Watch on Youtube this presentation: https://youtu.be/sCOiDfMotl4
IPD Youtube Channel: https://www.youtube.com/channel/UCipRUZHsl7rfZB4XD_ZO69A
CAPM Certification An Overview 2021; https://youtu.be/cBv1jL0mtiI
What you need to become a PMP. Information about important and most popular PMI certification Project Mangement Professional (PMP). Explore the PMP certification requirements, application, and Examination process. This information may help you decide if PMP is the right choice for you and your career advancement. What you must do, and what steps involved in pursuing PMP. If need more information and help on process and training email theipd.training@gmail.com
Project Management Institute; www.pmi.org
PMP Certification: PMP Hand Book
https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/project-management-professional-handbook.pdf?v=cd724fb1-d4c8-4863-805f-863d14c34402
PMI Code of Ethics and Professional Conduct: https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf?v=04f68760-5b61-4c6a-a891-a5466b0b264d&sc_lang_temp=en
Pearson VUE website: https://wsr.pearsonvue.com/testtaker/registration/SelectTestCenterProximity/PMI?conversationId=2952435
2021 Exam Content Outline: https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/pmp-examination-content-outline.pdf?v=149cfab8-bd04-4b7b-bacf-c4b1c5e2d164
A Guide to Project Management Body of Knowledge - PMBOK® Guide – Sixth Edition.
https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
Acclaim for Digital Badge: https://www.pmi.org/certifications/certification-resources/digital-badges
PMP Application Checklist:
https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/your-pmp-application-checklist.pdf?v=598ade6b-8bd6-4ef5-a7d6-1d363a2b93d0
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
- The document provides information about the Project Management Professional (PMP) certification, including details about the exam, eligibility requirements, fees, scheduling the exam, tips for passing, and benefits of becoming PMP certified.
- It outlines the components of the 4-hour, 200 question PMP exam and lists eligibility criteria as either 5 years of project management experience with a high school diploma or 3 years with a bachelor's degree.
- The document recommends preparing for the challenging exam by choosing a training program from an experienced provider that offers practice tests, real-world case studies, and a study group.
Project Management Professional PMI-PMP Based on PMBOK 6th EditionJohn Khateeb
Project Management Professional training course based on the new version of the PMBOK guide. This section explains the main concepts in the introduction section of the PMBOK.
PMP 2021, What is Next?
PMP Journey
ECO 2021
PMI Authorized PMP Exam Prep Course
The Next Evolution Of Project Management
Domains, Tasks, and Enablers (ECO 2021)
This document is an introduction to a book providing practice questions, answers, and explanations to help prepare for the PMP certification exam. It includes 18 mock exams and quizzes covering the 10 PMBOK knowledge areas. The exams are designed to be completed in 1 hour or less to help students efficiently use their study time and adjust to the pace and difficulty of the real exam.
This document provides an overview of the Project Management Professional (PMP) certification process. It outlines the eligibility requirements, how to apply, information about the examination, policies regarding the certification, and how to maintain the certification. The PMP certification is developed and administered according to quality standards to ensure fair and valid assessment of candidates.
Watch on Youtube this presentation: https://youtu.be/sCOiDfMotl4
IPD Youtube Channel: https://www.youtube.com/channel/UCipRUZHsl7rfZB4XD_ZO69A
CAPM Certification An Overview 2021; https://youtu.be/cBv1jL0mtiI
What you need to become a PMP. Information about important and most popular PMI certification Project Mangement Professional (PMP). Explore the PMP certification requirements, application, and Examination process. This information may help you decide if PMP is the right choice for you and your career advancement. What you must do, and what steps involved in pursuing PMP. If need more information and help on process and training email theipd.training@gmail.com
Project Management Institute; www.pmi.org
PMP Certification: PMP Hand Book
https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/project-management-professional-handbook.pdf?v=cd724fb1-d4c8-4863-805f-863d14c34402
PMI Code of Ethics and Professional Conduct: https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf?v=04f68760-5b61-4c6a-a891-a5466b0b264d&sc_lang_temp=en
Pearson VUE website: https://wsr.pearsonvue.com/testtaker/registration/SelectTestCenterProximity/PMI?conversationId=2952435
2021 Exam Content Outline: https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/pmp-examination-content-outline.pdf?v=149cfab8-bd04-4b7b-bacf-c4b1c5e2d164
A Guide to Project Management Body of Knowledge - PMBOK® Guide – Sixth Edition.
https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
Acclaim for Digital Badge: https://www.pmi.org/certifications/certification-resources/digital-badges
PMP Application Checklist:
https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/your-pmp-application-checklist.pdf?v=598ade6b-8bd6-4ef5-a7d6-1d363a2b93d0
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
- The document provides information about the Project Management Professional (PMP) certification, including details about the exam, eligibility requirements, fees, scheduling the exam, tips for passing, and benefits of becoming PMP certified.
- It outlines the components of the 4-hour, 200 question PMP exam and lists eligibility criteria as either 5 years of project management experience with a high school diploma or 3 years with a bachelor's degree.
- The document recommends preparing for the challenging exam by choosing a training program from an experienced provider that offers practice tests, real-world case studies, and a study group.
Project Management Professional PMI-PMP Based on PMBOK 6th EditionJohn Khateeb
Project Management Professional training course based on the new version of the PMBOK guide. This section explains the main concepts in the introduction section of the PMBOK.
PMP 2021, What is Next?
PMP Journey
ECO 2021
PMI Authorized PMP Exam Prep Course
The Next Evolution Of Project Management
Domains, Tasks, and Enablers (ECO 2021)
This document is an introduction to a book providing practice questions, answers, and explanations to help prepare for the PMP certification exam. It includes 18 mock exams and quizzes covering the 10 PMBOK knowledge areas. The exams are designed to be completed in 1 hour or less to help students efficiently use their study time and adjust to the pace and difficulty of the real exam.
This document provides an overview of the Project Management Professional (PMP) certification process. It outlines the eligibility requirements, how to apply, information about the examination, policies regarding the certification, and how to maintain the certification. The PMP certification is developed and administered according to quality standards to ensure fair and valid assessment of candidates.
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Fundamentals will give you the list of terms used mostly by the Project Managers along with other fundamental concepts in Project Management. Below are the topics covered in this tutorial:
1. Project
2. Project vs Program vs Portfolio
3. Project Management
4. PM Terminologies
5. PM Phases & Knowledge Areas
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
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Project Management Methodologies - Mind MapWAJAHAT IQBAL
Using my Experience in Project Management Domain for the last 18 Years I have shared my thought process on the methodology and the best practises both for PMP & PRINCE2 Standards and converted my valuable insights into a brief and to the point Mind Map.I hope it helps the readers who are new to Project Management or wants to know more about this complex professional domain.Good Luck
Your valuable comments and Feedback is most welcome - Wajahat Iqbal
The document discusses project management processes and defines the five process groups: initiating, planning, executing, monitoring and controlling, and closing. It provides details on each process group, including their key purposes and outputs. Additionally, it describes the interactions between the process groups over time, defines project information and how it flows between processes, and outlines the ten standard project management knowledge areas and their roles.
The document discusses key concepts in project management. It defines important terms like PMP, PDU, PMBOK, WBS, scope creep, gold plating, Gantt chart, communication methods, quality tools, procurement documents, and risk management. It provides descriptions of project management process groups, knowledge areas, documents, scheduling techniques like PERT, and concepts like the communication model and SWOT analysis.
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
Complete Online PMP Study Training Material for PMP Exam Provided Free for PM...GlobalSkillup
Online PMP Training Study Material with Complete Slide Deck from GlobalSkillup for PMI PMP (Project Management Professional) towards PMP Exam Preparation.
This Study material also covers Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
From Value Stream Management to Feature Stream Enablement
- The tech and tools don't matter (Use the in-place toolchain...Jira, Jenkins & Github...)
- The process and methodology that work best for you (Agile, Scrum, Kanban, Lean, XP, Waterfall...)
- Teams can finally see work with full transparency (full-stream, full-stack, full-flow...all tied to KPIs and OKRs)
The document discusses the Define Activities process from the Project Schedule Management knowledge area. It defines activities as identifying and documenting specific actions needed to produce project deliverables. Activities are broken down through decomposition and documented in an activity list along with attributes. Rolling wave planning is used to define near term activities in detail and future activities at a higher level. The outputs are an activity list, activity attributes, milestone list, change requests and potential updates to the project management plan.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
The document outlines the topics covered in an online PMP exam preparation course. The course modules cover the key aspects of project management based on the PMBOK Guide, including the project lifecycle, stakeholders, integration, scope, time, cost, quality management, and other processes. It also discusses the differences between projects, programs and portfolios, the role of the project management office, and the relationships between project management and operations management. Sample exam questions are provided at the end.
The document discusses project scope management. It provides an overview of the six scope management processes: creating a scope management plan, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. These processes involve developing documents like a scope statement, requirements documentation, and a requirements traceability matrix (RTM) to define and manage the project scope. Inputs, tools and techniques, and outputs are described for each process. The scope management plan guides how scope will be defined, validated, and controlled throughout the project.
The document discusses PMI's certification program which includes several certifications like CAPM, PMP, PgMP etc. It provides information on the eligibility requirements, fees, exam structure, exam blueprint and timeline for the PMP certification process. It also discusses benefits of PMI membership like savings on certifications, access to resources, events, publications etc. The document recommends resources like Rita Mulcahy's PMP book and PMBOK guide for exam preparation and outlines the course evaluation criteria.
The document discusses the 10 knowledge areas of project management according to the Project Management Body of Knowledge (PMBOK). The 10 knowledge areas are: 1) Integration, 2) Scope, 3) Schedule, 4) Cost, 5) Quality, 6) Resource, 7) Communications, 8) Risk, 9) Procurement, and 10) Stakeholder. Each knowledge area involves processes for planning, monitoring and controlling the respective aspect of a project. The document was presented by Elizabeth Harrin and provides an overview of the standard project management framework as defined by PMI.
The document discusses a sample course on PMP exam preparation based on the PMBOK 6th edition, outlining the learning objectives, course modules, and introductions. It provides an overview of the PMP certification requirements and application process, as well as introducing key terms and frameworks in project management such as the project life cycle, development lifecycle, process groups, and knowledge areas.
- Why you should manage risks and issues on projects
- The relationship between risks and issues
- Enhance your chances of project success
- The need for balance and the project triangle
This is the third webcast in a four-part series in which we discuss the concepts of demand management in Microsoft Project Server 2010. In this webcast, we outline the framework for the project/program phases of plan, manage, and close, and we explain how to integrate information paths and strategic objectives within the Demand Management feature in Project Server 2010. Topics we cover include: defining project structure of phases, identifying milestones and dependencies, development of resource management policies, monitoring actual values in comparison with planned values and forecasts, integrated change control processes, status reporting, issue/risk management progress, obtaining appropriate sign-offs, and completion and archiving of project documents forming organization assets.
Our Project Management Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a comprehensive approach to project management.
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Fundamentals will give you the list of terms used mostly by the Project Managers along with other fundamental concepts in Project Management. Below are the topics covered in this tutorial:
1. Project
2. Project vs Program vs Portfolio
3. Project Management
4. PM Terminologies
5. PM Phases & Knowledge Areas
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Project Management Methodologies - Mind MapWAJAHAT IQBAL
Using my Experience in Project Management Domain for the last 18 Years I have shared my thought process on the methodology and the best practises both for PMP & PRINCE2 Standards and converted my valuable insights into a brief and to the point Mind Map.I hope it helps the readers who are new to Project Management or wants to know more about this complex professional domain.Good Luck
Your valuable comments and Feedback is most welcome - Wajahat Iqbal
The document discusses project management processes and defines the five process groups: initiating, planning, executing, monitoring and controlling, and closing. It provides details on each process group, including their key purposes and outputs. Additionally, it describes the interactions between the process groups over time, defines project information and how it flows between processes, and outlines the ten standard project management knowledge areas and their roles.
The document discusses key concepts in project management. It defines important terms like PMP, PDU, PMBOK, WBS, scope creep, gold plating, Gantt chart, communication methods, quality tools, procurement documents, and risk management. It provides descriptions of project management process groups, knowledge areas, documents, scheduling techniques like PERT, and concepts like the communication model and SWOT analysis.
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
Complete Online PMP Study Training Material for PMP Exam Provided Free for PM...GlobalSkillup
Online PMP Training Study Material with Complete Slide Deck from GlobalSkillup for PMI PMP (Project Management Professional) towards PMP Exam Preparation.
This Study material also covers Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
From Value Stream Management to Feature Stream Enablement
- The tech and tools don't matter (Use the in-place toolchain...Jira, Jenkins & Github...)
- The process and methodology that work best for you (Agile, Scrum, Kanban, Lean, XP, Waterfall...)
- Teams can finally see work with full transparency (full-stream, full-stack, full-flow...all tied to KPIs and OKRs)
The document discusses the Define Activities process from the Project Schedule Management knowledge area. It defines activities as identifying and documenting specific actions needed to produce project deliverables. Activities are broken down through decomposition and documented in an activity list along with attributes. Rolling wave planning is used to define near term activities in detail and future activities at a higher level. The outputs are an activity list, activity attributes, milestone list, change requests and potential updates to the project management plan.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
The document outlines the topics covered in an online PMP exam preparation course. The course modules cover the key aspects of project management based on the PMBOK Guide, including the project lifecycle, stakeholders, integration, scope, time, cost, quality management, and other processes. It also discusses the differences between projects, programs and portfolios, the role of the project management office, and the relationships between project management and operations management. Sample exam questions are provided at the end.
The document discusses project scope management. It provides an overview of the six scope management processes: creating a scope management plan, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. These processes involve developing documents like a scope statement, requirements documentation, and a requirements traceability matrix (RTM) to define and manage the project scope. Inputs, tools and techniques, and outputs are described for each process. The scope management plan guides how scope will be defined, validated, and controlled throughout the project.
The document discusses PMI's certification program which includes several certifications like CAPM, PMP, PgMP etc. It provides information on the eligibility requirements, fees, exam structure, exam blueprint and timeline for the PMP certification process. It also discusses benefits of PMI membership like savings on certifications, access to resources, events, publications etc. The document recommends resources like Rita Mulcahy's PMP book and PMBOK guide for exam preparation and outlines the course evaluation criteria.
The document discusses the 10 knowledge areas of project management according to the Project Management Body of Knowledge (PMBOK). The 10 knowledge areas are: 1) Integration, 2) Scope, 3) Schedule, 4) Cost, 5) Quality, 6) Resource, 7) Communications, 8) Risk, 9) Procurement, and 10) Stakeholder. Each knowledge area involves processes for planning, monitoring and controlling the respective aspect of a project. The document was presented by Elizabeth Harrin and provides an overview of the standard project management framework as defined by PMI.
The document discusses a sample course on PMP exam preparation based on the PMBOK 6th edition, outlining the learning objectives, course modules, and introductions. It provides an overview of the PMP certification requirements and application process, as well as introducing key terms and frameworks in project management such as the project life cycle, development lifecycle, process groups, and knowledge areas.
- Why you should manage risks and issues on projects
- The relationship between risks and issues
- Enhance your chances of project success
- The need for balance and the project triangle
This is the third webcast in a four-part series in which we discuss the concepts of demand management in Microsoft Project Server 2010. In this webcast, we outline the framework for the project/program phases of plan, manage, and close, and we explain how to integrate information paths and strategic objectives within the Demand Management feature in Project Server 2010. Topics we cover include: defining project structure of phases, identifying milestones and dependencies, development of resource management policies, monitoring actual values in comparison with planned values and forecasts, integrated change control processes, status reporting, issue/risk management progress, obtaining appropriate sign-offs, and completion and archiving of project documents forming organization assets.
Our Project Management Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a comprehensive approach to project management.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
Discover your organisation's Project, Programme, and Portfolio Management maturity. An assessment based on P3M3 developed by Profeo Ltd., Zurich, Switzerland.
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
Project managers use integration management processes to coordinate all aspects of a project. These include initiating a project with a charter, planning by developing a project management plan, executing the work, monitoring and controlling the project, and closing out the project upon completion. The key processes involve developing a project charter, managing the project work according to the plan, monitoring progress, controlling changes, and closing out the project. Project integration management aims to ensure coordination across all elements and knowledge areas of a project from start to finish.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
The Paradigm Consulting Group (PCGI) is an internationally accredited consulting organization specializing in project management and business analysis.
This presentation is the second in a series that will provide an overview to project management concepts and internationally accepted best practices in the field project management. This presentation focuses on Programme management concepts.
This Booklet provide a high-level summery for PMBOK Knowledge area(s) , objective to support whom study PMP or willing to get a helicopter view for Project management Knowledge.
“It’s a way to knowledge simplification”.
The Executive Master in Project Management with Microsoft (EMPM) is an 18-month, online master's program offered by the Universidad de Valencia that focuses on developing project management skills. The program aims to (1) teach students to manage their time and organize projects; (2) train students to reconstruct projects using international project management standards; and (3) prepare students to obtain professional certifications in project management from organizations like PMI and IPMA. The EMPM program uses a blended learning approach with online courses, collaborative software, and five face-to-face seminars. Upon completing the program, students will earn a master's degree from the Universidad de Valencia and several Microsoft and project management certifications.
The document discusses project management and provides information on key concepts. It begins by defining a project and the goals of project management. It then covers the project life cycle, knowledge areas, and reasons for project failure. The document emphasizes that project management ensures projects are delivered on time, within budget, and meet requirements to provide value. It summarizes several approaches, methodologies, and principles for effective project management.
This document provides an introduction to project management. It defines a project as a temporary group activity designed to produce a unique product, service or result. Project management is explained as the application of knowledge, skills and techniques to execute projects effectively and efficiently. The document outlines key aspects of project management including project scope, time management, cost management, quality management, human resource management, risk management, and best practices. It also distinguishes between projects and operations.
Project managers use process groups and knowledge areas to plan and manage all aspects of a project from initiation through close. They are responsible for coordinating the project team to complete the work according to the project management plan while meeting stakeholder requirements. Process groups organize the project activities into initiating, planning, executing, monitoring and controlling, and closing. Knowledge areas further break down the processes into ten subject matter areas.
Projectmanagement 141108102434-conversion-gate01Mehmet Demir
This document provides an overview of project management frameworks and concepts. It discusses the growing demand for project management skills and the project management body of knowledge. It also summarizes key project management processes including initiation, planning, execution, monitoring/controlling, and closing. Tools for planning, scheduling, and tracking projects are presented such as the work breakdown structure, Gantt charts, PERT charts, and critical path method. Trends in agile project management and certifications from the Project Management Institute are also highlighted.
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
This document provides an overview of project management concepts and best practices based on the Project Management Institute (PMI) methodology. It covers topics such as the definition of a project and project management, the project lifecycle including initiation, planning, execution, monitoring and control, and closure phases, key project roles, templates and examples for project documents, and tips for effective project execution. The goal is to help users successfully manage projects using industry standard practices.
PMI Global Congress 2005: Portfolio and Program Management implementation in ...Thomas Walenta, PMI Fellow
This document discusses implementing organizational project management in a European IT organization. It begins by providing background on the organization, which is a large, mature Japanese IT company with headquarters in Japan and smaller, younger structures in Europe. The challenges of the cultural differences between the European and Japanese operations are discussed.
The document then summarizes the three layers of organizational project management - project management, program management, and portfolio management. It describes starting the implementation with program management, followed by a project management tool and then focusing on project management basics.
Finally, the document emphasizes the importance of linking project portfolio management to business strategy and objectives in order to select the right projects and monitor if promised benefits are realized. Regular reviews of the portfolio are
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
Similar to PMI Project Management Model Overview (PMBOK 4th Edition) (20)
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
7. Template:NP00-00-000-ZP-A-PT-0001-000A01
7
IS IT A PROJECT?
Work in Organizations
Type Operations Projects
Similarities
• Performed by People
• Limited by the Available Resources
• Planned, Executed and Controlled
Differences
Continuous &
Repetitive
Temporary &
Unique
10. Template:NP00-00-000-ZP-A-PT-0001-000A01
10
TYPE OF PROJECTS
Turner & Cochrane, 1993
Methodswelldefined
NO
YES
WATER
Type 2 Project
Product
Development
EARTH
Tipo 1 Project
Engineering &
Construction
FIRE
Tipo 3 Project
Applications Software
Development
AIR
Tipo 4 Project
Research & Organizational
Change
YES NO
Goals well defined
Greater
chance
of failure
Greater
chance of
success
15. Template:NP00-00-000-ZP-A-PT-0001-000A01
PROJECT MANAGEMENT OFFICES
A project management office (PMO) is an organizational body or entity
assigned various responsibilities related to the centralized and
coordinated management of those projects under its domain.
Projects Coordination
Standards, Methods & Tools
Consulting & Auditing
Administrative Support
Coaching, Mentoring & Training
Resources Sharing
PMO
15
21. Template:NP00-00-000-ZP-A-PT-0001-000A01
21
UNDERSTANDING PROJECT LIFE CYCLES
Time
Cost&StaffingLevel
Starting
the
Project
Project
Management
Outputs
Organizing
and
Preparing
Project
Charter
Project
Management
Plan
Carrying out the Work Closing
the
Project
Accepted
Deliverables
Archived
Project
Documents
26. Template:NP00-00-000-ZP-A-PT-0001-000A01
Project Integration Management
includes the processes and activities
needed to identify, define, combine,
unify, and coordinate the various
processes and project management
activities within the Project
Management Process Groups
26
PMBOK 4.0 – PROJECT INTEGRATION MANAGEMENT
Project
Integration
Management
Knowledge
Area
27. Template:NP00-00-000-ZP-A-PT-0001-000A01
27
PMBOK 4.1 – DEVELOP PROJECT CHARTER
Project
Integration
Management
Knowledge
Area
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
4.2
Develop Project
Management Plan
4.3
Direct & Manage
Project Execution
4.4
Monitor & Control
Project Work
4.5
Perform Integrated
Change Control
4.6
Close Project or
Phase
4.1
Develop Project
Charter
28. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.1 – DEVELOP PROJECT CHARTER
Project
Integration
Management
Knowledge
Area
Project Initiating
Process Group
.1 Project Statement
of Work
.2 Business Case
.3 Contract
.4 Enterprise
Environmental
Factors
.5 Organizational
Process Assets
4.1.1
Inputs
.1 Expert Judgement
4.1.2
Tools & Techniques
.1 Project Charter
4.1.3
Outputs
28
29. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.1 – DEVELOP PROJECT CHARTER
Project
Integration
Management
Knowledge
Area
Project Initiating
Process Group
Enterprise /
Organization
5.1
Collect
Requirements
4.2
Develop Project
Management Plan
4.1
Develop Project
Charter
• Project
Charter
• Contracts
• Project Statement of Work
• Business Case
Project Initiator /
Sponsor
• Organizational Process
Assets
• Enterprise
Environmental Factors
5.2
Define Scope
10.1
Identify
Stakeholders
29
30. Template:NP00-00-000-ZP-A-PT-0001-000A01
30
PMBOK 4.2 – DEVELOP PROJECT MANAGEMENT PLAN
Project
Integration
Management
Knowledge
Area
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
4.2
Develop Project
Management Plan
4.3
Direct & Manage
Project Execution
4.4
Monitor & Control
Project Work
4.5
Perform Integrated
Change Control
4.6
Close Project or
Phase
4.1
Develop Project
Charter
31. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.2 – DEVELOP PROJECT MANAGEMENT PLAN
Project
Integration
Management
Knowledge
Area
Project Planning
Process Group
Enterprise /
Organization
• Organizational
Process Assets
• Enterprise
Environmental
Factors
4.1
Develop
Project
Charter
• Project
Charter
• Project Management Plan All Project
Knowledge
Areas
• Project
Management
Plan Updates
4.3
Direct and
Manage
Project
Execution
4.4
Monitor and
Control
Project Work
4.5
Perform
Integrated
Change
Control
4.6
Close Project
or Phase
4.2
Develop
Project
Management
Plan
All Project
Knowledge
Areas
• Various
Outputs
31
32. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.2 – DEVELOP PROJECT MANAGEMENT PLAN
Project
Integration
Management
Knowledge
Area
Project Planning
Process Group
.1 Project Charter
.2 Outputs from
Planning
Processes
.3 Enterprise
Environmental
Factors
.4 Organizational
Process Assets
4.2.1
Inputs
.1 Expert Judgement
4.2.2
Tools & Techniques
.1 Project Managemet
Plan
4.2.3
Outputs
32
33. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.3 – DIRECT & MANAGE PROJECT EXECUTION
Project
Integration
Management
Knowledge
Area
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
4.2
Develop Project
Management Plan
4.3
Direct & Manage
Project Execution
4.4
Monitor & Control
Project Work
4.5
Perform Integrated
Change Control
4.6
Close Project or
Phase
4.1
Develop Project
Charter
33
34. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.3 – DIRECT & MANAGE PROJECT EXECUTION
Project Executing
Process Group
Project
Integration
Management
Knowledge
Area
6.6
Control
Schedule
8.3
Perform
Quality
Control
12.3
Administer
Procurements
11.6
Monitor and
Control Risks
5.5
Control
Scope
7.3
Control
Costs
Project
Documents
10.5
Report
Performance
• Project
Document
Updates
• Deliverables
4.2
Develop
Project
Management
Plan
8.2
Perform
Quality
Assurance
Enterprise /
Organization
• Organizational Process
Assets
• Enterprise Environmental
Factors
• Project
Management
Plan
• Project
Management
Plan Updates
• Work Performance
Information
• Approved
Change
Requests
• Change
Requests
4.3
Direct &
Manage
Project
Execution
4.5
Perform
Integrated
Change
Control
34
35. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.3 – DIRECT & MANAGE PROJECT EXECUTION
Project
Integration
Management
Knowledge
Area
.1 Project
management plan
.2 Approved change
requests
.3 Enterprise
environmental
factors
.4 Organizational
process assets
4.3.1
Inputs
.1 Expert judgment
.2 Project
management
information
system
4.3.2
Tools & Techniques
.1 Deliverables
.2 Work
performance
information
.3 Change requests
.4 Project
management plan
updates
.5 Project document
updates
4.3.3
Outputs
Project Executing
Process Group
35
36. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.4 – MONITOR & CONTROL PROJECT WORK
Project
Integration
Management
Knowledge
Area
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
4.2
Develop Project
Management Plan
4.3
Direct & Manage
Project Execution
4.4
Monitor & Control
Project Work
4.5
Perform Integrated
Change Control
4.6
Close Project or
Phase
4.1
Develop Project
Charter
36
37. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.4 – MONITOR & CONTROL PROJECT WORK
Project
Integration
Management
Knowledge
Area
10.5
Report
Performance
Project
Documents
4.5
Perform
Integrated
Change
Control
• Project
Management Plan
Updates
4.2
Develop
Project
Management
Plan
• Change
Requests
• Project
Management
Plan
• Performance
Reports
Enterprise /
Organization
Project Monitoring &
Controlling
Process Group
• Organizational Process
Assets
• Enterprise Environmental
Factors
• Project Document
Updates
4.4
Monitor &
Control
Project Work
37
38. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.4 – MONITOR & CONTROL PROJECT WORK
Project
Integration
Management
Knowledge
Area
.1 Project
management plan
.2 Performance
reports
.3 Enterprise
environmental
factors
.4 Organizational
process assets
4.4.1
Inputs
.1 Expert judgment
4.4.2
Tools & Techniques
.1 Change requests
.2 Project
management plan
updates
.3 Project document
updates
4.4.3
Outputs
Project Monitoring &
Controlling
Process Group
38
39. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.5 – PERFORM INTEGRATED CHANGE CONTROL
Project
Integration
Management
Knowledge
Area
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
4.2
Develop Project
Management Plan
4.3
Direct & Manage
Project Execution
4.4
Monitor & Control
Project Work
4.5
Perform Integrated
Change Control
4.6
Close Project or
Phase
4.1
Develop Project
Charter
39
40. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.5 – PERFORM INTEGRATED CHANGE CONTROL
Project
Integration
Management
Knowledge
Area 8.3
Perform
Quality
Control
All PM
Knowledge
Areas
• Project
Document
Updates
Project
Documents
12.3
Administer
Procurements
4.2
Develop
Project
Management
Plan
• Change Request
Status Updates
Enterprise /
Organization
Project Monitoring &
Controlling
Process Group
4.4
Monitor and
Control
Project Work
• Organizational
Process Assets
• Enterprise
Environmental Factors
• Change
Requests
• Project
Management
Plan
• Project
Management
Plan Updates
• Work
Performance
Information
4.5
Perform
Integrated
Change
Control
4.3
Direct and
Manage
Project
40
41. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.5 – PERFORM INTEGRATED CHANGE CONTROL
Project
Integration
Management
Knowledge
Area
.1 Project
management plan
.2 Work performance
information
.3 Change requests
.4 Enterprise
environmental
factors
.5 Organizational
process assets
4.4.1
Inputs
.1 Expert judgment
.2 Change control
meetings
4.4.2
Tools & Techniques
.1 Change request
status updates
.2 Project
management plan
updates
.3 Project document
updates
4.4.3
Outputs
Project Monitoring &
Controlling
Process Group
41
42. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.6 – CLOSE PROJECT OR PHASE
Project
Integration
Management
Knowledge
Area
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
4.2
Develop Project
Management Plan
4.3
Direct & Manage
Project Execution
4.4
Monitor & Control
Project Work
4.5
Perform Integrated
Change Control
4.6
Close Project or
Phase
4.1
Develop Project
Charter
42
43. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.6 – CLOSE PROJECT OR PHASE
Project Closing
Process Group
Project
Integration
Management
Knowledge
Area
5.4
Verify
Scope
• Project
Management
Plan
4.2
Develop
Project
Management
Plan
• Accepted
Deliverable
Organization
• Organizational
Process Assets
• Final Product,
Service or
Result
Transition
Customer
• Organizational
Process Assets
Updates
4.6
Close Project
or Phase
43
44. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 4.6 – CLOSE PROJECT OR PHASE
Project
Integration
Management
Knowledge
Area
.1 Project
management plan
.2 Accepted
deliverables
.3 Organizational
process assets
4.6.1
Inputs
.1 Expert judgment
4.6.2
Tools & Techniques
.1 Final product,
service or result
transition
.2 Organizational
process assets
updates
4.6.3
Outputs
Project Closing
Process Group
44
46. Template:NP00-00-000-ZP-A-PT-0001-000A01
Project Scope Management includes the
processes required to ensure that the
project includes all the work required,
and only the work required, to
complete the project successfully.
Project
Scope
Management
Knowledge
Area
46
PMBOK 5.0 – PROJECT SCOPE MANAGEMENT
47. Template:NP00-00-000-ZP-A-PT-0001-000A01
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
5.1
Collect Requirements
5.2
Define
Scope
5.3
Create Work
Breakdown Structure
5.4
Verify
Scope
5.5
Control
Scope
Project
Scope
Management
Knowledge
Area
47
PMBOK 5.1 – COLLECT REQUIREMENTS
48. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 5.1 – COLLECT REQUIREMENTS
Project
Scope
Management
Knowledge
Area
Project Planning
Process Group
5.2
Define
Scope
5.4
Verify
Scope
5.5
Control
Scope
5.3
Create
WBS
• Requirements
Documentation
5.1
Collect
Requirements
• Requirements
Traceability Matrix
12.1
Plan
Procurements
• Requirements
Documentation
4.2
Develop
Project
Management
Plan• Requirements
Management Plan
• Project Charter
4.1
Develop
Project
Charter
• Stakeholders Register
10.1
Identify
Stakeholders
48
49. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 5.1 – COLLECT REQUIREMENTS
Project
Scope
Management
Knowledge
Area
Project Planning
Process Group
.1 Project Charter
.2 Stakeholder
Register
5.1.1
Inputs
.1 Interviews
.2 Focus Groups
.3 Facilitated
Workshops
.4 Group Creativity
Techniques
.5 Group Decision
Making Techniques
.6 Questionnaries and
Surveys
.7 Observations
.8 Prototypes
5.1.2
Tools & Techniques
.1 Requirements
Documentation
.2 Requirements
Management Plan
.3 Requirements
Traceability Matrix
5.1.3
Outputs
49
50. Template:NP00-00-000-ZP-A-PT-0001-000A01
50
PMBOK 5.2 – DEFINE SCOPE
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
5.1
Collect Requirements
5.2
Define
Scope
5.3
Create Work
Breakdown Structure
5.4
Verify
Scope
5.5
Control
Scope
Project
Scope
Management
Knowledge
Area
51. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 5.2 – DEFINE SCOPE
Project
Scope
Management
Knowledge
Area
Project Planning
Process Group
5.1
Collect
Requirements
• Requirements
Documentation
• Project
Charter
4.1
Develop
Project
Charter
• Organizational
Process Assets
Enterprise /
Organization
• Project
Documents
Updates
Project
Documents
4.2
Develop
Project
Management
Plan
5.4
Verify
Scope
5.3
Create
WBS
12.1
Plan
Procurements
10.1
Identify
Stakeholders
11.1
Plan Risk
Management
11.3
Perform
Qualitative
Risk
Analysis
• Project Scope
Statement5.2
Define
Scope
51
94. Template:NP00-00-000-ZP-A-PT-0001-000A01
Project Quality Management includes
the processes and activities of the
performing organization that
determine quality policies, objectives,
and responsibilities so that the project
will satisfy the needs for which it was
undertaken.
Project
Quality
Management
Knowledge
Area
94
PMBOK 8.0 – PROJECT QUALITY MANAGEMENT
96. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 8.1 – PLAN QUALITY
Project
Quality
Management
Knowledge
Area
Project Planning
Process Group
• Scope
Baseline
10.1
Identify
Stakeholders
11.2
Identify
Risks
• Cost
Performance
Baseline
6.5
Develop
Schedule
11.2
Identify
Risks
Enterprise /
Organization • Organizational Process Assets
• Enterprise Environmental Factors
7.2
Determine
Budget
• Stakeholder
Register
• Project Document Updates
• Schedule
Baseline
5.3
Create
WBS
Project
Documents
4.2
Develop
Project
Management
Plan
• Quality
Management
Plan
• Process
Improvement
Plans
• Quality
Checklists
• Quality
Metrics
8.1
Plan
Quality
8.3
Perform
Quality
Control
8.2
Perform
Quality
Assurance• Risk
Register
96
97. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 8.1 – PLAN QUALITY
Project
Quality
Management
Knowledge
Area
Project Planning
Process Group
.1 Scope baseline
.2 Stakeholder register
.3 Cost performance
baseline
.4 Schedule baseline
.5 Risk register
.6 Enterprise
enviromental factors
.7 Organizational
process assets
8.1.1
Inputs
.1 Cost-benefit analysis
.2 Cost of quality
.3 Control charts
.4 Benchmarking
.5 Design of experiments
.6 Statistical sampling
.7 Flowcharting
.8 Proprietary quality
management
methodologies
.9 Additional quality
planning tools
8.1.2
Tools & Techniques
.1 Quality management
plan
.2 Quality metrics
.3 Quality checklists
.4 Process
improvement plan
.5 Project document
updates
8.1.3
Outputs
97
98. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 8.2 – PERFORM QUALITY ASSURANCE
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
8.1
Plan
Quality
8.2
Perform Quality
Assurance
8.3
Perform Quality
Control
Project
Quality
Management
Knowledge
Area
98
99. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 8.2 – PERFORM QUALITY ASSURANCE
Project
Quality
Management
Knowledge
Area
4.3
Direct and
Manage
Project
Execution
4.5
Perform
Integrated
Change
Control
4.2
Develop
Project
Management
Plan
Project
Documents
• Project
Document
Updates
• Change
Requests
8.1
Plan
Quality
• Project
Management
Plan Updates
• Work
Performance
Information
• Quality
Metrics
8.3
Perform
Quality
Control
Project Executing
Process Group
Enterprise /
Organization• Organizational Process
Assets Updates
• Quality Control
Measurements
• Quality
Management
Plan
• Process
Improvement
Plan
8.2
Perform
Quality
Assurance
99
100. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 8.2 – PERFORM QUALITY ASSURANCE
Project
Quality
Management
Knowledge
Area
.1 Project management
plan
.2 Quality metrics
.3 Work performance
information
.4 Quality control
measurements
8.2.1
Inputs
.1 Plan quality &
perform quality
control tools &
techniques
.2 Quality audits
.3 Process analysis
8.2.2
Tools & Techniques
.1 Organizational
process assets
updates
.2 Change requests
.3 Project management
plan updates
.4 Project documents
updates
8.2.3
Outputs
Project Executing
Process Group
100
101. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 8.3 – PERFORM QUALITY CONTROL
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
8.1
Plan
Quality
8.2
Perform Quality
Assurance
8.3
Perform Quality
Control
Project
Quality
Management
Knowledge
Area
101
102. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 8.3 – PERFORM QUALITY CONTROL
Project
Quality
Management
Knowledge
Area
Project Monitoring &
Controlling
Process Group
4.3
Direct & Manage
Project
Execution
Project Documents
• Quality Control
Measurements
8.1
Plan
Quality
• Project
Management
Plan Updates
• Validated Changes
• Project Document
Updates
4.5
Perform
Integrated
Change Control
4.2
Develop Project
Management
Plan
• Change
Requests
• Organizational
Process
Assets
4.2
Develop Project
Management
Plan
8.2
Perform Quality
Assurance
5.4
Verify
Scope
4.5
Perform
Integrated
Change Control
5.5
Control
Scope
6.6
Control
Schedule
7.3
Control
Costs
• Validated
Deliverables
• Quality Checklists
• Quality Metrics
• Organizational
Process Assets
Updates
Enterprise /
Organization
• Work
Perfomance
Measurements
• Quality Management Plan
• Deliverables
• Approved
Change
Requests
8.3
Perform
Quality
Control
102
103. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 8.3 – PERFORM QUALITY CONTROL
Project
Quality
Management
Knowledge
Area
.1 Project management
plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance
measurements
.5 Approved change
requests
.6 Deliverables
.7 Organizational
process assets
8.3.1
Inputs
.1 Cause and effect
diagrams*
.2 Control charts*
.3 Flowcharting*
.4 Histogram*
.5 Pareto chart*
.6 Run chart*
.7 Scatter diagram*
.8 Statistical sampling
.9 Inspection
.10 Approved change
requests review
8.3.2
Tools & Techniques
.1 Quality control
measurements
.2 Validated changes
.3 Validated
deliverables
.4 Organizational
process assets
updates
.5 Change requests
.6 Project management
plan updates
.7 Project document
updates
8.3.3
Outputs
Project Monitoring &
Controlling
Process Group
* Ishikawa's seven basic tools of quality
103
106. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.1 – DEVELOP HUMAN RESOURCES PLAN
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
9.1
Develop Human
Resources Plan
9.2
Acquire Project
Team
9.3
Develop Project
Team
9.4
Manage Project
Team
Project
Human
Resources
Management
Knowledge
Area
106
107. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.1 – DEVELOP HUMAN RESOURCES PLAN
Project
Human
Resources
Management
Knowledge
Area
Project Planning
Process Group
4.2
Develop
Project
Management
Plan
6.3
Estimate
Activity
Resources • Activity
Resource
Requirements
• Human
Resource
Plan
7.1
Estimate
Costs
Enterprise /
Organization • Organizational
Process Assets
• Enterprise
Environmental
Factors
9.1
Develop
Human
Resource Plan
107
108. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.1 – DEVELOP HUMAN RESOURCES PLAN
Project
Human
Resources
Management
Knowledge
Area
Project Planning
Process Group
.1 Activity
resource
requirements
.2 Enterprise
environmental
factors
.3 Organizational
process assets
9.1.1
Inputs
.1 Organization
charts and
position
descriptions
.2 Networking
.3 Organizational
theory
9.1.2
Tools & Techniques
.1 Human
resource plan
9.1.3
Outputs
108
109. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.2 – ACQUIRE PROJECT TEAM
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
9.1
Develop
Human
Resources Plan
9.2
Acquire Project
Team
9.3
Develop Project
Team
9.4
Manage Project
Team
Project
Human
Resources
Management
Knowledge
Area
109
110. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.2 – ACQUIRE PROJECT TEAM
Project
Human
Resources
Management
Knowledge
Area
6.4
Estimate
Activitiy
Duration
4.2
Develop
Project
Management
Plan
• Resource
Calendars
7.2
Determine
Budget
Enterprise /
Organization
• Organizational
Process Assets
• Enterprise
Environmental
Factors
9.4
Manage
Project Team
6.3
Estimate
Activity
Resources
6.5
Develop
Schedule
• Project Staff
Assignments
• Project
Management
Plan Updates
• Human
Resource Plan
9.3
Develop
Project Team
9.2
Acquire
Project Team
Project Executing
Process Group
110
111. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.2 – ACQUIRE PROJECT TEAM
Project
Human
Resources
Management
Knowledge
Area
.1 Project
management plan
.2 Enterprise
environmental
factors
.3 Organizational
process assets
9.2.1
Inputs
.1 Pre-assignment
.2 Negotiation
.3 Acquisition
.4 Virtual teams
9.2.2
Tools & Techniques
.1 Project staff
assignments
.2 Resource
calendars
.3 Project
management plan
updates
9.2.3
Outputs
Project Executing
Process Group
111
112. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.3 – DEVELOP PROJECT TEAM
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
9.1
Develop
Human
Resources Plan
9.2
Acquire Project
Team
9.3
Develop Project
Team
9.4
Manage Project
Team
Project
Human
Resources
Management
Knowledge
Area
112
113. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.3 – DEVELOP PROJECT TEAM
Project
Human
Resources
Management
Knowledge
Area
4.2
Develop
Project
Management
Plan
• Enterprise
Environmental
Factors
Updates
9.4
Manage
Project Team
• Team
Performance
Assessments
• Human
Resource Plan
9.2
Acquire
Project Team
• Project Staff
Assignments
• Resource
Calendars
Enterprise /
Organization
12.2
Conduct
Procurements • Resource
Calendars
9.3
Develop
Project Team
Project Executing
Process Group
113
114. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.3 – DEVELOP PROJECT TEAM
Project
Human
Resources
Management
Knowledge
Area
.1 Project staff
assignments
.2 Project management
plan
.3 Resource calendars
9.3.1
Inputs
.1 Interpersonal skills
.2 Training
.3 Team-building
activities
.4 Ground rules
.5 Co-location
.6 Recognition and
rewards
9.3.2
Tools & Techniques
.1 Team performance
assessments
.2 Enterprise
environmental
factors updates
9.3.3
Outputs
Project Executing
Process Group
114
115. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.4 – MANAGE PROJECT TEAM
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
9.1
Develop
Human
Resources Plan
9.2
Acquire Project
Team
9.3
Develop Project
Team
9.4
Manage Project
Team
Project
Human
Resources
Management
Knowledge
Area
115
116. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.4 – MANAGE PROJECT TEAM
Project
Human
Resources
Management
Knowledge
Area
4.2
Develop
Project
Management
Plan
• Organizational Process Assets Updates
• Enterprise Environmental Factors Updates
9.3
Develop
Project Team
• Team
Performance
Assessments
• Human
Resource
Plan
9.2
Acquire
Project Team
• Project Staff
Assignments
Enterprise /
Organization
10.5
Report
Performance • Performance
Reports
• Project
Management
Plan Updates
4.5
Perform
Integrated
Change
Control
• Change Requests
• Organizational
Process Assets
9.4
Manage
Project Team
Project Executing
Process Group
116
117. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 9.4 – MANAGE PROJECT TEAM
Project
Human
Resources
Management
Knowledge
Area
.1 Project staff
assignments
.2 Project management
plan
.3 Team performance
assessments
.4 Performance reports
.5 Organizational
process assets
9.4.1
Inputs
.1 Observation and
conversation
.2 Project performance
appraisals
.3 Conflict management
.4 Issue log
.5 Interpersonal skills
9.4.2
Tools & Techniques
.1 Enterprise
environmental
factors updates
.2 Organizational
process assets
updates
.3 Change requests
.4 Project management
plan updates
9.4.3
Outputs
Project Executing
Process Group
117
119. Template:NP00-00-000-ZP-A-PT-0001-000A01
119
PMBOK 10.0 – PROJECT COMMUNICATION MANAGEMENT
Project Communications Management
includes the processes required to
ensure timely and appropriate
generation, collection, distribution,
storage, retrieval, and ultimate
disposition of project information
Project
Communication
Management
Knowledge
Area
120. Template:NP00-00-000-ZP-A-PT-0001-000A01
120
PMBOK 10.1 – IDENTIFY STAKEHOLDERS
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
10.2
Plan Communications
10.3
Distribute Information
10.4
Manage Stakeholders
Expectations
10.5
Report
Performance
10.1
Identify Stakeholders
Project
Communication
Management
Knowledge
Area
121. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.1 – IDENTIFY STAKEHOLDERS
Project
Communication
Management
Knowledge
Area
Project Initiating
Process Group
.1 Project Charter
.2 Procurement
Documents
.3 Enterprise
Environmental
Factors
.4 Organizational
Process Assets
4.1.1
Inputs
.1 Stakeholder
Analysis
.2 Expert Judgement
4.1.2
Tools & Techniques
.1 Stakeholder
Register
.2 Stakeholder
Management
Strategy
4.1.3
Outputs
121
122. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.1 – IDENTIFY STAKEHOLDERS
Project
Communication
Management
Knowledge
Area
Project Initiating
Process Group
Enterprise /
Organization
5.1
Collect
Requirements
10.2
Plan
Communications
10.1
Identify Stakeholders
• Stakeholder
Register
• Project
Charter
• Organizational Process
Assets
• Enterprise
Environmental Factors
8.1
Plan Quality
11.2
Identify Risks
10.4
Manage
Stakeholders
Expectation
• Stakeholder
Management
Strategy
4.1
Develop Project
Charter
12.1
Plan
Procurements
• Procurement
Documents
122
123. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.0 – PROJECT COMMUNICATIONS
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
10.2
Plan Communications
10.3
Distribute Information
10.4
Manage Stakeholders
Expectations
10.5
Report
Performance
10.1
Identify
Stakeholders
Project
Communication
Management
Knowledge
Area
123
124. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.2 – PLAN COMMUNICATIONS
Project
Communication
Management
Knowledge
Area
Project Planning
Process Group
• Organizational
Process Assets
• Enterprise
Environmental
Factors
Enterprise /
Organization
10.1
Identify
Stakeholders
• Stakeholder Register
• Stakeholder
Management Strategy
• Project
Documents
Updates Project
Documents
• Communications
Management Plan
4.2
Develop
Project
Management
Plan
11.1
Plan Risk
Management
10.2
Plan
Communi-
cations
124
125. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.2 – PLAN COMMUNICATION
Project
Communication
Management
Knowledge
Area
Project Planning
Process Group
.1 Stakeholder
Register
.2 Stakeholder
Management
Strategy
.3 Enterprise
Environmental
Factors
.4 Organizational
Process Assets
10.2.1
Inputs
.1 Communication
Requirements
Analysis
.2 Communication
Technology
.3 Communication
Models
.4 Communication
Methods
10.2.2
Tools & Techniques
.1 Communications
Management Plan
.2 Project Document
Updates
10.2.3
Outputs
125
126. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.3 – DISTRIBUTE INFORMATION
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
10.2
Plan Communications
10.3
Distribute
Information
10.4
Manage Stakeholders
Expectations
10.5
Report
Performance
10.1
Identify
Stakeholders
Project
Communication
Management
Knowledge
Area
126
127. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.3 – DISTRIBUTE INFORMATION
Project
Communication
Management
Knowledge
Area
4.2
Develop
Project
Management
Plan
• Communication
Management
Plan
10.5
Report
Perfomance
• Performance
Reports
Project Executing
Process Group
Enterprise /
Organization
• Organizational
Process Assets
Updates
• Organizational
Process Assets
10.3
Distribute
Information
127
128. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.3 – DISTRIBUTE INFORMATION
Project
Communication
Management
Knowledge
Area
.1 Project
management
plan
.2 Performance
reports
.3 Organizational
process assets
10.3.1
Inputs
.1 Communication
methods
.2 Information
distribution tools
10.3.2
Tools & Techniques
.1 Organizational
process assets
updates
10.3.3
Outputs
Project Executing
Process Group
128
129. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.4 – MANAGE STAKEHOLDERS EXPECTATIONS
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
10.2
Plan Communications
10.3
Distribute Information
10.4
Manage
Stakeholders
Expectations
10.5
Report
Performance
10.1
Identify
Stakeholders
Project
Communication
Management
Knowledge
Area
129
130. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.4 – MANAGE STAKEHOLDERS EXPECTATIONS
Project
Communication
Management
Knowledge
Area
• Organizational
Process Assets
Updates
10.1
Identify
Stakeholders
• Stakeholder Register
• Stakeholder
Management Strategy
Enterprise /
Organization
• Change
Requests
Project Executing
Process Group
4.5
Perform
Integrated
Change
Control
Project
Documents
• Organizational
Process Assets
• Project Document
Updates
• Issue Log
• Change Log
• Project
Management Plan
Updates
• Communications
Management Plan
4.2
Develop
Project
Management
Plan
10.4
Manage
Stakeholders
Expectations
130
131. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.4 – MANAGE STAKEHOLDERS EXPECTATIONS
Project
Communication
Management
Knowledge
Area
.1 Stakeholder register
.2 Stakeholder
management
strategy
.3 Project management
plan
.4 Issue log
.5 Change log
.6 Organizational
process assets
10.4.1
Inputs
.1 Communication
methods
.2 Interpersonal skills
.3 Management skills
10.4.2
Tools & Techniques
.1 Organizational
process assets
updates
.2 Change requests
.3 Project management
plan updates
.4 Project document
updates
10.4.3
Outputs
Project Executing
Process Group
131
132. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.5 – REPORT PERFORMANCE
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
10.2
Plan Communications
10.3
Distribute Information
10.4
Manage Stakeholders
Expectations
10.5
Report
Performance
10.1
Identify
Stakeholders
Project
Communication
Management
Knowledge
Area
132
133. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.5 – REPORT PERFORMANCE
Project
Communication
Management
Knowledge
Area
11.6
Monitor and
Control Risks
4.3
Direct and
Manage
Project
Execution
• Performance
Reports
12.3
Administer
Procurements
• Organization
Process
Assets
4.4
Monitor and
Control
Project Work
4.5
Perform
Integrated
Change
Control
• Change
Requests
Project Monitoring &
Controlling
Process Group
9.4
Manage
Project Team
10.3
Distribute
Information
5.5
Control
Scope
6.6
Control
Schedule
4.2
Develop
Project
Management
Plan
• Organization
Process Assets
Updates
• Work
Performance
Information
• Project
Management
Plan
• Budget
Forecasts
7.3
Control
Costs
Enterprise /
Organization
10.5
Report
Performance
• Work
Performance
Measurements
133
134. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 10.5 – REPORT PERFORMANCE
Project
Communication
Management
Knowledge
Area
.1 Project management
plan
.2 Work performance
information
.3 Work performance
measurements
.4 Budget forecasts
.5 Organizational
process assets
10.5.1
Inputs
.1 Variance analysis
.2 Forecasting methods
.3 Communication
methods
.4 Reporting systems
10.5.2
Tools & Techniques
.1 Performance reports
.2 Organizational
process assets
updates
.3 Change requests
10.5.3
Outputs
Project Monitoring &
Controlling
Process Group
134
163. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 12.3 – ADMINISTER PROCUREMENTS
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
12.1
Plan
Procurements
12.2
Conduct
Procurements
12.3
Administer
Procurements
12.4
Close
Procurements
Project
Procurement
Management
Knowledge
Area
163
164. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 12.3 – ADMINISTER PROCUREMENTS
Project
Procurement
Management
Knowledge
Area
4.5
Perfom
Integrated
Change
Control
Project
Documents
4.3
Direct and
Manage
Project
Execution
• Contract
12.4
Close
Procurements
4.5
Perfom
Integrated
Change
Control
10.5
Report
Performance
12.2
Conduct
Procurements
• Change
Requests
• Procurement
Documentation
Enterprise /
Organization
Project Monitoring &
Controlling
Process Group
• Project
Documents
• Organizational
Process Assets
Updates
• Procurement
Management
Plan
• Project
Management
Plan Updates
• Performance
Reports
• Approved
Change
Requests
• Work
Performance
Information
12.3
Administer
Procurements
4.2
Develop
Project
Management
Plan
164
165. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 12.3 – ADMINISTER PROCUREMENTS
Project
Procurement
Management
Knowledge
Area
.1 Procurement
documents
.2 Project management
plan
.3 Contract
.4 Performance reports
.5 Approved change
requests
.6 Work performance
information
12.3.1
Inputs
.1 Contract change
control system
.2 Procurement
performance reviews
.3 Inspection and audits
.4 Performance reporting
.5 Payment systems
.6 Claims administration
.7 Records management
system
12.3.2
Tools & Techniques
.1 Procurement
documentation
.2 Organizational process
assets updates
.3 Change requests
.4 Project management
plan updates
12.3.3
Outputs
Project Monitoring &
Controlling
Process Group
165
166. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 12.4 – CLOSE PROCUREMENTS
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Management Process Groups
12.1
Plan
Procurements
12.2
Conduct
Procurements
12.3
Administer
Procurements
12.4
Close
Procurements
Project
Procurement
Management
Knowledge
Area
166
167. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 12.4 – CLOSE PROCUREMENTS
Project
Procurement
Management
Knowledge
Area
Project Closing
Process Group
4.2
Develop
Project
Management
Plan
• Procurement
Documents
12.3
Administer
Procurements
• Project
Management
Plan
• Organizational
Process Assets
Updates12.4
Close
Procurements
Enterprise /
Organization
Closed
Procurements
167
168. Template:NP00-00-000-ZP-A-PT-0001-000A01
PMBOK 12.4 – CLOSE PROCUREMENTS
Project
Procurement
Management
Knowledge
Area
.1 Project management
plan
.2 Procurement
documentation
12.4.1
Inputs
.1 Procurement audits
.2 Negotiated
settlements
.3 Records
management system
12.4.2
Tools & Techniques
.1 Closed
procurements
.2 Organizational
process assets
updates
12.4.3
Outputs
Project Closing
Process Group
168