The secrete of passing PMP exams...this is the shorter version,
I was looking for this when I was preparing for the examination. I did not find it hence, I prepared one for me and you all.
My Dear Friends, this can act as a KEY to your success. Take it and pass it.
Summary of the PMI PMBOK 6th edition to help PMP / CAPM exam practitioners to understand the guide much better and focus on its most important contents.Also it is very helpful for practicing project mangers to stay up to date with the recent changes made on the PMBOK guide
The purpose of this plan is to find the right actions to develop a strategy in order to access the Moroccan or Thailand market, solving cultural differences and other challenges. Collecting information about the target market is a key ingredient to identifying challenging external factors such as language, culture, amount of competitors and market environment in general Lack of knowledge or familiarity with the target market environment, customer needs, business culture and competitors might mislead us in this process of Moroccan and Thailand entry.
Challenges of Product Managers in ICT Industry in Saudi ArabiaAbdulsalam Ghaleb
The Challenges of Product Managers in ICT Industry in Saudi Arabia.
it's my Master's thesis that presented to Geneva Business School to obtaining a Master's degree in International Management.
Seu purchase requisition management systemSaifur Rahman
This project is based on purchase module. It has features of create requisitions , multi-level approval system, order cretion, recieving, different reports etc
This Business Improvement Proposal was created by WebIT2 Consultants (Sarah Killey, Donald Gee, Mark Cottman-fields, Darren Cann and Sean Marshall) for the Queensland University of Technology (QUT) Library.
The plan outlines an in-depth situational analysis, proposal description, recommended solution, key benefits, business drivers, return on investment and implementation plan.
This is an assessment piece for INB346 - Enterprise 2.0 unit, Semester 2, 2009 (Lecturer Dr Jason Watson).
Summary of the PMI PMBOK 6th edition to help PMP / CAPM exam practitioners to understand the guide much better and focus on its most important contents.Also it is very helpful for practicing project mangers to stay up to date with the recent changes made on the PMBOK guide
The purpose of this plan is to find the right actions to develop a strategy in order to access the Moroccan or Thailand market, solving cultural differences and other challenges. Collecting information about the target market is a key ingredient to identifying challenging external factors such as language, culture, amount of competitors and market environment in general Lack of knowledge or familiarity with the target market environment, customer needs, business culture and competitors might mislead us in this process of Moroccan and Thailand entry.
Challenges of Product Managers in ICT Industry in Saudi ArabiaAbdulsalam Ghaleb
The Challenges of Product Managers in ICT Industry in Saudi Arabia.
it's my Master's thesis that presented to Geneva Business School to obtaining a Master's degree in International Management.
Seu purchase requisition management systemSaifur Rahman
This project is based on purchase module. It has features of create requisitions , multi-level approval system, order cretion, recieving, different reports etc
This Business Improvement Proposal was created by WebIT2 Consultants (Sarah Killey, Donald Gee, Mark Cottman-fields, Darren Cann and Sean Marshall) for the Queensland University of Technology (QUT) Library.
The plan outlines an in-depth situational analysis, proposal description, recommended solution, key benefits, business drivers, return on investment and implementation plan.
This is an assessment piece for INB346 - Enterprise 2.0 unit, Semester 2, 2009 (Lecturer Dr Jason Watson).
This module is aimed at helping you perform these roles to the best of your ability. As such, it provides you with information on assessment and evaluation in general and on outcomes-based assessment in particular. It attempts to show you how assessment contributes to quality teaching and learning and how it promotes accountability. Most importantly, though, it places assessment in context, indicating how it could be used as a tool for transformation
This is a report detailing my industrial placement year at Tomo Motor Parts Ltd. This report was submitted to Brunel University and formed the majority of my A+ result for the year.
We are trying to develop our working and branding of our Brand in international markets of Denim and Leathers Products. And i hope you all my friends and supporting members are always support us. Our aim to gives you best and new generation of denim products.
Thanks To All
* Our Investor partners
* Working Partners
* Media Partners
And Our All Working Staffs........
OfficeCentral User Manual for Global Configurations (English) V1R1venturesmarketing
OfficeCentral is a system that uses cloud technology (internet cloud-based software) and includes essential modules to manage a company, namely HRMS, Salary Calculation (Payroll), Accounts, and Customer Management (CRM).
OfficeCentral is a web application specially designed for small and medium industrial companies to manage companies more efficiently and smoothly.
We are providing online assistance to help you learn OfficeCentral User Manual for Global Configurations.
Introduction ...................................................................................12
Code Examples .......................................................................................................................15
Chapter 1: Using Dynamic Management Objects .......................16
Compatibility Views, Catalog Views, and DMOs ..............................................................17
DMO Security and Permissions ...........................................................................................21
Performance Tuning with DMOs ........................................................................................22
Navigating through the DMOs .....................................................................................24
Point-in-time versus cumulative data ..........................................................................26
Beware of the watcher effect .........................................................................................29
Using DMOs with other performance tools ...............................................................29
Summary ..................................................................................................................................32
Chapter 2: Connections, Sessions and Requests ........................33
Sysprocesses versus DMOs ...................................................................................................35
Connections and Sessions ....................................................................................................37
sys.dm_exec_connections ..............................................................................................38
sys.dm_exec_sessions .....................................................................................................40
Who is connected? ..........................................................................................................42
Who is connected by SSMS? ..........................................................................................44
Session-level settings .......................................................................................................45
Logins with more than one session..............................................................................47
Identify sessions with context switching ....................................................................48
Identify inactive sessions ...............................................................................................48
Identify idle sessions with orphaned transactions .....................................................51
Requests ...................................................................................................................................52
Overview of sys.dm_exec_requests ..............................................................................53
Overview of sys.dm_exec_sql_text .......................
This module is aimed at helping you perform these roles to the best of your ability. As such, it provides you with information on assessment and evaluation in general and on outcomes-based assessment in particular. It attempts to show you how assessment contributes to quality teaching and learning and how it promotes accountability. Most importantly, though, it places assessment in context, indicating how it could be used as a tool for transformation
This is a report detailing my industrial placement year at Tomo Motor Parts Ltd. This report was submitted to Brunel University and formed the majority of my A+ result for the year.
We are trying to develop our working and branding of our Brand in international markets of Denim and Leathers Products. And i hope you all my friends and supporting members are always support us. Our aim to gives you best and new generation of denim products.
Thanks To All
* Our Investor partners
* Working Partners
* Media Partners
And Our All Working Staffs........
OfficeCentral User Manual for Global Configurations (English) V1R1venturesmarketing
OfficeCentral is a system that uses cloud technology (internet cloud-based software) and includes essential modules to manage a company, namely HRMS, Salary Calculation (Payroll), Accounts, and Customer Management (CRM).
OfficeCentral is a web application specially designed for small and medium industrial companies to manage companies more efficiently and smoothly.
We are providing online assistance to help you learn OfficeCentral User Manual for Global Configurations.
Introduction ...................................................................................12
Code Examples .......................................................................................................................15
Chapter 1: Using Dynamic Management Objects .......................16
Compatibility Views, Catalog Views, and DMOs ..............................................................17
DMO Security and Permissions ...........................................................................................21
Performance Tuning with DMOs ........................................................................................22
Navigating through the DMOs .....................................................................................24
Point-in-time versus cumulative data ..........................................................................26
Beware of the watcher effect .........................................................................................29
Using DMOs with other performance tools ...............................................................29
Summary ..................................................................................................................................32
Chapter 2: Connections, Sessions and Requests ........................33
Sysprocesses versus DMOs ...................................................................................................35
Connections and Sessions ....................................................................................................37
sys.dm_exec_connections ..............................................................................................38
sys.dm_exec_sessions .....................................................................................................40
Who is connected? ..........................................................................................................42
Who is connected by SSMS? ..........................................................................................44
Session-level settings .......................................................................................................45
Logins with more than one session..............................................................................47
Identify sessions with context switching ....................................................................48
Identify inactive sessions ...............................................................................................48
Identify idle sessions with orphaned transactions .....................................................51
Requests ...................................................................................................................................52
Overview of sys.dm_exec_requests ..............................................................................53
Overview of sys.dm_exec_sql_text .......................
It can't be better than this. Perfect slides to make a head start to PMP. Sure short score and understanding increasr... Its Sanjeenvani ..
This gives you insights about how the data flows from
proces to another
Green Space Co-working Khartoum 2016 highlightsIsmail Ibrahim
- A non-profit collaborative office space in Khartoum, initiated and managed by Kyomi NGO in partnership with Haggar Holding.
- Designed for hosting small youth initiatives and startups, providing flexible accommodation.
- Mainly targeting groups active in “Environment” & “Youth Empowerment” sectors.
يشتمل العرض على اهمية ودور مراقب الوثائق فى المؤسسات وفى ادارة المحتوى
الدورة كاملة متاحة مع شهادة الحصور على الرابط:
https://www.udemy.com/quality-document-controller-dr-esam-obaid/?couponCode=LINKEDIN001
The international and electronic archiving conference and exhibition is the meeting point between local and international corporates and software professionals. Additionally, it will equip those responsible for records management with the knowledge and skills to respond to the rapidly evolving challenges of new technologies…
International Documentation & Electronic Archiving Conference and Exhibition
badvanced solutions to manage all the information and documents. Organizations produce huge amounts of documentation. Managing all the information and documents through document recovery, classification, securing and archiving of documents for future reference, is essential to increase efficiency and productivity and the smooth functionality of any organization.
The International and electronic archiving conference and exhibition is the meeting point between local and international corporates and software professionals. Additionally, it will equip those responsible for records management with the knowledge and skills to respond to the rapidly evolving challenges of new technologies.
مؤتمر وورشة عمل حول الارشفة وادارة الوثائق والسجلات
رابط المؤتمر والورشة
http://egyptdoc.com/
Perfect slides to make a head start to PMP. Sure short score and understanding increasr... Its Sanjeenvani ..
This gives you insights about how the data flows from
proces to another.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
1. PMP Prep Guide…. Page # 1
Its time now… Go Champ.
This is shorter version of the document: If you want full copy of my secrets to PASS the PMP examination, write back to me
sandeepsonkusale@gmail.com
1 Contents
1 PMP Prep......................................................................................................................................................... 6
2 Project Management ...................................................................................................................................... 6
2.1 Project and project Manager ............................................................................................................. 6
2.1.1 What you need to be a good project manager? ............................................................................. 6
2.1.2 Company’s Big Picture .................................................................................................................... 6
2.1.3 Things that are common with the above: ....................................................................................... 6
2.1.4 What is project? .............................................................................................................................. 6
2. PMP Prep Guide…. Page # 2
Its time now… Go Champ.
2.1.5 Project is NOT:................................................................................................................................. 6
2.1.6 PMO Office ...................................................................................................................................... 6
2.1.7 Interpersonal Skills of a Project Manager ....................................................................................... 6
2.1.8 whistleblowing ................................................................................................................................ 6
3 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE .................................................................... 8
3 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE .................................................................... 8
3.1 Organizations Process Assets: ................................................................................................................. 8
3.2 Enterprise Environmental Factors: ......................................................................................................... 8
3.3 Project Stakeholders Sponsor ................................................................................................................. 8
3.4 Project Constraints .................................................................................................................................. 8
3.5 Enterprise Environmental Factors .......................................................................................................... 8
3.6 Project Life Cycles: .................................................................................................................................. 8
3.6.1 Phase-to-Phase Relationships ......................................................................................................... 9
3.7 Predictive Life Cycles ............................................................................................................................... 9
3.8 Iterative and Incremental Life Cycles ...................................................................................................... 9
3.9 Adaptive (or Agile) Life Cycles ................................................................................................................. 9
3.10 Project Structure ................................................................................................................................... 10
3.11 Process Groups ..................................................................................................................................... 11
4 Project Integration Management .................................................................... Error! Bookmark not defined.
4.1 Develop Project Charter— ....................................................................... Error! Bookmark not defined.
The project statement of work (SOW) is a narrative description .................... Error! Bookmark not defined.
Work Authorization System. A subsystem of the overall project management system. It is a collection ......................................................................................................... Error! Bookmark not defined.
1 Purpose of project Charter.......................................................................... Error! Bookmark not defined.
2 project And Product Overview ..................................................................... Error! Bookmark not defined.
3 Justification ..................................................................................................... Error! Bookmark not defined.
3. PMP Prep Guide…. Page # 3
Its time now… Go Champ.
4 Scope .............................................................................................................. Error! Bookmark not defined.
5 Duration .......................................................................................................... Error! Bookmark not defined.
6 budget Estimate ............................................................................................. Error! Bookmark not defined.
7 High-Level Alternatives Analysis ................................................................. Error! Bookmark not defined.
8 Assumptions, Constraints And Risks ......................................................... Error! Bookmark not defined.
9 Project Organization ..................................................................................... Error! Bookmark not defined.
10 Project Charter approval .......................................................................... Error! Bookmark not defined.
Develop Project Management Plan—.................................................................. Error! Bookmark not defined.
4.2 Direct and Manage Project Work— ......................................................... Error! Bookmark not defined.
4.3 Monitor and Control Project Work— ...................................................... Error! Bookmark not defined.
4.4 Perform Integrated Change Control— .................................................... Error! Bookmark not defined.
4.5 Close Project or Phase—.......................................................................... Error! Bookmark not defined.
5 Project SCOPE Management ............................................................................ Error! Bookmark not defined.
5.1 Plan scope management: ......................................................................... Error! Bookmark not defined.
5.2 Collect Requirements ............................................................................... Error! Bookmark not defined.
5.3 Define Scope ............................................................................................ Error! Bookmark not defined.
The project statement of work (SOW) is a narrative description .................... Error! Bookmark not defined.
5.4 Create WBS .............................................................................................. Error! Bookmark not defined.
5.5 Validate Scope .......................................................................................... Error! Bookmark not defined.
5.6 Control Scope ........................................................................................... Error! Bookmark not defined.
6 Project Time Management .............................................................................. Error! Bookmark not defined.
6.1 Plan Schedule Management— ................................................................ Error! Bookmark not defined.
6.2 Define Activities— ................................................................................... Error! Bookmark not defined.
6.3 Sequence Activities— .............................................................................. Error! Bookmark not defined.
6.4 Estimate Activity Resources— ................................................................. Error! Bookmark not defined.
4. PMP Prep Guide…. Page # 4
Its time now… Go Champ.
6.5 Estimate Activity Durations— .................................................................. Error! Bookmark not defined.
6.6 Develop Schedule— ................................................................................. Error! Bookmark not defined.
6.6.1 Project Schedule .............................................................................. Error! Bookmark not defined.
6.7 Control Schedule— .................................................................................. Error! Bookmark not defined.
7 Project Cost Management: .............................................................................. Error! Bookmark not defined.
7.1 Plan Cost Management— ........................................................................ Error! Bookmark not defined.
7.2 Estimate Costs— ...................................................................................... Error! Bookmark not defined.
7.3 Determine Budget— ................................................................................ Error! Bookmark not defined.
7.4 Control Costs— ........................................................................................ Error! Bookmark not defined. 8 Project Quality Management: .......................................................................... Error! Bookmark not defined.
8.1 Plan Quality Management ....................................................................... Error! Bookmark not defined.
8.2 Perform Quality Assurance ...................................................................... Error! Bookmark not defined.
8.3 Control Quality ......................................................................................... Error! Bookmark not defined.
9 Project Human Resource Management ........................................................... Error! Bookmark not defined.
9.1 Plan Human Resource Management— .................................................... Error! Bookmark not defined.
9.2 Acquire Project Team— ........................................................................... Error! Bookmark not defined.
9.3 Develop Project Team— .......................................................................... Error! Bookmark not defined.
10 Communication Management ..................................................................... Error! Bookmark not defined.
Communications Management makes sure everybody gets the right message at the right time. .. Error! Bookmark not defined.
10.1 Plan Communications Management— ................................................ Error! Bookmark not defined.
10.2 Manage Communications— ................................................................ Error! Bookmark not defined.
10.3 Control Communications— ................................................................. Error! Bookmark not defined.
11 Risk Management Plan ................................................................................ Error! Bookmark not defined.
11.1 Plan Risk Management— ......................................................................... Error! Bookmark not defined.
11.2 Identify Risks—......................................................................................... Error! Bookmark not defined.
5. PMP Prep Guide…. Page # 5
Its time now… Go Champ.
11.3 Perform Qualitative Risk Analysis—............................................................. Error! Bookmark not defined.
11.3 Perform Quantitative Risk Analysis— ...................................................... Error! Bookmark not defined.
11.4 Plan Risk Responses— .............................................................................. Error! Bookmark not defined.
11.5 Control Risks— ..................................................................................... Error! Bookmark not defined.
12 Procurement Process: .................................................................................. Error! Bookmark not defined.
12.1 Plan Procurement Management— .......................................................... Error! Bookmark not defined.
12.2 Conduct Procurements— ......................................................................... Error! Bookmark not defined.
12.3 Control Procurements— .......................................................................... Error! Bookmark not defined.
12.4 Close Procurements— ................................................................................. Error! Bookmark not defined.
13 Stakeholder management ............................................................................ Error! Bookmark not defined.
13.1 Identify Stakeholders—............................................................................ Error! Bookmark not defined.
13.2 Plan Stakeholder Management— ............................................................ Error! Bookmark not defined.
13.3 Manage Stakeholder Engagement— ....................................................... Error! Bookmark not defined.
13.4 Control Stakeholder Engagement— ............................................................ Error! Bookmark not defined.
14 PMI Code of Conduct: .................................................................................. Error! Bookmark not defined.
15 Appendix ...................................................................................................... Error! Bookmark not defined.
15.1 DOMAIN AREAS ........................................................................................ Error! Bookmark not defined.
15.2 Just a SCAN of Tools and Technologies as a whole. ................................. Error! Bookmark not defined.
16 Missing Items ............................................................................................... Error! Bookmark not defined.
17 Outputs from Process Areas. ....................................................................... Error! Bookmark not defined.
6. PMP Prep Guide…. Page # 6
Its time now… Go Champ.
1 PMP Prep
2 Project Management
2.1 Project and project Manager
2.1.1 What you need to be a good project manager?
Knowledge, performance, and personal skills
2.1.2 Company’s Big Picture
Portfolio, Program and project ( it has business values ) [They have charters]
2.1.3 Things that are common with the above:
Professions with proven processes, Business value and Deal with constraints
2.1.4 What is project?
Temporary, creating a unique result and progressively elaborated.
2.1.5 Project is NOT:
Always strategic or critical, ongoing operations, always successful.
2.1.6 PMO Office
Supportive, controlling, and directive.
A project management office (PMO) is a
management structure that standardizes the project-related governance processes
facilitates the sharing of resources, methodologies, tools, and techniques.
The responsibilities of a PMO
providing project management support functions to actually
being responsible for the direct management of one or more projects.
Functions of PMO towards project Manager:
• Identifying and developing project management methodology, best practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
• Developing and managing project policies, procedures, templates, and other shared documentation
(organizational process assets); and
• Managing shared resources across all projects administered by the PMO;
• Coordinating communication across projects.
2.1.7 Interpersonal Skills of a Project Manager
• Leadership, • Team building, • Motivation, • Communication,
• Influencing, • Decision making • Political and cultural awareness,
• Negotiation, • Trust building, • Conflict management, and• Coaching.
2.1.8 whistleblowing
It is a term used to define an employee’s decision to disclose
information on unethical, immoral or illegal actions at work to an authority figure. Project Benefits measurement methods:
Murder Board
Peer review
Scoring Models
economic models
Benefits compared to cost
Enterprise environmental factors how your Organizational process assets your company
7. PMP Prep Guide…. Page # 7
Its time now… Go Champ.
The consequences of whistleblowing are often extreme and might include being branded as an owner of bad judgment, layoff, civil action and imprisonment.
Carefully performed whistleblowing can lead to the end of unethical business practices. Not true about whistkeblowing..
An employee should always discuss the matter with people external to the company before following the "chain of command" and discuss it with the immediate superior.
3 Project Management Program Management Portfolio Management
Identifying project requirements; A group of related projects collection of projects, programs, sub-portfolios
Managing stakeholders; managed in a coordinated way to obtain benefits and control
managed as a group to achieve strategic objectives
Balancing project constraints must be some value added in managing
A project need not belong to a program;
program will always have projects. may not necessarily be interdependent or directly related.
deliver some strategic “benefits”
benefits could be tangible and inTangible
centralized management of one or more portfolios. focuses on “fulfilling the requirements” of a project focuses on “delivery of benefits” To grow business in a specific area.
8. PMP Prep Guide…. Page # 8
Its time now… Go Champ.
ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
3.1 Organizations Process Assets:
• Shared visions, mission, values, beliefs, and expectations;
• Regulations, policies, methods, and procedures;
• Motivation and reward systems;
• Risk tolerance;
• View of leadership, hierarchy, and authority relationships;
• Code of conduct, work ethic, and work hours; and
• Operating environments.
3.2 Enterprise Environmental Factors:
• Organizational culture, structure, and governance;
• Geographic distribution of facilities and resources;
• Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product
standards, quality standards, and workmanship standards);
• Infrastructure (e.g., existing facilities and capital equipment);
• Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal,
contracting, and purchasing);
• Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and
training records, reward and overtime policy, and time tracking);
• Company work authorization systems;
• Marketplace conditions;
• Stakeholder risk tolerances;
• Political climate;
• Organization’s established communications channels;
• Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk
databases); and
• Project management information system (e.g., an automated tool, such as a scheduling software tool,
a configuration management system, an information collection and distribution system, or web interfaces
to other online automated systems).
roject Life Cycle and Organization
3.3 Project Stakeholders Sponsor
• Sellers/BusinessPartners/Customers/vendors
• Users
• Project Team
• Operations Management
• Functional Managers
• Other Project Team Members
• Project Manager
• Project Management Team
• Project Management Office
• Program Manager Portfolio
3.4 Project Constraints • (cost, Time,Scope) Triple Constraints, quality and risk resource,
3.5 Enterprise Environmental Factors
• People, market, databases, standards, Risk Tolerance
3.6 Project Life Cycles: Enterprise environmental factors
how your company does business. Organizational process assets
your company normally runs its projects.
9. PMP Prep Guide…. Page # 9
Its time now… Go Champ.
3.6.1 Phase-to-Phase Relationships
Sequential relationship.
Overlapping relationship. In an overlapping relationship, a phase starts prior to completion of the previousone This can sometimes be applied as an example of the schedule compression
technique called fast tracking.
3.7 Predictive Life Cycles
Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and
cost required to deliver that scope, are determined as early in the project life cycle as practically possible.
3.8 Iterative and Incremental Life Cycles
Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat
one or more project activities as the project team’s understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both iteratively and incrementally.
3.9 Adaptive (or Agile) Life Cycles
These are also incremental and iterative, but the iterations
are very rapid (2 to 4 weeks).
They are generally preferred when dealing with a rapidly changing environment.
Stage Gates, Phase Gates and Kill Points
SAME and refer to a phase end review with the objective of obtaining authorization to close the current phase and starting the next one. This is a retrospective review of the current phase.
The phase planning, on the other hand, is carried out early during the planning phase of the project.
“tight matrix” which stands for co-located teams.
If Type of Org is not mentioned, then its METRIX ORG.
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3.10 Project Structure Org Stru Functional Matrix Project Composite Project Char Weak Balanced Strong Project Manager's Authority Little or None
Low
Low to Moderate
Moderate to High
High to Almost Total characteristics of a project team in a projectized organization Resource Availability Little or None
Low
Low to Moderate
Moderate to High
High to Almost Total include full-time staff from different functional departments Who manages the project budget Functional Manager Functional Manager
Mixed Project Manager Project Manager Project Manager's Role
Part-time Part-time
Full-time Full-time Full- time manage most of its projects in a strong matrix, but allow small projects to be managed by functional departments. Project Management Administrative Staff
Part-time
Part-time
Part-time
Full-time Full- time
special project team to handle a critical project
Expeditor - No decision
Co-ordinator - decision, Authority to report to high level manager
Co- ordinator Or Expeditor
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3.11 Process Groups
Actions - initiating processes:
?Review the statement of work and business case
?Clarify the assumptions and constraints
?Establish the feasibility of the project
?Identify the key stakeholders of the project and their interest in the project
?Confirm the organization’s willingness and capability to work on the project Actions - closing process ( Read Last )
?Confirm that all project requirements are met
?Obtain formal signoff from customer
?Make payment to all parties and update cost records
?Complete contract closure
?Update lessons learned database
?Measure customer satisfaction
?Handover project deliverables to operations team
?Release resources from the project
Actions - planning processes
?Refine requirements and convert it into a scope statement and the work breakdown structure
?Get stakeholder approval and buy-in
?Develop the baseline scope, cost, and schedule
?Select project team and determine their roles and responsibilities
?Determine project’s quality standards and plan
?Framework for risk management, identification, analysis, and response planning
?Determine what needs to be purchased
?Determine how to execute and control the project
?Document the project management plan
?Handle updates on the plan arising out of change requests
Actions - executing processes
?Manage stakeholder engagements
?Deliver the work packages as planned
?Implement quality assurance activities
?Produce project reports
?Remove project bottlenecks
?Organize team building activities
?Organize training for the team members
?Conduct project progress meetings
?Implement approved changes, corrective actions, preventive actions, and defect repair
?Obtain customer/sponsor acceptance, etc. Finalize procurement arrangements and contracts
Actions - monitoring and controlling processes
?Measure project performance against the baseline
?Determine variances and take appropriate action
?Recommend changes, corrective, and preventive action
?Facilitate conflict resolution
?Identify root causes of problems
?Obtain formal acceptance for the deliverables
?Administer contracts with sellers
?Control changes
?Conduct status review meetings, etc.