The attached Power-Point document describing project management PMP approach, methodology and principles.

1. Project Management
PMI Approach
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th Edition
Presented by : Zaur Ahmadov PMI-PMP®

2. Welcome
Welcome to this meeting. The aim of this
presentation is to provide a PMI Project
Management structure, PMI standardization
and best-practice project management
model that can be helpful for organizations,
understanding, discussing and managing
projects using PMI® approach.
PMI’s PMBOK – applying universal standards to Waterfall project management.

3. ❑CAPM® - Certified Associate in Project Management
❑PMP® - Project Management Professional
❑PgMP® - Program Management Professional
❑PMI-ACP® - Agile Certified Practitioner
❑PMI-RMP® - Risk Management Professional
❑PMI-SP® - Scheduling Professional
❑PfMP® - Portfolio Management Professional
❑PMI-PBA® - Professional in Business Analysis
PMI®
Certifications

5. Project Management Process Groups

6. Introduction & Overview
Project Environment
Process Groups
Knowledge Areas
Role of Project Manager

7. What is Project ?
- A project is a temporary endeavor undertaken to create a unique product,
service, or result
How the Projects are initiated ?
There are four fundamental categories for these factors, which illustrate the
context of a project
1. Meet regulatory, legal, or social requirements;
2. Satisfy stakeholder requests or needs;
3. Implement or change business or technological strategies; and
4. Create, improve, or fix products, processes, or services.
Introduction & Overview

9. ● Project management is the application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements.
● Projects are a key way to create value and benefits in organizations. In today’s business
environment, organizational leaders need to be able to manage with tighter budgets,
shorter timelines, scarcity of resources, and rapidly changing technology.
● The business environment is dynamic with an accelerating rate of change. To remain
competitive in the world economy, companies are embracing project management to
consistently deliver business value.
THE IMPORTANCE OF PROJECT MANAGEMENT

10. Project management enables organizations to execute projects effectively
and efficiently.
Key benefits :
★ Meet business objectives;
★ Satisfy stakeholder expectations;
★ Be more predictable;
★ Increase chances of success;
★ Deliver the right products at the right time;
★ Resolve problems and issues;
★ Respond to risks in a timely manner;
★ Optimize the use of organizational resources;
★ Identify, recover, or terminate failing projects;
★ Manage constraints (e.g., scope, quality, schedule, costs, resources);
★ Balance the influence of constraints on the project (e.g., increased scope may increase cost or schedule); and
★ Manage change in a better manner.
Poorly managed projects or the absence of project management may result in:
● Missed deadlines,
● Cost overruns,
● Poor quality,
● Rework,
● Uncontrolled expansion of the project,
● Loss of reputation for the organization,
● Unsatisfied stakeholders, and
● Failure in achieving the objectives for which the project was undertaken

11. ● A project may be managed in three separate scenarios: as a stand-alone project
(outside of a portfolio or program), within a program, or within a portfolio. Project
managers interact with portfolio and program managers when a project is within a
program or portfolio.
● A program is defined as a group of related projects, subsidiary programs, and program
activities managed in a coordinated manner to obtain benefits not available from
managing them individually.
● A portfolio is defined as projects, programs, subsidiary portfolios, and operations
managed as a group to achieve strategic objectives.
NOTE: Program management and portfolio management differ from project management
in their life cycles, activities, objectives, focus, and benefits.
RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND
OPERATIONS MANAGEMENT

13. PROJECT VS OPERATION
What is Difference between Project and Operation ?
Major Differences
PROJECT
Temporary Endeavor
New, Unique output
Closeout when objectives are achieved
OPERATION
Ongoing Activity
Repeated Works
Adopts new set of objectives once
achieved

14. Portfolio, Program and Operation

17. ● Predictive / fully plan-driven / Waterfall - Project scope, time, & cost determined in the early phases of the life cycle.
● Iterative and incremental – repeat project activities to achieve result – especially useful if the output is unknown – could have sequential or overlapping phases
● Adaptive / change-driven / Agile – responsive to big changes, with few advance scope definitions and in order to respond to stakeholder input
● Hybrid life cycle - combination of a predictive and an adaptive life cycle.
Project and Development Lifecycle

18. Project Phase
A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables. The phases in a
life cycle can be described by a variety of attributes. Attributes may include :
● Name (e.g., Phase A, Phase B, Phase 1, Phase 2, proposal phase),
● Number (e.g., three phases in the project, five phases in the project),
● Duration (e.g., 1 week, 1 month, 1 quarter),
● Resource requirements (e.g., people, buildings, equipment),
● Entrance criteria for a project to move into that phase (e.g., specified approvals documented, specified documents completed), and
● Exit criteria for a project to complete a phase (e.g., documented approvals, completed documents, completed deliverables).
These phases are generally given names that indicate the type of work done in that phase.
Examples of phase names includes :
o Concept development,
o Feasibility study,
o Customer requirements,
o Solution development,
o Design,
o Prototype,
o Build,
o Test,
o Transition,
o Commissioning,
o Milestone review, and
o Lessons learned.
The project phases may be established based on various factors including, but not limited to:
• Management needs;
• Nature of the project;
• Unique characteristics of the organization, industry, or technology;
• Project elements including, but not limited to, technology, engineering, business, process, or legal; and
• Decision points (e.g., funding, project go/no-go, and milestone review).

19. Phase Gate
A phase gate, is held at the end of a phase. The project’s performance and progress are compared to project and business documents including :
● Project business case
● Project charter
● Project management plan
● Benefits management plan
A decision (e.g., go/no-go decision) is made as a result of this comparison to:
● Continue to the next phase,
● Continue to the next phase with modification,
● End the project,
● Remain in the phase, or
● Repeat the phase or elements of it.
phase gates other terms :
phase review,
stage gate,
kill point
phase entrance
phase exit.

20. PROJECT MANAGEMENT PROCESS GROUPS

21. PROJECT MANAGEMENT DATA AND INFORMATION
Project data are regularly collected and analyzed throughout the project life
cycle. The following definitions identify key terminology regarding project
data and information:
● Work performance data.
The raw observations and measurements identified during activities performed to
carry out the project work. Examples include reported percent of work physically
completed, quality and technical performance measures, start and finish dates of
schedule activities, number of change requests, number of defects, actual costs,
actual durations, etc. Project data are usually recorded in a Project Management
Information System (PMIS) and in project documents.
● Work performance information.
The performance data collected from various controlling processes, analyzed in
context and integrated based on relationships across areas. Examples of
performance information are status of deliverables, implementation status for
change requests, and forecast estimates to complete.
● Work performance reports.
The physical or electronic representation of work performance information
compiled in project documents, which is intended to generate decisions or raise
issues, actions, or awareness. Examples include status reports, memos,
justifications, information notes, electronic dashboards, recommendations, and
updates.

22. PROJECT MANAGEMENT BUSINESS DOCUMENTS
Project Business Documents Definition
Project business case
A documented economic feasibility study used to establish the validity of the benefits
of a selected component lacking sufficient definition and that is used as a basis for
the authorization of further project management activities.
Project benefits management plan
The documented explanation defining the processes for creating, maximizing, and
sustaining the benefits provided by a project.
- The project sponsor is generally accountable for the development and
maintenance of the project business case document.
- The project manager is responsible for providing recommendations and
oversight to keep the project business case, project management plan,
project charter, and project benefits management plan success measures in
alignment with one another and with the goals and objectives of the
organization.

23. Introduction & Overview
Project Environment
Role of Project Manager
Process Groups
Knowledge Areas

24. THE ENVIRONMENT IN WHICH PROJECTS OPERATE
Enterprise environmental factors (EEFs)
● Organization’s culture,
● PM has no direct control on EEF’s
● Rules & Policies
● Regulation & Laws
● Infrastructure
● Marketplace conditions
● Commercial database
● etc...
Projects exist and operate in environments that may have an influence on them.
Organizational process assets (OPAs).
● Organization Standards, Processes,
policies, and procedures;
● Organizational knowledge bases.
● Historical information and lessons learned
repository
● Templates (e.g., project charter template);
● Performance measurement database
● Defect management database
● etc...

25. Influences of Organizational Structures on Projects
*PMO refers to a portfolio, program, or project management office or organization.

26. PMO
PROJECT MANAGEMENT OFFICE
Supportive Controlling Directive
● Consultative role,
● Support with templates,
best practices, training,
access to information,
lesson learned from other
projects.
● The PMO degree is LOW.
● Controlling PMOs provide
support and require
compliance through various
means. Compliance may
involve:
➢ Adoption of project management
frameworks or methodologies;
➢ Use of specific templates, forms,
and tools; and
➢ Conformance to governance
frameworks.
● The PMO degree is
moderate.
● Directive PMOs take control
of the projects by directly
managing the projects.
Project managers are
assigned by and report to
the PMO.
● The PMO degree is high.

27. Introduction & Overview
Project Environment
Role of Project Manager
Process Groups
Knowledge Areas

28. Who is Project Manager ?
- The role of a project manager is distinct from that of a functional
manager or operations manager.
- Typically, the functional manager focuses on providing management
oversight for a functional or business unit.
- Operations managers are responsible for ensuring that business
operations are efficient.
- The project manager is the person assigned by the performing
organization to lead the team that is responsible for achieving the
project objectives.
THE ROLE OF THE PROJECT MANAGER
Example of Project Manager’s Sphere of Influence

29. PROJECT MANAGER COMPETENCIES
Recent PMI studies applied the Project Manager Competency Development (PMCD) Framework to the skills needed by project managers
through the use of The PMI Talent Triangle® .
The talent triangle focuses on three key skill sets:
● Technical project management. The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio
management. The technical aspects of performing one’s role.
● Leadership. The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its
business goals.
● Strategic and business management. The knowledge of and expertise in the industry and organization that enhanced performance
and better delivers business outcomes.

30. COMPARISON OF LEADERSHIP AND MANAGEMENT
The words leadership and management are often used interchangeably. However, they are not synonymous.
Management Leadership
Direct using positional power Guide, influence, and collaborate using relational power
Maintain Develop
Administrate Innovate
Focus on systems and structure Focus on relationships with people
Rely on control Inspire trust
Focus on near-term goals Focus on long-range vision
Ask how and when Ask what and why
Focus on bottom line Focus on the horizon
Accept status quo Challenge status quo
Do things right Do the right things
Focus on operational issues and problem solving Focus on vision, alignment, motivation, and inspiration
Team Management and
Team Leadership
Compared

31. ● Laissez-faire (e.g., allowing the team to make their own decisions and establish their own goals, also referred to as taking a hands-off style);
● Transactional (e.g., focus on goals, feedback, and accomplishment to determine rewards; management by exception);
● Servant leader (e.g., demonstrates commitment to serve and put other people first; focuses on other people’s growth, learning, development,
autonomy, and well-being; concentrates on relationships, community and collaboration; leadership is secondary and emerges after service);
● Transformational (e.g., empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for
innovation and creativity, and individual consideration);
● Charismatic (e.g., able to inspire; is high-energy, enthusiastic, self-confident; holds strong convictions); and
● Interactional (e.g., a combination of transactional, transformational, and charismatic).
LEADERSHIP STYLES
PERSONALITY
● Authentic (e.g., accepts others for what and who they are, show open concern);
● Courteous (e.g., ability to apply appropriate behavior and etiquette);
● Creative (e.g., ability to think abstractly, to see things differently, to innovate);
● Cultural (e.g., measure of sensitivity to other cultures including values, norms, and beliefs);
● Emotional (e.g., ability to perceive emotions and the information they present and to manage them; measure of interpersonal skills);
● Intellectual (e.g., measure of human intelligence over multiple aptitudes);
● Managerial (e.g., measure of management practice and potential);
● Political (e.g., measure of political intelligence and making things happen);
● Service-oriented (e.g., evidence of willingness to serve other people);
● Social (e.g., ability to understand and manage people); and
● Systemic (e.g., drive to understand and build systems).
An effective project manager will have some level of ability with each of these characteristics in order to be successful.

32. Introduction & Overview
Process Groups
Project Environment
Role of Project Manager
Knowledge Areas

33. PROJECT MANAGEMENT PROCESS GROUPS
5 - Process Groups
10 - Knowledge Areas
49 - Processes

34. PROJECT INTEGRATION MANAGEMENT OVERVIEW

35. PROJECT SCOPE MANAGEMENT OVERVIEW

36. PROJECT SCHEDULE MANAGEMENT OVERVIEW

37. PROJECT COST MANAGEMENT OVERVIEW

38. PROJECT QUALITY MANAGEMENT OVERVIEW

39. PROJECT RESOURCE MANAGEMENT OVERVIEW

40. PROJECT COMMUNICATION MANAGEMENT OVERVIEW

41. PROJECT RISK MANAGEMENT OVERVIEW

42. PROJECT PROCUREMENT MANAGEMENT OVERVIEW

43. PROJECT STAKEHOLDER MANAGEMENT OVERVIEW

44. Good Luck !
Zaur Ahmadov, PMP®
IT/ Telecom Project Manager
Email : zaur.ahmadov@gmail.com
Source used : PMBOK 6th edition.