Online PMP Exam Certification Training - 35 Hours

Agenda
• Project
• Operational Work
• Project Management
• Program
• Portfolio
• Project Management Office (PMO)
• Objectives

Agenda
• Constraints
• Stakeholders
• Organizational Structure
• Life Cycle
• Lessons Learned

Definition of Project
Project
• Temporary endeavor with a beginning and an
end
• Creates a unique product, service or result
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Why are Projects Initiated?
• Market Demand
• Strategic Opportunity/Business Need
• Social Need
• Environmental Consideration
• Customer Request
• Technological Advance
• Legal Requirement

Example of Project
• Construction of Bosphorus Bridge.
• Beginning: 20 Feb
1970
• End: 1 June 1973
• Temporary
• Unique

Definition of Operational Work
• Most of the work being done in organizations
• Ongoing
• Repetitive

Example of Operational Work
• Yearly maintenance of Bosphorus Bridge
• Repetitive
(yearly)

Initiating Planning Executing
Monitoring
and
Controlling
Closing
What is Project Management?
• Project management is the application of
knowledge, skills, tools and techniques to project
activities to meet the project requirements.
• Profession growing rapidly
• Follows systematic process
• Processes of project management:

Knowledge Areas:
• Project Management Framework
• Project Management Processes
• Integration Management
• Scope Management
• Time Management
• Cost Management
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Knowledge Areas:
• Quality Management
• Human Resource Management
• Communications Management
• Risk Management
• Procurement Management
• Stakeholder Management

Definition of Program
• Group of projects
• Management is coordinated because they are
related

Example of Program
• Manufacturing a new Airbus Airplane
Projects:
• Avionic Systems
• Communication
Systems
• Entertainment System
• Security System
• ….

Definition of Portfolio
• Group of programs to achieve a business
goal.
• Programs might not be related.
• It is important to serve for same business
goal.

Example of Portfolio
• Airbus will develop 3 new airplane versions in
6 years.
• Strategic goal: to be the world’s most
passenger carrying airplane company.

Project, Program, Portfolio…
6 Year Airplane
Manufacturing
Portfolio
Airbus 921 Program
Avionic Systems Project
…
Airbus 922 Program
Communication Systems
Project
…
Airbus 923 Program
Entertainment System
Project
…

Comparative Overview (Project,
Program, Portfolio)

Project Management Office (PMO)
Department centralizes the management of projects
PMO Structures:
1. Supportive: Supplies templates, best practices,
training, lessons learned…etc. Acts as repository.
(Low degree of control)
2. Controlling: Supports and requires compliance
to tools, methods. (Moderate degree of control)
3. Directive: Directly manages the projects. (High
degree of control)

PMO May:
• Manage interdependencies between projects
• Help provide resources
• Terminate projects
• Monitor compliance with organizational
processes
• Gather lessons learned

PMO May:
• Provide templates
• Provide guidance
• Provide centralized communication about the
projects
• Be part of change control board
• Be a stakeholder

Role of the Project Manager
• Person assigned by the organization to lead
the team that is responsible for achieving
project objectives.
• Depending on the type of organization
Project Manager can report to
Functional Manager
Program Manager
Portfolio Manager

Role of the Project Manager
• Link between strategy and team.
• Project Manager should have following
competencies:
Knowledge (about project management)
Performance (how he applies knowledge)
Personal (behavior)

Interpersonal Skills of a Project
Manager
• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision Making
• Political & Cultural
Awarenes
• Negotiation
• Trust building
• Conflict Management
• Coaching

Objectives
• What needs to be achieved as a result of
project.
• For example: Constructing Bosphorus Bridge:
• Objectives:
6 lanes in total (3+3)
Must carry at least 2,500,000 kgs
Must resist at least 8.5 Richter Earth-Quake

Important Points - Objectives
• Projects are considered complete when
objectives are met
• A reason for terminating a project before
completion is that the project objectives
cannot be met
• Meeting project objectives is under Project
Manager’s responsibility.

Important Points - Objectives
• Quality activities are for checking project
meets its objectives.
• There is a trade-off between requirements &
objectives.

Management by Objectives (MBO)
• A management philosophy
1. Establish clear & realistic objectives
2. Periodically evaluate if objectives are met
3. Implement corrective action

Constraints Cost
Scope
Quality
Customer
Satisfaction
Risk
Resources
Time

Constraints
• If there is a change on one constraint,
evaluate its effect on other constraints
• For example, if your schedule is shortened,
there might be
 Additional resources (cost increase)
 Faster completion (risk increase, quality
decrease)

Organizational Process Assets
• Plans, processes, policies, procedures and
knowledge bases specific to and used by the
performing organization.
• Includes lessons learned and historical info.
• Input to most planning processes.
• Corporate knowlede base is for storing and
retreiving information.

Enterprise Environmental Factors
• Conditions, not under control of the project
team, that influence, constrain or direct the
project.
• Input to most planning processes.
• Examples:
Organizational culture, structure, and governance
Government or Industry Standards
Political Climate
Marketplace Conditions

Stakeholders
• People whose interests may be positively or
negatively impacted by the project.
• Includes all members of the project team.
• Identifying stakeholders, understanding their
relative degree of influence on a project, and
balancing their demands, needs and
expectations are critical to success of the
project.

Stakeholders of Boshphorus Bridge
Project
• Everybody who worked in the project
• Government
• Sea transporters
• People residing closer to
the bridge
• ….

Project Governance
• Provides the project manager and team with
structure, processes, decision-making models
and tools for managing the project.
• Involves stakeholders, documented
procedures, and standards, responsibilities
and authorities.

Project Team
• Project Manager and the group of individuals
who perform the project work.
• Project Manager is the leader of the team,
and his authority is over the project
members.

Organizational Structure
• One of the main factors affecting projects in
an organization.
Three types of organizations:
• Functional
• Projectized
• Matrix

Functional
• Most common form
• Grouped by areas of specialization
Marketing, Human Resources, IT, Sales… etc.
• Requests and information is transmitted
through head of departments
• Team members do
(project work)+(departmental work)

Projectized
• Entire company is organized by projects.
• Project Managers have control of projects.
• No departments for resources.
• When project is over, personnel is either
assigned to a new project, or need to find a
new job.

Matrix (Projectized+Functional)
• Attempt to get strengths of projectized and
functional organization.
• Team members report to project manager
and functional manager.
Team Member
Project Manager
Functional Manager
(Software Development
Manager)

• Team members do
(project work)+(departmental work)
Strong Matrix Balanced Matrix Weak Matrix
Power of Project Manager Power of Functional Manager
P
O
W
E
R

• In weak matrix organization, Project
Managers are:
Project Expediter: acts as staff assistant and
communications coordinator.
Cannot make any decision.
Project Coordinator: acts like Project Expediter,
but has some power and can take some
decisions.

Advantages of Functional Organization
• Easier management of specialists
• Team members report to only one supervisor
• Similar resources are centralized
(e.g., software developers to IT department)
• Clearly defined career paths in areas of
specialization
Developer  Senior Developer  Expert
Developer  Architect… etc.

Disadvantages of Functional Organization
• People place more emphasis on their
functional specialty to the detriment of the
project.
• No career path in project management
• The project manager has little or no
authority.

Advantages of Projectized Organization
• Efficient project organization
• Loyalty to the project
• More effective communications than
functional

Disadvantages of Projectized
Organization
• No “home” when project is finished
• Lack of professionalism in disciplines
• Duplication of facilities and job functions
• Less efficient use of resources

Advantages of Matrix Organization
• Highly visible project objectives
• Improved project manager control over
resources
• More support from functional areas
• Maximum utilization of scarce resources
• Better coordination
• Better horizontal and vertical dissemination of
information
• Team member maintain a “home”

Disadvantages of Matrix Organization
• Extra administration is required
• More then one boss for project teams
• More complex to monitor and control
• Tougher problems with resource allocation
• Need extensive policies and procedures
• Functional managers may have different priorities
than project managers
• Higher potential for conflict

Comparative Overview of Organizational
Structures

Life Cycle
• Progression through a series of differing stages
of development
• Generic
Life Cycle
for all
projects

Life Cycle
• Impact of Variable Based on Project Time

Product Life Cycle
• Starts from conception of a new product to its
withdrawal
• A Product can require many projects over its life
• Determine
customer’s need
(conception)
• Analyze
competition
(maturity)

Project Life Cycle
• Changes depending on the industry or
organization’s preferences.
Construction:
Feasibility Planning Design Production Turnover Startup

Project Life Cycle
Information Technology (IT):
High Level
Design
Detailed
Design
Coding Testing Installation Conversion
Turnover
to
Operations

Project Management Process Groups
• Project Management Process includes:
Initiating
Planning
Execution
Monitoring & Controlling
Closing
• Life cycle can change from project to project, but
project management process groups are same.

Project Life Cycle in a Small Project

Project Life Cycle in a Large Project

Lessons Learned
• Includes
What was done right
What was done wrong
What would be done if the project could be re-done
• Should cover:
Technical aspects of the project
Project Management (WBS, risk planning, etc.)
Management (communications, leadership)

Role of Lessons Learned

Question #1
A project manager is trying to complete a software
development project, but cannot get enough attention for
the project. Resources are focused on completing process-
related work and the project manager has little authority
to properly assign resources. What form of organization
must the project manager be working in?
A-) Functional
B-) Matrix
C-) Expediter
D-) Coordinator

Question #2
The project life cycle differs from the product life
cycle in that the project life cycle:
A-) Does not incorporate a methodology
B-) Is different for each industry
C-) Can spawn many projects
D-) Describes project management activities

Question #3
Your management has decided that all orders will be treated as “projects” and
that project managers will be used to update orders daily, to resolve issues,
and to ensure that the customer formally accepts the product within 30 days
of completion. Revenue from the individual orders can vary from $100 to
$150,000. The project manager will not be required to perform planning or
provide documentation other than daily status. How would you define this
situation?
A-) Because each individual order is a “temporary endeavor”, each order is a
project.
B-) This is program management since there are multiple projects involved.
C-) This is a recurring process.
D-) Orders incurring revenue over $100,000 would be considered projects and
would involve project management.

Question #4
The previous project manager for your project managed it
without much project organization. There is a lack of
management control and no clearly defined project deliverables.
Which of the following would be the BEST choice for getting your
project better organized?
A-) Adopt a life cycle approach to the project
B-) Develop lessons learned for each phase
C-) Develop specific work plans for each work package
D-) Develop a description of the product of the project.

Question #5
A company is making an effort to improve its project
performance and create historical records of past
projects. What is the BEST way to accomplish this?
A-) Create project management plans
B-) Create lessons learned
C-) Create network diagrams
D-) Create status reports Enroll in this course:

Question #6
One of your team members informs you that he does
not know which of the many projects he is working on is
the most important. Who should determine the
priorities among projects in a company?
A-) The project manager
B-) The project management team
C-) The project management office (PMO)
D-) The team

Question #7
A market demand, a business need, and/or legal
requirement are examples of:
A-) Reasons to hire a project manager
B-) Reasons projects are initiated
C-) Reasons people or businesses become stakeholders.
D-) Reasons to sponsor a project.

Question #8
Consideration of ongoing operations and maintenance is
crucially important to products of projects. Ongoing
operations and maintenance should:
A-) Be included as activities to be performed during project
closure
B-) Have a separate phase in the project life cycle, because a
large portion of life cycle costs is devoted to maintenance
and operations
C-) Not be viewed as part of a project. A project is
temporary with a definite beginning and end.
D-) Be viewed as a separate project.

Question #9
Lessons learned are BEST completed by:
B-) The team
C-) The sponsor
D-) The stakeholders

Question #10
A manager and the head of engineering discuss a
change to a major work package. After the meeting, the
manager contacts you and tells you to complete the
paperwork to make the change. This is an example of:
A-) Management attention to scope management.
B-) Management planning.
C-) A project expediter position.
D-) A change control system.

Online PMP Exam Certification Training - 35 Hours

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