Project Management Professional LEVEL 1 Frame Work

1. Project Management Professional
PMP Exam preparation course

2. Welcome
 Name
 Organization
 Role in organization

3. Who am I ?
• My name is Ahmed Hegazy
• Certified Project Management Professional PMP by PMI /
USA
• Certified ITIL Foundation
• Six Sigma Green Belt by Expert Rating
• BSC , Major Accounting, Faculty of Commerce 1999
• Business Administration Diploma (ongoing) Ain Shams
University
• Business Consultant at Horizons Software

4. Ground Rules To Enhance Performance
Start on time to End on time
Mobile Phone on Silent Please

5. Project Management Professional
PMI > PMBOK> Exam> PMP
Project Management Institute (PMI) provide Project
Management Body Of Knowledge (PMBOK)
Global Standard to manage projects
Good practice to manage projects
Provides common terminology

6. PMI Certifications
Project Management Professional (PMP)
Certified Associate Project Manager (CAPM)
Program Management Professional (PgMP)
PMI Scheduling Professional (PMI – SP)
PMI Risk Management Professional (PMI –
RMP)

7. PMP requirements
•Three years of project management experience,
with 4,500 hour for bachelor’s or the global
equivalent
•Five years with 7500 hours for secondary degree
•35 hours of project management education

8. WWW.PMI.ORG

11. Why PMI Why PMP
.Are flexible
PMI certifications are not based on one specific methodology
.Keep you up-to-date
PMI continually conducts in-depth studies to ensure that our credentials
actually reflect the current skills, knowledge and best practices you need to
.succeed
.Encourage professional growth
You never have to worry about a PMI certification becoming obsolete. Our
certification maintenance program requires you to earn professional
.(development units (PDUs
.Help you get ahead
The Project Management Professional (PMP(® credential increases your
salary by up to 10%, according to the PMI Salary Survey and helps you stand
.out and better market yourself to prospective employers
A.re renowned throughout the world
PMI has provided project management certifications for over 25 years, and
our PMP® credential was the first one designed specifically for project
.managers

12. About the PMP exam
•The exam must be completed in four hours
•Includes 200 multiple-choice questions with four answer
choices per question
•The passing score on the exam is now 106 out of 175,
approximately 61 percent.
•Twenty-five of the 200 exam questions are "prerelease
questions;'. (they are not included in your score for the
exam(
•THE PMP EXAM IS NOT Only A TEST OF THE
INFORMATION IN THE PMBOK Guide!
•Do not expect the exam to have all straightforward,
definition-type questions.
•You cannot rely only on real-world experience.

13. About the exam
Included:
• up to about 150 "What would you do in this
situation?" questions (situational questions(.
• only 10 to 15 questions requiring you to
MEMORIZE the inputs or outputs from the PMBOK·
Guide.
• Expect 20 formula-related calculations on the
exam.

14. PMI Standard Contents

15. Nine Knowledge Areas
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resources Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management

16. Five Process Groups
1- Initiating process group
2- Planning process group
3- Executing process group
4- Monitoring and Controlling process group
5- Closing process group

18. What is a Project?
A project is a temporary endeavor undertaken to create a
unique product, service, or result (Deliverables).
Temporary
( definite beginning and definite end)
Unique
( different location, different design, different circumstances,
different contractors etc.)
Progressive Elaboration
Continuously improving and detailing a plan as more detailed
and specific information and more accurate estimates become
available.

19. Project Vs Operation
Projects Operations
• Temporary • Ongoing and repetitive
• Unique output • Similar outputs
• Resources on temporary • Permanent resources
upon-need basis
Projects and Operations
• Planned, executed & Controlled series of tasks and activities
• Produce output/product

20. ?What is Project Management

21. ?What is Project Management
•The application of knowledge, skills, tools and
techniques to project activities to meet the project
requirements.
•Balancing the project constraints
(cost,quality,schedule,risk,resources…(
•Project management is accomplished through the
appropriate application and integration of the 42
logically grouped project management processes

22. Important Terms
Stakeholders
This is an organization or person who has an interest in
the project and stands to gain or lose something as a
result of the project.
Sponsor
The person or group that provides the financial
resources for the project and issue the project
charter.
Project charter
A document issued by the sponsor that formally
authorizes the existence of a project, and provides
the project manager with the authority to apply
organizational resources to project activities.

23. Overlapping between process groups

24. Project Life Cycle
A project life cycle is a collection of generally
sequential and sometimes overlapping project
phases whose name and number are determined
by the management and control needs of the
organization or organizations involved in the
project, the nature of the project itself, and its
area of application.

25. Project Phases
Single-Phase Project

26. Phase-to-Phase relationships
A sequential relationship
.One phase must finish before the next phase can begin

27. An overlapping relationship
One phase starts before the prior phase completes
An Iterative relationship
Work for subsequent phases are planned as the work of the
previous phase is performed.

28. Generic Project Life Cycle
•When we still less familiar with the details of the project
•High-level view can provide a common frame to compare
projects—even if they are dissimilar in nature

29. Characteristics of a Project Life Cycle

30. Product life cycle can run as projects
•Performing a feasibility study
•Conducting market research
•Running an advertising campaign
•Installing a product

31. Projects and strategic planning
Projects are often utilized as a means of
achieving an organization's strategic plan.
Projects are typically authorized as a result of
one or more of the following strategic
considerations
• Market demand
• Business need
• Customer request
• Technological advance
• Legal requirements

32. ‫مثال للهداف الستراتيجية لحدى الشركات‬
‫الهدف الستراتيـــــجي الول: حماية المستهلك‬
‫الهدف الستراتيجي الثــــاني: تقديم خدمة متميزة للمواطن‬
‫الهدف الستراتيجي الثــــالث: حماية استثمارات الشركة‬
‫الهدف الستراتيجي الرابــــع: الرتقاء بمستوى الدارة بالشركة‬
‫الهدف الستراتيجي الخـامس: تحقيق التوازن المالي للشركة‬
‫الهدف الستراتيجي السـادس: رفع مستوى العاملين بالشركة‬

33. Portfolio management
A portfolio refers to a collection of projects or programs
and other work that are grouped together to facilitate
effective management of that work to meet strategic
business objectives. The projects or programs of the
portfolio may not necessarily be interdependent or
directly related.
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 them individually.

34. Relationships Among Project Management, Program
Management, and Portfolio Management

35. PMO (Project Management Office)
•Their role can vary from an advisory capacity
to full authority over projects.
• Managing shared resources
• Identifying project management methodology,
best practices, and standards, policies, templates
• Coaching, mentoring
• Coordinating communication across projects

36. Role of a Project Manager
The person assigned by the performing organization to
achieve the project objectives.
Functional manager is focused on providing
management oversight for an administrative area.
Operation manager is responsible for the core
business.

37. Organizational Structure
Functional
The organization is grouped by areas of specialization within
different functional areas (i.e., accounting, marketing, and
manufacturing(.
Projectized
The entire company is organized by projects.
Matrix
This form is an attempt to maximize the strengths of both the
functional and projectized forms.
In a strong matrix, power rests with the project manager.
In a weak matrix, power rests with the functional manager, and
the power of the project.
In a balanced matrix, the power is shared between the functional
manager and the project manager.

38. Functional Organization
Project coordination

39. Projectized Organization
Project
coordination

40. Weak Matrix Organization
Project
coordination

41. Balanced Matrix Organization
Project
coordination

42. Strong Matrix Organization

43. Organizational Structure
Weak Balanced Strong
Functional Matrix Matrix Matrix Projectized
PM Little or Weak Balanced Strong Complete
Authority None w/ Funct.
Resource None / few Few Some Mostly Available
Availability Available Available Available Available
Budget Functional Functional Balanced PM PM
Control Mgr. Mgr.
Project Not Not Mostly Dedicated Dedicated
Team Dedicated Dedicated Dedicated
PM’s Title Project Lead / Project Project or Program
Lead / Coordinator / Manager Program or Project
Coordinator Expeditor Manager Manager

44. Enterprise Environmental Organizational Process Assets
Factors (OPA)
(EEF)
internal and external Assets that belong to the
environmental factors that organizations involved in the project,
influence the project's success. which influence the project's
Internal factors success.
• Organizational structure & Work processes and procedures
culture • Company policies, procedures. and
• Infrastructure guidelines, Standards
• Personnel administration • How to tailor the above to the
External factors project
• Government/industry standards • Templates
Corporate knowledge base
• Commercial databases Historical information :
• Marketplace conditions • Project files
Tools and systems • Lessons learned knowledge base
• PMIS • Information within databases

45. Process Interactions
Inputs Tools and Outputs
Techniques
‫قطن‬ ‫تصنيع‬ ‫قماش‬
Note: Many of the Inputs, Tools & Techniques, and Outputs for the 42 Project Management
processes appear in more than one of the Project Management Process Groups; many of these
will be addressed only once in the following Units unless additional information specific to a
Process Group needs to be addressed

46. 1. Develop Project
Charter
The process of
developing the
project charter.
Expert judgment is
applied to technical
and management
aspects by
individuals or groups
with specialized
knowledge or
training.

48. Thank you
Ahmed Hegazy
+201001149102
PMP, Six Sigma Green Belt , ITIL