Invite all trainees for coffee and snack before we startExpect to start 30 minutes late; 9:30 even if started on 9:45 that will be okWelcome people, tell them the purpose of this training and how are going to conduct it “interactive approach”
As an instructor, you would like to convey a certain set of notes to the attendees at the beginning of the course. Please insert an introduction about yourself, the course, your methodology, and meet the attendees. Also, you might find it important for you to specify the ground rules such as: Smoking inside the hall Break times (for this audience, you might need to specify the prayer breaks as well) Questions and answers (if as they have a question, or at the very end) Group work (how they should be sectioned and distributed) Mobile phone usage… (if they should be turned off or just silent)
Remember to mention the example about knowing how to drive, being able to drive, but then driving while focusing on other things.
Organizational strategies and priorities linked to portfolios and programs.Portfolios have governance and disposition of change requests.Looking at the big picture helps you as a project manager to manage your project.
Responsibilities of PMO range from support to actually managing the projects.May be involved in selection, management, and deployment of shared or dedicated projects.
What is most important: scope, schedule, or cost? Thesethree variables are interdependent and it’s important to know their order of importance because, during the planning phase you’ll have to maketrade-off decisions between them.In order for the team to make the best choices between the threevariables, they need to know how the sponsor prioritizes scope versusschedule versus cost. Is schedule the most important with scope nextand then the cost?Number the variables from one to three with one being the highestPriority. Triple constraintsAlways quality needs to be maintained
Risk: Risks include both threats to and opportunities within the project. The processes in thisknowledge area are concerned with identifying, analyzing, and planning for potential risks,both positive and negative, that may impact the project. This means minimizing the probabilityand impact of negative risks while maximizing the probability and impact of positive risks.These processes are also used to identify the positive consequences of risk and exploit them toimprove project objectives or discover efficiencies that may improve project performance.
Its very important at this stage to differentiate between two main things: The project life Cycle (or the delivery approach): which is the steps or phases the team will follow in order to produce the product of the project, and it varies from one industry to the other, and changes according to the size and type of project. The project management process groups: Initiate, Plan, Execute, Control, Close. Which we will be discussing in details.
Another example is Waterfall Model. Sequential steps are: define, design, develop, test, deployreduces uncertainty, but may eliminate options for reducing the schedule.
This can sometimes be applied as an example of the schedulecompression technique called fast tracking. Overlapping phases may increase risk andcan result in rework if a subsequent phase progresses before accurate information isavailable from the previous phase.
This approach is useful in largely undefined, uncertain, or rapidly changing environmentssuch as research, but it can lead to rework and reduce the ability to provide long termplanning or scope control for the project. It also entails having all of the project teammembers (e.g. designers, developers, etc.) available throughout the project.Some project may contain all three models, this is exceptional and for large projects.
No matter the size of the project, or the complexity, it passes through general structure:Initiation, organizing and planning, carrying out the project work, closing the project.
This is the project management version of the Plan-Do-Check-Act cycleAsk what is a process..and show how is a project consisted of a set of processes…..a process has input, output and activities
Leave the integration to the lastTell them that our style is to go with the material in the process groups style and not the knowledge areas, so this is not the same sequence as in the PMBokThese knowledge areas apply within the project management process groups…ask what they are to refresh their minds….who knows them all takes a chocolateTalk a bit about each..and ask for examples of activities that maybe done in eachAsk the trainees to check the PMBOK, page 70, mapping the Project management processes on the project management process groups and the project management knowledge areas.
Introduction To Project Management
Introduction to Project Management
Nada A. Abandah, OPM3, PgMP
Amman – Intrinsic Training Center