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Introduction to PMP
- 1. INTRODUCTION TO PMP ProjectManagement Professional
- 2. Introduction to PMP ProjectManagement Professional Ahmed Abdelhalim General Manager, Softxpert PMP, SCJP, MCP ICT board member Abdelrahman Karim Development Unit Manager Qvision PMP, MCP
- 3. Typical Project Management Challenges During a team meeting, the team adds a specific area of extra work to the project because they have determined it would benefit the customer.
- 4. Typical Project Management Challenges I have no idea how long it will take. I do not even know what I am being asked to do. So what do I say? I will take my best guess and double it
- 5. Typical Project Management Challenges We are done with the project development yet we could not deliver the project because the stage servers are damaged due to hardware failure.
- 6. Typical Project Management Challenges This is the third time that the customer rejects the deliverables!
- 7. Typical Project Management Challenges I need a break! Every time I think we are done, someone comes up with something else to add.
- 8. What you needto be a good PM? Knowledge Performance Personal Skills
- 9. What is PMP? Project Management Professional (PMP) is a credential offered by the Project Management Institute (PMI). PMI’s Project Management Professional (PMP)® credential is the most important industry- recognized certification for project managers.
- 10. Characteristics of Projects Projects are Temporary & Unique in nature Projects have definite start dates and definite end dates The end is reached when the project objectives have been achieved; the project is sometimes terminated because its objectives cannot or will not be met; the project may also be cancelled when the need for the project no longer exists Every project creates a unique product, result or service Progressive elaboration is used
- 11. Characteristics of Operations Operations are Ongoing and Repetitive in nature Work is continuous without a known ending date The purpose of the operations is to sustain the business or to keep the organization functioning Often produce the same results or products
- 12. Quick Quiz Buildingan extension on a house? Watering your plants twice a week? Running an assembly line in a toy factory? Walking the dog everyday? Designing a prototype for a certain car model? Building cars on an assembly line?
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- 14. PMP Knowledge Areas Thereare nine knowledge areas and each one covers its own important part of the project. Integration Management Scope Management Time Management Cost Management Quality Management HR Management Communications Management Risk Management Procurement Management
- 15. Integration Management Ifeach little part of the project is a tree, Integration Management is the entire forest. It is the practice of making certain that every part of the project is coordinated. A project manager must be very good at Integration Management or the project may very well fail.
- 16. Integration Management -Perform Integrated Change Control Detailed process making changes: 1. Prevent the root cause of the change 2. Identify change 3. Look at the impact of the change 4. Create a change request
- 17. Integration Management –Perform Integrated Change Control 5. Perform integrated change control a. Assess the change b. Look for options c. The change is approved or rejected d. Document the status of the change
- 18. Integration Management –Perform Integrated Change Control 6. Update the project management plan and documents 7. Manage stakeholders’ expectations by communicating the change to stakeholders affected by the change 8. Manage the project to the revised project management plan and project documents
- 19. Scope Management Scopemanagement is the process of defining what work is required and then making sure all of that work and only that work is done.
- 20. Scope Management –Collect Requirements Interviewing Focus Group Facilitated workshops Brainstorming Nominal Group Technique Delphi Technique Mind Maps Affinity Diagrams Questionnaire and Surveys Observation Prototypes
- 21. Time Management Timemanagement is what most people think of when they think of project managers. It’s where deadlines are set and met. It starts with figuring out the work you need to do How you will do it and what resources you will use And how long it will take. From there it’s all about developing and controlling that
- 22. HR Management Powersof project manager Formal:“YOU NEED TO LISTEN TO ME , BECAUSE I HAVE BEEN PUT IN CHARGE” Reward: “I understand that you want to participate in the acceptance testing of the project. Because of your great performance , I will assign you as part of that team”
- 23. HR Management –Continue … Penalty: “If this was not done on time, I will remove you from the group going to Paris for the customer meeting” Expert: “we heard that she has been successful in many similar projects” Referent: “He is the most liked and respected project manager in the organization”
- 24. HR Management –Continue … Management and Leadership Styles Autocratic: Top-Down Approach Bureaucratic: Focuses on procedures Democratic or participative : Decision made by the group Laissez faire (leave alone) : Manager is not directly involved in the work of the team
- 25. HR Management –Continue … Team Building Activities: Taking classes together Milestone parties Birthday celebrations Getting every one involved in the project planning War room
- 26. HR Management –Continue … Motivation theories Theory Of Needs : Achievement: These people should be given tasks that are challenging, they like recognition Affiliation: These people work best when cooperating with others, they seek approval rather than recognition Power: socially oriented people , these people like to organize and influence others
- 27. HR Management –Continue … Hygiene factors : Working conditions, salary, security Poor hygiene factors may destroy motivation but improving them under most circumstances will not improve them
- 28. HR Management –Continue … What motivates people at work is the work itself Responsibility Self-actualization Professional growth Recognition
- 29. HR Management –Continue … Conflict resolution techniques Confronting Compromising Withdrawal Collaboration Forcing
- 30. HR Management –Questions What is the conflict resolution technique used in this situation? “Let’s see what everyone think “ “Since we can’t decide on the purchase, we will have to wait until our meeting next month” “John you say we need new computers, and Amanda you say we can use the existing ones. Let’s have a test on the existing equipment to determine if they need to be replaced” “Let us do a little of what both of you suggest” “Do it my way”
- 31. Communication Management Stakeholders aperson, group or organization with an interest in a project Stakeholders have different pictures of the future and that might cause conflict, reward, and big changes, so PM MUST : Identify all stakeholders Ask all stakeholders what they expect Clarify the expectations that are not accurate or realistic to all stakeholders Send status reports
- 32. Communication Management– Questions APM managed 3 projects all of them had low priority: 1) The project needed 2 extra resources than planned and was over budget 2) Ended with a recommendation letter from the sponsor because it was done ahead of schedule but the product of the project was never used 3) Has lots of changes so it had to be terminated What seems to be the real problem here? A. Lack of experience B. PM doesn’t effectively involve stakeholders C. Unrealistic project planning D. Low support for the projects since all of them had low priority
- 33. Risk Management RiskResponse strategies: Avoid: Eliminate the threat Mitigate: Decrease probability or impact Transfer : Make another party responsible for the risk Accept : “If it happens it happens “
- 34. Keys for solvingthe common project management problems: Stakeholders involvement Refusing constrains if they are not realistic Creating appropriate project plan that includes Scope, Cost, Communication, HR , Risk, Quality and Procurement Working as a team Change control System
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