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Day 2 PMP.pptx
- 1. Al- Jazeera InternationalAcademy 1 https://www.magenium.com
- 2. Vision Practice & DiscussionOver Talking 2 http://blog.edmentum.com
- 3. Course Goal PMMethodologies. PMP knowledge (FW). PMP Logic. PMP Skills (Implementation). Exam preparation. 3
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- 5. Resources PMBoK6 LongIsland PMI Chapter Mohamed ElSaadany lecture notes Rita 8 Agile Training, Iad Saadah Others shown on slides (for images) 5
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- 7. Evaluation test 21 Q’sin 30 min Answer with logic. Use dictionary. Only as much as you can. ASK anyone (inc. me). 7 http://www.voiplogic.com/
- 8. Course structure Day Topics 1Certification, Basics, Processes map 2 Integration, Stakeholders, Scope 3 Schedule, Cost 4 Quality, Resources, Communications 5 Risk, Procurement 6 Ethics, Agile, MS Project, Exam, Tips, Real Exam 8
- 9. Day 2 # Time(min) Topic 1 45 Integration 2 45 Stakeholders 3 120 Scope 4 120 Project 9
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- 14. Knowledge Area Project ManagementProcess Groups Initiating Planning Executing Monitoring & Controlling Closing 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 4.7Close Project or Phase Integration Management Across Project Management Process Groups 14
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- 17. Project Selection Methodologies BenefitMeasurement Methods Constrained Optimization Methods Compare and contrast projects against each other Mathematically model the project outcomes Murder Board Peer Review Scoring Models Economic Models: Present Value and Net Present Value Internal Rate of Return Payback Benefit Cost Ratio Constrained Optimization Models: Linear Programming Integer Programming Dynamic Programming Multi-objective programming 17
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- 21. What to seein a charter ? Business case or reference to it (need, solution). Project scope summary. Deliverables. Key stakeholders. Key risks. Assumptions. Budget. Timeline (milestones). PM authorization. 21
- 22. The Project Charter Theproject cannot be started without a charter because the charter: Formally recognizes the existence of the project Gives the project manager the authority to spend money and commit resources. Provides the high level requirements and expectations Links the project to the organization’s ongoing work 22
- 23. 4.1 Develop ProjectCharter Miscellaneous Facts Who can issue the Project Charter? A project initiator or sponsor external to the project at an organizational level appropriate to funding the project. What factors are projects taken to address? Market demand Organizational need Customer request Technological advance Legal or regulatory requirement Ecological impacts Social need 23
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- 25. 4.1 Develop ProjectCharter Terms Assumptions Factors that are considered to be true, real or certain without proof or demonstration. Assumptions need to be identified, documented and validated Part of progressive elaboration of the project Constraints Factors that limit the project team’s options to complete the project and produce the required deliverables Opportunity Cost The benefit ($$$$) lost by selecting another project Sunk Cost Money already spent that cannot be recovered Sunk costs are not considered when deciding whether to continue an effort Law of Diminishing Returns Productivity and resources are not linked in a 1:1 relationship At some point adding resources does not yield a corresponding increase in productivity Working Capital The funds available for use by an organization Calculated by subtracting current liabilities from current assets Depreciation Accounts for the fact that assets lose value over time. Types of depreciation: Straight line Accelerated 25
- 26. Practice Question: Inputs fora Project Charter include all of the following EXCEPT: A. Detailed schedule B. Product scope description C. Organizational need D. Strategic plan 26
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- 28. Knowledge Area Project ManagementProcess Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase Integration Management Across Project Management Process Groups 28
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- 31. The Project ManagementPlan must have: Buy in from all stakeholders Approved (with signatures) Realistic Formal 31
- 32. The Project ManagementPlan Projects are managed to baselines: Schedule Baseline Cost Baseline Scope Baseline 32
- 33. Practice Question: As ProjectManager your concern is to ensure the project management plan integrates the following: A. Subsidiary management plans B. Outputs from the PMBOK planning processes C. Life cycles selected and the processes applied to each phase until project closure D. All of the above 33
- 34. Knowledge Area Project ManagementProcess Groups Initiating Planning Executing Monitoring & Controlling Closing 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 Integration Management Across Project Management Process Groups 34
- 35. 4.3 Leading & PerformingPM plan 35
- 36. 4.3 Direct andManage Project Work http://www.qualityaretegroup.com/project-manager-the-integrator/ 36
- 37. 4.3 Direct andManage Project Work Terms Corrective Action Preventive Action Defect Defect Repair Lessons Learned 37 Percent Complete Deliverable
- 38. Practice Question: As theProject Manager for Go Green Airlines you know that you need to manage Project Execution. Which is the best response to, define Direct and Manage Project Execution? A. Project Charter B. Quality Management Plan C. Perform activities to accomplish project requirements D. Managing people doing the work and implementing approved changes 38
- 39. Knowledge Area Project ManagementProcess Groups Initiating Planning Executing Monitoring & Controlling Closing 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 Across Project Management Process Groups 39 Integration Management
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- 42. Knowledge Area Project ManagementProcess Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase Integration Management Across Project Management Process Groups 42
- 43. 4.5 Monitor progress &propose modifications 43
- 44. Practice Question: If aProject Manager is concerned with the process of tracking, reviewing and regulating the progress to meet performance objectives as defined in the project management plan, which should she/he concentrate on: A. Communication plan B. Continuous monitoring C. Project management information system D. Scope management plan 44
- 45. Knowledge Area Project ManagementProcess Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase Integration Management Across Project Management Process Groups 45
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- 48. Who can approvechanges? Changes to Project Charter Project Sponsor who signed/approved the Project Charter. The Project Manager can provide input. Changes to Project Baselines or any Constraints The Change Control Board or Sponsor needs to be involved. The Project Manager can recommend options. Changes within the Project Plan Project Manager can make the change if the change is within the Project Manager’s authority and does not require changes to any project baselines. 48
- 49. The Steps forMaking Changes Evaluate impact Create Options Get internal buy in Get customer buy in (if necessary) Approve or reject change Adjust project management plan and baselines Notify stakeholders affected by change Manage project to the new project management plan and baseline Evaluate for impact on the Project Constraints: • Scope • Quality • Schedule • Budget • Resources • Risk 49
- 50. Approved Change Requestsare INPUTS for Directing and Managing Project Work 50
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- 52. Practice Question: A changecontrol process should be created: A. As needed per the project plan B. By the steering committee C. As a formal documented procedure D. Only if changes are expected 52
- 53. Knowledge Area Project ManagementProcess Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase Integration Management 53
- 54. 4.7 Close Projector Phase 54
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- 58. Practice Question: Once theproject is complete, the complete set of project records should be sent to the: A. Project archives B. Every stakeholder on the team C. Document Imaging system D. Project sponsor 58
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- 60. Stakeholders Management 60 Ref# SHManagement Process Process Group 13.1 Identify stakeholders Initiation 13.2 Plan stakeholders engagement Planning 13.3 Manage stakeholders engagement Executing 13.4 Monitor stakeholders engagement Monitoring & controlling
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- 65. Stakeholders Management 65 Ref# SHManagement Process Process Group 13.1 Identify stakeholders Initiation 13.2 Plan stakeholders engagement Planning 13.3 Manage stakeholders engagement Executing 13.4 Monitor stakeholders engagement Monitoring & controlling
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- 69. Stakeholders Management 69 Ref# SHManagement Process Process Group 13.1 Identify stakeholders Initiation 13.2 Plan stakeholders engagement Planning 13.3 Manage stakeholders engagement Executing 13.4 Monitor stakeholders engagement Monitoring & controlling
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- 71. So what isthe difference between the register & the plan?? 71
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- 74. Stakeholders Management 74 Ref# SHManagement Process Process Group 13.1 Identify stakeholders Initiation 13.2 Plan stakeholders engagement Planning 13.3 Manage stakeholders engagementExecuting 13.4 Monitor stakeholders engagement Monitoring & controlling
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- 78. Stakeholders Management 78 Ref# SHManagement Process Process Group 13.1 Identify stakeholders Initiation 13.2 Plan stakeholders engagement Planning 13.3 Manage stakeholders engagement Executing 13.4 Monitor stakeholders engagement Monitoring & controlling
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- 80. 80 Project negative variancemay indicate a ‘problem’ with ‘stakeholder engagement’
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- 83. Scope Management Ref# ScopeManagement Process Process Group 5.1 Plan scope management Planning 5.2 Collect requirements Planning 5.3 Define scope Planning 5.4 Create WBS Planning 5.5 Validate scope Monitoring & controlling 5.6 Control scope Monitoring & controlling 83
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- 86. Scope Management Ref# ScopeManagement Process Process Group 5.1 Plan scope management Planning 5.2 Collect requirements Planning 5.3 Define scope Planning 5.4 Create WBS Planning 5.5 Validate scope Monitoring & controlling 5.6 Control scope Monitoring & controlling 86
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- 88. Scope Management Ref# ScopeManagement Process Process Group 5.1 Plan scope management Planning 5.2 Collect requirements Planning 5.3 Define scope Planning 5.4 Create WBS Planning 5.5 Validate scope Monitoring & controlling 5.6 Control scope Monitoring & controlling 88
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- 91. Requirements What do weneed to collect requirements? How do we collect them? 91
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- 109. Scope Management Ref# ScopeManagement Process Process Group 5.1 Plan scope management Planning 5.2 Collect requirements Planning 5.3 Define scope Planning 5.4 Create WBS Planning 5.5 Validate scope Monitoring & controlling 5.6 Control scope Monitoring & controlling 109
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- 117. Scope Management Ref# ScopeManagement Process Process Group 5.1 Plan scope management Planning 5.2 Collect requirements Planning 5.3 Define scope Planning 5.4 Create WBS Planning 5.5 Validate scope Monitoring & controlling 5.6 Control scope Monitoring & controlling 117
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- 130. Scope Management 1. Visualization. 2.Breakdown. 3. Buy-In. 4. Comprehensiveness (Accuracy). 5. Understanding. 6. Relationships. 130
- 131. Scope Management 7. Slippingprevention. 8. Work position/impact. 9. Communication. 10.Stakeholder’s expectations. 11. Risk identification. 12.Change prevention. 13. Estimation basis. 131
- 132. Scope Management 14. Resourcesproof. 15. Getting around the project. 16. Change impact evaluation. 17. Role identification. 132
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- 136. Scope Management Ref# ScopeManagement Process Process Group 5.1 Plan scope management Planning 5.2 Collect requirements Planning 5.3 Define scope Planning 5.4 Create WBS Planning 5.5 Validate scope Monitoring & controlling 5.6 Control scope Monitoring & controlling 136
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- 139. Scope Management Ref# ScopeManagement Process Process Group 5.1 Plan scope management Planning 5.2 Collect requirements Planning 5.3 Define scope Planning 5.4 Create WBS Planning 5.5 Validate scope Monitoring & controlling 5.6 Control scope Monitoring & controlling 139
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- 141. Scope Management PM cansay No 141
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