The document outlines various aspects of project management, including certifications like PMP and Prince2, their examination formats, and key phases of the project lifecycle. It highlights common challenges faced in project management and provides compensation statistics for project managers across different countries. Additionally, the document details the focus areas in project management and defines the roles and responsibilities within project structures.

1. Project Management
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2. Agenda
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 Overview of Project Management Certifications
 Introduction to Project, Programme and Portfolio
 Fundamentals of Project Management
 Focus Areas of Project Management
 Key Phases in Project Lifecycle

3. Updates from PRINCE2 Survey 2017
3
These are some of the observations from the research done by Axelos in 2017 about the PPM Benchmark.
Compensation for Project Managers
 UK - £52,030 / day rate £547
 USA - $97,524 / day rate $1,115
 India - INR 2,220,421 / day rate INR 2,112
 Australia - AUSD 138,533 / day rate AUSD 875
Age %
43-49 19
35-42 22
30-34 13
25-29 6
 57% or more do not conduct end of project reviews or very inconsistent
 Only 20% of respondents agree that PM function is influential when it comes to organisational strategy
 Almost half (48%) of project managers who rarely or never conduct project reviews had a failed project in the past 12 months.
Key issues faced by PPM (in descending order)
 Over-ambitious timeframes
 Changing project expectations
 Poor communication
 Lack of right people-skill mix
Method Accreditation
heard %
Accreditation
undertaken %
PRINCE2 86 60
Scrum 79 23
PMBoK 76 48
ITIL 79 42
Lean 66 17
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4. Overview of Project Management
Certifications
4

5. Market Leading Certifications
5
 PMP: Project Management Professional
 CAPM: Certified Associate in Project Management
 CSM: Certified Scrum Master
 PRINCE2 Foundation/PRINCE2 Practitioner
 CPMP: Certified Project Management Practitioner
 MPM: Master Project Manager
 PPM: Professional in Project Management
 PMITS: Project Management in IT Security
 Certified Project Director
 CPM: Certified Project Manager (IAPM)
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6. PRINCE2 Certification
6
Certification
Level
Purpose Examination format
PRINCE2
Foundation
To confirm you have sufficient knowledge and
understanding of the PRINCE2 method to be able to work
effectively with, or as a member of, a project management
team working within an environment supporting PRINCE2.
 Multiple choice examination questions
 60 questions per paper
 55% score required for passing
 One hour (60 minutes) duration
 Closed book
PRINCE2
Practitioner
To confirm whether the candidate has achieved sufficient
understanding of how to apply and tailor PRINCE2 in a
scenario situation.
 Objective testing, scenario based questions
 75 questions per paper each worth one mark
 55% score required for passing
 Two-and-a-half hours’ (150 minutes) duration, no
additional reading time
 Open book exam (official PRINCE2 manual only).
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7. PMP Certification
7
Certification Examination format
Project Management
Professional
 Minimum of 4500 hours of Project Management experience, or 7500 hours for sub
degree holders
 Minimum 35 contact hours of PMP training
 200 multiple choice questions
 175 are scored, 25 are randomly placed pre-test questions
 2 hours to complete the test
 60.6% is passing score ???????
 Recently PMI declares result as
» Passing - “Above Target” and “Target”
» Failing – “Below Target” and “Needs Improvement”
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8. PRINCE2 and PMP 1/2
8
PRINCE2 PMP
OriginUnited Kingdom United States
Administered ByAxelos PMI
AdoptionWorldwide Worldwide
Methodology
A process based project management
methodology
A knowledge based approach to project
management
Essence
A series of management processes
defining what must be done,
when and how it must be done and
by whom over the life of a project
Describes core practices and a wider range
of techniques that can be applied to manage
a project
Application
An integrated set of processes and themes
(they are not isolated silos that can be
selectively applied)
Each topic area can be referred to in
isolation from others
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9. PRINCE2 and PMP 2/2
9
PRINCE2 PMP
OriginPrescriptive, but tailorable Non-prescriptive
Coverage
• Covers all project management roles
• Does not cover interpersonal skills
• Targeted at Project Managers
• Covers interpersonal skills
Fee Structure
Fees includes exam fee as PRINCE2
Accredited Training Organizations are
permitted to invigilate exams set by the
accreditation body.
Exam fee typically not included in training
course fee as exams are completed at an
exam center specified by the accreditation
body.
Training Organization
PRINCE2 Training organizations must be
Accredited and hold a UK Government
license to train in PRINCE2.
PMP training organizations must comply with
the PMI training syllabus. Trainer’s
competency to deliver training is not
assessed.
Duration
Certification confirmed within approximately
1 week from the training
Certification typically confirmed within a
month or more of the training
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10. Introduction to Project, Programme
and Portfolio
10

11. What is Portfolio, Programme and Project?
11
A temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case.Project
A temporary, flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and
activities in order to deliver outcomes and benefits related to the organization's strategic objectives. A programme is likely to have a life that spans
several years.
Programme
The totality of an organisation’s investment (or segment thereof) in the changes required to achieve its strategic objectives.Portfolio
Portfolio
Programme A Programme B Sub-portfolio
Stand-alone
projects
Other activities
Projects and other
activities
Projects and other
activities
Programmes,
Projects and other
activities
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12. Focus Areas of Project Management
12

13. Focus Areas of Project Management - Overview
13
ProjectEnvironment
Scope Benefits
Cost Time Quality
HR
Procurement
Communication
Interpersonal Skills
Stakeholders
Risk
The relationship of these Focus Areas is much more complex and like an interlinked
web.
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14. Some Fundamentals of Project
Management
14

15. Typical Project Lifecycle
15
Generic
Phases
Initiating Planning Executing Track & Report Close
Process Groups
as per PMBoK
Initiating Planning Executing
Monitoring &
controlling
Closing
PRINCE2
Processes
Starting up
Initiating a project
Managing Product
delivery &
Controlling a stage
Managing Stage
boundary
Closing a project
Directing a Project
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16. Typical Project Organisation Structure
16
From the customer
From the supplier
Within the project management team
Sponsor Group
Project Board
Senior User(s) Senior Supplier(s)
Team members
Change Authority
Project Support
Project Manager
Team Manager(s)
Business, User and
Supplier Project
Assurance
Executive
Lines of authority
Project Assurance responsibility
Lines of support/advice
According to PMBoK
 Organic or Simple Organization
 Functional or Centralized
Organization
 Multi-divisional Organization
 Matrix Organization
 Project Oriented (Composite or
Hybrid) Organization
 Virtual Organization
 Hybrid
 PMO
According to other sources
 Simple Organization
 Functional Organization
 Divisional Organization
 Matrix Organization
 Team-Based Organization
 Network Based Organization
 Modular Organization
Diagram is from PRINCE2 2017 Manual and used here only for indicative representation; all copyrights of respective governing bodies like Axelos and others
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17. Key Phases in Project Lifecycle
17

18. Initiate
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 Sponsors organisation
 Project management team
 Project Manager
Key Actors
 Business case with project
benefits
 Project organisation chart
 Commitment on resources
 Project kick off
Key Outputs
 Initial scope definition and
creation of project vision
 Identify project
management and all the
stakeholders; appoint
project manager
 Create business case
 Prepare project brief /
charter / high level plan
 Get the commitment on
financial and other
resources as required
 Get the project
authorization
Key Activities
 The key purpose of this
phase is to align
stakeholder’s expectations
with project’s purpose. This
phase will help set the
vision of the project. The
answers to the questions
like “What is the project?”,
“What are the benefits?”,
“What is the problem or
change that project will
address?”, “What are the
options?”, etc. will be
defined in this phase.
Purpose
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19. Plan
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 Project Manager
 Project Management team
to support in the respective
areas of expertise
Key Actors
 Detailed project plan
 Various Strategies
 Risks and mitigation plan
Key Outputs
 Develop management plan
 Define scope
 Define activities
 Identify dependencies
 Estimate
 Prepare schedule
 Assign resources
 Define control points and
milestones
 Calculate costs
 Analyse risks
 Document the plan
 Plan Quality,
Communication, Risk,
Resources, Procurement
and Stakeholder
management strategies
Key Activities
 A Plan is a comprehensive
document, covering key
aspects of project
(products, timescales,
costs, quality and benefits)
and describing how, when
and by whom a specific
target(s) is to be achieved.
Planning is an act or
process of making and
maintaining a plan. Plans
are the backbone of
controlling a project.
Purpose
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20. Execute
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 Project manager
 Delivery Team(s)
 Other support groups
Key Actors
 Partial or full completed
products (/ deliverables)
Key Outputs
 Team manager accepts
authorized requirements
from Project manager
 Team manager ensures
that products (/
deliverables) are developed
in accordance with any
development method(s)
specified in the
requirements
 Demonstrate quality criteria
are met for each product
(/deliverable)
 Obtain authorization on
completed product (/
deliverable)
 Delivering the products
Key Activities
 The purpose of this phase
is to complete the work
defined in the project
management plan to satisfy
the project specification and
requirements. During
project execution, results
may require planning
updates and re-baselining.
Large portion of the project
budget will be utilised
during this phase of the
project.
Purpose
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21. Direct
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 Sponsor group
 Project management /
board
Key Actors
 Guidance to the project
management team on
various aspects / issues of
the projects
 Decision making and
sponsorship
Key Outputs
 Provide approval to initiate
the project and deliver the
products of project
 Ensure project remains
viable and worthwhile
throughout the project life
cycle
 Post project benefits are
monitored and measured
 Give ad hoc directions as
and when required through
the project life cycle
Key Activities
 The purpose of this phase
is to provide continuous
direction to the project.
Through this phase, it will
be ensured that the project
remains viable and benefits
are realised across project
life cycle.
Purpose
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22. Close
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 Project Manager
 Project management team /
board
 Project support groups
Key Actors
 Acceptance of project
product
 Formal closure of the
project
 Closure documentation
 Resources released
Key Outputs
 Prepare planned closure
 Prepare premature closure,
if it is the case
 Handover products to the
next team owning it / users,
as the case may be
 Evaluate the project
performance
 Recommend and execute
project closure
 Capture lessons learnt for
future references
 Release the project
resources to its original
pool
Key Activities
 The purpose of this phase
is to ensure that the
objectives set out at the
start of the project are
achieved. This phase will
be a fixed point at which the
project product is accepted.
Beyond this point, project
will have nothing more to
contribute.
Purpose
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23. Contact
23
For any further queries please write to
maheshmd@sharvagroup.com

24. Thank You
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