The document outlines an agenda for a project management fundamentals training program. The first session covers project basics, including definitions of a project and project management. It discusses the project lifecycle processes of developing a project charter, project management plan, directing and managing project execution, monitoring and controlling work, integrated change control, and closing a project. The remainder of the session focuses on developing a project charter, including its key components and purpose in initiating a project.
This is 2 days course gives priority on project management as a core competency and the application of key project management tools and technologies across business units.
In addition to learning this model, participants will gain an overview of project management methodology and their role as either a manager with project management responsibility or as a member of a project team.
Who Should Attend:
Managers and team members in cross-functional organizations
Who need basic project management skills
Team leaders, new project managers
Business users involved in it projects
Anyone interested in learning the basics of project management.
Course Objectives:
The importance of goal definition and development in the initial steps
Understand the role and responsibilities of the project manager
Communicate team responsibilities and commitments as well as status/change reports
Apply their knowledge of basic project management tools in defining and planning a project
Recognize key elements and characteristics of effective teams and describe various conflict resolution approaches
Apply their knowledge of basic project management tools in implementing and controlling a project
Enhance project performance through the use of established project management practices
Identify and measure a project's criteria for success
Provide an environment for team effectiveness and communication
Training Outline:
Introduction
The Project Life Cycle
Control and Analysis
Team Building
Automation Tools and Trends
Project Completion, Lessons Learned reviews
Our project management training helps learners with the knowledge and discipline required to effectively plan, manage, execute, and control projects.
Call us today at +1-972-665-9786. Learn more about this course audience, objectives, outlines, pricing. Visit our website link below.
Price: $1,499.00
Course Number: 1051
Length: 2 Days
Project management fundamentals
https://www.tonex.com/training-courses/project-management/
This is 2 days course gives priority on project management as a core competency and the application of key project management tools and technologies across business units.
In addition to learning this model, participants will gain an overview of project management methodology and their role as either a manager with project management responsibility or as a member of a project team.
Who Should Attend:
Managers and team members in cross-functional organizations
Who need basic project management skills
Team leaders, new project managers
Business users involved in it projects
Anyone interested in learning the basics of project management.
Course Objectives:
The importance of goal definition and development in the initial steps
Understand the role and responsibilities of the project manager
Communicate team responsibilities and commitments as well as status/change reports
Apply their knowledge of basic project management tools in defining and planning a project
Recognize key elements and characteristics of effective teams and describe various conflict resolution approaches
Apply their knowledge of basic project management tools in implementing and controlling a project
Enhance project performance through the use of established project management practices
Identify and measure a project's criteria for success
Provide an environment for team effectiveness and communication
Training Outline:
Introduction
The Project Life Cycle
Control and Analysis
Team Building
Automation Tools and Trends
Project Completion, Lessons Learned reviews
Our project management training helps learners with the knowledge and discipline required to effectively plan, manage, execute, and control projects.
Call us today at +1-972-665-9786. Learn more about this course audience, objectives, outlines, pricing. Visit our website link below.
Price: $1,499.00
Course Number: 1051
Length: 2 Days
Project management fundamentals
https://www.tonex.com/training-courses/project-management/
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
Understand the values of Project Managers and the art of delivery and process control, understand the tactics of how to be a good player sometimes in Chess, Puzzle and Domino.
Workshop outline:
-------------------------
- Adaptive is the only way for delivery!
- Management concepts: Planning, Controlling and Monitoring
- Why Agile methodologies is almost the Core delivery methodology
- Main Concepts of PMP methodologies
- Tools used that enhance process of delivery and ensure sustaining quality standards
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
Prince2 by design is a process based approach to project delivery and that means projects progress through the processes in a linear way. In this presentation I cover the objectives and activities of each of the 7 Processes. I will take each process in turn and by the end of this presentation you should have a very good overview of the 7 Processes of Prince2. By having this good overview will help you with the Prince2 exam as you will understand what happens and when on the project. With the exam being open book you will be able to look up the detail if and when you need it.
The 7 Processes of Prince2 are:
Starting up a Project
Directing a Project
Initiating a Project
Controlling a Stage
Managing Product Delivery
Managing a Stage Boundary
Closing a Project
There are 7 themes within Prince2 and they run through the project linking common items together. A theme is different to a principle in that the principles are like guidelines for the project whereas a theme runs through the project.
The 7 themes of Prince2 are:
Business Case
Organization
Quality
Plans
Risk
Change
Progress
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
Understand the values of Project Managers and the art of delivery and process control, understand the tactics of how to be a good player sometimes in Chess, Puzzle and Domino.
Workshop outline:
-------------------------
- Adaptive is the only way for delivery!
- Management concepts: Planning, Controlling and Monitoring
- Why Agile methodologies is almost the Core delivery methodology
- Main Concepts of PMP methodologies
- Tools used that enhance process of delivery and ensure sustaining quality standards
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
Prince2 by design is a process based approach to project delivery and that means projects progress through the processes in a linear way. In this presentation I cover the objectives and activities of each of the 7 Processes. I will take each process in turn and by the end of this presentation you should have a very good overview of the 7 Processes of Prince2. By having this good overview will help you with the Prince2 exam as you will understand what happens and when on the project. With the exam being open book you will be able to look up the detail if and when you need it.
The 7 Processes of Prince2 are:
Starting up a Project
Directing a Project
Initiating a Project
Controlling a Stage
Managing Product Delivery
Managing a Stage Boundary
Closing a Project
There are 7 themes within Prince2 and they run through the project linking common items together. A theme is different to a principle in that the principles are like guidelines for the project whereas a theme runs through the project.
The 7 themes of Prince2 are:
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
ICT Project Management is an IOE syllabus based subject. It provides introductory information about project management, its objectives, classification of project and projectts life cycle.Provided by Project Management Sir of KU.
"Project Management Concepts - Ready Reckoner" By SN Panigrahi, A QUick Refre...SN Panigrahi, PMP
"Project Management Concepts - Ready Reckoner" By SN Panigrahi,
Essenpee Business Solutions,
A QUick Refreshing Guide for PMP Exam based on PMBOK - 6th Edition,
Understanding Fundamentals of Project Management,
# Project & Contract Management Basics # By SN PanigrahiSN Panigrahi, PMP
# Project & Contract Management Basics # By SN Panigrahi
Essenpee Business Solutions
Project Management'
Project Life Cycle
Project Process Groups
Project Knowledge Areas
Contract Management
Types of Contracts
these slides include software project managment.these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides
1. 1
Project Management Fundamentals Training Program
Session 1/4
G. Satyanarayana
Envision Enterprise Solutions
Mail: satyanarayanag@envistionesl.com
Cell: +91 9963744407
2. • What is project
• What is a project Management
• Program, portfolio & PMO
• PM skills
• PM process groups
• Q & A
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project
Execution
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
• Q & A
Project Management Fundamentals Training Program Session 1 Agenda
2
Satyanarayana. G. Manager - Solutions
Project Basics
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project
Execution
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
• Q & A
Project
Integration
Management
30
Min
75
Min
Exam
15
Min
3. • What is project
• What is a project Management
• Program, portfolio & PMO
• PM skills
• PM process groups
3
Satyanarayana. G. Manager - Solutions
• What is project
• What is a project Management
• Program, portfolio & PMO
• PM skills
• PM process groups
Project Basics
4. What is Project?
1. Projects are temporary in nature and have a beginning and end date.
2. A project has a set of objectives. A project has an organization structure.
3. A project has resources — used to create the deliverables or products.
4. These products may be tangible or intangible.
5. The end-product all deliverables, must have the potential, or capability to
realize business benefits.
6. Each project is unique in some way.
1. Projects are temporary in nature and have a beginning and end date.
2. A project has a set of objectives. A project has an organization structure.
3. A project has resources — used to create the deliverables or products.
4. These products may be tangible or intangible.
5. The end-product all deliverables, must have the potential, or capability to
realize business benefits.
6. Each project is unique in some way.
4
Satyanarayana. G. Manager - Solutions
1. Projects are temporary in nature and have a beginning and end date.
2. A project has a set of objectives. A project has an organization structure.
3. A project has resources — used to create the deliverables or products.
4. These products may be tangible or intangible.
5. The end-product all deliverables, must have the potential, or capability to
realize business benefits.
6. Each project is unique in some way.
1. Projects are temporary in nature and have a beginning and end date.
2. A project has a set of objectives. A project has an organization structure.
3. A project has resources — used to create the deliverables or products.
4. These products may be tangible or intangible.
5. The end-product all deliverables, must have the potential, or capability to
realize business benefits.
6. Each project is unique in some way.
5. What is the Project Management?
• Knowledge
• Skills
• Tools and techniques
Application of
Balancing Constraints
Scope
QualityBudget
5
Satyanarayana. G. Manager - Solutions
• Initiating
• Planning
• Executing
• Monitoring & control
• Closing
Accomplished
throughout
Schedule
Risks
Resources
6. Program, Portfolio & PMO
•Collection of related projects
•Controls are implemented and managed in a coordinated
way
•Collective benefits are realized
•Each project has project manager
Program
Management
•Collection of programs and projects
•Meets a specific business goal or objectives
•Weighing the value of each project against the
portfolio strategic objectives
Portfolio
Management
6
Satyanarayana. G. Manager - Solutions
•Collection of programs and projects
•Meets a specific business goal or objectives
•Weighing the value of each project against the
portfolio strategic objectives
Portfolio
Management
•Centralized unit to oversee Projects and programs
•Establishes and maintains the standards
•Supports managers
•Custodian of OPA
Project
Management
office (PMO)
7. Project Managers Skill Set
Knowledge
Performance
Personal
Management
7
Satyanarayana. G. Manager - Solutions
Management
Interpersonal
8. Initiating
Processes
Planning
Process
Closing
Process
Monitoring & Controlling Process
Authorizes the
project
Authorizes the
project
Plans course of
actions to
achieve
objectives
Plans course of
actions to
achieve
objectives
Measures
progress to
identify the
variance and
controls
Measures
progress to
identify the
variance and
controls
Project Management Process Groups
11
22
44
5
8
Satyanarayana. G. Manager - Solutions
Initiating
Processes
Executing
Process
Closing
Process
Authorizes the
project
Uses the
resources to
carry out thee
project tasks
Uses the
resources to
carry out thee
project tasks
Ensures
structured
project closure
Ensures
structured
project closure
11
33
55
10. • Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Execution
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
10
Satyanarayana. G. Manager - Solutions
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Execution
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
Project Integration
Management
11. Develop a Project Charter (PC)
•It is a very first piece of project
documentation
•Issued by a project sponsor / initiator
•The process of developing a document that
formally authorizes the existence of a project
and provides the project manager with the
authority to apply allocated organizational
resources to project activities
Initiating
process
11
Satyanarayana. G. Manager - Solutions
•It is a very first piece of project
documentation
•Issued by a project sponsor / initiator
•The process of developing a document that
formally authorizes the existence of a project
and provides the project manager with the
authority to apply allocated organizational
resources to project activities
12. Develop a Project Charter (PC)
SOWSOW
Contracts &
Agreements
Contracts &
Agreements
OPAOPA
Business
Cases
Business
Cases
Environmental
Factors
Environmental
Factors
I
N
P
U
T
S
Initiating
process
12
Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
Business
Cases
Environmental
Factors
Project Charter
External SME’s
Experts Judgments
Internal SME’s
Facilitation Techniques
13. Develop a Project Charter(PC)
1. Purpose and Justification
2. Objectives
3. Success Criteria
4. High Level Requirements
5. Assumptions and Constraints
6. Environmental Factors
7. High Level Project Description
8. High Project Risks
9. Summary Milestones
10. Summary Budget
11. Stakeholders List
12. Approval Requirements
13. PM Authority
14. Sponsor, PM and Other Relevant
15. Project Charter Acceptance Signed & Approved by
1. Purpose and Justification
2. Objectives
3. Success Criteria
4. High Level Requirements
5. Assumptions and Constraints
6. Environmental Factors
7. High Level Project Description
8. High Project Risks
9. Summary Milestones
10. Summary Budget
11. Stakeholders List
12. Approval Requirements
13. PM Authority
14. Sponsor, PM and Other Relevant
15. Project Charter Acceptance Signed & Approved by
Initiating
process
13
Satyanarayana. G. Manager - Solutions
1. Purpose and Justification
2. Objectives
3. Success Criteria
4. High Level Requirements
5. Assumptions and Constraints
6. Environmental Factors
7. High Level Project Description
8. High Project Risks
9. Summary Milestones
10. Summary Budget
11. Stakeholders List
12. Approval Requirements
13. PM Authority
14. Sponsor, PM and Other Relevant
15. Project Charter Acceptance Signed & Approved by
1. Purpose and Justification
2. Objectives
3. Success Criteria
4. High Level Requirements
5. Assumptions and Constraints
6. Environmental Factors
7. High Level Project Description
8. High Project Risks
9. Summary Milestones
10. Summary Budget
11. Stakeholders List
12. Approval Requirements
13. PM Authority
14. Sponsor, PM and Other Relevant
15. Project Charter Acceptance Signed & Approved by
14. Develop Project Management Plan(PMP)
•Developing project management plan is the
process of documenting the actions
necessary to define, prepare, integrate and
coordinate all the subsidiary plans.
•It also contains the performance
measurement plans
•Subsidiary plans like CMS, TMP, HRMP, QMP
and RMP
•PMP defines how the project is to be
executed, monitored & controlled and closed
•This is living document which is updated
throughout the life of the project
Planning
process
14
Satyanarayana. G. Manager - Solutions
•Developing project management plan is the
process of documenting the actions
necessary to define, prepare, integrate and
coordinate all the subsidiary plans.
•It also contains the performance
measurement plans
•Subsidiary plans like CMS, TMP, HRMP, QMP
and RMP
•PMP defines how the project is to be
executed, monitored & controlled and closed
•This is living document which is updated
throughout the life of the project
15. Develop Project Management Plan (PMP)
PCPC
Output
from other
processes
Output
from other
processes
OPAOPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
I
N
P
U
T
S
Baselines
(CTS)
Baselines
(CTS)
1. Scope management plan
2. Requirement management plan
3. Schedule management plan
4. Cost management plan
5. Quality management plan
6. Process improvements plan
7. Human resource plan
8. Communication management
plan
9. Risk management plan
10. Procurement management plan
11. Stakeholders management plan
12. Change management plan
Planning
process
15
Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
PMP
External SME’s
Experts Judgments
Internal SME’s
Facilitation Techniques
1. Scope management plan
2. Requirement management plan
3. Schedule management plan
4. Cost management plan
5. Quality management plan
6. Process improvements plan
7. Human resource plan
8. Communication management
plan
9. Risk management plan
10. Procurement management plan
11. Stakeholders management plan
12. Change management plan
Will cover
in detail in
other
sessions
Will cover
in detail in
other
sessions
16. Develop a Project Management Plan (PMP)
1. Which project management process and their level of implementation are
appropriate to the project
2. What tools and techniques will be used with which process
3. How the processes will interact as the project moves its phases
4. How the project work will be completed
5. How change control will happen
6. How configuration management will be performed
7. The integrity of project baseline
8. How the measurements will be used to better manage the project
9. Communication demand and techniques with the project stakeholders
10. How the project stakeholders inclusion and management will occur
11. When and how the management will review the project performance
1. Which project management process and their level of implementation are
appropriate to the project
2. What tools and techniques will be used with which process
3. How the processes will interact as the project moves its phases
4. How the project work will be completed
5. How change control will happen
6. How configuration management will be performed
7. The integrity of project baseline
8. How the measurements will be used to better manage the project
9. Communication demand and techniques with the project stakeholders
10. How the project stakeholders inclusion and management will occur
11. When and how the management will review the project performance
Planning
process
16
Satyanarayana. G. Manager - Solutions
1. Which project management process and their level of implementation are
appropriate to the project
2. What tools and techniques will be used with which process
3. How the processes will interact as the project moves its phases
4. How the project work will be completed
5. How change control will happen
6. How configuration management will be performed
7. The integrity of project baseline
8. How the measurements will be used to better manage the project
9. Communication demand and techniques with the project stakeholders
10. How the project stakeholders inclusion and management will occur
11. When and how the management will review the project performance
1. Which project management process and their level of implementation are
appropriate to the project
2. What tools and techniques will be used with which process
3. How the processes will interact as the project moves its phases
4. How the project work will be completed
5. How change control will happen
6. How configuration management will be performed
7. The integrity of project baseline
8. How the measurements will be used to better manage the project
9. Communication demand and techniques with the project stakeholders
10. How the project stakeholders inclusion and management will occur
11. When and how the management will review the project performance
17. Direct & Manage Project Work
•The process of leading and performing the
work defined in the PMP and implementing
approved changes to achieve the project
objectives
Executing
process
17
Satyanarayana. G. Manager - Solutions
•The process of leading and performing the
work defined in the PMP and implementing
approved changes to achieve the project
objectives
18. Approved
Changes
Approved
Changes
Direct & Manage Project Work
PMPPMP
OPAOPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
I
N
P
U
T
S
Executing
process
18
Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
•Deliverables
•Work Performance data
•PMP updates
•Project document
updates
External SME’s
Experts Judgments
Meetings
Internal SME’s
PMIS
19. Direct & Manage Project Work
•Deliverables as per scope of work and changes approved
•Work Performance data of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Data on the cost, schedule, technical and quality to facilitate forecasting
•List of all corrective, preventive actions taken
•Deliverables as per scope of work and changes approved
•Work Performance data of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Data on the cost, schedule, technical and quality to facilitate forecasting
•List of all corrective, preventive actions taken
Executing
process
19
Satyanarayana. G. Manager - Solutions
•Deliverables as per scope of work and changes approved
•Work Performance data of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Data on the cost, schedule, technical and quality to facilitate forecasting
•List of all corrective, preventive actions taken
•Deliverables as per scope of work and changes approved
•Work Performance data of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Data on the cost, schedule, technical and quality to facilitate forecasting
•List of all corrective, preventive actions taken
20. Monitor and Control Project Work(MCPW)
•The process of tracking, reviewing and
reposting project progress against the
performance objectives defined in the PMP
•Monitoring the implementation of changes
approved
•Controlling the all project constraints
•Applying analytical techniques in project
management to forecast potential outcomes
based on possible variations of the project or
environmental variables and their
relationships with other variables
•MCPW starts as soon as project starts
Monitoring
& Control
20
Satyanarayana. G. Manager - Solutions
•The process of tracking, reviewing and
reposting project progress against the
performance objectives defined in the PMP
•Monitoring the implementation of changes
approved
•Controlling the all project constraints
•Applying analytical techniques in project
management to forecast potential outcomes
based on possible variations of the project or
environmental variables and their
relationships with other variables
•MCPW starts as soon as project starts
21. Scheduled
and cost
forecasts
Scheduled
and cost
forecasts
Monitor and Control Project Work
PMPPMP
OPAOPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
I
N
P
U
T
S
Work
performance
information
Work
performance
information
Approved
changes
Approved
changes
Analytical Techniques
1. Regression analysis
2. Grouping methods
3. Casual analysis
4. Root cause Analysis
5. Forecasting methods
6. Failure Mode and effect
analysis
7. Failure tree analysis
8. Reserve analysis
9. Trend analysis
10. Earned value method
11. Variance analysis
Monitoring
& Control
21
Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
•Change requests
•Work Performance reports
•PMP updates
•Project document updates
External SME’s
Experts Judgments
Analytical techniques
Internal SME’s
PMIS
Meetings
Analytical Techniques
1. Regression analysis
2. Grouping methods
3. Casual analysis
4. Root cause Analysis
5. Forecasting methods
6. Failure Mode and effect
analysis
7. Failure tree analysis
8. Reserve analysis
9. Trend analysis
10. Earned value method
11. Variance analysis
Will cover
in detail in
other
sessions
Will cover
in detail in
other
sessions
22. Monitor and Control Project Work
•Deliverables as per scope of work and changes approved
•Work Performance information of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Reports and Analysis on the cost, schedule, technical and quality to facilitate
forecasting
•Analysis on List of all risks occured
•Deliverables as per scope of work and changes approved
•Work Performance information of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Reports and Analysis on the cost, schedule, technical and quality to facilitate
forecasting
•Analysis on List of all risks occured
Monitoring
& Control
22
Satyanarayana. G. Manager - Solutions
•Deliverables as per scope of work and changes approved
•Work Performance information of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Reports and Analysis on the cost, schedule, technical and quality to facilitate
forecasting
•Analysis on List of all risks occured
•Deliverables as per scope of work and changes approved
•Work Performance information of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Reports and Analysis on the cost, schedule, technical and quality to facilitate
forecasting
•Analysis on List of all risks occured
23. Perform Integrated Change Control (PICC)
•The process of reviewing all change
requests, approving changes and managing
changes to deliverables, organization process
assets, project documents and the PMP; and
communicating their disposition
•Project manager need to protect the project
scope from being changed
•Assign for impact analysis to experts
•CCB approvals or rejects
•Re-planning for approved changes
Monitoring
& Control
23
Satyanarayana. G. Manager - Solutions
•The process of reviewing all change
requests, approving changes and managing
changes to deliverables, organization process
assets, project documents and the PMP; and
communicating their disposition
•Project manager need to protect the project
scope from being changed
•Assign for impact analysis to experts
•CCB approvals or rejects
•Re-planning for approved changes
24. Change
requests
Change
requests
Perform Integrated Change Control (PICC)
PMPPMP
OPAOPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
I
N
P
U
T
S
Work
performance
information
Work
performance
information
24
Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
•Approved Change requests
•PMP updates
•Project document updates
External SME’s
Experts Judgments
Change control tools
Internal SME’s
PMIS
Meetings
25. Perform Integrated Change Control (PICC)
•Approved Change requests
•PMP updates
•Project document updates
•Change log
•Impact analysis
•Work performed on approved changes
•Approved Change requests
•PMP updates
•Project document updates
•Change log
•Impact analysis
•Work performed on approved changes
Monitoring
& Control
25
Satyanarayana. G. Manager - Solutions
•Approved Change requests
•PMP updates
•Project document updates
•Change log
•Impact analysis
•Work performed on approved changes
•Approved Change requests
•PMP updates
•Project document updates
•Change log
•Impact analysis
•Work performed on approved changes
26. Close Project or Phase (CPP)
•The process of finalizing all activities across
all the project management process groups tp
formally complete the phase or project.
• Project manager reviews all the prior
information from the previous phases closure
to that the project work is complete and the
project has met its objectives
•The goal of closure is to formal acceptance
on all project deliverables
•Contract closure is a sub part of project
closure
Closing
Process
26
Satyanarayana. G. Manager - Solutions
•The process of finalizing all activities across
all the project management process groups tp
formally complete the phase or project.
• Project manager reviews all the prior
information from the previous phases closure
to that the project work is complete and the
project has met its objectives
•The goal of closure is to formal acceptance
on all project deliverables
•Contract closure is a sub part of project
closure
27. Approved
Change
requests
Approved
Change
requests
Close Project or Phase (CPP)
PMPPMP
OPAOPAAccepted
deliverables
Accepted
deliverables
I
N
P
U
T
S
Closing
Process
27
Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAAccepted
deliverables
•Final product service or
results transition
•OPA update
External SME’s
Experts Judgments
Internal SME’s
PMIS
Meetings
28. Close Project or Phase (CPP)
•Status of checklist of closure
•Final product service or results transition
•OPA update
•Contract closure
•Status of checklist of closure
•Final product service or results transition
•OPA update
•Contract closure
Closing
Process
28
Satyanarayana. G. Manager - Solutions
•Status of checklist of closure
•Final product service or results transition
•OPA update
•Contract closure
•Status of checklist of closure
•Final product service or results transition
•OPA update
•Contract closure
30. PM Fundamentals Session 1/4
Now
Its Exam
Time
Now
Its Exam
Time
Select
The
Right
Answer
On
Your
Own
Select
The
Right
Answer
On
Your
Own
Keep
Calm
And
Write
Exam
Keep
Calm
And
Write
Exam
15 Questions
15 Min
30
Satyanarayana. G. Manager - Solutions
All
The
Best
All
The
Best
Select
The
Right
Answer
On
Your
Own
Select
The
Right
Answer
On
Your
Own
Keep
Calm
And
Write
Exam
Keep
Calm
And
Write
Exam