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A-PMP Preparation Course, 0905 - Ch 1,2,3 - Framework-v2.pptx
- 1. PMP Preparation Course TheProject Management framework Eng.Akram Alnajjar , PgMP , PMP , PSP www.pmhouse.org
- 2. My nameis Mohamed Seleam Certified Project Management Professional PMP by PMI / USA Postgraduate Diploma for business administration Suis Canal University 1991 BSC , Business Administration 1989 PM consultant and owner of an Import firm Currently working as lecturer for Arab Academy , ITI, PMI Mena Chapter PM information house, IPA, Orascom, Brisk more than fifteen years of experience in the field of project management and marketing . very aware of today's complex business environment with firms of different types and sizes and with people of different cultures. Who am I?
- 3. Participant Introductions ü ü Name ü ü Organization Role inorganization Why do you attend this course? What is your expectations ?
- 4. Ground Rules ToEnhance Performance Start on time to End on time Mobile Phone Silent Please Questions after Permeation RATHOLE TO CONCENTRATE Presents 100 % to get your certificate
- 5. From To To 5:00PM 5:45PM Technical Session 5:45 PM 6:00 PM Break (Praying) 6:00 PM 7:30 PM Technical Session 7:30 PM 8:00 PM Coffee break 8:00 PM 10:00 PM Technical Session Daily Agenda Start on time = End on time
- 6. Section I -Project Framework Management PMP Certifications and Requirements Chapter 1 – Introduction Chapter 2 –Project Life Cycle and Organization Chapter 3 –Project Management Process Interactions
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- 8. Chapter 1 - Introduction Purpose of the PMBOK® Guide What is a Project? What is Project management? Relationships Among Project Management Program Management , Operations Management Role of Project Manager ProjectsVs. Operational Work Enterprise Environmental Factors
- 9. Purpose of thisPMBOK® Guide The primary purpose of the PMBOK® Guide is to identify that Subset of the Project Management Body of Knowledge that is generally recognized as good practice. Provides common terminology
- 10. What is aProject A project is a temporary endeavor undertaken to create a unique product service, or result. •Temporary Has a definite beginning and end, not an on-going effort. Ceases when objectives have been attained. Team disbanded upon completion. •Unique The product or service is different in some way from other products or services.
- 11. What is ProjectManagement The application of knowledge, skills, tools, and techniques to project activities to meet project requirements Project Management
- 12. Project constraints Balancing thecompeting Project constraints Scope Quality Schedule Budget Resources , and Risk Managing Project Include
- 13. Organizational Strategic Hierarchy Organization alStrategy Portfolio Management Program Management Project Management Portfolio management facilitates the alignment of investments in projects and programs with strategy.
- 14. Relationship Between ProjectManagement, Program Management, and Portfolio Management Portfolio management A portfolio is 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. 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. Projects and strategic planning Projects are often utilized as a means of achieving an organization’s strategic plan.
- 15. Project Program Portfolio Scopeof work Narrow scope with specific deliverables Wider scope – provide benefits and capabilities to program Business scope – depends on strategic goals of the organization Role of Manager •Called project manager •Manages technicians, specialists etc. • Conducts detailed planning to manage deliverables of the project • Monitors and controls the projects products •Called program manager •Manages project managers •Create high-level plans providing guidance to projects •Monitors projects and ongoing work through governance structures •Called portfolio manager •Manages or coordinates portfolio management staff •Creates and maintains processes for the aggregate portfolio •Monitors aggregate performance and value indicators Skills required •Project managers are team players who motivate with their knowledge and skills •Leadership style focuses on task delivery and directive to meet success criteria •Program managers are leaders who provide vision and leadership •Leadership style focuses on managing relationships and conflict resolution •Portfolio managers are leaders providing insight and synthesis •Leadership style focuses on adding value to portfolio management staff Projects, Programs, and Portfolios
- 16. Relationship Between ProjectManagement, Program Management, and Portfolio Management Project management office (PMO) A (PMO) is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. Project management and operations management Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service
- 17. Projects vs. Operationalwork Similarities with Operations: Performed by people Constrained by limited resource Planned, executed and controlled Differences from Operations: Operations are on-going; projects temporary Operations repetitive; Projects unique
- 18. Personal = howthe project management team behaves when performing the project or activity Knowledge = What he Knows about Project management Performance = What able to do or accomplish while applying their project management knowledge Project manager Role of Project Manager
- 19. Enterprise Environmental Factors Enterprise Environmental Factors include, but are not limited to the following: • Organizational culture and structure, • Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards), • Infrastructure (e.g., existing facilities and capital equipment), • Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, law, contracting, and purchasing), • Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records), • Company work authorization systems, • Marketplace conditions, • Stakeholder risk tolerances, • Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases), or • Project management information systems (e.g., an automated tool suite, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).
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- 21. Managing a projecttypically includes: A) Balancing the competing project constraints including scope, quality, schedule, budget, recourses, and risk . B) integrating requirements of profitability, low cost, and legal responsibility. C) Implementation of software, hardware, and other systems to enhance organizational efficiency. D) Supporting human factors, communications, discipline, and performance management.
- 22. Managing a projecttypically includes: A) Balancing the competing project constraints including scope, quality, schedule, budget, recourses, and risk . B) integrating requirements of profitability, low cost, and legal responsibility. C) Implementation of software, hardware, and other systems to enhance organizational efficiency. D) Supporting human factors, communications, discipline, and performance management.
- 23. Portfolio management refersto: A) Managing various contents of project file. B) Managing the levels of financial authority to facilitate project decision making. C) Identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives. D) Applying recourses-leveling heuristics across all the organization’s projects to achieve the organization’s strategic objectives.
- 24. Portfolio management refersto: A) Managing various contents of project file. B) Managing the levels of financial authority to facilitate project decision making. C) Identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives. D) Applying recourses-leveling heuristics across all the organization’s projects to achieve the organization’s strategic objectives.
- 25. All of thefollowing are true about projects and operations EXCEPT: A) Operations are ongoing, repetitive, and permanent endeavors while projects are temporary endeavors. B) Projects require project management while operations require business process management or operations management. C) Projects can intersect with operations at various points during the product life cycle.At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. D) Projects, because of their temporary nature, cannot help achieve an organization’s goals.Therefore, strategic activities in the organization can be generally addressed within the organization’s normal operations.
- 26. All of thefollowing are true about projects and operations EXCEPT: A) Operations are ongoing, repetitive, and permanent endeavors while projects are temporary endeavors. B) Projects require project management while operations require business process management or operations management. C) Projects can intersect with operations at various points during the product life cycle.At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. D) Projects, because of their temporary nature, cannot help achieve an organization’s goals.Therefore, strategic activities in the organization can be generally addressed within the organization’s normal operations.
- 27. Project success ismeasured by: A) Degree to which the project satisfies its time and budget objectives. B) Triple constraints of schedule, cost, and technical performance. C) Product and project quality, timelines, budget compliance, and degree of customer satisfaction. D) Degree to which the project satisfies the needs for which it was undertaken and its long-term contribution to aggregate performance of the organization’s portfolio.
- 28. Project success ismeasured by: A) Degree to which the project satisfies its time and budget objectives. B) Triple constraints of schedule, cost, and technical performance. C) Product and project quality, timelines, budget compliance, and degree of customer satisfaction. D) Degree to which the project satisfies the needs for which it was undertaken and its long-term contribution to aggregate performance of the organization’s portfolio.
- 29. The PMBOK guideis the standard for: A ) Managing all projects all of the time across all industries. B ) Managing all projects all of the time across some types of industries. C ) Managing most projects most of the time across many types of industries. D ) Managing some projects some of the time across few types of industries .
- 30. The PMBOK guideis the standard for: A ) Managing all projects all of the time across all industries. B ) Managing all projects all of the time across some types of industries. C ) Managing most projects most of the time across many types of industries. D ) Managing some projects some of the time across few types of industries .
- 31. Project Life CycleOverview Stakeholders Organizational Influences Chapter 2 Project Life Cycle
- 32. The project lifecycle Overview 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.
- 33. Start Organizing and Preparing Carryingout theWork Close Cost and Staffing Level Time - Characteristics of The Project Life Cycle 16
- 34. Time Low High • Stakeholder influence •Risk of not meeting objectives • Amount at stake • Cost of changes Early Late Characteristics of The Project Life Cycle (con.)
- 35. Phase to PhaseRelationships Initiating Planning Executing Closing Initiating Planning Executing Closing
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- 37. Organization Matrix Project Characteristics Structure FunctionalProjectized Weak Matrix Balanced Matrix Strong Matrix Project Manager's Authority Little or None Limited Low to Moderate Moderate to High High to Almost Total Resource Availability Little or None Limited Low to Moderate Moderate to High High to Almost Total Who controls the project budget Functional Manager Functional Manager Mixed Project Manager Project Manager Project Manager's Role Part-time Part-time Full-time Full-time Full-time Project Management Administrative Staff Part-time Part-time Part-time Full-time Full-time Organizational Influences on Projects
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- 40. Balanced Matrix Organization Functional Manager Staff Projectmanager C.E.O Project coordination
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- 43. Organization Matrix Project Characteristics Structure FunctionalProjectized Weak Matrix Balanced Matrix Strong Matrix Project Manager's Authority Little or None Limited Low to Moderate Moderate to High High to Almost Total Resource Availability Little or None Limited Low to Moderate Moderate to High High to Almost Total Who controls the project budget Functional Manager Functional Manager Mixed Project Manager Project Manager Project Manager's Role Part-time Part-time Full-time Full-time Full-time Project Management Administrative Staff Part-time Part-time Part-time Full-time Full-time Organizational Influences on Projects
- 44. Organizational Process assets–They are the formal and informal policies, procedures, and guidelines that could impact how the project’s scope is managed. Those of particular interest to scope planning are: Organizational policies as they pertain to scope planning and management Organizational procedures related to scope planning and management Historical information about previous projects, which should be considered during scope planning. Information may be located in prior projects’ lesson learned project archives Organizational Process assets
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- 46. 2-Organizational culture andstyles: A) Are generally similar and manifest in similar ways. B) Are generally similar but manifest in different ways. C) Have no impact on a clearly defined project. D) May have a strong influence on a project ability to meet objectives.
- 47. 2-Organizational culture andstyles: A) Are generally similar and manifest in similar ways. B) Are generally similar but manifest in different ways. C) Have no impact on a clearly defined project. D) May have a strong influence on a project ability to meet objectives.
- 48. A project coordinatormay typically be found in a …………….. Organization. A) Projectized B) Strong matrix C) Weak matrix D) Balanced matrix
- 49. A project coordinatormay typically be found in a …………….. Organization. A) Projectized B) Strong matrix C) Weak matrix D) Balanced matrix
- 50. All of thefollowing are generally true about the project management office (PMO) EXCEPT A) It may provide project management support functions B) It should be generally located in a centralized, bright, well-ventilated area. C) It may provide training, mentoring, and coaching of project managers. D) It may actually be responsible for the direct management of a project.
- 51. All of thefollowing are generally true about the project management office (PMO) EXCEPT A) It may provide project management support functions B) It should be generally located in a centralized, bright, well-ventilated area. C) It may provide training, mentoring, and coaching of project managers. D) It may actually be responsible for the direct management of a project.
- 52. Which of thefollowing is NOT true about project stakeholders? A) They are persons or organizations that are actively supportive of the project. B) they are persons or organizations who are actively involved in the project C) they are persons or organizations whose interests may be positively or negatively affected by the performance or completion of the project. D) they are persons or organizations that may exert influence over the project, its deliverables, and the project team members.
- 53. Which of thefollowing is NOT true about project stakeholders? A) They are persons or organizations that are actively supportive of the project. B) they are persons or organizations who are actively involved in the project C) they are persons or organizations whose interests may be positively or negatively affected by the performance or completion of the project. D) they are persons or organizations that may exert influence over the project, its deliverables, and the project team members.
- 54. All of thefollowing are true about project phases and the project life cycle EXCEPT A) stakeholder influence, risk, and uncertainty are greatest at the start of the project.These factors decrease over the life of the project. B) the ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion. C) the cost of change and correcting errors typically increases substantially as the project approaches completion. D) Cost and staffing levels are generally steady throughout the project.
- 55. All of thefollowing are true about project phases and the project life cycle EXCEPT A) stakeholder influence, risk, and uncertainty are greatest at the start of the project.These factors decrease over the life of the project. B) the ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion. C) the cost of change and correcting errors typically increases substantially as the project approaches completion. D) Cost and staffing levels are generally steady throughout the project.
- 56. Section 11 – TheStandard for Project Management of A Project Chapter 3 –Project Management Process Interactions Project Management interaction Project Management Process Group
- 57. Commitment to executing project Approachto executing project Coordinating people and other resources Formal product acceptance and end of project Monitoring, measuring, and taking corrective action Project Management Processes
- 59. Process Group Initiating PlanningExecuting Monitoring & Controlling Closing Knowledge Area Integration Develop project charter Develop project management plan Direct & Manage Project Execution Monitor & Control Project Work Close Project or Phase Perform Integrated Change Control Scope Collect Requirements Verify Scope Define Scope Control Scope Create WBS Time Define Activities Control Schedule Sequence Activities Estimate Activity Resource Estimate Activity Duration Develop Schedule Cost Estimate Costs Control Costs Determine Budget Quality Plan Quality Perform quality assurance Perform quality control HR Develop HR Plan Acquire Project Team Develop project team Manage project team Comm. Identify Stakeholders Plan Communications Distribute Information Report Performance Manage Stakeholder Expectations Risk Plan Risk Management Monitor & Control Risks Identify Risks Perform Qualitative Analysis Perform Quantitative Analysis Plan Risk Responses Procurement Plan Procurements Conduct Procurements Administer Procurements Close Procurements 2 20 8 10 2
- 60. Process Interactions Project ManagementProcess Groups are linked by the objectives they produce, with the results or outcomes of one generally becoming an input to another or is a deliverable of the project 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
- 61. Process Groups Interactin a Project
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- 63. 3- the linkagesbetween project management process groups are best described by the following A) The WBS links process groups. B) process groups are linked by their planned objectives – the summary objectives of one often becomes the detailed action plan for another. C) process groups are linked by the outputs they produce- the output of one process generally becomes an input to another process or is a deliverable of the project. D) there are no significant links between discrete process groups.
- 64. 3- the linkagesbetween project management process groups are best described by the following A) The WBS links process groups. B) process groups are linked by their planned objectives – the summary objectives of one often becomes the detailed action plan for another. C) process groups are linked by the outputs they produce- the output of one process generally becomes an input to another process or is a deliverable of the project. D) there are no significant links between discrete process groups.
- 65. The initiating processgroup consists of the processes performed to: A) Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. B) Deploy risk mitigation strategies to enhance the likelihood of project success. C) Establish and describe the need for a project selection process. D) Approve the market analysis to ensure resolution of potential contract disputes.
- 66. The initiating processgroup consists of the processes performed to: A) Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. B) Deploy risk mitigation strategies to enhance the likelihood of project success. C) Establish and describe the need for a project selection process. D) Approve the market analysis to ensure resolution of potential contract disputes.
- 67. The schedule controlprocess for a project A) Focuses on starting the project earlier than scheduled to help mitigate schedule risk. B) Is necessary for monitoring the status of the project and managing changes to the schedule baseline. C) Is concerned mainly with activities that are on the critical path D) Should focus entirely on activities that are difficult to carry out
- 68. The schedule controlprocess for a project A) Focuses on starting the project earlier than scheduled to help mitigate schedule risk. B) Is necessary for monitoring the status of the project and managing changes to the schedule baseline. C) Is concerned mainly with activities that are on the critical path D) Should focus entirely on activities that are difficult to carry out
- 69. All of thefollowing processes are performed in the executing process group EXCEPT A) completing the work defined in the project management plan to satisfy the project specifications. B) coordinating people and resources in accordance with the project management plan. C) Integrating and performing the activities of the project in accordance with the project management plan. D) finalizing all activities across all project management process groups to formally complete appropriate project phases or contractual obligations.
- 70. All of thefollowing processes are performed in the executing process group EXCEPT A) completing the work defined in the project management plan to satisfy the project specifications. B) coordinating people and resources in accordance with the project management plan. C) Integrating and performing the activities of the project in accordance with the project management plan. D) finalizing all activities across all project management process groups to formally complete appropriate project phases or contractual obligations.
- 71. For a projectto be successful, the project team must generally do all of the following EXCEPT A) Comply with requirements to meet stakeholder needs and expectations B) Balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specified product, service, or result. C) Apply knowledge, skills, and processes within the project management process groups uniformly to meet project objectives D) Select appropriate processes within the project management process groups to meet the project objectives.
- 72. For a projectto be successful, the project team must generally do all of the following EXCEPT A) Comply with requirements to meet stakeholder needs and expectations B) Balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specified product, service, or result. C) Apply knowledge, skills, and processes within the project management process groups uniformly to meet project objectives D) Select appropriate processes within the project management process groups to meet the project objectives.
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Editor's Notes
- #3 KEY Allow participants (and instructor) to introduce themselves and tell others something about their program management experience. HOW Instructor can begin by introducing him/herself and answering one of the questions on the slide. Tell participants that, in the interest of time, they should answer one of the three questions on the next slide. Either this can be done as a whole group activity or, if time is an issue, have participants introduce themselves to a partner. Then, ask for volunteers to introduce another person to the rest of the group, telling a little bit about that person. TIME 30 min
- #9 CASE STUDY
- #15 KEY Discuss the organizational strategic hierarchy and where program management lies. HOW This is a slide that encapsulates previous content. We’ve already talked about projects, programs, and portfolios. This diagram shows how they fit together in an organization. Ask participants where they fit in this hierarchy in their organizations. Ask how this affects decisions they make. “A portfolio is most likely one of the truest measures of an organization’s intent, direction, and progress. It is where investment decisions are made, resources are allocated, and priorities are identified. If a portfolio’s components are not aligned [with] the strategy, the organization can reasonably question why they are being undertaken.” (The Standard for Program Management, p. 6). Lead a discussion about what the program manager needs to know about each of these tiers. Is it important for the program manager to understand the organizational strategy? If so, why? Those individuals in the bottom right-hand corner will not understand where they fit in the organizational strategy if good communication does not exist up and down the hierarchy. TIME 5 min
- #20 KEY Show how program managers interact with projects. HOW This slide shows the role of the program manager in relation to projects. TIME 4 min
- #35 WHY? - Because you’ve been told to!
- #39 KEY Describe the types of stakeholders. HOW State that there are many types of stakeholders. Discuss each one listed on the slide: [Project] sponsors are the persons in an organization whose support and approval is required for a project to start and continue. End users are those customers using the product or service. An end user might not necessarily pay directly for the product or service. For example, a company may have paid for the development of a special software package designed for its specific needs; however, it is the employees of the company who are the end users. Customers are either outside or within the performing organization. External customers are often (but not always) paying directly for the project, or the product or service that results from the project. The public may be an external stakeholder to a project. In some organizations, internal stakeholders are required to “pay” for project products and services. Other project teams or functional divisions within our organization will often be affected by your projects or use the products and services that results from your projects. Senior Management is the executive level of the performing organization—such as the president and vice presidents. Suppliers/Vendors are persons or organizations that furnish supplies or services to a prime contractor or another subcontractor. Subcontractors are persons or organizations responsible for the performance of a contract or subcontract. Team members are the individuals on the project team. Regulatory agencies develop regulations based on laws and ensures compliance with the regulations. Examples include the Environmental Protection Agency (EPA) or the Occupational Safety and Health Administration (OSHA). Ask participants to share examples of these types of stakeholders and customers from their own projects. For those participants who are planning to take the PMP® exam, note that the PMBOK® Guide lists four examples of stakeholders: customers, sponsors, the performing organization, and the public. TIME 2 min