This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
The document provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
The document outlines the key project management processes. It discusses the six phases of a project - initiation, planning, implementation, monitoring, adaptation and closure. It then describes the nine core management processes which include scope, schedule, budget, quality, team, stakeholder, information, risk and contract management. Each process involves planning, execution, monitoring and control activities to ensure successful project delivery.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
The document provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
The document outlines the key project management processes. It discusses the six phases of a project - initiation, planning, implementation, monitoring, adaptation and closure. It then describes the nine core management processes which include scope, schedule, budget, quality, team, stakeholder, information, risk and contract management. Each process involves planning, execution, monitoring and control activities to ensure successful project delivery.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
This document provides an overview of project management basics including definitions of key terms, methodologies, processes, and knowledge areas. It defines a project, differentiates projects from operations, and describes the triple constraints of time, quality, and budget. The document also summarizes project life cycles, stakeholders, risk management, and popular project management methodologies from PMI as well as websites for starting a career in project management.
PMP Training - 08 project quality managementejlp12
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
The document presents an overview of project management concepts. It discusses the key components of project management, which include defining project requirements and goals, estimating resources and timelines, developing a management plan, managing risks and changes, and closing the project. It also outlines the common phases, processes, and life cycle of project management. Some issues related to project management are administrative tasks, sharing resources, vendor-related work, dependencies between tasks, budget constraints, and adopting project management tools.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
The document provides an introduction to key concepts in project management. It defines a project as a temporary endeavor to produce a unique product or service. It describes characteristics of projects like being temporary and unique. It then outlines various aspects of project management like the triple constraint of scope, time and cost. It discusses the role of a project manager in managing issues, risks, quality, scope and communication. Finally, it presents the typical project life cycle from initiation to closing.
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
Project Management Process Groups And Knowledge Areasguestfe6ad
The document outlines the project management process groups and knowledge areas according to the Project Management Body of Knowledge (PMBOK). It lists the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Under each process group are the twelve knowledge areas: integration, scope, time, cost, quality, human resources, communications, risk, procurement, and their associated processes.
fective project management is critical to ensure that the results meet stakeholder expectations, yet organizations resist project management due to the perception that it must be complex and require excessive effort and expense.
This solution set overview will help you:
•Understand the Project Management Essentials.
•Implement the essentials to improve project success rates.
•Link to tools and templates for successful project planning, monitoring, and communication.
Clear success criteria, strong soft skills, a focus on resource planning, and an active approach to project management are more important than formalized frameworks, certified project managers or complex software.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
This document provides an overview of project management basics including definitions of key terms, methodologies, processes, and knowledge areas. It defines a project, differentiates projects from operations, and describes the triple constraints of time, quality, and budget. The document also summarizes project life cycles, stakeholders, risk management, and popular project management methodologies from PMI as well as websites for starting a career in project management.
PMP Training - 08 project quality managementejlp12
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
The document presents an overview of project management concepts. It discusses the key components of project management, which include defining project requirements and goals, estimating resources and timelines, developing a management plan, managing risks and changes, and closing the project. It also outlines the common phases, processes, and life cycle of project management. Some issues related to project management are administrative tasks, sharing resources, vendor-related work, dependencies between tasks, budget constraints, and adopting project management tools.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
The document provides an introduction to key concepts in project management. It defines a project as a temporary endeavor to produce a unique product or service. It describes characteristics of projects like being temporary and unique. It then outlines various aspects of project management like the triple constraint of scope, time and cost. It discusses the role of a project manager in managing issues, risks, quality, scope and communication. Finally, it presents the typical project life cycle from initiation to closing.
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
Project Management Process Groups And Knowledge Areasguestfe6ad
The document outlines the project management process groups and knowledge areas according to the Project Management Body of Knowledge (PMBOK). It lists the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Under each process group are the twelve knowledge areas: integration, scope, time, cost, quality, human resources, communications, risk, procurement, and their associated processes.
fective project management is critical to ensure that the results meet stakeholder expectations, yet organizations resist project management due to the perception that it must be complex and require excessive effort and expense.
This solution set overview will help you:
•Understand the Project Management Essentials.
•Implement the essentials to improve project success rates.
•Link to tools and templates for successful project planning, monitoring, and communication.
Clear success criteria, strong soft skills, a focus on resource planning, and an active approach to project management are more important than formalized frameworks, certified project managers or complex software.
The document provides an overview of key agile concepts used in Scrum, including the roles of the product owner, scrum master, and development team. It explains how a product backlog is created and prioritized to develop release and sprint backlogs. Sprints involve short development cycles to work on select features, and progress is tracked using burndown charts which visualize work remaining over time. Daily stand-up meetings allow team members to update each other and address any impediments.
The document provides an overview of project management frameworks and concepts. It discusses the growing demand for project management skills and the project management body of knowledge. It also summarizes key project phases like initiation, planning, execution, monitoring and control, and closing. Additionally, it outlines several project management tools and techniques such as work breakdown structures, Gantt and PERT charts, critical path method, and organizational project management maturity models. Finally, it briefly discusses Agile project management trends and PMI certifications.
Project Management PowerPoint PPT Content Modern SampleAndrew Schwartz
The document discusses key aspects of project management. It outlines program objectives like creating understanding of project management basics and exploring specifics to apply to projects. It defines characteristics of projects like having a start and end, creating or improving something, and being performed by teams. The document also discusses challenges in balancing cost, time and scope/quality. It presents project lifecycles and introduces topics like stakeholders, building teams, processes and more.
THERE'S A NEW VERSION AVAILABLE: https://www.slideshare.net/ricardo.vargas/pmbok-guide-processes-flow-6th-edition
The 47 processes are separated into colors according to their respective knowledge areas. Only the main connections that are depicted in the PMBOK® Guide are shown in this process flow.
Henry fayols priciple of management- image pptNajeeb Ahmed
henry fayols 14 principles used in effective slides without words.. just use the image and explain the title.. thus you can avoid the mistakes and more quastions
Project on Principles of management-Business studies project workRavi Singh
project on principles of management by henri fayol-Business studies project work
facebook:-https://www.facebook.com/profile.php?id=100004877861394
youtube channel:-https://www.youtube.com/channel/UCqF8lgmvUBUBTzJPaoY0p8Q
instagram:-https://www.instagram.com/rav_e_singh/
The document outlines SEO goals and objectives for two quarters in 2012. For the first quarter, objectives included creating benchmark SEO reporting, targeted link campaigns, and content expansion. For the second quarter, goals were to expand content, drive natural links through social media, increase traffic, and create more content and link campaigns. New second quarter goals included resolving technical issues, developing content and site testing strategies, optimizing forms and pages, and link building campaigns. The SEO project plan can be divided into four areas: priorities and maintenance, content strategy, link building, and technical development.
The document outlines the goals and objectives of the EETT Grant Project ATOM. It aims to:
1) Increase students' technology proficiency and use of technology to meet academic standards.
2) Provide teachers professional development to improve technology integration and literacy.
3) Expand student and teacher access to up-to-date technology and technical support.
It establishes baselines and targets for key metrics to measure progress towards these goals.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Project Management Scope Templates for SharePointToby Elwin
Impact Analysis, Stakeholder Assessment, and Communications Plan templates available for Microsoft SharePoint web application framework and platform.
These templates are help projects and teams manage across a host of project management frameworks and lend themselves for intranet, content management, and document management application.
Each are suitable for people with or without a project management background.
Vision Mission Goals and Objectives for the School Library Media CenterJohan Koren
Vision statements describe what an organization aims to be in the future, while mission statements explain the organization's purpose and core functions. Goals are broad outcomes an organization wants to achieve, and objectives are specific, measurable targets to meet goals. A school library media center's vision, mission, goals and objectives should align and support student learning and development of lifelong information literacy skills.
This document discusses managing virtual project teams and the stages of team development. It begins with an overview of the objectives and agenda. It then provides details on planning the perfect virtual project, including selecting the right project manager and team members. A large portion discusses the Tuckman model of team development, focusing on the forming, storming, and norming stages. For each stage, it describes the characteristics, what leaders should do, how trust fits in, and practical steps to build trust. The overall document provides guidance on developing trust within virtual teams and navigating the typical stages of team formation and dynamics.
The document discusses project scope management. It covers collecting requirements, defining scope, creating a work breakdown structure (WBS), controlling scope, and verifying scope. The presenter outlines the key inputs, tools and techniques, and outputs for each scope management process. He provides examples of a project charter, WBS, and quizzes to reinforce the material. The overall presentation provides a comprehensive overview of how to plan, monitor, and control the scope of a project.
The document discusses project evaluation, which is defined as a systematic and objective assessment of an ongoing or completed project. The aims of project evaluation are to determine the relevance and level of achievement of project objectives, development, effectiveness, efficiency, impact and sustainability. Some key objectives of project evaluation are to analyze the implementation process, focus on community participation, identify any problems, provide learning opportunities, and help ensure the successful completion of a project. Project evaluation also aims to improve project performance, best use resources, and support decision making.
From Learning Tree International's workshop at Showcase Ontario 2011.
This presentation will provide information on defining clear Project goals & cover these 5 objectives:
Why we need clear project goals
The project life cycle
Goal statement and deliverables
Planning and managing implementation
Smooth project closure
The document discusses planning for an information systems development project. It covers defining project objectives, developing a work breakdown structure and network diagram, and utilizing a project management methodology like the systems development life cycle. Key steps in planning include defining the objective, listing all required activities, and graphically depicting the sequence and relationships of activities in a network diagram using techniques like Gantt charts.
The document provides an overview of key project management principles from the Project Management Institute (PMI). It discusses PMI and the PMP certification. It describes the five process groups (initiating, planning, executing, monitoring & controlling, closing), ten knowledge areas (integration, scope, time, cost, quality, human resources, communication, risk, procurement, stakeholders), and many common PM terms. The document aims to share PMI principles that apply to project leaders and stakeholders.
The document provides an overview of key concepts from the Project Management Institute (PMI) including the five process groups (initiating, planning, executing, monitoring and controlling, closing), ten knowledge areas (integration, scope, time, cost, quality, etc.), and many PMI terms and principles. It explains that PMI establishes standards and best practices for project management and that their Project Management Professional (PMP) certification recognizes experienced project managers.
The document summarizes key concepts from the Project Management Body of Knowledge (PMBOK) published by the Project Management Institute (PMI). It outlines the five process groups of initiating, planning, executing, monitoring and controlling, and closing. It also describes the ten knowledge areas of integration, scope, time, cost, quality, human resources, communication, risk, procurement, and stakeholders. Several project management terms and principles are defined including the triple constraint, project charter, work breakdown structure, and change management. The purpose is to share foundational PMI project management principles and how they can be applied to project roles.
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
Top Pillars | PMP training I Mr. Riad ThaljiTop Pillars
This document outlines the topics that will be covered in a project management training course. The course will explore key project management concepts over five days, including project initiation, planning, execution, monitoring, and closing. It will cover the project management processes defined by the Project Management Institute (PMI) and help participants understand how to manage projects effectively. The course aims to provide attendees with the skills and knowledge needed to master important project management terminology and processes.
These notes were produced for APM's PQ assessment which I completed and passed in July, 2013. The assessment was based on APM BoK version 5. They are ideally printed at six to a page and then guillotined into pocket sized cards. Please contact me at nickbrook@theiet.org for the six to a page download.
This document provides information about a PMP exam preparation course on project integration management. It discusses Season Training & Development Center, the instructor Ali Forouzesh, and various topics that will be covered in the course, including developing a project charter and project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing a project or phase.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
The document defines key concepts in project management:
- A project is a temporary endeavor undertaken to create a unique product, service or result with defined start and end dates, resources, and goals.
- Project management is the application of knowledge, skills, tools and techniques to meet project requirements by planning, executing, monitoring and controlling, and closing a project.
- The five process groups in project management are initiating, planning, executing, controlling, and closing.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
The document discusses the Project Management Body of Knowledge (PMBOK) which provides guidance on project management processes. It recognizes five process groups (initiating, planning, executing, monitoring and controlling, closing) and ten knowledge areas (integration, scope, time, cost, quality, human resources, communication, risk, procurement, stakeholder management). Project processes are characterized by inputs, tools and techniques, and outputs. The five process groups ensure projects are properly initiated, planned, executed, monitored, and closed.
The document discusses project management certification requirements, certificates, and frameworks. It outlines two categories for certification eligibility based on education and experience requirements. It also lists several PMI certification options and provides an overview of the Project Management Body of Knowledge (PMBOK) Guide, which describes processes, procedures, and practices for project management.
The document provides an introduction to project management. It defines a project as a temporary work effort with a defined start and finish undertaken to create a unique product, service or result. Key characteristics of projects include being unique, having a definite start and end, and utilizing skills from multiple professions. The three main constraints of a project are time, cost, and performance quality. The document also discusses the project life cycle, which typically includes phases for concept, design, execution, and commissioning. It notes that project management involves applying knowledge and techniques to meet requirements within the constraints.
Project Management Cycle and MS Project 2013 By Subodh Kumar PMPSubodh Kumar
This document introduces project management concepts including the project management cycle, project and product lifecycles, and the Project Management Institute (PMI) framework. It discusses that a project has a definite beginning and end and is created to deliver a unique product or service. It then explains the five process groups that make up the project management cycle according to PMI: initiation, planning, execution, monitoring and control, and closing. Finally, it provides an overview of how Microsoft Project 2013 can be used to manage the schedule, resources, and other aspects of a project.
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Originally presented at XP2024 Bolzano
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1. PMI Project Management Principles
A Point of Reference
(based on the 5th Edition PMBOK® Guide)
By Tom Tiede
2. 2
Agenda
This material will cover the following project management topics:
• What is PMI and the PMP?
• Why PMI Project Management Principles are
Useful to Know
• A Few Basic PMI Definitions
• Five Process Groups
o Initiating
o Planning
o Executing
o Monitoring and Controlling
o Closing
• Ten Knowledge Areas
o Integration
o Scope
o Time
o Cost
o Quality
o Human Resources
o Communication
o Risk
o Procurement
o Stakeholders
• Project Management Terms, such as:
o Triple Constraint
o Project Charter
o Project Management Plan
o Work Breakdown Structure (WBS)
o Predecessor Relationships
o Earned Value Management
o Gold Plating
o Responsibilities Assignment Matrix
o Forming, Storming, Norming, Performing,
Adjourning
o Communication Noise
o Risk Probability and Impact Matrix
o Contract Type
o Stakeholder Power vs. Interest Grid
• Code of Ethics and Professional Conduct
o Honor
o Responsibility
o Respect
o Fairness
o Honesty
3. 3
What is PMI and the PMP?
The Project Management Institute (PMI) is the world’s largest
membership association for the advocacy of Project and Program
management.
• Over 400,000 current members across 180 countries
• Over 600,000 PMI certification holders
• Their most widely recognized certification is the PMP (Project Management
Professional). The PMP credential recognizes your:
o Experience,
o Education, and
o Competency to lead and manage projects
• Earning the PMP credential requires:
o A bachelor’s degree and 4,500 hours of documented project management experience, or a
secondary degree and 7,500 hours of documented project management experience
o 35 hours of certified project management training
o Passing the certification exam
• Regardless of your inclination to pursue PMP certification, PMI project management
principles apply to your role as a project leader or stakeholder
The purpose of this material is to share a few PMI project management
principles that apply to your role as a project leader or stakeholder
4. 4
Why Is This Useful to Know?
Leveraging prescribed PMI project management principles reduces the
risk and impact of costly project omissions, changes, and errors.
Project
Initiation
Cost of Resolving Project Omissions, Changes, or Errors
Project
Planning
Project
Execution
Project
Closure
(Illustrative)
The PMI approach places great emphasis on project initiation and planning when
requirements are clearly defined and agreed upon and the full scope of the project is planned
5. 5
Let’s Start with a Few PMI Definitions
• PMBOK ® - the Project Management Book of Knowledge
from which PMI defines terms, standards, and good practices
• Portfolio – Projects, programs, and operations managed as
a group to achieve strategic objectives
• Program - A group of projects and program activities
managed in a coordinated way
• Project – a temporary endeavor undertaken to create a
unique product, service, or result
• Project Management – the application of knowledge,
skills, tools, and techniques to project management activities
to meet project requirements
• Project Manager – the person authorized by the
performing organization to direct the team accountable for
realizing project objectives
• Project Stakeholder – includes all project team members
and anyone impacted by or impacting the project
• Triple Constraint – the foundation of project management
is balancing scope, time, and cost. Quality is at the center of
the triple constraint
Portfolio
Programs
Projects
A few basic definitions:
Time Cost
Quality
Scope
6. 6
Project Management Process Groups
Initiating Planning Executing
Monitoring
&
Controlling
Closing
A process group is a logical grouping of activities, inputs, tools,
techniques, and outputs required for any type of project.
Define a new project or
new phase, identify
stakeholders, and
obtain authorization
“Authorize the Work”
Develop an integrated
project management
plan to attain project
objectives
“Plan the Work”
Complete the work and
satisfy project
objectives
“Work the Plan”
Track and review
project progress and
performance; manage
variance and change
“Control the Plan”
Finalize all activities
and formally close the
project or phase
“End the Work”
• Project Charter
• Stakeholder Register
• Project Mgt. Plans &
Related Documents
- Scope
- Requirements
- Schedule
- Cost
- Quality
- Human Resources
- Communication
- Risk
- Procurement
- Change
- Stakeholders
• Project Deliverables
• Work Performance
Data
• Team Performance
Assessments
• Project
Communications (e.g.
status reports)
• Selected Suppliers &
Agreements
• Change Requests
• Issue Log
• Change Logs
• Approved Change
Requests
• Work Performance
Information
• Schedule Forecasts
• Cost Forecasts
• Updates to Project
Plan
• Quality Control
Measurements
• Verified Deliverable
• Accepted Deliverables
• Final Product,
Service, or Result
(i.e. purpose of
project)
• Closed Procurement
(e.g. formal signature
of acceptance)
Process
Groups
Activities
Key
Outputs
7. 7
Applying Project Management Process Groups
The five process groups overlap and follow a basic cycle of “plan, do,
check, act” until project closure.
Process Group Overlap
Time
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Initiating
Planning Executing
Monitoring &
Controlling
Change
?
Complete
?
Yes Yes
Closing
No
No
“Plan, Do, Check, Act”
8. 8
Knowledge Areas
A project manager is responsible for applying and managing the following
ten knowledge areas:
Identify, define, combine, unify and coordinate activities within the Project Management Process
Groups Integration
Ensure the project includes all work required Scope to complete the project successfully
Time Manage the timely completion of the project
Manage the planning, estimating, budgeting, financing, funding, monitoring, and controlling of
cost to enable the project to be completed within the approved budget Cost
Determine quality policies , objectives, and responsibilities so that the project will satisfy the needs
for which it was undertaken Quality
Organize, manage, and lead the project team, including the identification of roles, responsibilities,
required skills, and reporting relationships Human Resources
Ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval,
management, control, monitoring and disposition of project information Communication
Identify and assess risks, plan responses, and control risk to increase the likelihood and impact of
positive events and decrease the likelihood and impact of negative events on the project Risk
Purchase or acquire and control products, services, or results needed from outside the project
team Procurement
Identify people, groups, or organizations that could impact or be impacted by the project; analyze
expectations, and develop strategies to engage stakeholders in decisions and activities Stakeholders
9. 9
Knowledge Areas & Process Groups
Activity within each knowledge area is applied based on the appropriate
process group.
Process Groups
Knowledge Areas
(Below)
Initiating Planning Executing
Monitoring &
Controlling
Closing
Integration Applicable Applicable Applicable Applicable Applicable
Scope Applicable Applicable
Time Applicable Applicable
Cost Applicable Applicable
Quality Applicable Applicable Applicable
Human Resources Applicable Applicable
Communication Applicable Applicable Applicable
Risk Applicable Applicable
Procurement Applicable Applicable Applicable Applicable
Stakeholders Applicable Applicable Applicable Applicable
Each shaded intersection has defined activities, inputs,
tools & techniques, and outputs
10. 10
1. Integration Management - Process Activities
Integration management connects all of the knowledge areas together
from beginning (project initiation) to end (project closure).
Change Requests
Develop
Project Charter
Develop
Project Mgt. Plan
Project Mgt. Plan
Direct & Manage
Project Work
Monitor & Control
Project Work
Updates
Reports
Change Requests
Perform
Integrated Change
Control
Updates
Change Log
Approved Change
Requests
Close
Project or Phase
Final Product
Service, or Results
Project SOW
Business Case
Agreements
Approved
Project Documents,
Work Performance
Change Requests
Project Charter
Deliverables, &
Data
Project Management
Plan Updates
Develop a document that formally
authorizes the project
Define, prepare,
coordinate and
integrate all
subsidiary plans into
a comprehensive
plan
Lead and perform the work to
accomplish project objectives
Track, review, and report progress
to meet performance objectives
Review all change requests,
approve changes, and manage
changes to deliverables and the
project management plan
Finalize all activities across all
Process Groups to formally
complete the project or phase
Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Note, additional inputs, outputs, tools and techniques not depicted may apply
11. Project Charter
A project charter formally authorizes the project and the project manager
to apply resources to project activities. Per PMI, without a charter, there
is no project.
11
• A typical charter will identify:
o Business need or justification
o Scope (high level)
o Objectives (such as the intended product, service, or result)
o Requirements (high level)
o Risks (high level)
o Assumptions and constraints
o Stakeholders (primary)
o Timing (anticipated)
o Costs (anticipated)
• The charter must be signed by someone who can invest authority for the project
(typically senior management or a sponsor)
Project Charter
12. The project management plan is the collection of all plans and related
documents pertaining to planning, executing, monitoring, controlling, and
closing the project.
12
Project Management Plan
Procurement
Project
Communication
Management
Plan
Change
Scope
Cost
Process
Improvement
Stakeholders Risk
Quality
Schedule
Configuration
13. 2. Scope Management - Process Activities
This area includes collecting requirements, defining scope, creating the
work breakdown structure (WBS), and validating and controlling scope.
Accepted Deliverables
13
Plan
Scope Management
Collect
Requirements
Define
Scope
Create
WBS
Validate
Scope
Control
Scope
Scope Baseline
(Scope Baseline, WBS,
WBS Dictionary)
Updates
Project Documents
Workshops
Interviews
Benchmarking
Context
Diagrams
Decomposition
of Work
Change Requests
Inspection
Project Scope
Statement
Reqs Documentation
Reqs Traceability
Matrix
Scope Mgt;. Plan
Reqs Mgt. Plan
Change Requests
Project Charter
Project Scope is the work performed to deliver a product, service,
or result that satisfies specified features and functions
Determine,
document, and
manage
stakeholder
needs and
requirements to
meet objectives
Create a plan that documents how
the project scope will be defined,
validated, and controlled
Develop a
detailed
description of
the project
and product
Subdivide project
deliverables into
smaller, more
manageable
components
Gain formal
acceptance of
completed project
deliverables
Monitor
status of the
project scope
and manage
changes to
the scope
baseline
Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Note, additional inputs, outputs, tools and techniques not depicted may apply
Scope
14. The WBS is the decomposition of the work to be performed. The output is
called the Scope Baseline.
14
Work Breakdown Structure (WBS)
Scope Baseline:
• Scope Statement – description of project scope, major deliverables, assumptions, and
constraints
• WBS – hierarchical decomposition of the total scope of work
• WBS Dictionary – provides details regarding the deliverables, activities, and scheduling
information of each component of the WBS
Project Title
Deliverable 1
Work
Packages
Deliverable 2
Work
Packages
Control
Account
Planning
Packages
Work
Packages
Illustrative WBS
Used when
insufficient detail is
available at the
work package level
Break down the
work into the
smallest level for
which cost and time
can be assessed and
administered
15. 15
3. Time Management – Process Activities
Time management includes all activity related to developing and
managing the project schedule.
Plan
Schedule
Management
Define
Activities
Sequence
Activities
Estimate
Activity Resources
Estimate
Activity Durations
Develop
Schedule
Schedule Baseline
Project Schedule
Project Calendars
Control
Schedule
Exp. Judgment
Decomposition
Rolling Wave
Planning
PDM
Dependencies
Leads/Lags
Exp. Judgment
Bottom Up
PMIS
Exp. Judgment
Analogous
Parametric
3 Point
Reserve Anal.
Critical Path
Compression
Resource
Optimization
PMIS
Project Schedule
Network Diagrams
Activity Resource
Requirements
RBS
Activity Duration
Estimates
Schedule Mgt. Plan
Activity List
Milestone List
Schedule Forecasts
Project Charter
Scope Baseline
Establish the policies,
procedures, and
documentation for planning,
developing, managing,
executing, and controlling
the project schedule
Define and document specific
actions to be performed to
produce project deliverables
Identify and document
relationships among project
activities
Estimate the type and quantities of
material, human resources, or suppliers
required to perform each activity
Estimate the number of work periods
needed to complete individual activities
with estimated resources
Analyze activity sequences, durations,
resource requirements, and schedule
constraints to create the project schedule
Monitor the
status of project
activities to
update project
progress and
manage
changes to the
schedule
baseline to
achieve the plan
Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Note, additional inputs, outputs, tools and techniques not depicted may apply
16. 16
Time (Schedule) Management Terms
Below are a few of many terms project managers should know when
developing and managing a project schedule.
PMI Terms Descriptions
3-Pt. Estimating Based on estimated Pessimistic (P), Optimistic (O), and Most Likely (M) durations
Analogous Estimating High level, top down estimate based on similar projects (usually by a SME - subject matter expert)
Bottom-Up Estimating Estimate at the lowest level of the WBS (level 3) and then roll up for the total project estimate
Parametric Estimating Based on an existing, comparable parameter (e.g. $/ft. in the same neighborhood)
Reserve Analysis Contingency (buffer based on known risk) & include in project budget or Managerial (buffer based on unknown risks)
Rolling Wave Planning An iterative technique used when future details aren't known; near term is planned in detail; future is higher level
Predecessor
Relationships
Finish to Start (FS) Finish to Finish (FF) Start to Start (SS) Start to Finish (SF)
Default relationship; B cannot
start until A is finished
B cannot finish until A is
finished
B cannot start until A starts
Rare, A starts before B
finishes (e.g. when replacing
an old system B with a new
system A)
A B
A
B
A
B
A
B
Free Slack The latest an activity can start without delaying next activities
Total Slack The latest an activity can start without delaying project finish date
Float Often referred to as the same as Slack
Lag Lag (a delay) = the successor must wait due to some delay after the predecessor is complete
Lead Lead (an accelerant) = the successor can begin before the predecessor is complete
Schedule Compression Crashing or fast tracking the schedule to adjust the schedule to align with the plan
Fast Tracking Compression technique based on overlapping sequential activities (risky)
Resource Leveling Adjusting peaks and valleys to create a level usage of resources
Resource Smoothing Adjusting peaks and valleys to create a level usage of resources AND also accounts for individual resource limitations
17. 4. Cost Management – Process Activities
This area includes defining how project costs will be managed, estimating
activity costs, determining the budget, and controlling costs.
17
Plan
Cost Management
Estimate
Costs
Determine
Budget
Cost Baseline
Project Funding
Requirements
Control
Costs
Work Performance Info
Cost Forecasts
Change Requests
Updates
Analogous
Parametric
Bottom Up
3 Point
Reserve
Exp. Judgment
Aggregation
Reserve
Analysis
Funding LImits
Earned Value
TCPI
Forecasting
PMIS
Reserve Anal.
Cost Mgt. Plan
Activity Cost Estimates
Basis of Estimates
IRR
NPV
ROI
Opportunity $
Payback
Establish the
policies,
procedures, and
documentation
for planning,
managing,
expending, and
controlling
project costs
Develop an approximation
of the monetary resources
needed to complete
project activities
Aggregate estimated costs of
individual activities or work
packages to establish an
authorized cost baseline
Monitor the status of the
project to update project
costs and manage changes to
the cost baseline
Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Note, additional inputs, outputs, tools and techniques not depicted may apply
18. 18
Earned Value Management (EVM)
EVM is a means of measuring project cost and schedule vs. the plan.
Earned Value (EV) = budgeted cost for work actually completed
Time
Dollars
Cost Baseline (“S” Curve)
Approved Time-Phased Budget
BAC
Budget at Completion (BAC) = total
project budget
Estimate to Complete (ETC) = cost to complete
the project based on current spending efficiency
ETC
EAC
Estimate at Completion (EAC) =
current projected final cost based on
current spending efficiency
Variance at Completion (VAC)
Cost Variance
(CV)
Cost Performance (CPI) = EV/AC
Schedule Variance
(SV)
Schedule Performance (SPI) = EV/PV
Planned Value (PV) = budgeted cost for work scheduled
Actual Cost (AC)
at point in time
AC
PV
EV
Point in Time
19. 19
5. Quality Management – Process Activities
Quality management includes identifying quality requirements and
standards, auditing requirements and control measurements, assessing
quality performance, and recommending changes, when needed.
Plan
Quality
Management
Perform
Quality Assurance
Control
Quality
Cost/Benefit
Cost of Quality
7 Basic Tools
Benchmarking
Sampling
Quality Mgt. Plan
Process Improvement
Plan
Quality Metrics
Quality Checklists
Quality Audits
Controls
Charts
Process
Analysis
Updates
Verified Deliverables
QC Measures
Validated Changes
Measurements
Identify quality requirements
and/or standards for the
project and its deliverables,
and document how the project
will demonstrate compliance
Audit the quality requirements
and the results from quality
control measurements to ensure
appropriate standards and
operational definitions are used
Monitor and record results of
quality activities to assess
performance and recommend
necessary changes
Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
20. 20
Quality Management Philosophies and Principles
PMI quality management principles are based on a few popular
philosophies.
Quality Philosophies:
• Total Quality Management (Deming) –
proactive approach with statistical analysis
• Zero Defects (Crosby) – Do it right the first time
• Fitness for Use (Juran) – Satisfy customer
needs
• Continuous Improvement (Kaizen) – proactive
approach to process improvement
• Gold Plating – unacceptable practice of
providing more than requested
• Cost of Quality – cost of conforming is less than
cost of non-conforming
• Design of Experiments – isolate factors that
influence results
• 6 Sigma – strive for 99.9997% error free
• ISO 9000 – document what you do; do what you
document
Quality Principles:
• Define and satisfy customer needs
• Prevent rather than inspect
• Be proactive rather reactive
• Validate project processes
• Measure against approved
standards
• Continually improve
• Take accountability
21. 21
Quality Management Tools and Terms
Project managers should be familiar with common quality management
tools and terms.
Tools Description
1. Cause and Effect Diagrams Fishbone (Ishikawa) diagram
2. Flowcharts Basic flow chart or GERT diagram with feedback loop
3. Checksheets Check list (e.g. pre-flight list to ensure you are "cockpit ready" before taking flight)
4. Pareto Diagrams Cumulative histogram (e.g. 80/20 rule)
5. Histograms Depiction of volume or frequency of occurrences of several events
6. Control Charts Depiction of process output over time with UCL & LCL at 3 sigma from mean
7. Scatter Diagrams Depicts pattern of results across two variables
Terms Description
Benchmarking Comparing actual or planned processes to comparable projects to identify best practices
Design of Experiments Variable based analysis (freeze all variables but one and assess outcome)
Statistical Sampling Using a % of the population and extrapolating the results within an acceptable confidence level
Quality Audits Identify best practices; identify gaps; share best practices; offer assistance to improve; highlight lessons learned
Process Analysis Assess process, identify root causes, alleviate root causes
Inspection Examination of work product and comparison to documented standards (e.g. reviews, audits)
85/15 Rule 85% of quality relates to mgt.; 15% is worker related
80/20 Rule 80% of problems come from 20% of the issues
Rule of 7 Must have 7 consecutive data points above or below mean to consider process "out of control"
Mean Time Before Failure MTBF, example quality metric
Mean Time to Repair MTTR, example quality metric
Grade vs. Quality Not the same; you can have a lower grade product with high quality and vice versa (e.g. automobile models)
Upper Control Limit UCL = 3 sigma above mean (average)
Lower Control Limit LCL = 3 sigma below mean (average)
Upper Specification Limit USL is customer established and can be above or below UCL
Lower Specification Limit USL is customer established and can be above or below LCL
22. 6. Human Resource Management - Process Activities
Human resource management consists of planning, acquiring, developing,
and managing the project team.
22
Plan
HR Management
Acquire
Project Team
Develop
Project Team
Manage
Project Team
Change Requests
Updates
Org Charts
Job Descriptions
Org. Theory
Pre-
Assignment
Acquisition
Negotiation
Training
Team Building
Ground Rules
Recognition
Rewards
HR Mgt. Plan
Project Staff
Assignments
Resource Calendars
Team Performance
Assessments
Observations
Conversations
Conflict Mgt.
Performance
Appraisals
Define roles,
responsibilities,
required skills,
and reporting
relationships
Confirm availability
and obtain the
necessary team
Improve competencies,
team interaction, the
team environment, and
enhance project team
performance
Track team member
performance, provide
feedback, resolve issues,
and manage changes to
the team to optimize team
performance
Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Note, additional inputs, outputs, tools and techniques not depicted may apply
23. 23
Roles and Responsibilities
Responsibility assignment matrix (RAM) charts such as a “RACI” let each
team member know who is responsible for each activity and deliverable.
RACI Person
Activity Ann Ben Carlos Denny
Develop Schedule A R I I
Collect Requirements I A R C
Develop Test Plan I A R C
Develop Training Plan A C I R
• (R) Responsible - those who do the work
• (A) Accountable - The one who:
o Is ultimately answerable for the completion of the deliverable
o Delegates the work to those responsible
o Approves the work that the responsible person provides
• (C) Consulted – those whose opinions are sought (typically subject matter experts); typically this is a two
way communication
• (I) Informed – those who are kept up-to-date on progress; typically this is a one way communication
24. 24
Project Life Cycle - Team Building & Leadership Styles
Project managers should be aware of typical team building dynamics and
situational leadership styles across a project life cycle.
Team Building: Forming Storming Norming Performing Adjourning
Leadership Style: Directing Coaching Facilitating Supporting
Initiating Closing
Project Life Cycle
Team Building Stages
• Forming – creating the team
• Storming – team chaos as people start
working with one another
• Norming – team behavior starts to
normalize
• Performing – team performs as a unit
• Adjourning – team completes work
and disbands
Time
Situational Leadership Styles
• Directing – provide specific, clear
instructions and closely supervise
• Coaching – solicit input, offer rationale
and examples
• Facilitating –maintain team progress;
delegate day-to-day control
• Supporting – support and motivate
the team to complete objectives
25. Conflict is inevitable. A project manager should be aware of typical
sources of project conflict and recommended techniques to resolve them.
25
Conflict Management
Sources of Conflict Conflict Resolution Techniques
• Scheduling Priorities
• Scarce Resources
• Personal Work Styles
• Methodology/Details
• Cost/Budget
• Personalities
Recommended:
1. Collaborate/Problem Solve
2. Compromise/Reconcile
3. Force/Direct
Not Recommended:
1. Smooth/Accommodate
2. Withdraw/Avoid
Higher
Probability
of Conflict
Lower
26. 26
7. Communication Management - Process Activities
Roughly 90% of a project manager’s job is communication.
Plan
Communication
Management
Communciation
Mgt. Plan
Manage
Communications
Project Communications
Control
Communications
Req. Analysis
Technology
Models
Methods
Meetings
Models
Method
Systems
Reporting
Exp. Judgment
Systems
Meetings
Work Performance
Information
Change Requests
Develop a
communication
approach based
on stakeholder’s
informational
needs
Create, collect,
distribute, store,
and retrieve
information
Monitor and control
communication
throughout the entire
project life cycle
Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Note, additional inputs, outputs, tools and techniques not depicted may apply
27. 27
Communication Management
Project managers should be aware of the basics of effective
communication across the broad stakeholder community.
Transmit
Communication Paths
N N
N
N
• # of Communication Paths
equals [N x (N-1)]/2
• N equals # of Stakeholders
• Example: [4 x (4-1)]/2 = 6
Communication Methods
• Interactive – between two people
• Push – send to specific recipients
• Pull – recipient actively seeks information
Communication Types
• Active listening – receiver verifies correct
interpretation
• Effective listening – receiver observes visual
and vocal cues
• Feedback – sender receives feedback from
receiver
• Nonverbal - ~55% of communication (e.g.
body and facial language)
• Para-lingual – Voice characteristics
Communication Model
Sender/Encode Decode/Receiver
Acknowledgement
Response
Noise
Noise
28. 28
8. Risk Management – Process Activities
Risks are possible events that could impact the project in a positive (an
opportunity) or negative (a threat) way.
Plan
Risk Management
Identify
Risks
Risk Register
(Risks & Triggers)
Perform
Qualitative Analysis
Perform
Quantitative
Analysis
Plan
Risk Response
Control
Risks
Updates
Updates
Project Documents
Risk Mgt. Plan
Updates
Updates
Define how to
conduct risk
management
activities
Determine and document the
characteristics of risk which
may affect the project
Prioritize risks for further analysis or
action by assessing their probability of
occurrence and impact
Analyze the effect of
identified risks on overall
project objectives
Develop options
and actions to
enhance
opportunities and
reduce threats to
project objectives
Implement risk response plans, track identified
risks, monitor residual risks, identify new risks,
and evaluate risk process effectiveness
Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Note, additional inputs, outputs, tools and
techniques not depicted may apply
29. 29
Risk Probability and Impact Matrix
A probability and impact matrix can be used to evaluate the impact of a
risk and the probability of its occurrence.
High
Moderate
Low Moderate
High
Probability of
Occurrence
Level of Impact
Positive Risk Responses
• Share – split the responsibility
and benefit to maximize the
opportunity
• Exploit – take steps to ensure
success
• Enhance – improve the size of
the risk event and impact
• Accept – do nothing
Negative Risk Responses
• Avoid – get rid of the potential
problem
• Transfer – re-assign to another
party
• Mitigate – minimize the bad
characteristics of the risk
• Accept – do nothing
Probability and Impact Matrix
The higher the combined probability and impact of the risk
event the greater the need to develop a risk response plan
30. 30
Risk Management
Project managers should be aware of risk management terms.
Risk Management Terms
• Monte Carlo – simulation of possible outcomes
• Risk Breakdown Structure – breakdown by category (e.g. internal, external, technology,
organizational, etc.)
• Risk Trigger – an indicator that an event “could” occur
• SWOT Analysis – strengths, weaknesses, opportunities, and threats
• Expected Monetary Value (EMV) – summation of probability x impact of alternative decisions (…not
to be confused with EVM – earned value management)
• Contingency Reserves – for known risks (include in budget and schedule)
• Management Reserves – for unknown risks (excluded from baselines for budget and schedule)
• Residual Risk – risk remaining after risk response
• Secondary Risk – potential risk as a result of risk response
• Workaround – “wing it” response when other risk response plans don’t work
• Types of Risk Tolerance
o Averse – Avoids risk
o Seeker – Seeks risk
o Neutral – Middle ground
31. 31
9. Procurement Management – Process Activities
Procurement management includes planning, selecting, contracting,
controlling, and closing outsourced products and services.
Procurement
Mgt. Plan
Plan
Procurement Mgt.
Conduct
Procurements
Control
Procurements
Work Performance Info
Updates
Change Requests
Close
Procurements
Procurement Mgt. Plan
SOW
RFPs
Selection Criteria
Make Buy Decision
Selected Suppliers
Agreements
Resource Calendars
Exp. Judgment
Make Buy
Analysis
Exp. Judgment
Bidder Conf.
Ind. Estimates
Advertising
Seller Proposals
Inspect/Audits
Reporting
A/P Systems
Claims Admin.
Records Mgt.
Audits
Negotiations
Record Mgt.
Closed Procurements
OPA Udpates
Document
project
procurement
decisions,
specify the
approach, and
identify
potential sellers
Obtain seller response,
select a seller, and
award a contract
Manage procurement
relationship, monitor contract
performance, and make changes
and corrections as appropriate
Complete each project
procurement, including
finalizing open claims,
updating records to
reflect final results, and
archiving information
Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Note, additional inputs, outputs, tools and techniques not depicted may apply
32. 32
Contract Types
Project managers should be aware of the benefits and risks of different
contract types from a buyer’s perspective and a seller’s perspective.
Buyer’s Risk
Low High
FFP FPIF FP EPA T&M PO CPFF CPIF CPAF CPPC
Seller’s Risk
High Low
• (FFP) Firm Fixed Price – allows buyer to budget fixed price; requires seller to detail scope and accurately
estimate price; very common
• (FFIF) Fixed Price Incentive Fee – includes incentive to motivate seller to produce at greater speed
• (FF EPA) Fixed Price Economic Price Adjustment – compensates for year to year economic changes
• (T&M) Time and Materials – typically used for smaller initiatives
• (PO) Purchase Order – typically used for commodity items
• (CPFF) Cost Plus Fixed Fee – typically variable costs are cost-plus and predictable costs are fixed fee
• (CPIF) Cost Plus Incentive Fee – actual costs plus incentive to motivate seller to produce at greater speed
• (CPAF) Cost Plus Award Fee – actual costs plus award based on customer satisfaction with agreed criteria
• (CPPC) Cost Plus Percent of Cost – actual cost plus % of actual; the higher the cost, the higher the fees
33. 33
Procurement Terms
Project managers should be familiar with additional procurement terms
in the table below:
Terms Description
Make or Buy Analysis Is it more practical to insource or outsource (based on a cost comparison between the two)?
Bidder Conference Prior to bid submission, offers opportunities for prospective sellers to obtain requirements clarification from buyer
Independent Estimates Used to validate proposal information
Contract (CCOLA) Must have 5 Components: Capacity, Consideration, Offer, Legal Purpose, Acceptance
Point of Total Assumption
Point at which seller is responsible for all cost overruns; PTA = (Ceiling Price - Target Price)/Buyer Share + Target
Cost
Ceiling Price % of Target Cost (e.g. Ceiling = 140% of target cost)
Target Cost Expected cost of work in the contract
Target Price Equals Target Cost + Target Profit
Share Ratio Ratio of split between buyer and seller of cost savings or overruns (e.g. 70/30)
RFP Request for Proposal, typically used for higher priced, customized services or products
RFQ Request for Quote, typically used for small dollar commodity type products
IFB Invitation to Bid, used for government sealed bids (similar to RFP)
Design Scope of Work (SOW) Buyer provides exact details; generally results in fixed price contract
Functional Scope of Work (SOW) Buyer provides functionality needed; generally results in cost plus contract
Sole Source Go direct to a supplier without any available competition (e.g. supplier holds the patent)
Single Source Go direct to a supplier although competitors are available (e.g. "preferred supplier")
Negotiation PMI prefers "win/win" negotiation approach
Standard Terms & Conditions Typical common (non-negotiable) contract items with a tight range or parameters
Special Provisions Typically added to account for changes to standard terms and conditions
Claims Administration Means of administering contested changes or disagreements regarding compensation
ADR Alternative dispute resolution (e.g. arbitration) used when claims cannot be negotiated between buyer and seller
34. Key:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
34
10. Stakeholder Management – Process Activities
It is critical to project success to identify stakeholders, address their
requirements, meet their expectations, and foster their engagement.
Identify
Stakeholders
Plan
Stakeholder
Management
Manage
Stakeholder
Engagement
Stakeholder Register
Stakeholder Mgt. Plan
Issue Log
Change Requests
Updates
Control
Stakeholder
Engagement
Work Performance Info
Change Requests
Updates
Exp. Judgment
Stakeholder
Analysis
(Power/
Interest)
Interpersonal
Skills
Management
Skills
Stakeholder
Engagement Matrix
(Unaware, Neutral,
Resistance, Leading)
Identify the people,
groups, or
organizations that
could impact or be
impacted by the
decision, activity, or
outcome of the
project.
Develop appropriate management
strategies to effectively engage
stakeholders throughout the project
life cycle based on their needs and
potential impact on project success
Communicate and work with stakeholders to meet
their needs and expectations, address issues as
they occur, and foster appropriate stakeholder
engagement throughout the project life cycle
Monitor overall
project stakeholder
relationships and
adjust strategies and
plans for engaging
stakeholders
Note, additional inputs, outputs, tools and techniques not depicted may apply
35. 35
Stakeholder Power vs. Interest Grid
All stakeholders are different and, therefore, need to be managed
differently based on their relative authority (power) and level of concern
(interest).
Stakeholder
Power vs. Interest Grid
Keep Satisfied Manage Closely
Monitor Keep Informed
High
Moderate
Low Moderate
High
Power
Interest
36. 36
PMI Code of Ethics and Professional Conduct
All PMI members must agree to adhere to a high personal standard of
ethical and professional behavior.
Tenets of Code:
1. Honor
o Do what is right and honorable
o Set high standards for yourself and aspire to meet those standards is all aspects of life
2. Responsibility – Take ownership of:
o The decisions you make or fail to make
o The actions you take or fail to take
o The consequences that result
3. Respect
o Show high regard for yourself, others, and the resources (e.g. people, money, reputation,
safety) entrusted to you
o Engender trust confidence, performance excellence, and mutual cooperation in an environment
of diverse perspectives and views
4. Fairness
o Make decisions and act impartially and objectively
o Conduct yourself in a way free from competing self interest, prejudice, and favoritism
5. Honesty
o Understand the truth
o Act in a truthful manner both in your communication and in your conduct
37. 37
Summary
This material covered the following project management topics:
• What is PMI and the PMP?
• Why PMI Project Management Principles are
Useful to Know
• A Few Basic PMI Definitions
• Five Process Groups
o Initiating
o Planning
o Executing
o Monitoring and Controlling
o Closing
• Ten Knowledge Areas
o Integration
o Scope
o Time
o Cost
o Quality
o Human Resources
o Communication
o Risk
o Procurement
o Stakeholders
• Project Management Terms, such as:
o Triple Constraint
o Project Charter
o Project Management Plan
o Work Breakdown Structure (WBS)
o Predecessor Relationships
o Earned Value Management
o Gold Plating
o Responsibilities Assignment Matrix
o Forming, Storming, Norming, Performing,
Adjourning
o Communication Noise
o Risk Probability and Impact Matrix
o Contract Type
o Stakeholder Power vs. Interest Grid
• Code of Ethics and Professional Conduct
o Honor
o Responsibility
o Respect
o Fairness
o Honesty
Thank you for taking the time to review this material!