Professional Documents
Culture Documents
PMI, PMP, CAPM, PgMP, PMI-RMP, PMI-SP and PMBOK are registered marks of Project Management Institute, Inc.
Copyright Protected
Learning Objectives
After the completion of this chapter, the learner will be able to:
Explain the PMBOK Guide Project Management Concepts Explain why Projects Are Undertaken
Copyright Protected
Copyright Protected
Definition of Project
Copyright Protected
Project Definition
A temporary endeavor means that every project has a definite beginning and end.
Unique means that the product or service or result is different from other product or service or result. Progressively elaborated - proceeding in steps
Copyright Protected
Examples of Project
Building a new office Designing a new product or service Creating an advertisement campaign Creating a new process with a business unit Moving from one building to another Designing a space vehicle
Copyright Protected
Copyright Protected
Project vs Operation
PROJECTS Temporary
Unique
OPERATIONS Ongoing
Repetitive
Copyright Protected
Lack of clearly defined purpose Inexperienced project Managers Poor estimation of duration and cost Cultural and ethical misalignment Poor requirements and scope management Lack of coordination of resources and activities Poor communication Inadequate planning of scope, schedule, resources, cost, risk and quality Lack of progress and quality control
Copyright Protected
Copyright Protected
Copyright Protected
Project Constraints
Schedule
Source: A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK Guide) 2008 Project
Management Institute, Inc. All Rights Reserved.
Copyright Protected
Copyright Protected
Phase end reviews are also called phase exits, stage gates or kill points
Rolling wave planning summarizes the future phases at high level
Copyright Protected
Project Stakeholders
Individuals and organizations involved in the project Those who will be directly or indirectly impacted Stakeholders should be identified throughout the project They may have a positive or negative influence on the outcome Stakeholder influence goes down as the project progresses
Copyright Protected
Project Stakeholders
Key stakeholders include: Project Manager Customer / User Performing organization Project team members Project management team Sponsor Influencers PMO
Copyright Protected
Communication Skills Organizational and Planning skills Budgeting Skills Conflict Management Skills Negotiation and Influencing Skills Leadership Skills Team Building and Motivating skills
Copyright Protected
Portfolios
Collection of programs and projects Projects meet a specific business goal or objective Includes weighing the value of each project against the portfolios strategic objective Ensures efficient use of resources
Copyright Protected
Organization Influence
Functional Organization PMs Title Expediter/Cordinator
Projectized Organisation
Project Manager
Functional manager
Project Manager
Project Manager
Resources
Resource Allocation
As needed
Resources Reports to
Functional manager
PM Reports to
Functional manager
Functional manager
Source: A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK Guide) 2008 Project Management Institute, Inc. All Rights Reserved.
Copyright Protected
Advantages
Highly visible project objectives Better Project Manager control over resources Better coordination
Disadvantages
Not cost effective because of extra administrative personnel More than ONE boss for project teams More complex to monitor and control
Higher potential for conflict and duplication of effort and functional managers have different priorities
No career path in Project Management
Functional
Team members report to one supervisor and clearly defined career paths
People place more emphasis on their functional specialty to the determent of the project
No Home when project is completed Duplication of facilities and job functions Lack of professionalism in disciplines and less efficient use of resources
Projectized
Efficient project organization More effective communication than functional Loyalty to the project
Copyright Protected
Copyright Protected
Copyright Protected
Initiating Processes
Planning Processes
Create
Measure
Controlling Processes
Executing Processes
Accept
Closing Processes
Copyright Protected
Initiating process group authorizes the project Planning process group plans the course of action to achieve objectives Executing process group uses the resources to carry out project tasks Monitoring process group measures progress to identify variances Closing process group formalizes product acceptance and closure
Copyright Protected
Concept of PLAN-DO-CHECK-ACT cycle Determine what processes within the process groups are applicable The Process Groups are not Project Phases The result of one process becomes input to another
Copyright Protected
Initiating
Project Charter
Planning
Executing
Deliverables Requested Changes Corrective/ Preventive Action Defect Repair Change Requests, Corrective Action, Preventive Action, Defect Repair Forecast Approved Deliverable Performance Reports Organizational Process Assets (updates)
Closing
Copyright Protected
Executing Processes
Level Of Activity
Initiating Processes
Closing Processes
Phase Time Start Guide to the Project Management Body of Knowledge, Fourth Source: A
Edition (PMBOK Guide) 2008 Project Management Institute, Inc. All
Rights Reserved.
Copyright Protected
Phase Finish
PM Process Mapping
Processes Knowledge Areas Integration Management Initiation Planning Execution Monitoring & Control Close Out
Monitor and Control Project Work Perform Integrated Change Control Scope Verification Scope Control
Scope Management
Time Management
Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development
Estimate Costs Estimate Budgets
Schedule Control
Cost Control Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Team Information Distribution Manage Stakeholders Expectation
Quality Planning
Identify Stakeholders
Communications Planning
Report Performance
Risk Management
Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Plan Procurement Conduct Procurement
Procurement Management
Administer Procurements
Close Procurement
Source: A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK Guide) 2008 Project Management Institute, Inc. All Rights Reserved.
Copyright Protected
Copyright Protected
Copyright Protected
Copyright Protected
Copyright Protected
Copyright Protected
Copyright Protected
Copyright Protected
Project Cost Management Processes to ensure the project stays within the budget Determines the project budget Controls the changes to the project budget Comprises of the following three processes: Estimate Costs Determine Budget Control Costs
Copyright Protected
Copyright Protected
Copyright Protected
Copyright Protected
Copyright Protected
Copyright Protected
Professional Responsibility Covers legal, ethical and professional behavior of a PMP A PMP must follow the Project Management Institute Code of Ethics and Professional Conduct The responsibilities includes: Doing the right things Making good choices Keep learning and getting better Respecting others culture
Copyright Protected
Map all the process groups and their corresponding processes, also mention the corresponding knowledge areas
Copyright Protected
Assessment Examination
Copyright Protected
Copyright Protected
Next Session
Project Integration Management
Copyright Protected