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PMP, Lecture 1 frame work
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Lecture Prepared By:
Ahmed Ibrahim,PMP®,PMI-RMP®
Ahmed0Ibrahim@gmail.com
Thiqah & Professionalengineers.usPMP® Certificate Exam
preparation Course.
This is me
Project Manager Professional (PMP®) preparation for taking exam Course
Who should attend the course?This course is targeting the Project managers, Planning
engineers, Construction Managers, Site Engineers, and
whoever is interesting on a projects management. If you are
seeking to create, review, or understand the project
management .
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AHMED IBRAHIM, PMP®, PMI- RMP®
Ahmed Ibrahim holds a Bachelor of Civil Engineering. Member and Certified by the project
management institute – Pennsylvania - USA as:
1 - Project manager professional (PMP ®) – 2011
2 - Risk Manager Professional (PMI-RMP ®) – 2013
3 - Master of projects management student.
, in addition to practical experience in the field of project management, executive management and
human resources. He have projects management knowledge that always seek to develop, update, and
share with others, especially the professionals in the field of project Management.
Other skills and interests. (PMP Certificate training, PMI-RMP Certificate training, planning and
schedulingbyprimaveraP6.8.2training,Excelandreports&dashboardstraining)
PMO (projects management office) creation and workflow process improvement.
Who should attend the course?This course is targeting the Project managers, Planning
engineers, Construction Managers, Site Engineers, and
whoever is interesting on a projects management. If you
are seeking to create, review, or understand the project
management plan including project objectives plans, you
are kindly invited to attend this course.
What is different in our PMP® course?In this course you will find a permanent and distinctive link between the projects in the Arab environment and the principles of Project Management, rules and knowledge in the book 5th issued by the Project Management Institute, U.S.. In addition to stand on the important points, which always come in the PMP exams, as well as how to link temporal and spatial processes of project management without the need for memorization suffering... Joining us guarantee your success from the first try, and understand the serious and real knowledge in the PMBOK 5thIn addition, of all points above you will take 50 questions exam at the end of our course on line to simulating the real PMP exam conditions and atmosphere
We will provide: Decrease study and preparation time by focusing
on exam topics Enhances your personal study plan and evaluate
progress Utilize useful tips and techniques in answering
the exam questionsUnderstand the PM terminology which is used by PMPs
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Project Integration Management
•Project Scope Management
•Project Time Management
•Project Cost Management
•Project Quality Management
•Project Human Resources Management
•Project Communication Management
•Project Risk Management
•Project Procurement Management
•Project Stakeholder Management
•Professional Responsibility of the Project Managers
•Studying for Taking the Exam
•Nature of the Exam
•What to study and how to study it
•How to answer the questions
•Tips and tricks for avoiding common mistake
•Course Duration: course duration is four weeks,
three lectures a week, and each lecture three hours.
Total hours is 35 hours.
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PMP Eligibility Requirements
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9
Material References
Project Management Body Of Knowledge (PMBOK® Guide) 5thedition
The Standard for Portfolio Management (PMI)
Practice Standard For Project Risk Management
Q & As for The PMBOK® Guide Fourth Edition
O’Reilly Media, Inc., Head First PMP, Jennifer Greene, PMP & Andrew Stellman, PMP.
Rita Mulcahy, PMP, M.B.A, PMP® Exam Prep, 8th Edition ,http://www.rmcproject.com/about/rita.aspx
http:// www.pmi.org
http:// www.professionalengineers.us
http:// www.method123.com
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Professionalengineers.us
CELL: + 966 545821579
E-mail: ahmed0ibrahim@gmail.com
E-mail : GM@professionalengineers.us
http://www.linkedin.com/in/ahmed13
Web: www.professionalengineers.us
www.professionalengineers.us
PM Standards
• Project Management Institute (PMI®)
• Project Management Body Of Knowledge “PMBOK ® Guide”
– Issued by the PMI®
– The reference to PM practices
• PMI® Certifications:
– Project Management Professional (PMP)®
– Certified Associate Project Manager (CAPM)®
– Program Management Professional (PgMP)®
– PMI® Scheduling Professional (PMI–SP)®
– PMI® Risk Management Professional (PMI–RMP)®
– PMI Agile Certified Practitioner (PMI-ACP)®
– OPM3® Professional Certification
PMBOK ® Guide 5th
Project Management Body of Knowledge
A GUIDE to the generally accepted body of knowledge that definesproject management
Provides a common language
Serves as a reference resource
Recognized as a standard
The International Organization for Standardization (ISO) American National Standard Institute (ANSI)
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PMP® Examination Overview 2/2⦁ As of this writing there is no definitive passing score for the exam - for each of the
sections outlined above you will be graded either a) Proficient, b) Moderately Proficient, or c) Below Proficient. According to the PMI Certification Department, the following is In effect:
⦁ “There are not a minimum or maximum number of domains or chapters in which candidate needs to demonstrate proficiency in order to pass the exam. The pass/fail rate is determined based on overall performance, not on how many questions were answered right or wrong in a particular domain or chapter. Each of the domains or chapters has a different number of questions within them that are relative to each other but not equal to each other. That means itis possible to score Below Proficiency in one of the domains and yet still pass the examination. It all depends on how many items were present in the domains that were failed. ”1
PMP® Examination Overview 1/2⦁ The PMI certification examination consists of 200 multiple-choice questions, each
question consisting of only four possible answers. The questions that you will see on your specific exam are selected from a bank of over 13,000 questions. There is no way to predetermine what the specific selection mix of questions will be.
⦁ Unlike the GMAT, The PMI exam is non-adaptive. You may select questions forreview and move on to other questions, returning to those questions that gave youdifficulty, without penalty.
⦁ The PMI examination is four hours and once begun, the clock will tick until fourhours are complete, or the test taker submits the exam for grading prior to thecompletion of four hours.
⦁ Make sure you answer all questions - no credit will be given for unansweredquestions. In this case an unanswered question is the same as an incorrect answer.
⦁ There are 25 'pretest' questions on the exam that carry no credit. You are only graded on 175 questions out of the 200 questions presented; however you will not know which questions are experimental and which questions you are being graded on.
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Examination Question Types 2/3Something you never heard of: Don't be surprised to see a question containing something youhave never seen before. The field of project management changes on a daily basis and the tools and techniques used by the project manager are expanding seemingly at a geometric rate. Take your best guess and move on.
Mathematical: Expect to see anywhere from 5 to 10 questions involving formula computations.Earned value, PERT or questions involving standard deviation are typical computation questions.
Diagrams: You may be asked to interpret a graph or construct a precedence diagram frominstructions. On the computer at the test center, there may be a button on the screen that you can push that will bring up a graphic or some other diagram. Take advantage of all information provided.
Correct answer to a different question: You will sometimes see answers that may be correctstatements by themselves, but do not answer the question.
Examination Question Types 1/3Questions on the PMP® certification exam are designed to test your analytical abilities, application experience, and general project management knowledge. The types of questions you will see on the exam will fall into the following general categories:
Situational: A scenario or situation will be presented to you in which must analyze the questionand choose the best answer based on your experience, analysis, and knowledge. Many test takers state that the predominant percentages of questions on the exam are situational.
More than one right answer: Frequently, a test question will have two or more correct answers;however there will always be one answer that is more correct than the others. In this situation it is usually simple to eliminate at least two of the answers. Focus your attention on what the project manager needs to do next.
Extraneous information: PMI is famous for the wordy multi-paragraph question, loaded withmisdirection (red herrings) and nonessential information that has nothing to do with the actual question. When encountering such questions for the first time, read the answer set and the final paragraph first - this is usually the place where the actual question is contained.
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Preparing for the Exam 1/2PMP® exam is four hours and 200 questions - this means that you have approximately 1 minute and 12 seconds to answer each question. In order to ensure an optimal testing experience there are specific stress relievers you can employ that will help you get through the test with a minimum of angst. Consider the following as part of your test taking strategy:
Arrive Early. Consider traffic and time of day when making your way to the exam center. You don't want to arrive in a rushed or stressed state before the exam begins. It is strongly recommended that you scope out the exam facility a week or two before the actual examination, if at all possible. You want to know what to expect walking through the door of the test facility. You will be under constant video monitoring and observation for the entire duration of the exam.
Rest Up. Take the evening off from studying the night before the exam - if you don't know the material by this point, cramming into late hours the evening before the test will simply multiply your stress level by a factor of two or three. It is most important that you be rested with a good night’s sleep under your belt on the day of the exam. If you can, schedule the test for early afternoon instead of early morning.that may be correct statements by themselves, but do not answer the question.
Examination Question Types 3/3A new approach to a known topic: You will frequently see questions that will present a differentpoint of view or skew to a known topic. These questions will test concepts but using language that is different from what you studied for the exam. Thus it is critical that the concepts be understood ahead of simple rote memorization of project management knowledge.
Double negatives: A number of questions are designed to be deliberately confusing ("which ofthe following would NOT be the least likely choice to make..."), which is another way of saying; "what would be your most likely choice".
Recall: There will be a few fairly short questions that test your inventory of certain projectmanagement facts and knowledge areas.
Critical Note: Make sure you do a careful and thorough read of each question - many of the answers to exam questions turn on a single word. If you skim over or miss that key word, you will get the question wrong. Read all questions carefully. Answer what is asked!
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Preparing for the Exam 2/2Consider Earplugs. There may be some distracting noises in the examination room such as a fan, or test-taker for a different exam tapping a pencil on a desk. Bring earplugs just in case.
Dress in Layers. Frequently exam rooms are air conditioned to a point where they are too cold for many people. Therefore it is recommended that you dress in layers and remove layers or add layers as necessary to maintain your own individual comfort level.
Bring Food and Drink. If you get thirsty or need a nutritional boost during the exam, make sure you bring bottled water, bottled juices, or any snacks you will need for the four-hour test. If you have to leave the room to use a water fountain or go to a vending machine, the test clock will still be ticking.
Do the Brain Dump! Prior to the start of the exam and during the 15 minute tutorial you will have time to write on scratch paper all the formulas you will need for the test. While many of us pride ourselves on our airtight memories, rest assured that if exam panic sets in, all that you thought you had memorized will fly out of your head in an instant. Do yourself a favor and write down these formulas in an unstressed state prior to the actual start of the exam - this will pay dividends many times over while you are taking the exam. Some past test takers have actually reported that examination proctors upon handing scratch paper to the test-taker will state, "don't forget your brain dump".
Lets take PMP®
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1. PM Definitions and Concepts
What is a Project?
• A temporary endeavor undertaken to produce a unique product,
services or result.
• It's plan is usually progressively elaborated.
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Rolling wave planning (التخطيط مثل تتتابع الموجات)
• Process groups may overlap and cross phases .(طور)
• If a project is broken down (قسم) into several phases (e.g. design, implementation (تنفيذ)
etc.), then the process groups will occur in each of the phases .
• Rolling wave planning refers to the progressive detailing of the project plan which is an
iterative and ongoing process.
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Projects and Operations(العمليات)
Similarities between Operations and Projects
• Performed by people
• Constrained (تقيد) by limited resources
• Planned executed (تنفذ) and controlled (ويتم التحكم بها)
Differences between Operations and Project
• Operations do not have any timelines. Projects are temporary (مؤقت) and
have finite(محدد) time duration.
• Objective (الهدف) of Operations is usually to sustainتحمل the business.
Objective of a project is to attainتحقق the objective and close the project.
Project Management Context سياق
• Project management exists in a broader context thatincludes:
‒ Program management البرامج
‒ Portfolio management المحافظ
‒ Project management office مكتب إدارة المشروعات
• Frequently التكرار , there is a hierarchy هرمي of:
‒ Strategic plan تخطيط استراتيجي
‒ Portfolio
‒ Program
‒ Project
‒ Subproject جزء من مشروع
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Project Management Context
Sub-projects
• Projects are divided into more manageable components جزئيات تدار
or subprojects
• Usually contracted to an external enterpriseمؤسسه or other
functional unitوحده وظيفيه in performing .organizationالمنفذة
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Programs
• Group of projects managed in a coordinated way to obtain benefitsمنافع
not available from managing them individually فرديبشكل , in order to gain
efficiencies on cost, time, technology, etc.
• A combination ofمجموع related projects and includes associated
operational workالمرتبطه which is not done as part of the individual
projects
• Developingتطوير several common components only once and
leveraging themاالستفاده across all of the projects that use those
components.
Program Management
• Provides a holistic كلي view of several related projects which, if done
together, will achieve more substantial جوهريه results than an
individual project
• Satisfies يرضي a particular strategic objective, which will require
several projects
Project Portfolio
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Portfolio Management
• Portfolio is the collection of projects or programs and
associated operational workالعمليات المرتبطة بها
• Portfolio Management is the selection and support of projects or
program investments االستثمارات .
• Portfolio Management is important because :
– It satisfies the strategic business objectives
– Helps in selecting of appropriate projects and programs to maximize
the value of the portfolio
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Project Management Office (PMO) 2/3
• Identification and development of project management
methodology طريقة العمل, best practices افضل الممارسات and standards
• Clearing house and management for project policies,
proceduresاالجراءات , templates and other shared documentation
• Centralized configuration management for all projects
administered by the PMO
• Centralized repository and management for both shared and
unique risks for all projects.
• Central office for operation and management of project tools, such
as enterprise-wide project management software
Project Management Office مكتب ادارة
(PMO)المشروعات 1/3
• An organizational unit to centralize and manage a program
• Called Program Management Office, Project Office or Program Office
• Project team members will report directly to the project manager or, if shared,
to the PMO.
• The project manager reports directly to the PMO.
• The PMO directly reports to the CEOالمدير التنفيذي .
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Strategic Planning
• Strategic planning is a practice by which a company looks into the future for
products or services it must have, typically three to five years in the future.
• Projects are the tools that the company will use to implement these strategic
goals, because the operations of the company typically encompassيشمل the day-
to-day (repeatable) activities. Thus, when the strategic goals are complete, they
roll into the operations of the company.
• Projects can be initiated as a result of market demandطلب, legal needs حاجه
technology ,قانونيه updates, and customer or organizational needs.
• PMI® has a tool and methodology approach called OPM3® (Organizational Project
Management Maturity Model) for aligning a company's goals and strategic
planning to project management.
Project Management Office (PMO) 3/3
• Central coordination for communication management across
projects.
• A mentoring platform منصه for project managers
• Central monitoring of all project timelines and budgetsالموازنه ,usually at the enterprise level.
• Coordinationتنسيق of overall project quality standards between the
project manager and any internal or external quality personnel or
standards organization.
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Process Groups
1. Initiation
2. Planning
3. Execution
4. Monitoring and Control
5. Closing
Knowledge Areas
1.Integration management (4)
2.Scope management (5)
3.Time management (6)
4.Cost management (7)
5.Quality management (8)
6.HR management (9)
7.Communication management (10)
8.Risk management (11)
9.Procurement management (12)
10.Stakeholder management (13)
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Project Phase
• Project phase: “A collection of logically related project activities usually
culminating تتوج in the completion and approval of a major
deliverable تسليم.”
Multi Phase Project
Executing Processes
Life Cycle
Phase Phase Phase Phase
ProjectProcessGroup
Monitoring & Controlling Processes
Planning Processes
Closing processesInitiating
processes
Monitoring & Controlling Processes
Planning Processes
Executing Processes
Initiating processe
s
Initiating processe
s
Monitoring & Controlling Processes
Planning Processes
Executing Processes
Closing processes
Initiating processes
Monitoring & Controlling Processes
Planning Processes
Executing Processes
Initiating processe
s
Initiating processe
s
Monitoring & Controlling Processes
Planning Processes
Executing Processes
Initiating processe
s
Initiating processe
s
Process Groups• Project management processes are mapped on to the lifecycle and
organized into groups:
Initiating processes: recognizing that a project or phaseطور should begin and
committing to do so.
Planning processes: devising andاستنباط maintaining a workable schemeمخطط.
Executing processes: coordinating resources to carry out the plan.
Monitoring and Controlling processes: ensuring that project objectives are
met.
Closing processes: formalizing acceptanceالقبول and bringing it to an orderlyend.
• The process groups are linked by the results they produce; the
results of one process group becomes input to another
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Project Lifecycleدورة حياة المشروع, PM Lifecycle
• Project life cycle: “Collectivelyمجموع the project phases are
known as the project life cycle.” Project life cycle includes all
the phases required for a project – defines the beginning and
end of a project.
‒ What you need to do to DO the work
‒ It varies by industry and type of project
• Project management life cycle: describes what is required to
manage the project and follows PMI®’s process groups (i.e.
Initiating, planning, execution, control and closeout).
More than 20 questions in PMP® exam related to PM life cycle
Kill Point
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Project Life Cycle – features 1/5
• Defines the beginning and end of the project
• Includes the transitional activities at beginning and end of the project
(providesتقدم link with ongoing operations of the performing
organization).
• Define technical work and resources involved in each phase.
• When the deliverables are to be generatedتكتمل in each phase and how
each deliverable is reviewed, verified andيتحقق منه validated?
• How to control and approve each phase ?
• Project life cycle may be just one phase of product life cycle
• Subprojects within projects have their own distinctالخاصه life cycles
Typical Project Life Cycle
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Project Life Cycle – features 3/5
Factors increasing with project duration:• Probability of successfully completing project• Cost of changes• Cost of Error Correction
Start of project End of projectProject Duration
Project Life Cycle – features 2/5
Start of project End of project
Factors that increase with project duration, then decrease sharply when project nears completion:• Cost of project• Staffing Levels
Project Duration
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Project Life Cycle – features 5/5
Project Life Cycle – features 4/5
Project Duration
Factors decreasing with project duration:• Uncertainty/Risks about the project
• Ability of stakeholders to influencefinal characteristics of project’s product
• Ability of stakeholders to influence final cost of project’s product
Start of project End of project
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Project Management System
• The Project Management System is a set of proceduresاالجراءات,
tools and techniques, processesالعمليات ,and methodologiesوالمنهجيات
that an individual Project Manager, PMO, or company can use
to manage projects.
• This system can be formal or informal in nature.
• Typically, it is supported by the Project Management Plan as the
work on the project is executed.
Product Life Cycle
• The cycle of a product’s life from conceptionالفكرة to withdrawal.للسحب
• The natural grouping of ideas, decisions ,قرارات and actions
into product phases, from product conception to operations
to product phase-out.
• Undertaken ينفذ to launch a new product – a product life cycle
may have several projects (and hence multiple project life
cycles)
e.g. a project undertaken to bring a new desktop computer to
market is only one phase in the product life cycle.
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Stakeholdersالمعنيين 1/2
• Anyone whose interests may be positively or negatively
impacted by the project.
Project Methodologyطريقة العمل
• A methodology is a system of practices, techniques,
procedures, and rules used by those who work in a discipline.
• PMI® does not define what phases you should use on your
project.
• The PMBOK ® Guide does not describe a project methodology.
Instead, processes are defined that could fit into your project
methodology.
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Types of Organizations
• Functional
• Project Based
• Weak Matrix
• Balanced
• Strong Matrix
• Projectized
• Composite
Stakeholders 2/2
It is important to
• Indentify all stakeholders
• Determine all of their requirementsمتطلباتهم or needs
• Understand and evaluateتقديرall of their expectations
• Communicate with them effectively
•Manage their influence تأثيرهم
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Functional Organizationالوظيفيه
•Potential Advantages
– Access to specialists; members reporting to only one supervisor, clearly defined career paths
– Clear reporting relationships
– Highly specialized expertise
– Homogeneous group
– Drive for technical excellence
•Potential Disadvantages
– less focus on project deliverables, no career path on Project Management, PM has no authority
– Project boundaries limited to discipline
– Barrier to customer influence and satisfaction
– Employee development opportunities limited
– Project manager dependent on personal influence
– Hierarchical decision and communication processes
– Overwork technical issues versus build to standard
Functional Organization
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Weak Matrix Organization
Project-Based Organization
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Strong Matrix Organization
Balanced Organization
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Projectized Organization
Advantages–Strong project manager role
–Full-time administrative staff
–Clear accountability
–Fosters co-location
–Improved focus
Disadvantages
–Cost and performance tracking
–Decision-making
–Customer relationships
–Common processes
technical
–Devaluing of functional managers
–Process versus deliverable emphasis
identity
–Reduced focus on technical
competence
–Leadership by the non-technically skilled
Projectized Organization
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Composite Organization
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Organizational Structure: Influences on Projects
Roles & Responsibilities
• Project Manager
• Project Coordinator
• Project Expediter
• Functional Manager
• Senior Management
• Sponsor
• Project Team Members
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Roles: Project Manager
• The person ultimately responsible for the outcome of the project –
deliverables
• Not required to be a technical expert
• Formally empowered to use organizational resources in control of
the project
• Authorized to make decisions and spend the project's budget
• Found in a matrix or projectized organization. If they do exist in a
functional organization, they will often be only part-time and will
have significantly less authority than project managers in other
types of organizations.
PM Key General Management Skills
• Leading
• Communicating
• Negotiating
• Problem Solving
• Influencing the Organization
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Roles: Project Coordinator
• In some organizations, project managers do not exist; instead,
they use the role of a project coordinator.
• Weaker than a project manager. This person may not be
allowed to make budget decisions or overall project decisions,
but they may have some authority to reassign resources.
• Acts as the communications link to Senior Management and
have some limited decision-making abilities.
• Found in weak matrix or functional organizations
Roles: Project Coordinator
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Roles: Project Expediter
• The weakest of the three project management roles
• Staff assistant who has little or no formal authority
• This person reports to the executive who ultimately has
responsibility for the project
• Performs activities such as verifying that some assignment is
complete, checking on the status of some undertaking, and
communicating the information to senior management
• Usually found in a functional organization - may be only part-
time in many organizations
Roles: Project Expeditor
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Roles: Functional Manager
• Departmental manager such as the manager of engineering,
director of marketing or information technology manager.
• Usually "owns" the resources that are loaned to the project, and has
human resources responsibilities for them.
• May be asked to approve the overall project plan.
• Functional managers can be a rich source of expertise and
information available to the project manager and can make a
valuable contribution to the project.
• Typically, you see this role conflicting with the Project Manager and
direction of the project.
Roles: Senior Management
• Role on the project is to help
prioritize projects and make sure
the project manager has the proper
authority and access to resources.
• Issues strategic plans and goals and
makes sure that the company's
projects are aligned with them.
• May be called upon to resolve
conflicts within the organization.
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Roles: Sponsor
• The person paying for the project.
• May be internal or external to the company.
• Called the project champion.
• The sponsor and the customer may be the same person, although
the usual distinction is that the sponsor is internal to the performing
organization and the customer is external.
• May provide valuable input on the project, such as due dates and other
milestones, important product features, and constraints and assumptions.
• If a serious conflict arises between the project manager and the customer,
the sponsor may be called in to help work with the customer and resolve
the dispute.
Roles: Project Team Members (Project Staff)
• The people who actually execute the work that goes toward meeting the
scope of the project.
• Can be analysts, programmers, technical writers, construction
personnel, testers, etc.
• Project Manager assumes that they know enough to manage their own
workload without the need for micromanagement. If team members are
unclear about their duties, they can contact the Project Manager for
direction.
• One main difference between team members and other stakeholders is that
a team member typically bills (is a cost) to the project.
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3. Project Management Processes
Process Groups
1. Initiation
2. Planning
3. Execution
4. Monitoring and Control
5. Closing
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Knowledge Areas
1. Integration management (4)
2. Scope management (5)
3. Time management (6)
4. Cost management (7)
5. Quality management (8)
6. HR management (9)
7. Communication management (10)
8. Risk management (11)
9. Procurement management (12)
10.Stakeholder management (13)
PM Processes Groups
Initiating Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
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Initiating Process Group
• The Initiating Process Group consists of the processes that
facilitate the formal authorization to start a new project or
a project phase.
• The Initiating Process Group starts a project or project
phase, and the output defines the project ’s purpose,
identifies objectives, and authorizes the project manager to
start the project.
Involving Stakeholders in the Initiating Processes
• Initiating processes are often done external to the project’s
scope of control by the organization or by program or
portfolio processes, which may blur (hazy) the project
boundaries for the initial project inputs.
• Involving the customers and other stakeholders during
initiation generally improves the probability of shared
ownership, deliverable acceptance, and customer and other
stakeholder satisfaction. Such acceptance is critical to project
success.
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Planning Process Group
• The project management team uses the Planning Process Group to plan and
manage a successful project for the organization.
• The planning processes develop the project management plan.
• These processes also identify, define, and mature the project scope,
project cost, and schedule the project activities that occur within the
project.
• As new project information is discovered, additional dependencies,
requirements, risks, opportunities, assumptions, and constraints will be
identified or resolved.
Executing Process Group
• This Group consists of the processes used to complete the work
defined in the project management plan to accomplish the project’s
requirements.
• It involves coordinating people and resources, as well as
integrating and performing the activities of the project
• The vast (great )majority of the project’s budget will be
expended in performing its processes.
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Monitoring & Controlling Process Group 1/2
• This Group consists of those processes performed to observe
project execution so that potential problems can be identified in a
timely manner and corrective action can be taken, when
necessary, to control the execution of the project.
• The key benefit of this Process Group is that project performance
is observed and measured regularly to identify variances from the
project management plan. It also includes controlling changes and
recommending preventive action in anticipation of possible
problems.
Monitoring & Controlling Process Group 2/2
• The continuous monitoring provides the project team insight into the health of the project and highlights any areas that require additional attention.
• It should not only monitor and control the work being donewithin a Process Group, but also monitors and controls the
entire project effort. In multi-phase projects,
• This Group also provides feedback between project phases, in order to implement corrective or preventive actions to bring theproject into compliance with the project management plan.
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Closing Process Group
• This Group includes the processes used
to formally terminate all activities of a
project or a project phase, hand off the
completed product to others or close a
cancelled project.
• This Process Group, when completed,
verifies that the defined processes are
completed within all the Process Groups
to close the project or a project phase,
as appropriate, and formally establishes
that the project or project phase is
finished.
Common Definitions in the Project ProcessesA process is “a series of actions bringing about a result”
Project Management Process Groups are linked by the objectives theyproduce, with the results or outcomes of one generally becoming an input to another or is a deliverable of the project
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Common Inputs: Enterprise environmental Factors
• Appears as an input into most planning processes.
• Can be anything external to your project that affects your project.
• The things that impact your project that are not part of the projectitself, such as:
‒ Company's organizational structure‒ Organization's values and work ethic‒ Government standards, laws and regulations where the
work is being performed or where the product will be used‒ The characteristics of project's stakeholders (their expectations
and willingness to accept risk)‒ The overall state of the marketplace for the project‒ Business infrastructure systems‒ Personnel policies‒ PMIS (Project Management Information Systems)
Common Inputs: Organizational Process Assets 1/2
• Information, tools, documents, or knowledge your
organization possess that can help you plan for your project:
‒ The project plan from a previous, similar project performed by
your organization
‒ Company policy: adds structure and lets you know the limits
your project can safely operate within, so you do not have to
waste time or resources discovering these on your own.
• Anything that your organization owns or has developed that
can help you on a current or future project.
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Common Inputs: Organizational Process Assets 2/2
Examples:
– Templates for common project
documents
– Examples from a previous project plan
– Software tools
– Databases of project information:
Project files and records
– Historical information
– Lessons learned
– Process definitions
– Organization communication needs
– Criteria to complete (close)
– Financial infrastructure
– Issue management
– Change control processes
– Risk management
– Work authorization
– The corporate knowledge base
– Process data
– Configuration management
– Organizational policies,
procedures, and guidelines for any
area (risk, financial, reporting,
change control, etc)
Common Inputs: Project Management Plan 1/2
• The most important document for a project
• The culmination of all the planning processes.
• A single approved document that guides execution, monitoring and
control, and closure.
• It is actually made up of several documents; however, once these
component documents become approved as the project
management plan, they become fused together as one document.
• May be documented at a summary level, or it may be very detailed.
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Differentiation Between the Project Management Plan and Project Documents
Common Inputs: Project Management Plan 2/2
List of the components that make up the project management plan:
•Project scope management plan
•Schedule management plan
•The schedule baseline
•The resource calendar
•Cost management plan
•The cost baseline
•Quality management plan
•The quality baseline
•Process improvement plan
•Staffing management plan
•Communications management plan
•Risk management plan
•The risk register
•Procurement management plan
Project Management Plan Project Documents
Change management plan Activity attributes Project staff assignments
Communications management plan Activity cost estimates Project statement of work
Configuration management plan Activity duration estimates Quality checklists
Cost baseline Activity list Quality control measurements
Cost management plan Activity resource requirements Quality metrics
Human resource management plan Agreements Requirements documentation
Process improvement plan Basis of estimates Requirements traceability matrix
Procurement management plan Change log Resource breakdown structure
Scope baseline:
•Project scope statement
•WBS
•WBS dictionary
Change requests Resource calendars
Quality management plan Forecasts
•Cost forecast
•Schedule forecast
Risk register
Requirement management plan Issue log Schedule data
Risk management plan Milestone list Seller proposals
Schedule baseline Procurement documents Source selection criteria
Schedule management plan Procurement statement of work Stakeholder register
Scope management plan Project calendars Team performance assessments
Stakeholder management plan Project charter
Project funding requirements
Project schedule
Project schedule network diagrams
Work performance data
Work performance information
Work performance reports
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Common Inputs: Approved Change Requests
• These are only requests until they are approved.
• If a change is requested, then the change is processed according to
the integrated change control system. This will ensure that the
change request is properly understood and considered and that the
right individuals or departments are involved before approving or
rejecting it.
• Used as an input into many processes to make sure that the change
gets executed and is properly managed and controlled.
• Examples: You may receive a change request to add functionality to
a computer application, to remove part of a building, or to change
materials.
Common Tools: Expert Judgment
• Can be used whenever the project team and the project
manager do not have sufficient expertise.
• Experts come from inside the organization or outside, can be
paid consultants or offer free advice.
• This tool is highly favored and is very commonly founded on
planning processes.
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Common Tools: Project Management Methodology 1/2
• The PMBOK ® Guide does not describe a methodology.
• The PMBOK ® Guide describes 47 processes used to manage a
project, which are used by an organization's project
management methodology, but they are not the
methodology.
• Different organizations will employ different project
management methodologies, while they will all adhere to the
47 processes.
Common Tools: Project Management Methodology 2/2
Example:
Consider the analogy of two baseball teams.
The Atlanta Braves and the New York Mets both have the
same set of rules when they play, but they have very different
strategies of how they will capitalize on those strengths and
use those rules to their advantages.
The rules would equate to the processes, and the strategy to
methodology.
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Common Tools: Project Management Information System (PMIS)
• The system that helps you produce and keep track of the
documents and deliverables.
• Example: a PMIS might help your organization produce the project
charter by having you fill in a few fields on a computer screen. It
might then generate the project charter and set up a project billing
code with accounting.
• While the PMIS usually consists primarily of software, it will often
interface with manual systems.
• PMIS will contain the configuration management system, which
also contains the change control system
Common Outputs: Updates (All Categories)
• Updates to just about every kind of plan come out of planning,
executing, and monitoring and controlling processes.
• Most of these are common sense.
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Project Information• Throughout the life cycle of the project, a significant amount of data and
information is collected, analyzed, transformed, and distributed in various formats
to project team members and other stakeholders.
• Project data are collected as a result of various Executing processes and are
shared within the project team. The collected data are analyzed in context, and
aggregated and transformed to become project information during various
Controlling processes.
• The information may then be communicated verbally or stored and distributed
as reports in various formats.
• The project data are continuously collected and analyzed during the dynamic
context of the project execution. As a result, the terms data and information are
often used interchangeably in practice.
• The in-discriminate use of these terms can lead to confusion and
misunderstandings by the various project stakeholders. The following
guidelines help minimize miscommunication and help the project team use
appropriate terminology:
Project Information Work performance data
• 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.
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Project InformationWork performance information
• 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
forecasted estimates to complete.
Project Information Workperformance reports
• Work performance reports: the physical or electronic representation
of work performance information compiled in project documents,
intended to generate decisions or raise issues, actions, or awareness.
• Examples include status reports, memos, justifications, information
notes, electronic dashboards, recommendations, and updates.
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Quiz 1Of the following, which is the logical order of the
project management processes? A. Initiating, planning, controlling, executing, closing B. Planning, initiating, controlling, executing, closing C. Initiating, planning, executing, controlling, closing D. Planning, initiating, executing, closing
The answer is:C
Quiz 2What type of organization is BEST for managing complex projects involving cross disciplinary efforts? A. ProjectizedB. Functional C. Line D. Matrix
D
Quiz 3The project life cycle is comprised of which of the following? A. Phases B. Milestones C. Estimates D. Activities a
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