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Introduction to PMP


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The slideshow provides some insights into project management and the most common challenges that face project managers.

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Introduction to PMP

  1. 1. INTRODUCTION TO PMP Project Management Professional
  2. 2. Introduction to PMP Project Management Professional Ahmed Abdelhalim General Manager, Softxpert PMP, SCJP, MCP ICT board member Abdelrahman Karim Development Unit Manager Qvision PMP, MCP
  3. 3. Typical Project Management Challenges  During a team meeting, the team adds a specific area of extra work to the project because they have determined it would benefit the customer.
  4. 4. Typical Project Management Challenges  I have no idea how long it will take. I do not even know what I am being asked to do. So what do I say? I will take my best guess and double it
  5. 5. Typical Project Management Challenges  We are done with the project development yet we could not deliver the project because the stage servers are damaged due to hardware failure.
  6. 6. Typical Project Management Challenges  This is the third time that the customer rejects the deliverables!
  7. 7. Typical Project Management Challenges  I need a break! Every time I think we are done, someone comes up with something else to add.
  8. 8. What you need to be a good PM?  Knowledge  Performance  Personal Skills
  9. 9. What is PMP?  Project Management Professional (PMP) is a credential offered by the Project Management Institute (PMI).  PMI’s Project Management Professional (PMP)® credential is the most important industry- recognized certification for project managers.
  10. 10. Characteristics of Projects  Projects are Temporary & Unique in nature  Projects have definite start dates and definite end dates  The end is reached when the project objectives have been achieved; the project is sometimes terminated because its objectives cannot or will not be met; the project may also be cancelled when the need for the project no longer exists  Every project creates a unique product, result or service  Progressive elaboration is used
  11. 11. Characteristics of Operations  Operations are Ongoing and Repetitive in nature  Work is continuous without a known ending date  The purpose of the operations is to sustain the business or to keep the organization functioning  Often produce the same results or products
  12. 12. Quick Quiz  Building an extension on a house?  Watering your plants twice a week?  Running an assembly line in a toy factory?  Walking the dog everyday?  Designing a prototype for a certain car model?  Building cars on an assembly line?
  13. 13. Project Constraints Time Cost Scope Resource s Quality Risk Customer - Satisfactio
  14. 14. PMP Knowledge Areas There are nine knowledge areas and each one covers its own important part of the project.  Integration Management  Scope Management  Time Management  Cost Management  Quality Management  HR Management  Communications Management  Risk Management  Procurement Management
  15. 15. Integration Management  If each little part of the project is a tree, Integration Management is the entire forest. It is the practice of making certain that every part of the project is coordinated.  A project manager must be very good at Integration Management or the project may very well fail.
  16. 16. Integration Management - Perform Integrated Change Control Detailed process making changes: 1. Prevent the root cause of the change 2. Identify change 3. Look at the impact of the change 4. Create a change request
  17. 17. Integration Management – Perform Integrated Change Control 5. Perform integrated change control a. Assess the change b. Look for options c. The change is approved or rejected d. Document the status of the change
  18. 18. Integration Management – Perform Integrated Change Control 6. Update the project management plan and documents 7. Manage stakeholders’ expectations by communicating the change to stakeholders affected by the change 8. Manage the project to the revised project management plan and project documents
  19. 19. Scope Management  Scope management is the process of defining what work is required and then making sure all of that work and only that work is done.
  20. 20. Scope Management – Collect Requirements  Interviewing  Focus Group  Facilitated workshops  Brainstorming  Nominal Group Technique  Delphi Technique  Mind Maps  Affinity Diagrams  Questionnaire and Surveys  Observation  Prototypes
  21. 21. Time Management  Time management is what most people think of when they think of project managers. It’s where deadlines are set and met.  It starts with figuring out the work you need to do  How you will do it and what resources you will use  And how long it will take. From there it’s all about developing and controlling that
  22. 22. HR Management  Powers of project manager  Formal:“YOU NEED TO LISTEN TO ME , BECAUSE I HAVE BEEN PUT IN CHARGE”  Reward: “I understand that you want to participate in the acceptance testing of the project. Because of your great performance , I will assign you as part of that team”
  23. 23. HR Management – Continue …  Penalty: “If this was not done on time, I will remove you from the group going to Paris for the customer meeting”  Expert: “we heard that she has been successful in many similar projects”  Referent: “He is the most liked and respected project manager in the organization”
  24. 24. HR Management – Continue …  Management and Leadership Styles  Autocratic: Top-Down Approach  Bureaucratic: Focuses on procedures  Democratic or participative : Decision made by the group  Laissez faire (leave alone) : Manager is not directly involved in the work of the team
  25. 25. HR Management – Continue …  Team Building Activities:  Taking classes together  Milestone parties  Birthday celebrations  Getting every one involved in the project planning  War room
  26. 26. HR Management – Continue …  Motivation theories  Theory Of Needs :  Achievement: These people should be given tasks that are challenging, they like recognition  Affiliation: These people work best when cooperating with others, they seek approval rather than recognition  Power: socially oriented people , these people like to organize and influence others
  27. 27. HR Management – Continue …  Hygiene factors :  Working conditions, salary, security  Poor hygiene factors may destroy motivation but improving them under most circumstances will not improve them
  28. 28. HR Management – Continue …  What motivates people at work is the work itself  Responsibility  Self-actualization  Professional growth  Recognition
  29. 29. HR Management – Continue …  Conflict resolution techniques  Confronting  Compromising  Withdrawal  Collaboration  Forcing
  30. 30. HR Management – Questions  What is the conflict resolution technique used in this situation?  “Let’s see what everyone think “  “Since we can’t decide on the purchase, we will have to wait until our meeting next month”  “John you say we need new computers, and Amanda you say we can use the existing ones. Let’s have a test on the existing equipment to determine if they need to be replaced”  “Let us do a little of what both of you suggest”  “Do it my way”
  31. 31. Communication Management  Stakeholders a person, group or organization with an interest in a project  Stakeholders have different pictures of the future and that might cause conflict, reward, and big changes, so PM MUST :  Identify all stakeholders  Ask all stakeholders what they expect  Clarify the expectations that are not accurate or realistic to all stakeholders  Send status reports
  32. 32. Communication Management– Questions  A PM managed 3 projects all of them had low priority: 1) The project needed 2 extra resources than planned and was over budget 2) Ended with a recommendation letter from the sponsor because it was done ahead of schedule but the product of the project was never used 3) Has lots of changes so it had to be terminated What seems to be the real problem here? A. Lack of experience B. PM doesn’t effectively involve stakeholders C. Unrealistic project planning D. Low support for the projects since all of them had low priority
  33. 33. Risk Management  Risk Response strategies:  Avoid: Eliminate the threat  Mitigate: Decrease probability or impact  Transfer : Make another party responsible for the risk  Accept : “If it happens it happens “
  34. 34. Keys for solving the common project management problems:  Stakeholders involvement  Refusing constrains if they are not realistic  Creating appropriate project plan that includes Scope, Cost, Communication, HR , Risk, Quality and Procurement  Working as a team  Change control System
  35. 35. Thank you!