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Session 01 - Introduction to Project and Project Management
- 1. Page 1Classification: Restricted PMP Certification Training Introduction To Project And Project Management
- 2. Page 2Classification: Restricted Agenda • Evolution of PM • PM History • About PMI • PMI's Membership • What is PMP? • PMP Exam • PMBOK • Project Management Pillars • Project Management • Portfolio Management • PMO's • Role of a PM • Skills of a PM • Project Life Cycle • Project Boundaries
- 5. Page 5Classification: Restricted PM History
- 6. Page 6Classification: Restricted PM History
- 7. Page 7Classification: Restricted PM History
- 8. Page 8Classification: Restricted PM History
- 9. Page 9Classification: Restricted About PMI • Non-for-profit Professional Association • Started in 1969 • Over 400,000 members worldwide • In more than 160 countries
- 10. Page 10Classification: Restricted PMI’s Membership
- 11. Page 11Classification: Restricted What is PMP?
- 12. Page 12Classification: Restricted Getting Certified
- 14. Page 14Classification: Restricted PMP Exam Structure
- 17. Page 17Classification: Restricted Project Management Pillars
- 19. Page 19Classification: Restricted Project is a Means to Create..
- 21. Page 21Classification: Restricted Project vs Operation
- 22. Page 22Classification: Restricted Common to Project & Operations
- 23. Page 23Classification: Restricted Features to Project
- 24. Page 24Classification: Restricted 1- Temporary
- 25. Page 25Classification: Restricted Features of Project
- 27. Page 27Classification: Restricted Keep in Mind
- 28. Page 28Classification: Restricted 3- Progressive Elaborative
- 29. Page 29Classification: Restricted Keep in Mind
- 30. Page 30Classification: Restricted Project Management Context
- 31. Page 31Classification: Restricted Program Management
- 32. Page 32Classification: Restricted Portfolio Management • A portfolio represents a collection of active programs, projects and other that are grouped together to facilitate effective management of that work to meet strategic business objectives. • Portfolio management, therefore, is the centralized management of one or more portfolios in order to achieve specific strategic business objectives. • Focuses on ensuring that projects and programs are reviewed to prioritize resource allocation, and that the management of the portfolio is consistent with and aligned to organizational strategies
- 33. Page 33Classification: Restricted Portfolio Management
- 36. Page 36Classification: Restricted PMOs Roles & Responsibilities
- 37. Page 37Classification: Restricted PMO Types • There are Three types of PMOs that may exist in an organization: 1. Supportive PMO 2. ControllingPMO 3. Directive PMO
- 38. Page 38Classification: Restricted Supportive PMO • The most common type of PMO • Its purpose is to empower project managers and teams to deliver their projects more successfully • It doesn't control or direct projects, instead it focuses on supporting projects through training, mentoring, administration and reporting
- 39. Page 39Classification: Restricted Controlling PMO • Offers controlling services (such as project reviews, audits, assessments and governance), in addition to the supporting services to get project back on track • Can influence project delivery • It can also enforce standards, implement processes and manage overall project risk
- 40. Page 40Classification: Restricted Directive PMO • This is the least common, but sometimes most effective type of PMO • It offers directive services, where it does not just support and control projects, but also responsible for actually running them • Each of the Project Managers report to the PMO Director as their supervisor. This helps to “corral” all of the project work within an organization, to one department
- 41. Page 41Classification: Restricted Role of a PM • Knowledge- What the Project Manager knows about Project Management. • Performance- What the Project Manager is able to do or accomplish while applying his/ her project management knowledge. • Personal-How the Project Manager behaves when performing the project or related work. • Encompasses: i. Attitude ii. Core personality characteristics iii. Leadership
- 42. Page 42Classification: Restricted Interpersonal Skills of a PM
- 43. Page 43Classification: Restricted PMP Certification Training Chapter 1
- 44. Page 44Classification: Restricted Project Life Cycle • A collection of generally sequential and sometimes overlapping project phases • Phases name and number are determinedby: 1. Management 2. Nature of the project 3. Control requirements 4. Area of application • Can be determined or shaped by the unique aspects of the organization, industry or technology • Can be documented by a methodology • Provides the basic framework for managing the project
- 45. Page 45Classification: Restricted Project Life Cycle
- 46. Page 46Classification: Restricted Initiating Process Group
- 47. Page 47Classification: Restricted Planning Process Group
- 48. Page 48Classification: Restricted Executing Process Group
- 49. Page 49Classification: Restricted Monitoring & Controlling Process Group
- 50. Page 50Classification: Restricted Closing Process Group
- 51. Page 51Classification: Restricted Project Boundaries
- 52. Page 52Classification: Restricted Efforts Spent at Various Group
- 53. Page 53Classification: Restricted Core Processes or Knowledge Areas
- 56. Page 56Classification: Restricted PM Processes
- 57. Page 57Classification: Restricted Topics to be covered in next session •Project Life Cycle •Effort spent in the Process Groups •Cost & Staffing Level •Project phases •Time to Market Deliverables •Stakeholders •5 steps of Managing Stakeholders •Organizational Influence •Project Management Framework •Chaos Report •3 Projects for Project Failure •Enterprise Environmental Factors •Corporate Knowledge