Project Management under PMI perspective

PMI „standards“
• Project Management under PMI‟s perspective

Project Management Seminars
May 2012
Luis F. Robledano-Esteban, lfrobledanoesteban@yahoo.es

PM under PMI perspective 2

Luis F. Robledano Esteban / May 2012

AGENDA

 Why this Presentation
 Project Management Overview
 PMI
 PMBoK
 Project, Program, Portfolio
 PM Lifecycle & (Phases) Proccess Groups
 Areas of Knowledge
 Conclusions



AGENDA

 PMI
 PMBoK
 Conclusions



WHY This Presentation

 Common Understanding
◦ Among us
◦ Customers/Collaborators

 Best Practices
◦ Save time (processes, templates…)
◦ Avoid to:
 Reinvent the wheel
 Fall into same mistakes



PROJECT MANAGEMENT OVERVIEW
We all know what is a Project, or Project Management…



Project Management Overview…
The need for Standards



AGENDA

 PMI
 PMBoK
 Conclusions



PMI
Project Management Institute

 Best Practices Definition
 Professional
Development
 Interest Groups
(Communities of
Practice)
 Biggest PM Association
 600.000 members+certs
 185 countries
 PMP ISO-9000 Quality Cert.


PMI
Alternatives

 Oldest… “Internet”  Office of Government
Commerce – UK
 www.ipma.ch
 www.prince2.com



AGENDA

 PMI
 PMBoK
 Conclusions



PMBOK 1. The Book

 PMBoK:
 Project
Management Body
of Knowledge
Guide, 5thE.
 Is the a set of Best
Practices
 There are „sub-books“
for specific topics
(Risk, Scheduling,…)



PMBOK 2. Project, Program, Portfolio

 Project: „is a temporary endeavor
undertaken to create a quantifiable
product, service or result.
 Project Management
 Vs. Operational Management
 Sub-Project, Project, Program, Portfolio
 PMO: Project Management Office
 Coordinates the management of
Projects, Programs
 Provides logistics support



AGENDA

 PMI
 PMBoK
 Conclusions



PROJECT MANAGEMENT LIFECYCLE

act Proj ect Management Process

Initiating Planning Executing Closing

 PMI drops the assumption of waterfall projects
 Instead of phases – Process Groups



Processes Groups

 Set of processes to apply during the Life
of the project
 Groups:
 Initiating
 Planning
 Execution
 Control
 Closing



INITIATING PMI Process Groups

 Inputs: Contract/Statement of
Work, Enterprise Environmental
Factors&Assets
 Project Charter
 Official Approval of the Project
 Core team, responsibilities and
stakeholders
 Why, main
Deliverables, Milestones, Constraints
 Preliminary Scope Statement constraints
 What
 What to do  What risks
 What resources


KEY CONCEPTS: SOW Process Groups: Initiating

 Statement of Work - SOW:
 Internal order for work, request (as of requester)



STAKEHOLDERS Key Concepts

 Whoever is directly involved,
can affect or can be affected by
the project process or its
results.
 Team members
 Customers
 Providers
 Company departments-
individuals
 Society entities or individuals
 Identification and
communication with
Stakeholders is a key-stone of
PM (PMI in particular)



DELIVERABLE Key Concepts

 Products/services to be ext. delivered
 Can be final
 Software Tool
 or during the project
 Project Reports
 Research papers
 Normally identified within the
contract or SOW

 Other internal documents, could be called
deliverables, but in principle are only those external
(those the customer is expecting)



MILESTONE Key Concepts

 Deliverables ready
 Availability of some part
of project
 Workshop, public
event…
 Quantifiable: „This part is
finished and you can see it“
 Usualy interchanged by the
date when a milestone
is/should be reached
 Scares team members!!,
PMs love them



CONSTRAINTS Key Concepts

 The Triple Constraint
 Time
 Cost
 Scope
 One cannot be
changed without
affecting the others



INITIATING (BIS) PMI Process Groups

 Inputs: Contract/Statement of Work,
Enterprise Environmental Factors&Assets
 Project Charter
 Official Approval of the Project
 Core team, responsibilities and
stakeholders
 Why, main Deliverables, Milestones,
Constraints
 Preliminary Scope Statement
 What to do  What constraints
 What resources  What risks



PLANNING PMI Process Groups

 Not only the Schedule!
 21 Processes
 Project Management Plan
 How we are going to plan
 How we will change the plan when required
 Work Breakdown Structure - WBS
 Schedule, Cost, Budget
 Risks (Plan, Ident., Qual An., Quant.An….)
 Communication Plan
 Procurement Plan
 20% of Project time (effort), most of
the PM„s effort



PLANNING: WBS PMI Process Groups

 Development
1. Brainstorm
2. „Post-ist“
3. Tree
4. Dictionary
 Is input for the
rest of planning-
procs.
 Team
participation
 Focus on the
tasks
 Nodes: Work-
packages (WP)
 Leaves:
Activities/Tasks
 PMI PMgrs
Love it!!!



EXECUTING PMI Process Groups

 Perform Quality Assurance
 Acquire, Develop Project Team
 Information Distribution
 Request Seller Responses (RFQ, RFP),
Select Sellers



CLOSING PMI Process Groups



IS THAT ALL? PMI Process Groups



CONTROL PMI Process Groups

 Monitor and Control Project Work
 Performance Reporting
 Manage Stakeholders
 Integrated Change Control
 Risks
(recom.correct./preempt.actions)

 Change Requests Management
 Change Requests
 Change Management Board
 Scope changes-Scope creep


PROCESS GROUPS Processes Groups

act Proj ect Management Process

Initiating Planning Executing Closing

«flow» «flow» «flow» «flow»

Controlling

 NO! Why?
 Each process may trigger another process in other
group.
 Processes of a Group may start without end of
another previous Group End



Processes Groups



AGENDA

 PMI
 PMBoK
 Conclusions



PMI AREAS OF KNOWLEDGE



AGENDA

 PMI
 PMBoK
 Conclusions



CONCLUSIONS

 What we have learned:
 Why we need to standarize
 Meaning for PMI of some key
words: Project, Stakeholder,
WBS, Deliverable,
 Risk?!
 Intro to best-practices of PMI
 No phases, but group processes
 Planning is more than a MS-
Project
 Communication play a key role in
PMI


 PM
◦ Zweite Ebene
 Dritte Ebene
◦ Vierte Ebene
 Fünfte Ebene

Project Management Seminars
Mayunder PMI perspective
PM 2012 36

Luis F. Robledano-Esteban, lfrobledanoesteban@yahoo.es

Project Management under PMI perspective

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