This document provides information about a Project Manager Professional (PMP) certification exam preparation course. The course is designed for project managers, engineers, construction managers, and others interested in project management. It will cover all nine knowledge areas from the Project Management Body of Knowledge, including project integration, scope, time, cost, quality, and risk management. The course is four weeks long with three-hour lectures three times per week, for a total of 35 hours. It aims to help students understand the concepts needed to pass the PMP exam on their first attempt.

1. Lecture PreparedBy:
Ahmed Ibrahim,PMP®,PMI-RMP® Ahmed0Ibrahim@gmail.com
Thiqah& Professionalengineers.us
PMP®CertificateExam preparationCourse.

2. Thisisme
Project Manager Professional (PMP®) preparation for taking exam Course
Who should attend the course?
This course is targeting the Project managers, Planning engineers, Construction Managers, Site Engineers, and whoever is interesting on a projects management. If you are seeking to create, review, or understand the project management .
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AHMEDIBRAHIM,PMP®,PMI-RMP®
AhmedIbrahimholdsaBachelorofCivilEngineering.MemberandCertifiedbytheprojectmanagementinstitute–Pennsylvania-USAas:
1-Projectmanagerprofessional(PMP®)–2011
2-RiskManagerProfessional(PMI-RMP®)–2013
3-Masterofprojectsmanagementstudent.
,inadditiontopracticalexperienceinthefieldofprojectmanagement,executivemanagementandhumanresources.Hehaveprojectsmanagementknowledgethatalwaysseektodevelop,update,andsharewithothers,especiallytheprofessionalsinthefieldofprojectManagement.
Other skills and interests. (PMP Certificate training, PMI-RMP Certificate training, planning and schedulingbyprimaveraP6.8.2training,Excelandreports&dashboardstraining) PMO (projects management office) creation and workflow process improvement.

3. Who should attend the course?
This course is targeting the Project managers, Planning engineers, Construction Managers, Site Engineers, and whoever is interesting on a projects management. If you are seeking to create, review, or understand the project management plan including project objectives plans, you are kindly invited to attend this course.
What is different in our PMP® course?
In this course you will find a permanent and distinctive link between the projects in the Arab environment and the principles of Project Management, rules and knowledge in the book 5th issued by the Project Management Institute, U.S.. In addition to stand on the important points, which always come in the PMP exams, as well as how to link temporal and spatial processes of project management without the need for memorization suffering... Joining us guarantee your success from the first try, and understand the serious and real knowledge in the PMBOK 5th
In addition, of all points above you will take 50 questions exam at the end of our course on line to simulating the real PMP exam conditions and atmosphere
We will provide:
Decrease study and preparation time by focusing on examtopics
Enhances yourpersonal studyplanandevaluateprogress
Utilize useful tips and techniques in answering the examquestions
Understand the PM terminology which is used by PMPs
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4. Project Integration Management
•Project Scope Management
•Project Time Management
•Project Cost Management
•Project Quality Management
•Project Human Resources Management
•Project Communication Management
•Project Risk Management
•Project Procurement Management
•Project Stakeholder Management
•Professional Responsibility of the Project Managers
•Studying for Taking the Exam
•Nature of the Exam
•What to study and how to study it
•How to answer the questions
•Tips and tricks for avoiding common mistake
•Course Duration: course duration is four weeks, three lectures a week, and each lecture three hours. Total hours is 35 hours.
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5. PMPEligibilityRequirements
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6. 9
MaterialReferences
ProjectManagementBodyOfKnowledge(PMBOK® Guide)5thedition
TheStandardforPortfolio Management(PMI)
PracticeStandardForProjectRiskManagement
Q & AsforThePMBOK®GuideFourth Edition
O’ReillyMedia,Inc.,HeadFirstPMP,Jennifer Greene, PMP& Andrew Stellman, PMP.
Rita Mulcahy, PMP, M.B.A, PMP®Exam Prep, 8th Edition ,http://www.rmcproject.com/about/rita.aspxhttp:// www.pmi.orghttp:// www.professionalengineers.ushttp:// www.method123.com
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Professionalengineers.us
CELL: + 966 545821579
E-mail:ahmed0ibrahim@gmail.com
E-mail : GM@professionalengineers.us
http://www.linkedin.com/in/ahmed13
Web:www.professionalengineers.us
www.professionalengineers.us

7. PMStandards
•Project Management Institute(PMI®)
•Project Management BodyOfKnowledge“PMBOK ®Guide”
–IssuedbythePMI®
–ThereferencetoPMpractices
•PMI®Certifications:
–ProjectManagementProfessional(PMP)®
–CertifiedAssociateProject Manager(CAPM)®
–ProgramManagementProfessional(PgMP)®
–PMI®SchedulingProfessional(PMI–SP)®
–PMI®RiskManagementProfessional(PMI–RMP)®
–PMIAgile CertifiedPractitioner(PMI-ACP)®
–OPM3®ProfessionalCertification
PMBOK® Guide5th
ProjectManagementBodyof Knowledge
AGUIDEtothegenerally acceptedbodyofknowledgethatdefinesprojectmanagement
Providesa commonlanguage
Servesas areferenceresource
Recognizedasa standard
The InternationalOrganization forStandardization(ISO) AmericanNational Standard Institute(ANSI)
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PMP® Examination Overview 2/2
⦁As of this writing there is no definitive passing score for the exam -for each of the sections outlined above you will be graded either a) Proficient, b) Moderately Proficient, or c) Below Proficient. According to the PMI Certification Department, the following is In effect:
⦁“There are not a minimum or maximum number of domains or chapters in which candidate needs to demonstrate proficiency in order to pass the exam. The pass/fail rate is determined based on overall performance, not on how many questions were answered right or wrong in a particular domain or chapter. Each of the domains or chapters has a different number of questions within them that are relative to each other but not equal to each other. That means itispossible to score Below Proficiency in one of the domains and yet still pass the examination. It all depends on how many items were present in the domains that were failed. ”1
PMP® Examination Overview 1/2
⦁The PMI certification examination consists of 200 multiple-choice questions, each question consisting of only four possible answers. The questions that you will see on your specific exam are selected from a bank of over 13,000 questions. There is no way to predetermine what the specific selection mix of questions will be.
⦁UnliketheGMAT,ThePMIexamisnon-adaptive.Youmayselectquestionsforreviewandmoveontootherquestions,returningtothosequestionsthatgaveyoudifficulty,withoutpenalty.
⦁ThePMIexaminationisfourhoursandoncebegun,theclockwilltickuntilfourhoursarecomplete,orthetesttakersubmitstheexamforgradingpriortothecompletionoffourhours.
⦁Makesureyouanswerallquestions-nocreditwillbegivenforunansweredquestions.Inthiscaseanunansweredquestionisthesameasanincorrectanswer.
⦁There are 25 'pretest' questions on the exam that carry no credit. You are only graded on 175 questions out of the 200 questions presented; however you will not know which questions are experimental and which questions you are being graded on.

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Examination Question Types 2/3
Something you never heard of: Don't be surprised to see a question containing something youhave never seen before. The field of project management changes on a daily basis and the tools and techniques used by the project manager are expanding seemingly at a geometric rate. Take your best guess and move on.
Mathematical: Expect to see anywhere from 5 to 10 questions involving formula computations. Earned value, PERT or questions involving standard deviation are typical computation questions.
Diagrams: You may be asked to interpret a graph or construct a precedence diagram frominstructions. On the computer at the test center, there may be a button on the screen that you can push that will bring up a graphic or some other diagram. Take advantage of all information provided.
Correct answer to a different question: You will sometimes see answers that may be correctstatements by themselves, but do not answer the question.
Examination Question Types 1/3
Questions on the PMP®certification exam are designed to test your analytical abilities, application experience, and general project management knowledge. The types of questions you will see on the exam will fall into the following general categories:
Situational: A scenario or situation will be presented to you in which must analyze the questionand choose the best answer based on your experience, analysis, and knowledge. Many test takers state that the predominant percentages of questions on the exam are situational.
More than one right answer: Frequently, a test question will have two or more correct answers; however there will always be one answer that is more correct than the others. In this situation it is usually simple to eliminate at least two of the answers. Focus your attention on what the project manager needs to do next.
Extraneous information: PMI is famous for the wordy multi-paragraph question, loaded withmisdirection (red herrings) and nonessential information that has nothing to do with the actual question. When encountering such questions for the first time, read the answer set and the final paragraph first -this is usually the place where the actual question is contained.

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Preparing for the Exam 1/2
PMP® exam is four hours and 200 questions -this means that you have approximately 1 minute and 12seconds to answer each question. In order to ensure an optimal testing experience there are specific stress relievers you can employ that will help you get through the test with a minimum of angst. Consider the following as part of your test taking strategy:
Arrive Early. Consider traffic and time of day when making your way to the exam center. You don't want to arrive in a rushed or stressed state before the exam begins. It is strongly recommended thatyou scope out the exam facility a week or two before the actual examination, if at all possible. Youwant to know what to expect walking through the door of the test facility. You will be under constantvideo monitoring and observation for the entire duration of the exam.
Rest Up. Take the evening off from studying the night before the exam -if you don't know the material by this point, cramming into late hours the evening before the test will simply multiply your stress level by a factor of two or three. It is most important that you be rested with a good night’s sleep under your belt on the day of the exam. If you can, schedule the test for early afternoon instead of early morning.
that may be correctstatements by themselves, but do not answer the question.
Examination Question Types 3/3
A new approach to a known topic: You will frequently see questions that will present a differentpoint of view or skew to a known topic. These questions will test concepts but using language that is different from what you studied for the exam. Thus it is critical that the concepts be understood ahead of simple rote memorization of project management knowledge.
Double negatives: A number of questions are designed to be deliberately confusing ("which ofthe following would NOT be the least likely choice to make..."), which is another way of saying; "what would be your most likely choice".
Recall: There will be a few fairly short questions that test your inventory of certain projectmanagement facts and knowledge areas.
Critical Note: Make sure you do a careful and thorough read of each question -many of the answers toexam questions turn on a single word. If you skim over or miss that key word, you will get the questionwrong. Read all questions carefully. Answer what is asked!

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Preparing for the Exam 2/2
Consider Earplugs.There may be some distracting noises in the examination room such as a fan, or test-taker for a different exam tapping a pencil on a desk. Bring earplugs just in case.
Dress in Layers.Frequently exam rooms are air conditioned to a point where they are too cold for many people. Therefore it is recommended that you dress in layers and remove layers or add layers as necessary to maintain your own individual comfort level.
Bring Food and Drink.If you get thirsty or need a nutritional boost during the exam, make sure you bring bottled water, bottled juices, or any snacks you will need for the four-hour test. If you have to leave the room to use a water fountain or go to a vending machine, the test clock will still be ticking.
Do the Brain Dump!Prior to the start of the exam and during the 15 minute tutorial you will have time to write on scratch paper all the formulas you will need for the test. While many of us pride ourselves on our airtight memories, rest assured that if exam panic sets in, all that you thought you had memorized will fly out of your head in an instant. Do yourself a favor and write down these formulas in an unstressed state prior to the actual start of the exam -this will pay dividends many times over while you are taking the exam. Some past test takers have actually reported that examination proctors upon handing scratch paper to the test-taker will state, "don't forget your brain dump".

12. Lets take PMP®
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13. 1.PM Definitionsand Concepts
Whatis aProject?
•Atemporaryendeavorundertakentoproduceauniqueproduct, servicesor result.
•It'splanis usuallyprogressivelyelaborated.
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Rollingwave planning(التخطيط مثل تتتابع الموجات )
•Processgroupsmayoverlapand cross phases(طور ).
•Ifaproject is brokendown(قسم )into severalphases (e.g. design,implementation(تنفيذ ) etc.), then the processgroups will occur ineach ofthe phases.
•Rollingwaveplanning refersto the progressivedetailingof theproject planwhich is aniterativeandongoingprocess.

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ProjectsandOperations(العمليات )
Similarities betweenOperationsandProjects
•Performedbypeople
•Constrained(تقيد )bylimited resources
•Planned executed(تنفذ )andcontrolled(ويتم التحكم بها )
DifferencesbetweenOperationsandProject
•Operationsdonot haveanytimelines.Projectsaretemporary(مؤقت )and havefinite(محدد )timeduration.
•Objective(الهدف )ofOperationsisusuallytosustainتحمل thebusiness. Objective ofaprojectistoattainتحقق theobjectiveandclosetheproject.
ProjectManagementContext سياق
•Projectmanagementexistsina broadercontextthat
includes:
‒ Programmanagement البرامج
‒ Portfoliomanagement المحافظ
‒ Projectmanagementoffice مكتب إدارة المشروعات
•Frequently التكرار ,thereis a hierarchy هرمي of:
‒ Strategicplan تخطيط استراتيجي
‒ Portfolio
‒ Program
‒ Project
‒ Subproject جزء من مشروع

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ProjectManagementContext
Sub-projects
•Projectsaredividedintomoremanageablecomponents جزئيات تدار
or subprojects
•Usually contractedtoanexternalenterpriseمؤسسه orother functionalunitوحده وظيفيه in performing المنفذة organization.

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Programs
•Groupofprojectsmanagedinacoordinatedwaytoobtainbenefitsمنافع
notavailablefrommanagingthemindividually بشكل فردي ,inordertogainefficienciesoncost,time,technology,etc.
•Acombination مجموع ofrelatedprojects andincludes associated المرتبطه operational workwhichis not doneaspartoftheindividual projects
•Developingتطوير severalcommoncomponentsonlyonceandleveraging الاستفاده themacrossalloftheprojectsthatusethosecomponents.
ProgramManagement
•Providesaholistic كلي view ofseveral relatedprojects which, ifdonetogether,willachievemoresubstantial جوهريه resultsthananindividualproject
•Satisfies يرضي aparticularstrategicobjective, which willrequireseveralprojects

17. ProjectPortfolio
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PortfolioManagement
•Portfoliois thecollectionofprojects orprograms and
associatedoperational العمليات المرتبطة بها work
•PortfolioManagement is theselectionandsupportof projects or program investments الاستثمارات .
•PortfolioManagement is important because :
–Itsatisfies thestrategicbusinessobjectives
–Helpsinselectingof appropriateprojectsandprogramstomaximize thevalueof theportfolio

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ProjectManagementOffice(PMO)2/3
•Identificationanddevelopmentofprojectmanagementmethodology طريقة العمل ,best practices افضل الممارسات and standards
•Clearinghouseandmanagementforprojectpolicies, proceduresالاجراءات ,templatesandothershareddocumentation
•CentralizedconfigurationmanagementforallprojectsadministeredbythePMO
•Centralized repositoryand management for both shared anduniquerisksforall projects.
•Centralofficeforoperationandmanagementofprojecttools,suchas enterprise-wide project managementsoftware
ProjectManagementOffice مكتب ادارة
المشروعات (PMO)1/3
•Anorganizationalunit to centralizeandmanageaprogram
•CalledProgramManagement Office,Project OfficeorProgramOffice
•Project teammembers willreport directly totheprojectmanager or,ifshared, tothePMO.
•Theproject managerreportsdirectly tothePMO.
•ThePMOdirectly reportstotheCEOالمدير التنفيذي .

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StrategicPlanning
•Strategicplanningisa practicebywhichacompanylooksintothe future forproductsorservicesit musthave,typicallythreetofiveyearsinthe future.
•Projectsarethetoolsthat thecompanywillusetoimplementthese strategicgoals, becausetheoperationsofthecompanytypically encompassيشمل theday- to-day(repeatable)activities.Thus,whenthestrategic goalsarecomplete,they rollintotheoperationsofthe company.
•Projectscanbeinitiatedas aresultofmarketdemandطلب ,legal needs حاجه
قانونيه , technologyupdates,and customerororganizationalneeds.
•PMI®hasa toolandmethodologyapproachcalledOPM3®(Organizational ProjectManagementMaturityModel)foraligninga company'sgoals and strategicplanningtoprojectmanagement.
ProjectManagementOffice(PMO)3/3
•Centralcoordinationforcommunicationmanagementacrossprojects.
•Amentoringplatform منصه forprojectmanagers
•Centralmonitoringofallprojecttimelinesandbudgetsالموازنه , usuallyattheenterpriselevel.
•Coordinationتنسيق ofoverallprojectqualitystandardsbetweentheprojectmanagerandanyinternalorexternalqualitypersonnelorstandardsorganization.

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ProcessGroups
1.Initiation
2.Planning
3.Execution
4.MonitoringandControl
5.Closing
KnowledgeAreas
1.Integrationmanagement(4)
2.Scopemanagement(5)
3.Timemanagement(6)
4.Costmanagement(7)
5.Qualitymanagement(8)
6.HRmanagement(9)
7.Communicationmanagement(10)
8.Riskmanagement(11)
9.Procurementmanagement(12)
10.Stakeholdermanagement(13)

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ProjectPhase
•Projectphase:“Acollectionoflogicallyrelatedproject activities usually culminating تتوج in thecompletionandapproval ofa majordeliverable تسليم .”
MultiPhaseProject
Executing Processes
LifeCycle
Phase
Phase
Phase
Phase
ProjectProcessGroup
Monitoring& ControllingProcesses
Planning Processes
Closing processes
Initiating
processes
Monitoring& ControllingProcesses
Planning Processes
Executing Processes
Initiating processe s
Initiating processe s
Monitoring& ControllingProcesses
Planning Processes
Executing Processes
Closing processes
Initiating processes
Monitoring& ControllingProcesses
Planning Processes
Executing Processes
Initiating processe s
Initiating processe s
Monitoring& ControllingProcesses
Planning Processes
Executing Processes
Initiating processe s
Initiating processe s
ProcessGroups
•Project management processes aremappedontothelifecycle and
organizedinto groups:
Initiatingprocesses:recognizingthataprojectorphaseطور shouldbeginand committingtodoso.
Planningprocesses:devising استنباط andmaintainingaworkableschemeمخطط .
Executingprocesses:coordinatingresourcestocarryouttheplan.
MonitoringandControllingprocesses:ensuringthatprojectobjectivesare met.
Closingprocesses:formalizingacceptanceالقبول andbringingit toanorderlyend.
•Theprocess groups arelinkedbytheresultstheyproduce; theresultsofoneprocess groupbecomes inputtoanother

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ProjectLifecycleدورة حياة المشروع ,PMLifecycle
•Projectlifecycle:“Collectivelyمجموع theproject phasesareknownas theprojectlifecycle.” Project lifecycleincludesallthephasesrequiredforaproject–definesthebeginningandendof a project.
‒WhatyouneedtodotoDOthework
‒Itvariesbyindustryandtypeofproject
•Projectmanagementlifecycle:describeswhatisrequiredtomanagetheprojectandfollows PMI®’s process groups (i.e. Initiating,planning,execution,controlandcloseout).
Morethan 20 questionsin PMP® examrelatedto PMlifecycle
KillPoint

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ProjectLifeCycle–features1/5
•Definesthebeginningandendoftheproject
•Includesthetransitionalactivitiesat beginningandendoftheproject(providesتقدم linkwithongoingoperationsoftheperformingorganization).
•Definetechnicalworkandresourcesinvolvedineachphase.
•Whenthedeliverablesaretobegeneratedتكتمل ineachphaseandhoweachdeliverableisreviewed,verified يتحقق منه andvalidated?
•Howtocontrolandapproveeachphase?
•Projectlifecycle maybejust onephaseofproductlifecycle
•Subprojectswithinprojectshavetheirowndistinctالخاصه lifecycles
TypicalProjectLifeCycle

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ProjectLifeCycle–features3/5
Factorsincreasingwithproject duration:
•Probabilityofsuccessfullycompletingproject
•Cost of changes
•Cost of ErrorCorrection
Start ofproject
Endofproject
ProjectDuration
ProjectLifeCycle–features2/5
Start ofproject
Endofproject
Factors thatincreasewithprojectduration,then decrease sharplywhenproject nearscompletion:
•Cost of project
•StaffingLevels
ProjectDuration

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ProjectLifeCycle –features5/5
ProjectLifeCycle–features4/5
ProjectDuration
Factors decreasingwithproject duration:
•Uncertainty/Risksabouttheproject
•Abilityofstakeholderstoinfluence
finalcharacteristicsof project’sproduct
•Abilityofstakeholderstoinfluencefinal costofproject’sproduct
Start ofproject
Endofproject

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ProjectManagementSystem
•TheProjectManagementSystemisasetofproceduresالاجراءات , toolsandtechniques,processesالعمليات ,andmethodologiesوالمنهجيات
thatanindividualProjectManager,PMO,orcompanycanusetomanageprojects.
•Thissystemcan beformalorinformalin nature.
•Typically,itissupportedbytheProjectManagementPlanastheworkontheprojectisexecuted.
ProductLifeCycle
•Thecycleof aproduct’s lifefromconceptionالفكرة towithdrawal
للسحب .
•Thenaturalgroupingofideas,decisions قرارات ,andactionsintoproductphases,fromproductconceptiontooperationstoproductphase-out.
•Undertaken ينفذ tolaunchanewproduct–aproductlifecyclemayhaveseveralprojects(andhencemultipleprojectlifecycles)
e.g.aprojectundertakentobringanewdesktopcomputertomarketisonlyonephasein theproductlifecycle.

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Stakeholdersالمعنيين 1/2
•Anyonewhoseinterestsmaybepositivelyornegativelyimpactedbytheproject.
ProjectMethodologyطريقة العمل
•Amethodologyisasystem of practices, techniques,
procedures,andrules usedbythosewhoworkin adiscipline.
•PMI® does not definewhat phases youshoulduseonyourproject.
•The PMBOK ®Guide does not describeaprojectmethodology. Instead,processes aredefinedthat couldfit into yourprojectmethodology.

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Typesof Organizations
•Functional
•ProjectBased
•WeakMatrix
•Balanced
•StrongMatrix
•Projectized
•Composite
Stakeholders2/2
It is importantto
•Indentifyallstakeholders
•Determinealloftheirrequirementsمتطلباتهم or needs
•Understand and evaluateتقدير alloftheirexpectations
•Communicatewiththemeffectively
•
Managetheir influence تأثيرهم

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FunctionalOrganizationالوظيفيه
•PotentialAdvantages
–Access to specialists; members reporting to only one supervisor, clearly defined career paths
–Clearreportingrelationships
–Highlyspecializedexpertise
–Homogeneousgroup
–Drivefortechnicalexcellence
•PotentialDisadvantages
–less focus on project deliverables, no career path on Project Management, PM has no authority
–Projectboundarieslimitedtodiscipline
–Barriertocustomerinfluenceandsatisfaction
–Employeedevelopmentopportunitieslimited
–Projectmanagerdependentonpersonalinfluence
–Hierarchicaldecisionandcommunicationprocesses
–Overworktechnicalissuesversusbuildtostandard
FunctionalOrganization

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WeakMatrix Organization
Project-BasedOrganization

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StrongMatrix Organization
BalancedOrganization

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ProjectizedOrganization
Advantages
–Strongprojectmanagerrole
–Full-timeadministrative staff
–Clearaccountability
–Fostersco-location
–Improvedfocus
Disadvantages
–Costandperformancetracking
–Decision-making
–Customerrelationships
–Commonprocesses
technical
–Devaluingof functional managers
–Processversusdeliverableemphasis
identity
–Reducedfocuson technical competence
–Leadershipbythe non-technically skilled
ProjectizedOrganization

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CompositeOrganization

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OrganizationalStructure: InfluencesonProjects

35. Roles&Responsibilities
•ProjectManager
•ProjectCoordinator
•ProjectExpediter
•FunctionalManager
•SeniorManagement
•Sponsor
•ProjectTeamMembers
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36. Roles:ProjectManager
•Thepersonultimatelyresponsiblefortheoutcomeoftheproject– deliverables
•Notrequiredtobeatechnicalexpert
•Formallyempoweredtouse organizationalresourcesincontrolof theproject
•Authorizedtomakedecisionsandspendtheproject'sbudget
•Foundina matrixorprojectizedorganization.Iftheydoexist ina functionalorganization,theywilloftenbeonlypart-timeandwill havesignificantlylessauthoritythanprojectmanagersinother typesoforganizations.
PMKey GeneralManagementSkills
•Leading
•Communicating
•Negotiating
•ProblemSolving
•InfluencingtheOrganization
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37. Roles:ProjectCoordinator
•Insomeorganizations,project managersdonotexist;instead,
theyusetheroleofaprojectcoordinator.
•Weakerthanaprojectmanager.This personmaynotbeallowedtomakebudgetdecisionsoroverallprojectdecisions, buttheymayhave someauthoritytoreassignresources.
•Actsasthecommunicationslink toSeniorManagement andhavesomelimiteddecision-makingabilities.
•Foundin weakmatrixorfunctionalorganizations
Roles:ProjectCoordinator
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38. Roles:ProjectExpediter
•Theweakestofthethreeprojectmanagementroles
•Staff assistant whohas littleornoformalauthority
•Thispersonreportstotheexecutivewhoultimatelyhasresponsibilityfortheproject
•Performsactivitiessuchasverifyingthatsomeassignmentis complete,checkingonthestatus ofsomeundertaking,andcommunicatingtheinformationtosenior management
•Usually foundinafunctionalorganization-maybeonly part- time inmanyorganizations
Roles:ProjectExpeditor
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39. Roles:FunctionalManager
•Departmentalmanagersuchas themanagerofengineering,
directorof marketingorinformation technologymanager.
•Usually "owns"theresourcesthat areloanedtotheproject,andhas humanresourcesresponsibilities forthem.
•Maybeaskedtoapprovetheoverallprojectplan.
•Functionalmanagers canbearichsourceofexpertiseandinformationavailable totheprojectmanager andcanmakeavaluablecontributiontotheproject.
•Typically,yousee this roleconflictingwiththeProjectManager anddirectionoftheproject.
Roles:SeniorManagement
•Roleonthe projectis tohelp prioritizeprojectsandmake suretheprojectmanagerhas theproperauthorityand accesstoresources.
•Issuesstrategicplansandgoals andmakessurethatthe company'sprojectsarealignedwiththem.
•Maybecalledupontoresolve conflictswithinthe organization.
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40. Roles:Sponsor
•Thepersonpayingfortheproject.
•Maybeinternalorexternaltothecompany.
•Calledtheprojectchampion.
•Thesponsorandthecustomermaybethesameperson,althoughthe usualdistinctionisthatthe sponsorisinternaltotheperforming organizationandthecustomerisexternal.
•Mayprovidevaluableinputonthe project,suchas duedatesandother milestones,importantproductfeatures,andconstraintsandassumptions.
•Ifaseriousconflictarisesbetweentheprojectmanagerandthe customer, thesponsormaybe calledintohelpworkwiththe customerandresolvethedispute.
Roles:ProjectTeamMembers (ProjectStaff)
•Thepeoplewhoactuallyexecutethework thatgoes towardmeetingthe
scopeoftheproject.
•Canbeanalysts,programmers,technicalwriters,construction personnel,testers,etc.
•ProjectManager assumesthattheyknowenoughtomanagetheir own workloadwithouttheneedformicromanagement.Ifteam members areunclearabouttheirduties,theycancontacttheProjectManager fordirection.
•Onemaindifferencebetween teammembersandother stakeholdersis thatateammembertypicallybills(is acost)totheproject.
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41. 3.ProjectManagementProcesses
ProcessGroups
1.Initiation
2.Planning
3.Execution
4.MonitoringandControl
5.Closing
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42. KnowledgeAreas
1.Integrationmanagement(4)
2.Scopemanagement(5)
3.Timemanagement(6)
4.Costmanagement(7)
5.Qualitymanagement(8)
6.HRmanagement(9)
7.Communicationmanagement(10)
8.Riskmanagement(11)
9.Procurementmanagement(12)
10.Stakeholdermanagement(13)
PMProcessesGroups
Initiating Processes
Planning Processes
Controlling Processes
Executing Processes
Closing Processes
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43. InitiatingProcessGroup
•TheInitiatingProcessGroupconsistsoftheprocessesthatfacilitatetheformalauthorizationtostartanewprojectoraprojectphase.
•TheInitiatingProcess Groupstartsaprojectorproject phase,andtheoutput defines the project’spurpose, identifiesobjectives,and authorizes theproject managertostarttheproject.
InvolvingStakeholders in theInitiatingProcesses
•Initiating processes areoftendoneexternaltotheproject’s scopeofcontrolbytheorganizationorbyprogram orportfolioprocesses, whichmayblur (hazy)theprojectboundariesfortheinitialprojectinputs.
•Involvingthe customersandotherstakeholdersduringinitiationgenerallyimprovestheprobability ofshared ownership,deliverableacceptance,andcustomerandotherstakeholdersatisfaction.Suchacceptanceiscriticaltoproject success.
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44. PlanningProcessGroup
•TheprojectmanagementteamusesthePlanningProcessGroupto planandmanageasuccessfulprojectfortheorganization.
•Theplanningprocessesdeveloptheprojectmanagementplan.
•Theseprocessesalsoidentify,define,andmaturetheproject scope, projectcost,andscheduletheproject activitiesthatoccur withintheproject.
•Asnew project informationisdiscovered,additionaldependencies, requirements,risks, opportunities,assumptions,andconstraints willbeidentifiedorresolved.
ExecutingProcessGroup
•ThisGroupconsists of the processes usedtocompletethework definedin theprojectmanagement plantoaccomplishtheproject’srequirements.
•Itinvolves coordinatingpeopleandresources,aswell asintegratingandperformingtheactivitiesoftheproject
•Thevast(great)majorityoftheproject’s budget willbeexpendedin performingits processes.
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45. Monitoring&ControllingProcessGroup1/2
•ThisGroupconsists of thoseprocesses performedtoobserveproject executionso that potentialproblemscanbeidentifiedinatimelymanner and correctiveactioncanbetaken,whennecessary,tocontroltheexecutionoftheproject.
•Thekeybenefit ofthis Process Groupis that project performanceisobservedandmeasuredregularly toidentifyvariancesfromtheprojectmanagement plan. It also includescontrolling changesandrecommendingpreventiveactionin anticipationofpossible problems.
Monitoring&ControllingProcessGroup2/2
•Thecontinuous monitoringprovides the projectteam insight intothe healthof theprojectandhighlights anyareas that requireadditionalattention.
•Itshouldnot onlymonitorandcontroltheworkbeingdonewithin aProcess Group,but also monitorsandcontrolstheentireproject effort. Inmulti-phaseprojects,
•ThisGroupalso providesfeedbackbetweenprojectphases, in ordertoimplement correctiveorpreventiveactionstobringtheprojectintocompliancewiththeprojectmanagement plan.
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46. ClosingProcessGroup
•ThisGroupincludestheprocesses usedtoformallyterminateall activitiesofaprojectoraprojectphase, handoff thecompletedproducttoothers orcloseacancelledproject.
•ThisProcess Group,when completed, verifiesthatthedefinedprocesses arecompletedwithinalltheProcess Groups toclosetheprojectoraprojectphase, as appropriate, andformallyestablishes that theprojectorprojectphaseis finished.
CommonDefinitionsinthe ProjectProcesses
Aprocessis“aseriesofactionsbringingaboutaresult”
ProjectManagementProcessGroupsarelinkedbytheobjectivestheyproduce, withtheresultsor outcomesofonegenerallybecomingan inputtoanotheror isa deliverableof theproject
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47. CommonInputs: EnterpriseenvironmentalFactors
•Appearsas aninput intomostplanningprocesses.
•Canbeanythingexternaltoyourprojectthataffectsyourproject.
•Thethingsthatimpactyourprojectthatarenotpartoftheprojectitself, suchas:
‒ Company's organizationalstructure
‒ Organization's valuesandworkethic
‒ Government standards, laws and regulations where the work is being performedor wherethe product willbeused
‒ Thecharacteristicsofproject'sstakeholders(theirexpectationsandwillingness to acceptrisk)
‒ The overallstateof themarketplaceforthe project
‒ Businessinfrastructuresystems
‒ Personnelpolicies
‒ PMIS (ProjectManagementInformationSystems)
CommonInputs: OrganizationalProcessAssets1/2
•Information,tools,documents,orknowledge
your
organization possess that can help youplan foryour project:
‒Theprojectplanfromaprevious,similarprojectperformedbyyourorganization
‒Companypolicy:addsstructureandletsyouknowthelimitsyourprojectcansafelyoperatewithin,soyoudonothavetowastetimeorresourcesdiscoveringtheseonyourown.
•Anything that your organization owns or has developed that canhelp you onacurrentorfutureproject.
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48. CommonInputs: OrganizationalProcessAssets2/2
Examples:
–Templatesforcommon project documents
–Examplesfroma previousprojectplan
–Softwaretools
–Databasesof projectinformation: Projectfiles andrecords
–Historicalinformation
–Lessonslearned
–Processdefinitions
–Organizationcommunicationneeds
–Criteriatocomplete(close)
–Financialinfrastructure
–Issuemanagement
–Changecontrolprocesses
–Riskmanagement
–Workauthorization
–Thecorporate knowledgebase
–Processdata
–Configuration management
–Organizationalpolicies, procedures,and guidelinesfor anyarea(risk,financial, reporting, change control, etc)
CommonInputs: ProjectManagementPlan 1/2
•Themostimportantdocumentfor aproject
•Theculminationofalltheplanningprocesses.
•Asingleapproveddocumentthatguidesexecution,monitoringand control,andclosure.
•Itisactuallymadeupofseveraldocuments;however,oncethesecomponentdocumentsbecomeapprovedastheprojectmanagementplan,theybecomefusedtogetherasonedocument.
•Maybedocumentedat asummarylevel, or itmay beverydetailed.
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49. DifferentiationBetweenthe Project ManagementPlanandProjectDocuments
CommonInputs: ProjectManagementPlan 2/2
Listofthe componentsthat make upthe project management plan:
•Projectscope managementplan
•Schedulemanagementplan
•Theschedulebaseline
•Theresourcecalendar
•Costmanagementplan
•Thecost baseline
•Qualitymanagementplan
•Thequalitybaseline
•Processimprovementplan
•Staffingmanagementplan
•Communicationsmanagementplan
•Riskmanagementplan
•Therisk register
•Procurementmanagementplan
ProjectManagementPlan
ProjectDocuments
Changemanagementplan
Activityattributes
Projectstaffassignments
Communicationsmanagementplan
Activitycostestimates
Projectstatementofwork
Configurationmanagementplan
Activitydurationestimates
Qualitychecklists
Costbaseline
Activitylist
Qualitycontrol measurements
Costmanagementplan
Activityresourcerequirements
Qualitymetrics
Humanresourcemanagementplan
Agreements
Requirementsdocumentation
Processimprovementplan
Basisofestimates
Requirementstraceabilitymatrix
Procurementmanagementplan
Changelog
Resourcebreakdownstructure
Scopebaseline:
•Projectscopestatement
•WBS
•WBSdictionary
Changerequests
Resourcecalendars
Qualitymanagementplan
Forecasts
•Costforecast
•Scheduleforecast
Riskregister
Requirementmanagementplan
Issuelog
Scheduledata
Riskmanagementplan
Milestonelist
Sellerproposals
Schedulebaseline
Procurementdocuments
Sourceselectioncriteria
Schedulemanagementplan
Procurementstatementofwork
Stakeholderregister
Scopemanagementplan
Projectcalendars
Teamperformanceassessments
Stakeholdermanagementplan
Projectcharter
Projectfundingrequirements Projectschedule
Projectschedulenetworkdiagrams
Workperformancedata
Workperformanceinformation Workperformancereports
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50. CommonInputs: ApprovedChangeRequests
•Theseareonlyrequests untiltheyareapproved.
•Ifachangeisrequested,thenthechangeisprocessedaccordingtotheintegratedchangecontrolsystem.Thiswillensurethatthechangerequestisproperlyunderstoodandconsideredandthattherightindividualsordepartmentsareinvolvedbeforeapprovingorrejectingit.
•Usedasaninputintomanyprocessestomakesurethatthechangegetsexecutedandisproperlymanagedandcontrolled.
•Examples:Youmayreceiveachangerequesttoaddfunctionalitytoacomputerapplication,toremovepartofabuilding,ortochangematerials.
CommonTools: ExpertJudgment
•Can be used whenever the project team and the projectmanager donot havesufficientexpertise.
•Expertscomefrominsidetheorganizationoroutside,canbepaidconsultants oroffer freeadvice.
•Thistool is highly favoredandisverycommonlyfounded on planning processes.
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51. CommonTools:ProjectManagement Methodology 1/2
•ThePMBOK®Guide doesnot describe amethodology.
•ThePMBOK®Guidedescribes47processesusedtomanageaproject,whichareusedbyanorganization'sprojectmanagementmethodology,buttheyarenotthemethodology.
•Differentorganizationswillemploydifferentprojectmanagementmethodologies,whiletheywillalladheretothe47processes.
CommonTools:ProjectManagement Methodology 2/2
Example:
Considertheanalogyoftwobaseballteams.
TheAtlantaBravesandtheNewYorkMetsbothhavethesamesetofruleswhentheyplay,buttheyhaveverydifferentstrategiesofhowtheywillcapitalizeonthosestrengthsandusethoserulestotheiradvantages.
Theruleswouldequatetotheprocesses,andthestrategytomethodology.
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52. CommonTools:ProjectManagement InformationSystem(PMIS)
•Thesystemthathelpsyouproduceandkeeptrackofthedocumentsanddeliverables.
•Example:aPMISmighthelpyourorganizationproducetheprojectcharterbyhavingyoufillinafewfieldsonacomputerscreen.Itmightthengeneratetheprojectcharterandsetupaprojectbillingcodewithaccounting.
•WhilethePMISusuallyconsistsprimarilyofsoftware,itwillofteninterfacewithmanualsystems.
•PMISwillcontaintheconfigurationmanagementsystem,whichalsocontainsthechangecontrolsystem
CommonOutputs: Updates(All Categories)
•Updatestojustabouteverykind of plancomeout ofplanning, executing,andmonitoringandcontrollingprocesses.
•Most ofthesearecommonsense.
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53. ProjectInformation
•Throughoutthelifecycleoftheproject,asignificantamountofdataandinformationiscollected,analyzed,transformed,anddistributedinvariousformatstoprojectteammembersandotherstakeholders.
•ProjectdataarecollectedasaresultofvariousExecutingprocessesandaresharedwithintheprojectteam.Thecollecteddataareanalyzedincontext,andaggregatedandtransformedtobecomeprojectinformationduringvariousControllingprocesses.
•Theinformationmaythenbecommunicatedverballyorstoredanddistributedasreportsinvariousformats.
•Theprojectdataarecontinuouslycollectedandanalyzedduringthedynamiccontextoftheprojectexecution.Asaresult,thetermsdataandinformationareoftenusedinterchangeablyinpractice.
•Thein-discriminateuseofthesetermscanleadtoconfusionandmisunderstandingsbythevariousprojectstakeholders.Thefollowingguidelineshelpminimizemiscommunicationandhelptheprojectteamuseappropriateterminology:
ProjectInformation Work performancedata
•Workperformancedata: theraw observationsand measurementsidentifiedduringactivitiesperformedtocarry out theprojectwork.
•Examples includereportedpercentofworkphysically completed,quality andtechnical performancemeasures, startandfinish dates ofscheduleactivities,numberofchangerequests,numberofdefects,actualcosts,actual durations, etc.
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54. ProjectInformation
Work performanceinformation
•Workperformanceinformation:theperformancedatacollectedfrom various controllingprocesses, analyzedin context andintegratedbasedonrelationships acrossareas.
•Examples ofperformanceinformationarestatus ofdeliverables,implementationstatus forchangerequests,andforecastedestimates tocomplete.
ProjectInformation Workperformancereports
•Workperformancereports:thephysical orelectronicrepresentationofworkperformanceinformationcompiledin project documents, intendedtogeneratedecisionsorraiseissues,actions, orawareness.
•Examples includestatus reports,memos, justifications, informationnotes, electronicdashboards, recommendations,andupdates.
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55. Quiz 1
Of the following, which is the logical order of the project management processes?
A. Initiating, planning, controlling, executing, closing
B. Planning, initiating, controlling, executing, closing
C. Initiating, planning, executing, controlling, closing
D. Planning, initiating, executing, closing
The answer is:
Quiz 2
What type of organization is BEST for managing complex projects involving cross disciplinary efforts?
A. Projectized
B. Functional
C. Line
D. Matrix
Quiz 3
The project life cycle is comprised of which of the following?
A. Phases
B. Milestones
C. Estimates
D. Activities
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