OPERATIONS
MANAGEMENT STAKEHOLDERS IN ALL PHASES OF
THE PROJECT YIELD ANY NOTICABLE PROJECT
BENEFITS?
 WHEN ARE UNNECESSARY ISSUES CREATED
BETWEEN OPERATIONS AND PROJECT
MANAGEMENT?
 WHY IS IT MORE DIFFICULT TO BASH A PLAN YOU
PLAYED A ROLE IN DEVELOPING?
 NOTES
1.5.1.2 OPERATIONALSTAKEHOLDERS IN PROJECT MANAGEMENT

 ORGANIZATIONAL GOVERNANCE
 GOVERNANCE PROVIDES STRATEGIC DIRECTION
AND PERFORMANCE PARAMETERS
 STRATEGIC DIRECTION PROVIDES PURPOSE,
GOALS, AND ACTIONS
 GOVERNANCE ESTABLISHES ALIGNMENT
BETWEEN PROJECT MANAGEMENT ACTIVITIES
AND BUSINESS DIRECTION
 ACKNOWLEDGING THAT CHANGES IN
OBJECTIVES AFFECT PROJECT EFFICIENCY AND
SUCCESS
 CONSTANT ALIGNMENT INCREASES THE
PROBABILITY OF PROJECT SUCCESS
1.5.2 ORGANIZATIONS AND PROJECT MANAGEMENT

 WHY DO ORGANIZATIONS USE GOVERNANCE?
 WHAT DOES STRATEGIC DIRECTION PROVIDE TO
THE ORGANIZATION?
 WHY IS IT IMPORTANT FOR THE PROJECT TO
REMAIN IN ALIGNMENT WITH TOP-LEVEL
BUSINESS DIRECTION?
 IN WHAT WAY DOES A CHANGE IN PROJECT
OBJECTIVES AFFECT EFFICIENCY AND SUCCESS?
 DOES STRATEGIC ALIGNMENT INCREASE OR
DECREASE THE ODDS OF SUCCESS?
 NOTES

 PBO’S:
 UTILIZE TEMPORARY ORGANIZATIONAL
SYSTEMS TO EXECUTE THE PROJECT WORK OF
THE ORGANIZATION
 DIMINISH THE IMPACT OF ORGANIZATIONAL
POLITICS BECAUSE THE DELIVERABLE IS THE
ONLY MEASUREMENT OF SUCCESS
 UTILIZE PROJECTS AND/OR PROJECT
MANAGEMENT FUNDAMENTALS TO CONDUCT
THE MAJORITY OF IT’S BUSINESS
 CAN TAKE THE FORM OFA FIRM, COLLECTION
OF FIRMS, OR NETWORKS
1.5.2.1 PROJECT-BASED ORGANIZATIONS (PBO’S)

1.5.2.1 PROJECT-BASED ORGANIZATIONS

 PBO’S REFER TO TEMPORARY ORGANIZATIONAL
STRUCTURES THAT CREATE?
 IN THE PBO THE SUCCESS OF THE PROJECT IS
MEASURED BY?
 WHAT TYPES OF ORGANIZATIONS MIGHT EMPLOY
THE USE OFA PBO?
 NOTES
1.5.2.1 PROJECT-BASED ORGANIZATIONS

 GOVERNANCE:
 PROGRAMS AND PROJECTS ARE UTILIZED TO
ACHIEVE STRATEGIC BUSINESS GOALS
 FORMAL ORGANIZATIONAL GOVERNANCE
CAN IMPOSE CONSTRAINTS ON PROJECTS
 PROJECT SUCCESS IS PARTLY MEASURED BY
THE SUCCESS OF THE PROJECT IN IT’S
RESPONSE TO ORGANIZATIONAL
GOVERNANCE
 THE PROJECT MANAGER MUST BE AWARE OF
THE IMPACT OF CORPORATE OR
ORGANIZATIONAL POLICIES AND
PROCEDURES ON THEIR PROJECTS
1.5.2.2 THE LINK BETWEEN PROJECT MANAGEMENT AND ORGANIZATIONAL
GOVERNANCE

GOVERNANCE

 SHOULD ORGANIZATIONS THAT UTILIZE
PROJECTS TO DRIVE STRATEGIC OUTCOMES
ALSO ESTABLISH ORGANIZATIONAL
GOVERNANCE PROCESSES AND PROCEDURES?
 GIVE AN EXAMPLE WHERE ORGANIZATIONAL
GOVERNANCE MIGHT IMPOSE CONSTRAINTS ON
THE PROJECT?
 WHY IS IT IMPORTANT FOR PROJECT MANAGERS
TO BE AWARE OF CORPORATE AND/OR
ORGANIZATIONAL GOVERNANCE POLICIES AND
PROCEDURES?
 NOTES
GOVERNANCE

 ORGANIZATIONAL STRATEGY
 ORGANIZATIONAL STRATEGY PROVIDES
GUIDANCE AND DIRECTION TO PROJECT
MANAGEMENT
 PROJECTS EXIST TO SUPPORT ORGANIZATIONAL
STRATEGY
 THE SPONSOR, PORTFOLIO MANAGER, OR
PROGRAM MANAGER ARE RESPONSIBLE FOR
IDENTIFYING ALIGMENT AS WELLAS POTENTIAL
CONFLICTS BETWEEN THE STRATEGIC PLAN AND
PROJECTS
 IT IS THE RESPONSIBILITY OF THE PROJECT
MANAGER TO IDENTIFY AND DOCUMENT
CONFLICTS WITH ESTABLISHED
ORGANIZATIONAL STRATEGIES
 DEVELOPMENT OFAN ORGANIZATIONAL
STRATEGY COULD BE THE OUTPUT OFA PROJECT
(SUSTAINABILITY)
1.5.2.3 THE RELATIONSHIP BETWEEN PROJECT MANAGEMENT AND
ORGANIZATIONAL STRATEGY

ORGANIZATIONAL STRATEGY

 ARE GUIDANCE AND DIRECTION THE ONLY
OBJECTIVES OF ORGANIZATIONAL STRATEGY?
 WHO IS RESPONSIBLE FOR IDENTIFYING PROJECT
ALIGNMENT WITH ORGANIZATIONAL STRATEGY?
 WHO IS REAPONSBILE FOR IDENTIFYING
CONFLICTS WITH ORGANIZATIONAL STRATEGY?
 CAN DEVELOPMENT OF ORGANIZATIONAL
STRATEGY BE THE GOAL OFA PROJECT?
 NOTES
ORGANIZATONAL STRATEGY

 BUSINESS VALUE
 BUSINESS VALUE IS UNIQUE TO EVERY
ORGANIZATION
 IT IS THE TOTAL VALUE OF THE ORGANIZATION
 THE SUM OFALL TANGIBLE AND INTANGIBLE
ELEMENTS
 BUSINESS VALUE SCOPE CAN BE ASSESSED SHORT,
MEDIUM OR LONG TERM
 BUSINESS VALUE FOCUSES ON THE EMPLOYMENT
OF EFFICIENT PROCESSES TO MEET STRATEGIC
OBJECTIVES
 BUSINESS VALUE IS DERIVED FROM THE
COLLECTIVE USE OF STRATEGIC PLANNING,
PORTFOLIO, PROGRAM, PROJECT, AND
OPERATIONS MANAGEMENT, ALONG WITH
SUPPORT ACTVITIES, OVERHEAD, INVESTMENTS,
AND REVENUE MANAGEMENT ACTIVITIES
1.6 BUSINESS VALUE

 WHAT IS THE DEFINITION OF BUSINESS VALUE?
 WHAT ARE EXAMPLES OF TANGIBLE ASSETS?
 WHAT ARE SOME EXAMPLES OF INTANGIBLE
ASSETS?
 CAN BUSINESS VALUE SCOPE FALL INTO SHORT,
MEDIUM, OR LONG-TERM TIME FRAMES?
 CAN BUSINESS VALUE BE CREATED THROUGH
EFFICIENT MANAGEMENT?
 DOES THE EFFECTIVE USE OF PROJECT,
PROGRAM, AND PORTFOLIO MANAGEMENT LEAD
TO INCREASED VALUE FROM PROJECT
INVESTMENTS?
 ALL FORMAL ORGANIZATIONS THAT CONDUCT
BUSINESS-RELATED ACTIVITIES FOCUS ON
ATTAINING GREATER BUSINESS VALUE
 NOTES
1.6 BUSINESS VALUE

 THE PROJECT MANAGER ROLE
 THE INDIVIDUAL ASSIGNED BY THE
ORGANIZATION TO LEAD A TEAM IN CREATING A
DELIVERABLE THAT MEETS PROJECT
REQUIREMENTS
 A PROJECT MANAGER MAY REPORT TO A
FUNCTIONAL MANAGER, PROGRAM MANAGER,
PMO, OR PORTFOLIO MANAGER
 THE PROJECT MANAGER IS RESPONSIBLE FOR
MAINTAINING ALIGNMENT WITH
ORGANIZATIONAL STRATEGIES
 THE PROJECT MANAGER ALSO COLLABORATES,
COORDINATES, AND COMMUNICATES WITH
OPERATIONAL, SUPPORT, EXPERT, AND
CONSULTANT PERSONNEL
1.7 ROLE OF THE PROJECT MANAGER

 HOW DO PROJECT MANAGERS DIFFER FROM
OPERATIONS OR FUNCTIONAL MANAGERS?
 IN WHICH ORGANIZATIONAL STRUCTURES MIGHT
A PROJECT MANAGER REPORT TO A FUNCTIONAL
MANAGER?
 IN WHAT BUSINESS STRUCTURE MIGHT A
PROJECT MANAGER REPORT TO A PROGRAM OR
PORTFOLIO MANAGER?
 NAME OTHER BUSINESS ROLES THE PROJECT
MANAGER MIGHT NEED TO COLLABORATE WITH?
 NOTES

 THE GENERAL RESPONSIILITY OF THE PROJECT
MANAGER IS
 TO SATISFY THE NEEDS OF THE TEAM, CUSTOMER,
SPONSOR, AND KEY STAKEHOLDERS NEEDS:
 TASK RELATED
 INDIVIDUAL NEEDS
 TASK NEEDS
 TEAM NEEDS
 PROJECT MANAGERS MUST POSSESS:
 INDUSTRY AND PROJECT MANAGEMENT
KNOWLEDGE
 A HISTORY OF SUSTAINED EXCEPTIONAL
PERFORMANCE
 EXEMPLARY PROFESSIONAL CONDUCT THAT IS
FUELED BY ETHICALAND SOUND DECISION
MAKING
 THE RIGHT INTERPERSONAL SKILLS (THE ART)
 THE APPROPRIATE MANAGEMENT SKILLS (THE
SCIENCE)
1.7.1 RESPONSIBILITIES AND COMPETENCIES OF THE PROJECT MANAGER

 WHAT ARE SOME OF THE GENERAL
RESPONSIBLITIES OFA PROJECT MANAGER?
 IS THE PROJECT MANAGER THE LINK BETWEEN
THE PROJECT TEAM AND THE PROJECT
MANAGEMENT METHODOLOGY?
 IN ADDITION TO THE APPLICATION OF
KNOWLEDGE, TOOLS, AND TECHNIQUES, PROJECT
MANAGERS MUST ALSO POSSESS THE FOLLOWING
COMPETENCIES?
 -----------------------------------------------------------------------
 -----------------------------------------------------------------------
 -----------------------------------------------------------------------
 NOTES

 PROJECT MANAGERS ACCOMPLISH TASKS
THROUGH:
 THE WORK OF TEAM MEMBERS AND OTHER KEY
STAKEHOLDERS
 THIS REQUIRES THE PROJECT MANAGER TO:
 BUILD TRUST
 UTILIZE INFLUENCE
 DEMONSTRATE INDUSTRY KNOWLEDGE
 DEMONSTRATE PROJECT MANAGEMENT
EXPERTISE
 UTILIZE EFFECTIVE INTERPERSONAL SKILLS
 UTILIZE EFFECTIVE MANAGEMENT SKILLS
 PROACTIVELY RESPOND TO CONFLICT
 COMMUNICATE EFFECTIVELY
 NEGOTIATE WIN-WIN SOLUTIONS
 INFUSE AND SUATAIN TEAM MOTIVATION
 UTILIZE EFFECTIVE SITUATIONAL LEADERSHIP
1.7.2 INTERPERSONAL SKILLS OF A PROJECT MANAGER

 EFFECTIVE PROJECT MANAGERS REQUIRE A
BALANCE OF TECHNICAL, INTERPERSONAL, AND
____________________ SKILLS?
 THE PRESENCE OF THESE SKILLS HELP THEM
___________________ SITUATIONS AND
______________ APPROPRIATELY?
 WHAT SECTION OF THE PMBOK SPECIFICALLY
ADDRESSES INTERPERSONAL SKILLS?
 NOTES

 THE PMBOK CONTAINS:
 PROJECT MANAGEMENT GOOD PRACTICES
 A BODY OF KNOWLEDGE (IT IS NOT A
METHODOLOGY)
 A COMMON VOCABULARY
 PROJECT MANAGEMENT PROCESSES
 THE PROPER INTEGRATION OF PROJECT
MANAGEMENT TO OTHER MANAGEMENT
DISCIPLINES
 ANNEX A1 – THE STANDARD FOR PROJECT
MANAGEMENT OFA PROJECT
 APPENDIX X1 – 5TH EDITION VERSION CHANGES TO
THE PMBOK
 APPENDIX X2 – CONTRIBUTORS AND REVIEWERS
OF THE PMBOK’S CURRENT GUIDE
 APPENDIX X3 – INTERPERSONAL SKILLS
 REFERENCES
 GLOSSARY
 INDEX
1.8 PROJECT MANAGEMENT BODY OF KNOWLEDGE

 THE PMBOK CONTAINS THE STANDARD FOR?
MANAGING _________ PROJECTS _________ OF THE
TIME, ACROSS __________ INDUSTRIES
 ANNEX A1 DESCRIBES THE ___________ , AND
TO MANAGE A PROJECT TOWARDS A ____________
_____________ ?
 THE STANDARD IS INTERRELATED TO WHAT
OTHER PROJECT MANAGEMENT DISCIPLINES?
 THE STANDARD IS LIMITED TO __________
PROJECTS?
 NOTES

CHAPTER 1 SUMMARY
What are the
components of a
PMBOK Process?
Identify the ten
Knowledge Areas
and their purpose.
Identify the
Process Groups
and define their
purpose.
What is the
purpose of Project
Management?
What is the
purpose of a
Program?
What are
characteristics of a
Portfolio?
What are the
intersecting points
for projects and
operations?
What is a
Strategic Plan?

KCS Academy PMP Exam Prep Course Chapter 1 - Introduction

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