PMP Prep Handout_Framework


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  • پروژه كوششي موقتي است كه بر بوجود اوردن بك نتيجه يكتا تمركز مي كند.بدين دليل كلمه موقتي بكار مي رود زيرا نقطه شروع وپاياني براي ان تعريف مي شود و صرفا كوتاه بودن تلاش را نمي رساند.وقتي كار پايان ميابد كه سازمان به اهداف خود رسيده باشد.به عبارت ديگر ضرورتي براي انجام پروژه احساس نشده ويا به اهداف سازمان نرسيده باشيم.خروجي حاصل از پروژه ممكن است محصول ويا خدمت باشد كه از ويزگي هاي پروژه محسوب شده و در نوع خود منحصر بفرد است و بعلاوه, پروژه ها بشدت با عملياتشان قابل تشخيص هستند كه پيوسته و مداوم بوده ونتايج منظم خود را دارند.
  • PLC در واقع ترکیب :1- اجرای کار در راستای اهداف سازمانی+2-اجرای کار مطابق با متدولوژی عملی موجود در سازمان است. در واقع PLC فازهای عمومی و گاهی دارای هم پوشانی می باشد که نام و تعداد آنها بستگی دارد به الف: نیازهای کنترلی سازمانب: نیازهای مدیریتی سازمانج:ذات طبیعی آن پروژهد: حوزه کابرد
  • PMP Prep Handout_Framework

    1. 1. PMP® EXAM PREPARATION COURSE – DAY ONE 1 Based on PMBOK® Guide 4th Edition + Revisited August 30th of 2011 “PMI”, “PMP”, “Project Management Professional” and “PMBOK® Guide” are registered certification marks of the Project Management Institute, Inc.
    2. 2. About Season Training & Development Center 2This copy is a SeasonTD Student benefit, not for distribution, sale, or reproduction. • Season TD (Training & Development Center) is a professional training and organizational consultancy training provider in Iran, active since 2009; established as a subsidiary of Season Group (established 1994). • Season TD joined the Prestigious Group of Organizations Approved by Project Management Institute to Provide Project Management Training on 12 August 2011 and is approved by Project Management Institute (PMI) to become first and only PMI Registered Education Provider (R.E.P.) in Iran. Fore more info check:
    3. 3. About Instructor Ali Forouzesh is a Certified OPM3® Assessor and Consultant as well as professional in IT service management (Certified ITIL® v3), project management (PMP®) and IT Portfolio management (Certified IBM Portfolio Manager). He is a leader in organizational development and maturity improvement projects with experiences in planning and implementing organizational project management systems and integrated solutions. Ali is PMO manager of Season Training and Development Center and Season Corporation member of strategy board. 3This copy is a SeasonTD Student benefit, not for distribution, sale, or reproduction. PW: Email: LinkedIn :
    4. 4. PM Standard Purpose The increasing success of project management indicates that the application of appropriate knowledge, processes, skills, tools, and techniques can have an impact on the success of projects. 4
    5. 5. Project? Your boss walked into your office today & said: “The system is broken, Can you figure out what is wrong with it & fix it? Would this be a project? Why? 5
    6. 6. Project Manager • Project Manager is assigned to achieve project objectives to do so, he/she needs to have following characteristics: Knowledge Performance Personal 6 Project Management Interpersonal Skills General Management Skills Area Specific Knowledge
    7. 7. Project Management 7 The relationship among these factors is such that if any one factor changes, at least one other factor is likely to be affected. Because of the potential for change, the project management plan is iterative and goes through progressive elaboration throughout the project’s life cycle. Progressive elaboration involves continuously improving and detailing a plan as more-detailed and specific information and more accurate estimates become available. Progressive elaboration allows a project management team to manage to a greater level of detail as the project evolves.
    8. 8. Project Management Office (PMO) • Provides the policies, methodologies, and templates for managing projects within the organization • Provides support and guidance to others in the organization on how to manage projects, trains others in project management or project management software, and assists with specific project management tools • Provides project managers for different projects, and is responsible for the results of those projects (All projects, or projects of a certain size, type, or influence, are managed by this office) 8
    9. 9. OPM3 9 OPM3 is PMI's organizational project management maturity model. This model is designed to help organizations determine their level of maturity in project management. There is a separate standard from PMI for OPM3. You should be familiar with the term OPM3 and generally know what it is.
    10. 10. Stakeholders 10 Person or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables. • This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –Fourth Edition, Project Management Institute, Inc., 2008.
    11. 11. Organizational Structure 11
    12. 12. Life Cycle Product Life Cycle: A product can require or spawn many projects over its life. Project Life Cycle: 1. what you need to do to complete the work 2. project management methodology or project management process for managing the project. Project Management Process: The project management process includes the initiating, planning, executing, monitoring and controlling, and closing process groups 12
    13. 13. PM Process 13
    14. 14. Project Life Cycle • A project life cycle is a collection of project phases that defines: • What work will be performed in each phase • What deliverables will be produced and when • Who is involved in each phase • How management will control and approve work produced in each phase • A deliverable is a product or service produced or provided as part of a project 14  Slow Start  manager is selected  team is assembled  initial resources are allocated  work program is organized  Quick Momentum  work progresses  momentum builds  Slow Finish  many loose ends to tie up
    15. 15. Organizational Process Asset (OPA) 15 Organizational Process Asset (OPA), provide guidelines & criteria for tailoring the organization’s process to the specific needs of the projects.