PMP Training - 01 introduction to framework
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This document provides an overview of project management concepts including the Project Management Institute (PMI), the Project Management Professional (PMP) certification, the project management framework, project life cycles, organizational structures that influence projects, and the five project management process groups. It defines key terms like projects, programs, portfolios, stakeholders, and enterprise environmental factors. It also describes tools and techniques used in project management.
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PMP Training - 01 introduction to framework
- 1. Created by [email protected], June 20101-2-3 – IntroductionProject Management Training
- 2. PMI & PMPThe Project Management Institute (PMI) is project management professional association with over 500,000 member. Established in 1969 and located in US.Project Management Professional (PMP) credential recognizes demonstrated knowledge and skill in leading and directing project teams and in delivering project results within the constraints of schedule, budget and resources.PMI, PMBOK, PMP are registered marks of Project Management Institute, Inc.
- 3. The Project Management FrameworkChapter 1 –Introduction Chapter 2 –Project Life Cycle and OrganizationChapter 3 – Project Management Process for a Project
- 4. References for PMP Study This course is using following resources as references:A Guide to The Project Management Body of Knowledge (PMBOK Guide)Fourth Edition© 2008 PMIPMP Exam Prep, Rita’s Course in a Book for passing the PMP ExamSixth Edition© 2009 Rita Mulcahy, PMP
- 6. PMBOK GuideIs a standard (formal document that describes established norms, methods, processes and practices)Guidelines for managing individual projectsA good practices which are applicable to most project most of the timeA common vocabulary within project management professionA foundational project management referencePMI Code of Ethics and Professional Conduct is also requirement for PMP certification
- 7. Advantages of Using Formal Project ManagementBetter control of financial, physical, and human resourcesImproved customer relations Improved customer relationsShorter development timesLower costsHigher quality and increased reliabilityHigher profit marginsImproved productivityImproved productivityBetter internal coordinationHigher worker morale (less stress)
- 8. What is Project?A Project is a temporary endeavor undertaken to create a unique, product, service, or result.Temporary = a definite beginning and end.Repetitive elements may be present but has fundamental uniquenessIs progressively elaborated.Distinguishing characteristics of each unique project will be progressively detailed as the project is better understood.
- 9. Project Attributes A project: Has a unique purpose Is temporaryIs developed using progressive elaborationRequires resources, often from various areasShould have a primary customer or sponsorThe project sponsor usually provides the direction and funding for the projectInvolves uncertainty
- 10. Project vs. Operational Work
- 11. What is Project Management?The application of knowledge, skills, tools and technique to project activities to meet project requirementsProject Management is accomplished through the application and integration of the processes which are grouped in the 5 process groups:Initiating Planning ExecutingMonitoring and Controlling ClosingDue to the nature of change, managing project is iterative and goes through progressive elaboration throughout the project’s lifecycle
- 12. Managing ProjectThe Project Manager is the person responsible for accomplishing the project objectives.Managing a project includes:Identifying requirements.Establishing clear and achievable objectives.Balancing the competing demands of quality, scope, time and cost.Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.Progressive Elaboration -- definitionContinuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process.
- 13. Project ConstraintsEvery project is constrained in different ways by its:Scope Schedule/TimeCost/BudgetQualityResourcesRiskIf any one factor changes, at least one other factor is likely to be affected.It is the project manager’s duty to balance these competing constraints. COST/RESOURCESSCHEDULE/TIMEThe Triple ConstraintorThe Trade-off TriangleSCOPE/QUALITY
- 14. Projects and Strategic PlanningProjects are means of Achieving organization’s strategic plan.Organizing activities that cannot be addressed within the organizations normal operational limits. Projects are typically authorized as a result of one or more of the following strategic considerations:Market demand
- 16. Customer request
- 20. Social need Project Management Framework
- 21. Project Management Knowledge AreasFour core knowledge areas lead to specific project objectives. Project scope management involves defining and managing all the work required to complete the project successfully.Project time management includes estimating how long it will take to complete the work, developing an acceptable project schedule, and ensuring timely completion of the project.Project cost management consists of preparing and managing the budget for the project.Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken.
- 22. Project Management Knowledge AreasFour facilitating knowledge areas are the means through which the project objectives are achieved. Project human resource management is concerned with making effective use of the people involved with the project.Project communications management involves generating, collecting, disseminating, and storing project information.Project risk management includes identifying, analyzing, and responding to risks related to the project.Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization. One knowledge area (project integration management) affects and is affected by all of the other knowledge areas.Project Management Tools and TechniquesProject management tools and techniques assist project managers and their teams in various aspects of project management.Note that a tool or technique is more than just a software package.Specific tools and techniques include:Project charters, scope statements, and WBS (scope)Gantt charts, network diagrams, critical path analyses (time)Net present value, cost estimates, and earned value management (cost)
- 23. Project SuccessThere are different ways to define project success:The project met scope, time, and cost goals.The project satisfied the customer/sponsor. The project produced the desired results.
- 24. Relationships Among Project Management, Program Management and Portfolio ManagementProject ManagementProgram ManagementPortfolio ManagementProject Management OfficePMO
- 25. What is a Program?A program is:“a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”A program manager provides leadership and direction for the project managers heading the projects within the program.ADVANTAGESDecreased riskEconomies of Scale
- 26. Portfolios and Portfolio ManagementA portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.Portfolio managers help their organizations make wise investment decisionsby helping to select and analyze projects from a strategic perspective
- 28. Project Management Compared to Project Portfolio Management
- 29. Projects and Strategic PlanningProjects are means of organizing activities that cannot be addressed within the organizations normal operational limits.Projects are typically authorized as a result of one or more of the following strategic considerations:A Market Demand & Organizational NeedA Customer RequestA Technological AdvancementA Legal Requirement
- 30. SubprojectsProjects are frequently divided into more manageable components or subprojects.Subproject are often contracted to an external enterprise or to another functional unit in the performing organization.Subprojects can be referred to as projects and managed as such
- 31. PMOA department that centralizes the management of projects. A PMO usually takes one of three roles:Project Support: Provide project management guidance to project managers in business units.Project Management Process/Methodology: Develop and implement a consistent and standardized process.Training: Conduct training programs or collect requirements for an outside company
- 32. Primary Function of PMOA Primary function of PMO is to support project managers in a variety of ways which may include, but are not limited to:Managing shared resources across all the projects administered by the PMOIdentifying and developing project management methodology, practices & standardsCoaching, mentoring , training and oversight Monitoring compliance with project management standard policies, procedures , and templates via project audits .Developing and managing project policies, procedures, templates, and other shared documentation ( organizational process assets); and Co coordinating communication across projects
- 33. Project Management Office (PMO) – Cont’dHome for project managers: Maintain a centralized office from which project managers are loaned out to work on projects.Internal consulting and mentoring: Advise employees about best practices.Project management software tools: Select and maintain project management tools for use by employees.Portfolio management: Establish a staff of program managers who can manage multiple projects that are related, such as infrastructure technologies, desktop applications and so on, and allocate resources accordingly.
- 34. Role of a Project ManagerThe Project Manager is the person responsible for accomplishing the project objectives.Project managers strive to meet the triple constraint by balancing project scope, time, and cost goalsDepending on the organization structure , a project manager may report to functional manager.In other cases project manager may be one of the several project managers who report to a portfolio or program manager that is ultimately responsible for enterprise wide projects . In this type of structure, the project manager works closely with the portfolio or program manager to achieve the project objectives
- 35. Project Expediter and CoordinatorProject manager’s role can very limited Project Expediter acts primarily as a staff assistantas communications coordinator. cannot personally make or enforce decisions. Project Coordinator has some power to make decisionsHas some authorityreports to a higher-level manager
- 36. StakeholdersStakeholders are persons or organizations who are actively involved in the project or whose interests may positively or negatively affected by the performance or completion of the project.Stakeholders have varying levels of responsibility and authority and can change over the project life cycleProject management team must continuously identify both external and internal stakeholdersProject manager must manage the influence of various stakeholders in relation to the requirements and balance stakeholders’ interest
- 37. StakeholdersSome examples of project stakeholders
- 38. Enterprise Environmental FactorsRefer to both internal & external environmental factors that surround or influence a project’s successAs an input in almost all project management processMay enhance or constrain project management optionsMay have positive or negative influence on the outcomeExamples:Organizational culture, structure, and processes
- 39. Government or industry standards
- 40. Infrastructure
- 43. Company work authorization systems
- 47. Organization’s established communications channels
- 49. Project management information2 – Project Life Cycle and organization
- 50. The Project Life CycleThe project life cycle is the agglomeration of all phases in the project All projects are divided into phases, and all projects, large or small, have a similar life cycle structure.: Starting the project , organizing and preparing , carrying out the project work and closing the projectAt a minimum, project will have a beginning or initiation phase, an intermediate phase or phases, and an ending phase.Each phase has a defined endpoint
- 51. Characteristics of Project Life CycleCost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close.
- 52. Stakeholder influences, risk, and uncertainty, are greatest at the start of the project. These factors decrease over the life of the project.
- 53. Ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion. …or…The cost of changes and correcting errors typically increases substantially as the project approaches completion. Project Phases and the Project Life CycleA project life cycle is a collection of project phases that defines:What work will be performed in each phaseWhat deliverables will be produced and whenWho is involved in each phase How management will control and approve work produced in each phaseA deliverable is a product or service produced or provided as part of a project
- 54. HandoffsProject phases evolve through the life cycle in a series of phases sequences called handoffs, or technical transfers. The end of one phase sequence typically marks the beginning of the next.
- 55. Phase-to-Phase Relationships There are three basic types of phase–to–phase relationships :A Sequential relationship : where a phase can only start once the previous phase is complete An Overlapping relationship : where the phase starts prior to completion of the previous one (Fast tracking). Overlapping phase may increase risk and can result in rework .An Iterative relationship : where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables
- 56. Organizational InfluencesSome organizational aspects that influence how project are performed:Culture and style (Cultural norms)Organizational structureDegree of project management maturityProject management systems
- 57. Types of Organizational Structures (1)FunctionalOrganization is grouped by areas of specializationProject generally occur within a single departmentProjectizedEntire company is organized by projectsPersonnel are assigned and report to a project manager
- 58. Types of Organizational Structures (2)Weak MatrixPower rest with the functional managerPower of project manager = coordinator or expediter Balanced MatrixPower is shared between the project manager and the functional manager
- 59. Types of Organizational Structures (3)Strong MatrixPower rest with the project managerComposite
- 60. Organizational StructureInfluences of organizational structure on projects
- 62. Organizational Process AssetsProcesses & ProceduresOrganizational standard processes such as standards, policiesStandardized guidelines, work instruction, proposal evaluation criteria, and performance measurement criteriaTemplates Financial control proceduresProcedures for prioritizing, approving, and issuing work authorizationEtc.Corporate Knowledge BaseProcess measurement databasesProject filesHistorical information & lesson learned knowledge basesIssue and defect management databasesConfiguration management knowledge basesFinancial databasesEtc.
- 63. 3 – Project Management Process
- 64. Project Management ProcessMonitoring &Controlling ProcessesTwo categories of project process:Product-oriented process should be considered in project but not explained in PMBOKProject management processPlanningProcessesEnter phase/Start projectExit phase/End projectInitiatingProcessesClosingProcessesExecutingProcessesProjectBoundaries
- 65. Process InteractionProject management processes are represented as discrete elements with well-defined interfaceIn practice, they overlap and interactIPECM&C
- 66. Process Groups & Knowledge Areas Mapping
- 67. Next topic: Project Integration ManagementThank You