The document discusses project risk management as it coincides with PMBOK 11.0. It outlines the 7 processes of project risk management according to PMBOK which are: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, and monitor risks. It also discusses key concepts, trends, considerations for tailoring, and considerations for agile environments.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
For Details : https://www.mudassiriqbal.net/planning-process-group/
The Planning process group from Project Management Process Groups provides a detailed project plan to deliver the project objectives successfully. Planning is a key to success and therefore PMI, focusses on it more than any other Project Management Process Group.
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
Integration Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
For Details : https://www.mudassiriqbal.net/planning-process-group/
The Planning process group from Project Management Process Groups provides a detailed project plan to deliver the project objectives successfully. Planning is a key to success and therefore PMI, focusses on it more than any other Project Management Process Group.
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
Integration Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Project Management Body of Knowledge edition 5 overview.
For animated PowerPoint version check https://drive.google.com/open?id=0By_1gNcMlZs6YlVsVDlEcEJacFU
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
PMP, PMBOK (R) 5th Edition,
CH: 11: Project Risk Management
--> Represents one of two biggest chapters, of the PMBOK
==> Too much useful, for the people who have concern in the project management field, & the risk management field as well
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. Project Risk Management
Coincides with PMBOK 11.0
Process Group and Knowledge Area Mapping
Knowledge Areas Initiating Planning Process Group Executing Process Group
Monitoring and Controlling Process
Group
Closing Process Group
4. Project Integration
Management
4.1 Develop Project Charter
4.2 Develop Project
Management Plan
4.3 Direct and Manage Project
Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or
Phase
5. Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Project Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10. Project
Communications
Management
10.1 Plan Communications
Management
10.2 Manage Communications 10.3 Monitor Communications
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses 11.7 Monitor Risks
12. Project Procurement
Management
12.1 Plan Procurement
Management
12.2 Conduct Procurements 12.3 Control Procurements
13. Project Stakeholder
Management
13.1 Identify Stakeholders
13.2 Plan Stakeholder
Engagement
13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement
3. Project Risk Management
Coincides with PMBOK 11.0
The Project Risk Management Processes are:
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses
11.7 Monitor Risks
Planning
Monitoring and
Controlling
Executing
Initiating
Closing
4. Project Risk Management Overview
Project Risk Management
Coincides with PMBOK 11.0
Plan Risk Management Identify Risks
Perform Qualitative
Risk Analysis
Perform Quantitative
Risk Analysis
1. Project charter
2. Project management plan
3. Project documents
4. Enterprise environmental
factors
5. Organizational process assets
1. Project management plan
2. Project documents
3. Agreements
4. Procurement documentation
5. Enterprise environmental
factors
6. Organizational process assets
1. Project management plan
2. Project documents
3. Enterprise environmental
factors
4. Organizational process assets
1. Project management plan
2. Project documents
3. Enterprise environmental factors
4. Organizational process assets
1. Expert judgment
2. Data analysis
3. Meetings
1. Expert judgment
2. Data gathering
3. Data analysis
4. Interpersonal and team skills
5. Prompt lists
6. . Meetings
1. Expert judgment
2. Data gathering
3. Data analysis
4. Interpersonal and team skills
5. Risk categorization
6. Data representation
7. Meetings
1. Expert judgment
2. Data gathering
3. Interpersonal and team skills
4. Representations of uncertainty
5. Data analysis
1. Risk management plan
1. Risk register
2. Risk report
3. Project documents updates
1. Project documents updates 1. Project documents updates
Inputs
Tools &
Techniques
Outputs
5. Project Risk Management Overview
Project Risk Management
Coincides with PMBOK 11.0
Plan Risk Responses Implement Risk Responses Monitor Risks
1. Project management plan
2. Project documents
3. Enterprise environmental factors
4. Organizational process assets
1. Project management plan
2. Project documents
3. Organizational process assets
1. Project management plan
2. Project documents
3. Work performance data
4. Work performance reports
1. Expert judgment
2. Data gathering
3. Interpersonal and team skills
4. Strategies for threats
5. Strategies for opportunities
6. Contingent response strategies
7. Strategies for overall project risk
8. Data analysis
9. Decision making
1. Expert judgment
2. Interpersonal and team skills
3. Project management information system
1. Data analysis
2. Audits
3. Meetings
1. Change requests
2. Project management plan updates
3. Project documents updates
1. Change requests
2. Project documents updates
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
Inputs
Tools &
Techniques
Outputs
6. Key Concepts
Project Risk Management
Coincides with PMBOK 11.0
All projects have risk, since they are delivering a change from one state to
another.
Risk exists at two levels within every project. Risks that affect the
achievement of project objectives, and risks upon delivery of the change.
• Individual project risk is an uncertain event or condition that, if it occurs,
has a positive or negative effect on one or more project objectives.
• Overall project risk is the effect of uncertainty on the project as a whole
- the exposure of stakeholders to the implications of variations in project
outcome, both positive and negative.
7. Key Concepts
Project Risk Management
Coincides with PMBOK 11.0
Risks can have a positive or negative effect if they occur. Project Risk Management aims
to exploit or enhance positive risks (opportunities) while avoiding or mitigating negative
risks (threats).
• Unmanaged threats may result in issues or problems such as delay, cost overruns,
performance shortfall, or loss of reputation.
• Opportunities that are captured can lead to benefits such as reduced time and cost,
improved performance, or reputation.
8. Trends and Emerging Practices
Project Risk Management
Coincides with PMBOK 11.0
The focus of project risk management is broadening to ensure that risks are understood
in a wider context.
Trends and emerging practices for Project Risk Management include but are not limited
to:
1. Non-event risks
• Variability risk
• Ambiguity risk
2. Project resilience (against unknowable unknowns)
3. Integrated risk management
9. Project Risk Management
Coincides with PMBOK 11.0
Because each project is unique, it is necessary to tailor the way Project Risk
Management processes are applied.
Considerations for tailoring include but are not limited to:
1. Project size
2. Project complexity
3. Project importance
4. Development approach
Tailoring Considerations
10. Considerations for Agile or Adaptive Environments
Project Risk Management
Coincides with PMBOK 11.0
High-variability environments, by definition, incur more uncertainty and risk.
To address this, projects can use various Agile approaches to managing Risk.
Demonstrations and Reviews: Customer and Risk reviews of incremental
work products help ensure the project is on track and that risk is
understood.
Backlog of work and the Product Owner role: The requirements are kept as
a living document that is updated regularly, and work may be reprioritized as
the project progresses, based on an improved understanding of current risk
exposure.
Risk is considered when selecting the content of each iteration, and risks will
also be identified, analysed, and managed during each iteration.
Editor's Notes
The process of defining how to conduct risk management activities for a project.
The process of identifying individual project risks as well as sources of overall project risk, and documenting their characteristics.
The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics.
The process of numerically analysing the combined effect of identified individual project risks and other sources of uncertainty on overall project objectives.
The process of developing options, selecting strategies, and agreeing on actions to address overall project risk exposure, as well as to treat individual project risks.
The process of implementing agreed-upon risk response plans.
The process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analysing new risks, and evaluating risk process effectiveness throughout the project.
Variability: productivity may be above or below target, the number of errors found during testing may be higher or lower than expected, or unseasonal weather conditions may occur during the construction phase. Ambiguity: elements of the requirement or technical solution, future developments in regulatory frameworks, or inherent systemic complexity in the project.
Against black swan events, the unknowable unknowns. Emergent risks can be tackled through developing project resilience.
Right level of budget and schedule contingency for emergent risks, in addition to a specific risk budget for known risks;
Flexible project processes that can cope with emergent risk, strong change management;
Empowered project team that has clear objectives
Frequent review of early warning signs to identify
Clear input from stakeholders to clarify areas where the project scope or strategy can be adjusted in response to emergent risks.
Between Projects, Programs and Portfolios.
Does the project’s size in terms of budget, duration, scope, or team size require a more detailed approach to risk management? Or is it small enough to justify a simplified risk process?
Is a robust risk approach demanded by high levels of innovation, new technology, commercial arrangements, interfaces, or external dependencies that increase project complexity? Or is the project simple enough that a reduced risk process will suffice?
How strategically important is the project? Is the level of risk increased for this project because it aims to produce breakthrough opportunities, addresses significant blocks to organizational performance, or involves major product innovation?
Is this a waterfall project, where risk processes can be followed sequentially and iteratively, or does the project follow an agile approach where risk is addressed at the start of each iteration as well as during its execution?