The document provides an overview of project management concepts based on the PMBOK 5th Edition including learning outcomes, retention rates for different learning methods, the mapping of knowledge areas to process groups, and examples of project documents like the statement of work, project charter, stakeholder analysis, and project management plan template. It also discusses several key planning processes like developing the project management plan, scope management, requirements collection, and risk identification.
- What is project scope?
- why scope management is important?
- what are the processes of scope management?
- what is Scope Baseline?
- how to create WBS?
- What is project scope?
- why scope management is important?
- what are the processes of scope management?
- what is Scope Baseline?
- how to create WBS?
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
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.
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.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
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.
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.
After this training, a participant
knows the knowledge areas and the
project management processes as
described in the PMBOK® Guide the objectives described in the PMBOK® Guide – the
global standard established in project management by PMI® (Project Management Institute). This guide is the reference used for PMP®
Hi, guys!
Before getting and applying any tools for the project we will try to view on project from bird view based on PMI methodology (PMBOK, 5th edition).
So our aims on this post:
1. Clarify project lifecycle
2. Identify tools which can be used on each phase
Episode 111 Premium: There is no PMI Project Management MethodologyOSP International LLC
The new PMBOK® Guide 4th Edition will be available on Dec 31 2008. We take this opportunity to talk about one of the bigger misconceptions that people have about the PMBOK® Guide: They think that is is a methodology.
In this regard, you may hear many people say that they are "using the PMI Methodology" on their project or that they have "implemented the PMBOK methodology at work". In this presentation we explain why the PMBOK Guide is not a methodology, but a framework.
This is one of our Premium "Overtime" Episodes, which are normally reserved to the subscribers of the Premium PM Podcast. However, this is also the first of many presentation style episodes that we will publish, so it is made available to everyone, so that you can see what you would receive with your subscription to The Premium PM Podcast.
Widely accepted as a global benchmark to recognize proficiency and skills in
Project Management, the Project Management Professional (PMP®) certification will
certify an individual’s ability to successfully drive and manage a project. PMI’s
Project Management Professional (PMP®) credential is recognized worldwide as the
definitive industry-recognized certification for project managers.
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PMP is one of the most industry-recognized project management certifications for project managers in the globe. PMP certified professionals demonstrate their knowledge in leading projects across industry verticals. This PMP certification has consistently ranked among “Top 10 IT Certifications in the World” and has found widespread acceptance among employers across the globe.
This PMP courseware is created by international subject matter experts and offers comprehensive understanding of global language of project management and help one to standout from the crowd to become a global professional with immense opportunities.
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Email :support@invensislearning.com
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This PMP Lecture content was developed within my TAE "Training and Assessment Certificate IV" studies (Project 4). This lecture was provided to a group of volunteer "PMP students".
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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12. Statement Of Work ‐ sample
Project Title:Project Title:
• BP‐TC building
Introduction / Background Introduction / Background
• Brain Power Training Centre has 5 years master plan to extend it’s training & education and consultancy
activities
• BPTC is targeting to optimize their training capacity in quantity & quality and entering new market segments,
adding new innovated courses and material
• BPTC plans to design & construct ONE‐OF‐A‐KIND new training center building
Objectives Objectives
• To increase training hours per year from 1,000 to 5,000 training hours per year .
Scope of work Scope of work
• Project work includes
• Design ,Construction & management of BP‐TC building
13. Project charter contents (PMBOK)
Project
PURPOSE or
justification,
Measurable project
OBJECTIVES and
related success
criteria,
High‐level
REQUIREMENTS,
ASSUMPTIONS and
constraints,
High‐level project
DESCRIPTION
and boundaries,
High‐level
RISKS,
Summary
MILESTONE
schedule,
Summary
BUDGET,
STAKEHOLDER
list,
Project
APPROVAL
requirements
Assigned PROJECT
MANAGER,
responsibility
authority
Name and
authority of the
SPONSOR
14. 4.1.3.1 PROJECT CHARTER SAMPLE (1/2)
Project : • BPBC Training center building
Project SPONSOR: • Prof. A. S. Jumaa
Project MANAGER: • Engr. M. Rudwan
Project Customer: • BPBC Shareholders
Project PURPOSE or
Justification:
• multi‐story building at Khartoum center to accommodate all training ,
academic & other events of BPBC activities as part of BPBC strategy plan
(2013‐2018) to enable it extend its’ existing & develop new program
Project DESCRIPTION: • G+3 story building with training facilities
Project and Product
Requirements:
• ..
Acceptance Criteria: • Complete all works within specified budget, time frame & industry quality
Initial Risks: • Lack of funding ‐ Governmental permeations –Growing market demand, …
Charter # :001‐08‐13 Date Prepared: December 4,2013
19. 13.1.3.1 Stakeholder register (PMI)
Name Position Role Contact Requirements Expectations Influence Class.*
Prof. Juma BPCT‐CEO Sponsor H 1
Eng. M. R. BPBC‐DM Designer H 2
Dr. A. R.
National
Council
Training
Governmental
Authority
H 3
Eng. F.H. DIU‐ID
AB‐Consult
CC Contracting
Project Title: BPBC Training Center Building (BP-TC) Date prepared: ../…/2013
Signature:Stakeholder classification*: Internal/external, supporter/neutral/resistor, etc.
27. 4.2 Develop Project Management Plan
Inputs
Project charter
Outputs from other
processes
Enterprise
environmental factors
Organizational
process assets
Tools & Techniques
Expert judgment
Facilitation Techniques
Outputs
Project management
plan
defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive
project management plan.
32. 5.3 Define Scope
Inputs
Scope management plan
Project charter
Requirements
documentation
Organizational process
assets
Tools & Techniques
Expert judgment
Product analysis
Alternatives generation
Facilitation Techniques
Outputs
Project scope
statement
Project
documents
updates
DETAILED description of the project and product.
boundaries -requirements collected will be INCLUDED in and excluded.
33. 5.3.3.1 PROJECT SCOPE STATEMENT SAMPLE
Project Title: ….. Date Prepared: ……. P 1/2
Product Scope Description:
Four story building with training facilities
Project Deliverables:
• 4 story building of 800 sqm
• Electromechanical
• Landscaping
• Furniture
• Training facilities
Project Acceptance Criteria:
• As in the project charter with addition of:
• …
Project Exclusions:
• Land acquire -Bank finance - ……
Project Constraints:
P 2/2
Project Assumptions:
Site is ready for construction by
October 2013
First design set (foundation structural
drawings are completed by mid-
September 2013)
…….
47. 5.6 Control Scope
monitoring the status of the project and product scope and managing changes to the scope baseline.
Inputs
Project management plan
Requirements
documentation
Requirements traceability
matrix
Work performance data
Organizational process
assets
Tools & Techniques
Variance analysis
Outputs
Work performance
information
Change requests
Project management plan
updates
Project documents updates
Organizational process assets
updates
49. • elevation of 1,825 ft (556 m) above sea level,
• 175 ft (53 m) above the stream bed.
• capacity of 30,000 acre∙ft (37,000,000 m3)
June 1923
• capacity of the reservoir 32,000 acre‐feet (39,000,000 m3).
July 1, 1924
• capacity of 38,000 acre‐feet (47,000,000 m3)
• height would be 185 ft (56 m)
March 1925
• Water began to fill the reservoir.
March 1, 1926
• Two and a half minutes before midnight > the St. Francis
Dam disastrously failed. the resulting flood killed up to 600 people
March 12, 1928
47,000,000 m3
(56 m H)
39,000,000 m3
37,000,000 m3
53 m H
51. 7.4 Control Costs
Inputs
Cost management plan
Project funding requirements
Work performance data
Organizational process
assets
Tools & Techniques
Earned value management
Forecasting
To-complete performance
index (TCPI)
Performance reviews
Project management
software
Reserve analysis
Outputs
Work performance information
Cost forecasts
Change requests
Project management plan
updates
Project documents updates
Organizational process assets
updates
of monitoring the status of the project to update the project costs and managing
changes to the cost baseline.
61. 12.4.3.1 Closed procurements
Vendor Performance Analysis
What Worked Well:
What Can Be Improved:
Record of Contract Changes
Record of Contract Disputes
62. Organizational process assets
updates (lessons learned)
What Worked Well:
What Can Be Improved:
Risks and Issues
ID Risk or Issue Description Response Comments
Quality Defects