The document provides an overview of a PMP training session for Golis Team on the role of a project manager. It includes an agenda for the day's session covering topics like the PM's scope of influence, basic PM skills, PM qualifications and competencies, and the differences between leadership and management. It also presents a case study about an automotive company that hired project managers to turn around a troubled HR transformation program consisting of 15 projects, helping to complete it on schedule and budget and reducing costs significantly.
DISCUSSION POINTS:
1. UNDERSTANDING PROJECT BASICS
2. IMPORTANCE OF PROJECT MANAGEMENT
3. PROJECT MANAGEMENT KNOWLEDGE AREAS
4. PROJECT CONSTRAINTS
5. MAJOR CHALLENGES AND THE WAY FORWARD
Free Webinar on "Major Project Management Challenges and the Way Forward"
https://www.facebook.com/events/1240889433429450
The document discusses 7 keys to sustaining project excellence: 1) Establishing project management processes; 2) Defining an organizational structure with roles and responsibilities; 3) Selecting project management tools to support processes; 4) Ensuring capable people are in key roles; 5) Establishing involvement and communication guidelines; 6) Implementing project performance management; and 7) Leadership commitment to a high-performing project organization. The article provides examples of how organizations have implemented these keys to improve project success rates and better achieve business results. Sustaining excellence requires a long-term, comprehensive approach rather than a single quick fix.
The role of the project manager based on pmbok6 by mm rahman stm skill that m...STM-Skill That Matters
A project manager is a person who is committed to a purpose and he/she can influence his/her follower to achieve his purpose. So to be a successful project manager what are the knowledge, skills, and competencies required that is described in this presentation.
This document provides an introduction to project, program, and portfolio management. It defines what a project is and key terms like the triple constraint of scope, time and cost. It describes the growing importance of project management and lists advantages like lower costs and higher quality. It outlines the project management knowledge areas and common tools. It also discusses what differentiates a program from individual projects and the role of portfolio management. Finally, it covers the project management profession and certifications.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
This document provides an overview of software project management. It discusses key topics like the project life cycle, stakeholders, tools and techniques, and challenges of software projects. Several studies found that 31-53% of IT projects were cancelled or over budget. Effective project managers balance scope, time and costs, use proven techniques, and have both technical and soft skills. Projects require defining goals, planning, execution, closure and evaluation to deliver value.
This document provides an overview of Module 1 of the PgMP certification course. It covers key topics such as the purpose of program management standards, the differences between projects and programs, relationships between projects, programs, portfolios and organizational project management. It also discusses business value, the role of the program manager including required skills and competencies. The document includes example questions to test understanding of program management concepts.
“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.”
DISCUSSION POINTS:
1. UNDERSTANDING PROJECT BASICS
2. IMPORTANCE OF PROJECT MANAGEMENT
3. PROJECT MANAGEMENT KNOWLEDGE AREAS
4. PROJECT CONSTRAINTS
5. MAJOR CHALLENGES AND THE WAY FORWARD
Free Webinar on "Major Project Management Challenges and the Way Forward"
https://www.facebook.com/events/1240889433429450
The document discusses 7 keys to sustaining project excellence: 1) Establishing project management processes; 2) Defining an organizational structure with roles and responsibilities; 3) Selecting project management tools to support processes; 4) Ensuring capable people are in key roles; 5) Establishing involvement and communication guidelines; 6) Implementing project performance management; and 7) Leadership commitment to a high-performing project organization. The article provides examples of how organizations have implemented these keys to improve project success rates and better achieve business results. Sustaining excellence requires a long-term, comprehensive approach rather than a single quick fix.
The role of the project manager based on pmbok6 by mm rahman stm skill that m...STM-Skill That Matters
A project manager is a person who is committed to a purpose and he/she can influence his/her follower to achieve his purpose. So to be a successful project manager what are the knowledge, skills, and competencies required that is described in this presentation.
This document provides an introduction to project, program, and portfolio management. It defines what a project is and key terms like the triple constraint of scope, time and cost. It describes the growing importance of project management and lists advantages like lower costs and higher quality. It outlines the project management knowledge areas and common tools. It also discusses what differentiates a program from individual projects and the role of portfolio management. Finally, it covers the project management profession and certifications.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
This document provides an overview of software project management. It discusses key topics like the project life cycle, stakeholders, tools and techniques, and challenges of software projects. Several studies found that 31-53% of IT projects were cancelled or over budget. Effective project managers balance scope, time and costs, use proven techniques, and have both technical and soft skills. Projects require defining goals, planning, execution, closure and evaluation to deliver value.
This document provides an overview of Module 1 of the PgMP certification course. It covers key topics such as the purpose of program management standards, the differences between projects and programs, relationships between projects, programs, portfolios and organizational project management. It also discusses business value, the role of the program manager including required skills and competencies. The document includes example questions to test understanding of program management concepts.
“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.”
This document discusses key topics in project management as outlined by the Project Management Institute (PMI). It begins by highlighting the importance of project management and poor track records of project success. It then discusses PMI, their certifications like the PMP, and organizational project management maturity. Finally, it provides an overview of project management principles including defining projects and operational work, and characteristics of project management. The document is meant to illustrate the need for improved project management practices and teachings from PMI.
Discussion Paper PMO And Merger Projectstheteflonpm
The document discusses establishing a project management office (PMO) for a merger project. It recommends establishing a hierarchy of PMOs with different mandates that ultimately report to an enterprise PMO managed by a project director. The PMO would facilitate project teams, identify resource gaps, and ensure standards are followed for portfolio management, methodology, communication, and status reporting. It emphasizes the need for governance, defining projects and deliverables, and balancing autonomy with standardization.
Enterprise Wide IT Projects are Complex and strategic importance to organizations to sustain competitive advantage in the market place.
High percentage of strategic initiatives fail due to poor project performance.
This presentation highlights importance of leading Enterprise Wide Projects, instead just focusing on managing projects. The author discusses enterprise wide project relevance to PMI Knowledge Areas and essential leadership skills required to manage enterprise wide projects.
The author also presents two project planning models organizations can use to improve enterprise wide project success.
This document provides an overview of a PMP exam preparation training presented by Learnerstreet International Pvt Ltd. It includes disclaimers about the use of PMP and PMBOK trademarks. The agenda covers an introduction, project integration management, and other knowledge areas. Information is provided about PMP certification requirements, fees, and the exam format. Ground rules are established for the training and it is noted that the material is based on PMBOK 5th edition.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
Projects focus on delivering outputs within scope, time and budget constraints, while programs aim to achieve broader strategic objectives and deliver lasting benefits. While most projects are delivered on time and budget, over half fail to meet business expectations due to an inadequate focus on benefits realization. Effective program management considers benefits identification, analysis, planning and delivery to better align initiatives with strategic goals and stakeholder needs. It requires capabilities beyond traditional project management like strategic alignment, stakeholder engagement and change management. Transitioning from a project to program orientation involves shifting from a delivery to benefits focus.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
The document provides an introduction to project management. It discusses that the world spends $10 trillion annually on projects, over 16 million people are project managers, and IT projects have a poor track record. Formal project management provides advantages like improved control, relations, quality and costs. A project is a temporary endeavor to create a unique product or service. Project management involves resources from various areas to meet a sponsor's goals under conditions of uncertainty. The role of project managers is to work with teams and stakeholders to meet goals. Experience and skills in areas like leadership, communication and problem solving are important for project managers.
This document discusses tools and techniques for managing projects that have encountered difficulties and are at risk of failing. It provides two case studies as examples. The first case study describes a project that was 25% complete that was using a "big bang" approach across several countries. Early warning signs identified communication, team, and scope issues. The project was turned around by improving communication, quantifying scope changes, and better business/project alignment. The second case study describes a project 70% through time that faced significant technology challenges. Issues involved new technology, expanded scope, dispersed teams, and unaddressed risks. The project was salvaged by addressing these issues.
Top 10 Reasons Why You Should Go into Project ManagementDivya Malik
Project management is in demand across a variety of industries, and that's why there's a demand for project managers. In today's world, regardless of the industry, the project management field has numerous applications.
The document discusses software project management and provides 20 project management proverbs. It then defines what a project is and explains that projects have timeframes, require planning and resources, and need evaluation criteria. Finally, it discusses what a project manager does, including developing plans, managing stakeholders, teams, risks, schedules and budgets.
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.
The document discusses the challenges of modern project management. It begins by defining a project and the key characteristics. It then discusses project management processes according to PMI, including the five process groups. It outlines the typical project life cycle and what constitutes project success. Common reasons for project failure are listed, such as poor requirements, unrealistic timelines, and scope creep. The document then discusses project management maturity models from ad-hoc to optimized. Finally, it provides best practices for project management, such as managing stakeholders, risks, issues, and change, and the benefits of PMP certification.
How Project Management Office (PMO) Can Revolutionize Your Business.pdfPMOGlobalInstitute
The document discusses how a Project Management Office (PMO) can revolutionize businesses. A PMO provides centralized support for project management to help ensure alignment with strategic goals and maximize productivity. It discusses the different types of PMOs and how they improve project success rates, enhance decision making, optimize resources, and promote standardization. Key components for an effective PMO include governance structure, strategic alignment, resource management, methodologies, and performance measurement. The document also outlines challenges to implementing a PMO and how the role of PMOs is evolving to be more agile, data-driven, and strategic.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd. on Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) certification. It provides an agenda for the seminar which includes an introduction of Ritetrac, why projects fail, the value of project management, demystifying PMP and CAPM, prospects and benefits of certification, how Ritetrac can help individuals become certified, and steps for obtaining certification. The seminar aims to educate attendees on project management best practices and certification.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd on project management certification. It provides an agenda for the seminar that includes an introduction of Ritetrac, why projects fail, the value of project management, and information on the PMP and CAPM certifications. It discusses the prerequisites, topics covered, and benefits of obtaining the PMP and CAPM certifications for both individuals and organizations.
Project Mng Basics Belarusian State University FinalТранслируем.бел
The document provides an overview of project management basics presented by Murat Erkan, a project manager with experience in various industries. It defines what a project is, outlines the benefits of project management, and discusses factors for successful projects. It also summarizes Erkan's background and agenda, which includes describing project manager skills, key processes, knowledge areas, and the evolution of project management as a profession.
Project management is the process of preparing and facilitating projects from start to finish. In this role, project managers plan, design and carry out projects, monitor progress, keep stakeholders informed, and prepare budgets.
This document discusses key topics in project management as outlined by the Project Management Institute (PMI). It begins by highlighting the importance of project management and poor track records of project success. It then discusses PMI, their certifications like the PMP, and organizational project management maturity. Finally, it provides an overview of project management principles including defining projects and operational work, and characteristics of project management. The document is meant to illustrate the need for improved project management practices and teachings from PMI.
Discussion Paper PMO And Merger Projectstheteflonpm
The document discusses establishing a project management office (PMO) for a merger project. It recommends establishing a hierarchy of PMOs with different mandates that ultimately report to an enterprise PMO managed by a project director. The PMO would facilitate project teams, identify resource gaps, and ensure standards are followed for portfolio management, methodology, communication, and status reporting. It emphasizes the need for governance, defining projects and deliverables, and balancing autonomy with standardization.
Enterprise Wide IT Projects are Complex and strategic importance to organizations to sustain competitive advantage in the market place.
High percentage of strategic initiatives fail due to poor project performance.
This presentation highlights importance of leading Enterprise Wide Projects, instead just focusing on managing projects. The author discusses enterprise wide project relevance to PMI Knowledge Areas and essential leadership skills required to manage enterprise wide projects.
The author also presents two project planning models organizations can use to improve enterprise wide project success.
This document provides an overview of a PMP exam preparation training presented by Learnerstreet International Pvt Ltd. It includes disclaimers about the use of PMP and PMBOK trademarks. The agenda covers an introduction, project integration management, and other knowledge areas. Information is provided about PMP certification requirements, fees, and the exam format. Ground rules are established for the training and it is noted that the material is based on PMBOK 5th edition.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
Projects focus on delivering outputs within scope, time and budget constraints, while programs aim to achieve broader strategic objectives and deliver lasting benefits. While most projects are delivered on time and budget, over half fail to meet business expectations due to an inadequate focus on benefits realization. Effective program management considers benefits identification, analysis, planning and delivery to better align initiatives with strategic goals and stakeholder needs. It requires capabilities beyond traditional project management like strategic alignment, stakeholder engagement and change management. Transitioning from a project to program orientation involves shifting from a delivery to benefits focus.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
The document provides an introduction to project management. It discusses that the world spends $10 trillion annually on projects, over 16 million people are project managers, and IT projects have a poor track record. Formal project management provides advantages like improved control, relations, quality and costs. A project is a temporary endeavor to create a unique product or service. Project management involves resources from various areas to meet a sponsor's goals under conditions of uncertainty. The role of project managers is to work with teams and stakeholders to meet goals. Experience and skills in areas like leadership, communication and problem solving are important for project managers.
This document discusses tools and techniques for managing projects that have encountered difficulties and are at risk of failing. It provides two case studies as examples. The first case study describes a project that was 25% complete that was using a "big bang" approach across several countries. Early warning signs identified communication, team, and scope issues. The project was turned around by improving communication, quantifying scope changes, and better business/project alignment. The second case study describes a project 70% through time that faced significant technology challenges. Issues involved new technology, expanded scope, dispersed teams, and unaddressed risks. The project was salvaged by addressing these issues.
Top 10 Reasons Why You Should Go into Project ManagementDivya Malik
Project management is in demand across a variety of industries, and that's why there's a demand for project managers. In today's world, regardless of the industry, the project management field has numerous applications.
The document discusses software project management and provides 20 project management proverbs. It then defines what a project is and explains that projects have timeframes, require planning and resources, and need evaluation criteria. Finally, it discusses what a project manager does, including developing plans, managing stakeholders, teams, risks, schedules and budgets.
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.
The document discusses the challenges of modern project management. It begins by defining a project and the key characteristics. It then discusses project management processes according to PMI, including the five process groups. It outlines the typical project life cycle and what constitutes project success. Common reasons for project failure are listed, such as poor requirements, unrealistic timelines, and scope creep. The document then discusses project management maturity models from ad-hoc to optimized. Finally, it provides best practices for project management, such as managing stakeholders, risks, issues, and change, and the benefits of PMP certification.
How Project Management Office (PMO) Can Revolutionize Your Business.pdfPMOGlobalInstitute
The document discusses how a Project Management Office (PMO) can revolutionize businesses. A PMO provides centralized support for project management to help ensure alignment with strategic goals and maximize productivity. It discusses the different types of PMOs and how they improve project success rates, enhance decision making, optimize resources, and promote standardization. Key components for an effective PMO include governance structure, strategic alignment, resource management, methodologies, and performance measurement. The document also outlines challenges to implementing a PMO and how the role of PMOs is evolving to be more agile, data-driven, and strategic.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd. on Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) certification. It provides an agenda for the seminar which includes an introduction of Ritetrac, why projects fail, the value of project management, demystifying PMP and CAPM, prospects and benefits of certification, how Ritetrac can help individuals become certified, and steps for obtaining certification. The seminar aims to educate attendees on project management best practices and certification.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd on project management certification. It provides an agenda for the seminar that includes an introduction of Ritetrac, why projects fail, the value of project management, and information on the PMP and CAPM certifications. It discusses the prerequisites, topics covered, and benefits of obtaining the PMP and CAPM certifications for both individuals and organizations.
Project Mng Basics Belarusian State University FinalТранслируем.бел
The document provides an overview of project management basics presented by Murat Erkan, a project manager with experience in various industries. It defines what a project is, outlines the benefits of project management, and discusses factors for successful projects. It also summarizes Erkan's background and agenda, which includes describing project manager skills, key processes, knowledge areas, and the evolution of project management as a profession.
Project management is the process of preparing and facilitating projects from start to finish. In this role, project managers plan, design and carry out projects, monitor progress, keep stakeholders informed, and prepare budgets.
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Low power architecture of logic gates using adiabatic techniques
PMP Chapter-3_ PMBOK_6(1).pptx
1. PMP® Training for Golis Team.
Date; 25th Sept, 2021/ Bosaso, PL-Somalia.
Unit;3 The Role of Project Manager.
Trainer:
Mohamed Mahad (BBA, MBA, PMP).
www.hcc.snet
Slide 1
"PMI®" registered.PMBOK®"
2. Agenda of Today’s session
Introduction/ Overview
PM’s Scope of Influence The
Basic Skills of PM
PM Q. and Competencies
Leadership vs Management
Slide 2 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
4. Case study; Automotive company.
Daisu is a multi-billion dollar world leader in manufacturing automotive
components in Japan, this company’s customer base includes virtually every
major manufacturer in the global automotive, commercial vehicle, and off-
highway markets.
5. Business Challenge.
As the company emerged from bankruptcy protection, its Human Resources (HR)
executives wanted to reduce service costs, which were averaging US $20 million
annually.
They developed a strategy to “right-source” key HR functions that had been
outsourced to a single contractor. By bringing the majority of services back in-house.
While partnering with an array of best-in-class service providers for select elements
of the program.
The company expected to both improve HR services and cut costs dramatically.
6. Cont’ed;…
Overall, there were 15 discrete projects included in the HR Transformation Program,
such as Recruitment cost, Payroll management, Benefits allocation, Health and Welfare,
Salaries and Pension issues.
After eight months in operation, the entire program was in danger.
Key milestones and deliverables were not being met for any of the projects, and critical
cost overruns were adding up.
With just four months remaining to complete the entire HR Transformation Program.
The CEO realized that the organization did not have the program management expertise
to achieve the expected results.
7. Management Solution.
During that month, the CEO asked PM Solutions to assume program management oversight
and implement for the HR Transformation Program.
The following days, company contracted two professional program and project managers to
turn around and recover the troubled initiative.
The effort required for the projects and tensions between the stakeholders were high and
expectations management was a critical element to success.
Applying PM Solutions has made easy facilitation to study overall program challenges.
The PMP consultants reset client/vendor requirements, milestones, resource projections,
estimates, review and recovery techniques and delivery targets through PMP knowledge.
8. The Results.
All 15 projects within the program were completed on schedule and on budget, with
no service disruptions or outages during the execution transition.
Within seven months of projects/ program completion, the client had reduced HR
expenses from US $20 million to $6.8 million per year, and targeted for a $5 million
per year run rate.
As of the success on this initiative, PMP Solutions continued to work with this client to
build an organizational project management methodology, mature project
management practices, and help improve project execution across the organization.
9. Overview.
Slide 9 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
The project manager plays a critical role in the leadership of a project team in order to
achieve the project’s objectives.
Project managers involves in a project from its initiation through closing.
In some organizations, a project manager may be involved in evaluation and analysis
activities prior to project initiation.
10. Cont’ed;
As usual project managers entails balancing a project’s timeframe,
budget, scope and often leads to greater profitability.
Where projects are frequently late, over budget or fail to meet their
objectives, there is lack of professional project manager.
11. The Role of Project Manager.
The role of Project manager can summarized in the broadest sense,
Project managers (PMs) are responsible for ;-
- Planning, organizing, controlling and
- Directing the completion of specific projects objectives for an organization
- While ensuring these projects are on time, on budget, within scope and desired quality.
12. The Project Manager’s Scope of Influence.
Stakeholders Suppliers
Customers /Government
Sponsor Governing
Bodies Steering
Project Team
/Resources
Managers
Project Manager
Slide 12 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
13. The Organization.
Slide 13 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
The project manager proactively interacts with other project managers.
Other independent projects or projects that are part of the same program may impact a project
due to but not limited to the following:
Demands on the same resources,
Priorities of funding,
Political, Conflicts and disputes.
Constraints of resources deliverables, and
Alignment ofproject goals and objectives with those of the organization.
14. The Role & Responsibility of Project Manager.
Plan and Manage people, resources and other equipment's
Get things done; Working in the system and framework.
Being Active listener and communicate effectively project stakeholders.
Creating conducive working environment and managing risks.
The PM is ultimately responsible for ensuring project success.
19. • Technical project management. The
knowledge, skills, and behaviors related to
specific domains of project, program, and
portfolio management. The technical aspects of
performing one’s role.
• Leadership. The knowledge, skills, and
behaviors needed to guide, motivate, and
direct a team, to help an organization achieve
its business goals.
• Strategic and business management. The
knowledge and expertise in the industry and
organization that enhanced performance
and better delivers business outcomes.
Technical
Project
Management
Strategicand
Business
Management
Leadership
Slide 19 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
Project Manager Competencies. ‘’Example”
20. Class activity 1
1. Project managers have the highest level of authority and the
most power in which type of organizational structure?
a) Projectized
b) Strong Matrix
c) Functional
d) Balanced Matrix
21. Class activity 2.
2. Which type of leadership is best suited for optimizing team
performance in projects?
a) Situational leadership
b) Participative leadership
c) Autocratic leadership
d) Free leadership
22. Qualities and Skills of a Project Manger.
Slide 22 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
Research shows that the qualities and skills of a Project Manager
include;-
Being a visionary (e.g., help to describe the products, goals, and objectives.
Managing and Dealing with People.
Communication & Interpersonal Skills.
Negotiation skills.
Problem solving skills.
Performing Integration.
23. 1. Managing and Dealing with People.
Slide 23 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
A large part of the project manager’s role involves dealing with people.
The project manager should study people’s behaviors and motivations.
The project manager should strive to be a good leader, becauseleadership is crucial to the
success of projects in organizations.
24. 2. PM Communicates
Formal Communications; reports and presentations.
Informal Communications; emails, site meeting and etc.
Vertical Communications; follow the organization’s flowchart.
Horizontal Communications; Peer to peer or director to director.
26. 3. PM Negotiate.
Aim for fair agreement.
Work priorities.
Technical approach.
Changes to the project scope.
Schedule and Cost.
Vender terms and conditions.
Project ream members assignment and schedule.
Other resources constraints.
27. 4. PM is problem solver.
Find problem definition.
Analysis the root causes.
Treat causes not symptoms.
Go to the problem don’t delay it.
Don’t go the management with out solution.
28. 5. Performing Integration.
Project managers play a key role in working with the project sponsor in order to
achieve project objectives.
Project managers are responsible for guidingthe team to work together to focus on
what is really essential at the project level. This is achieved through the integration of
processes, knowledge, and people.
The integration are majorly divided into two;
- Integration at the cognitive level; the PM should strive to become proficient in all of the PMKA.
- Integration at the context level; - PM need to be familiar for the project context and environment.
29. Class activity 3
3. What is one of the most important skills a project manager can
have?
a) Negotiation skills
b) Influencing skills
c) Communication skills
d) Problem Solving skills
30. Class activity 4
4. Your IT Company is responsible for making software virus
programs. You are responsible for managing both individual
product releases and co-ordination of multiple released
projects. Your role is that of a :
a) Project Manager
b) Program Manager
c) Functional Manager
d) Operations Manager
31. Management Leadership
• Direct using positional power
• Maintain
• Administrate
• Focus on systems and structure
• Rely on control
• Focus on near-term goals
• Ask how and when
• Focus on bottom line
• Accept status quo
• Do things right.
• Focus on operational issues and problem solving
• Guide, influence, and collaborate
• Develop
• Innovate
• Focus on relationships with people
• Inspire trust
• Focus on long-range vision
• Ask what and why
• Focus on the horizon.
• Challenge status quo.
• Do the right things.
• Focus on vision,alignment,motivation,and
inspiration.
Leadership vs. Management.
Slide 31 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
32. Personality Consideration.
Personality refersto the individual differences in characteristic patterns of thinking,
feeling, and behaving;-
Authentic (e.g., accepts others for what and who they are)
Creative (e.g., ability to think abstractly, to see things differently, to innovate);
Cultural and beliefs (e.g., measure of sensitivity to other cultures including values).
Emotional (e.g., ability to perceive emotions and the information they present and to
manage them; measure of interpersonal skills);
Intellectual (e.g., measure of human intelligence over multiple aptitudes);
Political (e.g., measure of political intelligence and consideration);
Social (e.g., ability to understand and manage people).
Slide 32 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
33. Conclusion.
The role of Project manager can summarized in the broadest sense,
Project managers (PMs) are responsible for ;-
- Planning, organizing, controlling and
- Directing the completion of specific projects objectives for an organization
- While ensuring these projects are on time, on budget, within scope and desired quality.
34. Class activity 5
5. All of the following are contract types except:
a) Unit Price.
b) Make or Buy.
c) Cost Reimbursable.
d) lump Sum.
35. Thank you
Slide 35 "PMP®","PMI®" and "PMBOK®" are registeredmarks of the Project Management Institute, Inc.
Please contact us for PMP Exam Preparation and PMP Training.
Email Id : mmciise90@gmail.com
Telephone : +252907795597
Unit; 3 The End.