PMI PMP/ CAPM preparation course module slides


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PMI PMP/ CAPM preparation course module slides

  1. 1. : (647) 247-4810 :  : ©Hamza Qazi Project Management Professional (PMP) Preparation course Module 1/10
  2. 2. : (647) 247-4810 :  : ©Hamza Qazi Agenda  Introduction  Project Lifecycle and Organization  Project Management Processes Project Life Cycle & Integration 2
  3. 3. : (647) 247-4810 :  : ©Hamza Qazi Learning Objectives Project Life Cycle & Integration 3 You will: ◦ Be able to define what is a project, project management, program management & portfolio management ◦ Understand the role of the Project Manager, the Project Management Office and PMBOK ◦ Be introduced to the project lifecycle and the organizational culture ◦ Be introduced to the project management processes
  4. 4. : (647) 247-4810 :  : ©Hamza Qazi Part 1 - Introduction Project Life Cycle & Integration 4
  5. 5. : (647) 247-4810 :  : ©Hamza Qazi 5 What is a Project?  A project is a temporary initiative undertaken to create a unique product, service or result  Temporary does not mean short-term. It means a definite beginning and end. The end is reached when the project has met its objectives or when the project is terminated since its objectives cannot be met or when the need for project no longer exists  Unique means that the project product, service or result has some distinguishing features different from others  A project can create: ◦ A product than can either be a component or an end item ◦ A service or capability to perform a service ◦ A result such as an outcome or document, e.g. research results Project Life Cycle & Integration
  6. 6. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 6 Project Management  Is the application of knowledge, skills, tools and techniques to a broad range of activities in order to produce project product, result or service  Managing a project typically includes: ◦ Identifying requirements, addressing various needs, concerns and expectation of stakeholders, and ◦ Balancing competing project constraints, including but not limited to Scope, Budget, Schedule, Quality, Risk and Resources ◦ The relationship among these factors are such that if any of the factor change, at least one other factor is likely to be affected. For example, if the schedule is compressed by adding more resources, the budget has to increase. If budget cannot be increased, the scope or quality has to be sacrificed to deliver the project in less time for the same budget  Involves progressive elaboration which means continuously improving and developing detailed plans as additional, more accurate and specific information becomes available PMBOK 5th Ed. P/5, 6
  7. 7. : (647) 247-4810 :  : ©Hamza Qazi 7 A Project Manager (PM)  Is the person assigned by the performing organization to achieve project objectives  May report to a Functional Manager, Program, Portfolio Manager or PMO  Possesses project management knowledge and employs many of the tools and techniques of project management to achieve project objectives  Utilizes soft skills such as effective communication, influence without authority, negotiation, conflict resolution, etc.  Provides leadership including vision, clear direction, focus, energy, motivation, guidance and support to team members  Utilizes management skills including supervision, administration, resource provision, performance assessment, issues resolution, etc.  Applies project management skills including scope management, budget, schedule, quality, risk, procurement and stakeholder management Project Life Cycle & Integration PMBOK 5th Ed. P/16-18
  8. 8. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 8 Program Management  A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing the projects individually  Programs may include elements of work which are not projects  A project may not be part of a program, but program will always have projects  Program managers responsibilities include: ◦ Developing high-level overall program plan and high-level plans for projects as a guideline ◦ Managing program staff and project managers ◦ Providing the vision and overall leadership ◦ Monitoring the progress of program components to ensure that overall goals, schedules, budgets and benefits of the program will be met PMBOK 5th Ed. P/9
  9. 9. : (647) 247-4810 :  : ©Hamza Qazi 9 Portfolio Management  A portfolio refers to a collection of programs or projects or other work that are grouped together to facilitate effective management of work to meet strategic business objectives  The projects or programs of a portfolio may not be interdependent or related to each other ◦ For example, IBM would have several initiatives executed by various departments (portfolios) including hardware, software, consulting, and training, etc. Some of these initiatives could be programs while others are individual projects  Portfolio management refers to centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects and other related work.  Portfolio managers responsibilities include: ◦ Creating and maintaining processes and communications relative to portfolio ◦ Managing and coordinating portfolio management staff ◦ Monitoring aggregate performance of portfolio Project Life Cycle & Integration PMBOK 5th Ed. P/9
  10. 10. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 10 Project Management Office (PMO)  Is an organized body or entity that is assigned various responsibilities related to coordinated management of unrelated projects under its domain  PMO Responsibilities: ◦ Can range from providing support to individual projects to direct management of a project ◦ May act as a key decision maker during the beginning of each project, to make recommendations, terminate projects or take other actions as required to manage business objectives ◦ May be involved in selection, management, and deployment of shared or dedicated project resources  A primary function of PMO is to support project managers, including: ◦ Identifying and developing project management methodology, best practices, standards and tools ◦ Coaching, mentoring, training and oversight ◦ Developing and managing project policies, procedures, templates, and other shared documentation ◦ Monitoring compliance with project management standards, policies, and procedures ◦ Coordinating communication among projects PMBOK 5th Ed. P/10-12
  11. 11. : (647) 247-4810 :  : ©Hamza Qazi 11 PMBOK  Project Management Body of Knowledge (PMBOK) is the standard for managing most projects most of the time across industries  It describes project management methodology including processes, tools and techniques that are generally recognized as good practices used to manage a successful project Project Life Cycle & Integration
  12. 12. : (647) 247-4810 :  : ©Hamza Qazi Part II – Project Lifecycle and Organization Project Life Cycle & Integration 12
  13. 13. : (647) 247-4810 :  : ©Hamza Qazi 13 Project Lifecycle Overview  Is a collection of generally sequential and sometimes overlapping phases whose name and number are determined by the management control needs, project nature and area of application  While every project has a definite start and end, the specific phases and deliverables could be different from one industry to another Project Life Cycle & Integration PMBOK 5th Ed. P/38-40 Business Project Phases IT Project Phases • Initiation • Business Case • Implementation • Closure • Initiation • Planning • Design • Development • Deployment • Closure
  14. 14. : (647) 247-4810 :  : ©Hamza Qazi 14 Project Lifecycle Overview  Project Lifecycle Characteristics ◦ Starting the project ◦ Organizing and Preparing ◦ Carrying out the project work ◦ Closing the project Project Life Cycle & Integration PMBOK 5th Ed. P/38-40
  15. 15. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 15 Project Phases  A project may be divided into a number of phases, which are a collection of logically related project activities and/or deliverables  Project phases are: ◦ Used when the nature of the project activities and deliverables are unique to a portion of a project ◦ Typically sequential, but can overlap in some situations  PMI recommends that each project phase includes all five process groups PMBOK 5th Ed. P/42-43
  16. 16. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 16 Relationship between the Project Stakeholders & Project PMBOK 5th Ed. P/31
  17. 17. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 17 Organizational Culture  Cultures and styles are typically knows as “cultural norms” ◦ Norms include a common knowledge regarding how to get the work done, what means are considered acceptable to getting the work done, and who is influential in facilitating the work getting done  Most organizational cultures manifest in numerous ways including, but not limited to: ◦ Shared visions, values, norms, beliefs, and expectations ◦ Policies, methods and procedures ◦ View of authority relationships ◦ Work ethic and work hours  The Project Management team must: ◦ Understand the different organizational cultures and styles that may affect the project ◦ Know which individuals in the organization are the decision makers and work with them to influence project PMBOK 5th Ed. P/20
  18. 18. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 18 Organizational Structure  Organizational structure can impact the availability of resources and influence how projects are conducted  Organizational structure range from functional to projectized, with a variety of matrix structures between them PMBOK 5th Ed. P/21, 22
  19. 19. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 19 Functional Organization  Classical organization of resources within a company  Each employee has one clear supervisor  Staff is grouped by specialty or departments, such as production, marketing, engineering and accounting  Each department will do its project work independent of other departments PMBOK 5th Ed. P/22
  20. 20. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 20 Projectized Organization  Is the opposite of Functional organization  Most of the organization’s resources are involved in project work  Project managers have a great deal of authority and independence and are the head of departments with permanent staff reporting to them  The staff under each department could also support other department projects  The project team may be co-located for productivity PMBOK 5th Ed. P/25
  21. 21. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 21 Matrix Organizations  Are a blend of functional and projectized structures  Weak matrices maintain many of the characteristics of a functional organization, and the project manager role is more of a coordinator or expediter than that of a true project manager  Strong matrices have many of the characteristics of the projectized organization, and can have full- time project managers with considerable authority and full-time project administrative staff  Balanced matrices have full-time project managers but do not necessary provide full authority over the project and project funding  Matrix organizations are usually considered Complex! PMBOK 5th Ed. P/23, 24
  22. 22. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 22 Composite Organization  Is a mix of all three structures  Small projects are managed by functional managers, while other projects are managed in a matrix format  A special project is managed by a special project team following a projectized organization ◦ The team may include full-time staff from various departments, may develop its own set of procedures, and may even operate outside of normal reporting structure during the project duration
  23. 23. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 23 Organizational Process Assets (OPA)  OPA are the formal and informal plans, processes, policies, procedures and knowledge bases of any or all the organizations involved in a project  OPA used by the performing organization may include artifacts, practices, standards, methodologies, lessons learned, completed schedules, risk data, etc.  Updating OPA throughout the project is the general responsibility of the project team members PMBOK 5th Ed. P/27, 28
  24. 24. : (647) 247-4810 :  : ©Hamza Qazi Organizational Process Assets (OPA) Project Life Cycle & Integration 24 Policies (HR, health & safety, etc.) & templates Procedures (change control, financial control, issues/risk management) Guidelines (procurement, performance measurement, project closure) Processes and Procedures Storing and retrieving information including: •Configuration management containing versions and baselines of all standards, policies, procedures, etc. •Financial databases containing information such as labour hours, costs, budgets, project overruns, etc. •Historical information including lessons learned, project records, project decisions, etc. •Project files from previous projects including all project management deliverables Corporate knowledge base OPAs may be grouped into two categories: PMBOK 5th Ed. P/27, 28 1 2
  25. 25. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 25 Enterprise Environmental Factors (EEF)  Refer to both internal and external conditions, not under the control of the project, that may influence or constrain the project  They include, but are not limited to: ◦ Organizational culture, structure and governance ◦ Geographic distribution of facilities, resources and infrastructure ◦ Government regulations or industry standards ◦ Company’s human resources and their skill-set ◦ Marketplace conditions and competition ◦ Shareholders risk tolerances ◦ Political climate ◦ Commercial databases ◦ Work Authorization system ◦ Project management information system including scheduling, archiving, distribution PMBOK 5th Ed. P/29
  26. 26. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 26 PMI Process Groups, KAs and Processes PMBOK 5th Ed. P/29 Project Management Process Groups (5) and Processes (47) Knowledge Areas (10) Initiation Planning Execution Monitoring & Control Closing Integration  Develop Project Charter  Develop Project Management Plan  Direct and Manage Project Execution  Monitor & Control Project Work  Perform Integrated Change Control  Close Project or Phase Scope  Plan Scope Management  Collect Requirements  Define Scope  Create WBS  Validate Scope  Control Scope Time  Plan Schedule Management  Define Activities  Sequence Activities  Estimate Activity Resources  Estimate Activity Duration  Develop Schedule  Control Schedule Cost  Plan Cost Management  Estimate Cost  Determine Budget  Control Costs Quality  Plan Quality Management  Perform Quality Assurance  Control Quality Human Resources  Plan Human Resource Management  Acquire Project Team  Develop Project Team  Manage Project Team Communication  Plan Communications Management  Manage Communications  Control Communications Risk  Plan Risk Management  Identify Risk  Perform Qualitative Risk Analysis  Perform Quantitative Risk Analysis  Plan Risk Response  Control Risks Procurement  Plan Procurement Management  Conduct Procurements  Control Procurements  Close Procure ments Stakeholder  Identify Stakeholders  Plan Stakeholder Management  Manage Stakeholder Engagement  Control Stakeholder Management
  27. 27. : (647) 247-4810 :  : ©Hamza Qazi Project Life Cycle & Integration 27 Feedback and Next Steps:  We hope you like this slide deck and found the content valuable. Please email your feedback and comments to  Interested in More: ◦ If you are interested in the rest of the modules of PMP/ CAPM preparation course, please contact us:   1-647-247-4810 (Canada) PMBOK 5th Ed. P/29
  28. 28. : (647) 247-4810 :  : ©Hamza Qazi Questions Project Quality Management 28