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Welcome to

Project Management

Professional PMP

Preparation Course

Project Management

Framework

Section - 1

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www.abubakersami.info Academic

Bsc ,Civil Engineering Omdurman Islamic University , Sudan

Professional Certificates

PgMP Progam Management Professional PMI – USA

PMP Project Management Professional PMI – USA

PMI - RMP Risk Management Professional PMI - USA

PMP - SP Scheduling Professional PMI - USA

Project + Project Plus COMPTIA COMPTIA-USA

PRINCE2 Foundation Projects In Controlled Environments APMG – UK

PRINCE2 Practitioner Projects In Controlled Environments APMG - UK

MSP Foundation Managing Successful Programme APMG – UK

MSP Practitioner Managing Successful Programme APMG – UK

M_o_R Foundation Management Of Risk APMG – UK

M_o_R Practitioner Management Of Risk APMG – UK

P3O Foundation Portfolio, Programme & Project Office APMG – UK

P3O Practitioner Portfolio, Programme & Project Office APMG – UK

MoP Foundation Management of Portfolio APMG – UK

MoP Practitioner Management of Portfolio APMG – UK

Work Experience

7 years KSA

2 Years Kenana Sugar Company-KETS.

2 Years DAL – DAL Property Development. Co. Ltd

Now Private

Projects

CRC KSA Dammam AirPort KSA

SWCC KSA King Faisal University KSA

King Fahad University KSA WNSP Sudan

CAPO II Sudan Liquid Air II Sudan

Introduction to Project

Management Introduction to Project Management

Welcome to Project Management

Professional

Exam Prep Course

Lets Introduce each other

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Management Some important points about PMP exam

61% is required to pass the exam

Exam contains 200 questions

25 questions are pretest questions,

which don’t count towards your score.

They are scattered throughout the

exam.

five basic domains contribute to exam

questions



They are

Initiating process

13% - 23 questions

Planning process

24% - 42 questions

Executing process

30% - 53 questions

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Monitoring and Controlling process

25% - 43 questions

Closing process

8% - 14 questions

Professional Responsibility

Number of questions may vary ± 5% from

each domain


Management Session Objectives…

To understand and identify a Project

What is Project Management

What is a Program and Program Management?

What is Portfolio and Portfolio Management?

Why projects are undertaken

What is Project Management Office?

What qualifies a good Project Manager

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Understand Project Life Cycle

Identify characteristics of Project Life Cycle

Understand and identify characteristics of Project Phase

What is Project Governance

To differentiate between a Project and an Operation



Identify Project Stakeholders

Understand importance of stakeholders in influencing the project

Understand different types of organizations and their influences on the project

Enterprise Environmental Factors

Organizational Process Assets

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Management What is a Project?

Temporary

Unique products or services

A PROJECT is a temporary

endeavor undertaken to create

unique products, services or result.


Management Application of

Skills

Tools and Techniques

Project Management is the

application of knowledge, skills,

tools and techniques to project

activities

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Management Managing a Project means

Identifying Requirements

Setting Clear and Achievable Objectives

Balancing TRIPLE Constraints

The TRIPLE

CONSTRAINTS are

SCOPE, TIME and COST

Project – Program - Portfolio

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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.

Program management focuses on

interdependencies of projects and

describes the best approach to achieving

program objectives.


Portfolio

A Portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of the work to meet strategic business objectives.

Portfolio management is an approach to centralized management of collection of programs, portfolios and other work, to achieve organizational goals.

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Comparison Sc

ope

Project

• Projects have defined objective, Scope is progressively elaborated throughout the project life cycle

Program

• Programs have a larger scope and provide more significant benefits

Portfolio

• Portfolios have a business scope that changes with the strategic goals of the organization

Comparison

Chan

ge

Project

• Project Managers expect change and implement processes to keep change managed and controlled.

Program

• The program manager must Expect change from both inside and outside the program and be prepared to manage the changes

Portfolio

• Portfolio Manager continually Monitor changes in the broad environment

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Comparison

Pla

nnin

g

Project

• Project Managers Progressively elaborate high-level information into detailed plans throughout the project life cycle.

Program

• Program managers develop the overall program plan and create high-level plans to guide detailed planning at the component level

Portfolio

• Portfolio managers create and maintain necessary processes and communication relative to the aggregate portfolio

Why Projects are undertaken?

Market demand

Organizational need

Customer request

Technological advancement

Legal requirement

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PMO

Project Management Office

Coordinates resources

Develops Project management

methodologies, best practices and

standards

Repository of project templates and

documents

Monitoring quality of projects

A Project Manager should

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Application Area Knowledge

o Standards and Regulations of the Area

General Management Skills

o IT Skills

o Budgeting Skills

Project Environment

o Cultural and Social

o International and Political

o Physical (Ecology)


Interpersonal Skills

o Communications Skills

o Organizational and Planning Skills

o Conflict Management Skills

o Negotiating and Influencing Skills

o Leadership and Motivating Skills

o Team Building Skills

o Problem Solving Skills

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Project life spans through

Phases

Project Life Cycle

Initiating Planning Executing Monitoring& Controlling

Closing

Starting the

project

Organizing preparing

for the project

Carrying out the project work Closing the

project

Project Life Cycle

Characteristics are

o Phases are sequential

o Cost and Staffing

Low at the Start

High in Intermediate

Low at the End

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Characteristics are

o Level of uncertainty

High at the Start

Drop to minimum

at End

o Stakeholders’ influence

High at the Start

Low at the End

Project Life Cycle

Project Life Cycle

Characteristics are

o Cost of Changes

Low at the Start

Increases to

maximum

towards End

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Project Phase

Deliverable

A DELIVERABLE is a measurable, verifiable

work product

Phase

The completion and approval of one or more

deliverables characterizes a PROJECT

PHASE

Project Phase Characteristics

1. Phases are sequential

2. Work differs from one to another

3. End of each phase, a deliverable is

produced

4. Phase end deliverables are reviewed

whether to continue or to abort the

phase / project

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Project Phase

Sub-Phase

Phases can be decomposed into sub-phases,

depending on the project size, complexity.

Phase End Review

Evaluation of deliverables and project

Performance

Determine if project should go to next

phase

Project Governance

Is a method of controlling the project and

ensuring its success

The Phase structure provides basis for

control

Project Manager & team determines

appropriate method of control

Phase end Reviews are also known as

Phase Exit, Milestone, Phase Gates,

Decision Gates, Stage Gates or Kill Points

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Phase to Phase Relationships

1. Sequential Relationship

2. Overlapping Relationship

3. Iterative Relationship

Project Operation

Performed by

people

Constrained by

limitations

Planned,

Executed &

controlled

Operation

-Ongoing

-Repetitive

Project

-Temporary

-Unique

Projects Vs Operations

Both

Performed by people

Constrained by limitations

Planned, executed and controlled

Differ by

Temporary

Unique

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Project Stakeholders

Identify Stakeholders

Determine requirements and Expectations Influences

Positive Negative

Project Stakeholders are individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful completion


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Key Stakeholders are:

Customer

Project Manager

Performing Organization

Project Team

Project Management Team

Sponsor

Influencers (Positive and Negative)

PMO

Organizational Culture

Organizational culture will have a direct

influence on the success of the project

Organizational culture includes:

Values

Organizational policies and procedures

View of authority relationships

Work ethic and work hours

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Influence of Organization

Types of Organization

o Functional

o Matrix

Weak

Balanced

Strong

o Projectized

Functional Organization

Chief

Executive

Functional Manager

Staff 1

Staff 2

Staff 3

Functional Manager

Staff 4

Staff 5

Staff 6

Functional Manager

Staff 7

Staff 9

Staff 8

Project Coordination

Assigned to project

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Project Manager’s Authority

Little and known as Project Coordinator / Project Expeditor

Resources Availability

Little Control of the Project

Functional Manager Project Manager’s Role

Part-Time Project Management Admin Staff

Part-Time


Advantages

Clear reporting relationships

Highly specialized expertise

Drive for technical excellence

Disadvantages

Hierarchical decision and communication processes

Employee development opportunities limited

PM is dependent on his personal influence

Limitations to customer satisfaction and influence

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Weak Matrix Organization

Chief

Executive

Functional Manager

Staff 1

Staff 2

Staff 3

Functional Manager

Staff 4

Staff 5

Staff 6

Functional Manager

Staff 7

Staff 9

Staff 8

Project Coordination Assigned to project

Weak Matrix Organization


Limited and known as Project Coordinator

Resources Availability

Limited Control of the Project

Functional Manager Project Manager’s Role

Part-Time Project Management Admin Staff

Part-Time

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Balanced Matrix Organization

Chief

Executive

Functional Manager

Staff 1

Staff 2

Project Manager

Functional Manager

Staff 4

Staff 5

Staff 6

Functional Manager

Staff 7

Staff 9

Staff 8


Balanced Matrix Organization


Low to Moderate Resources Availability

Low to Moderate Control of the Project

Mixed Project Manager’s Role

Full-Time Project Management Admin Staff

Part-Time

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Strong Matrix Organization

Chief

Executive

Functional Manager

Staff 1

Staff 2

Project Manager

Functional Manager

Staff 4

Staff 5

Staff 6

Manager of projects managers

Project Manager

Project Manager

Project Manager


Strong Matrix Organization


Moderate to High Resources Availability

Moderate to High Control of the Project

Project Manager Project Manager’s Role


Full-Time

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Projectized Organization

Chief

Executive

Project Manager

Staff 1

Staff 2

Staff 3

Project Manager

Staff 4

Staff 5

Staff 6

Project Manager

Staff 7

Staff 9

Staff 8

Project Coordination

Assigned to project



Total Resources Availability

Total Control of the Project

Project Manager Project Manager’s Role


Full-Time

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Advantages

Clear accountability Decision making

Customer relationships Disadvantages

Focus on technical competence reduced Project Manager may be technical/non-

technical

Project team is dissolved at the completion of the

project

1. Organizational Structure

2. Organizational Culture 3. Governmental/Industry standards

4. Infrastructure 5. Existing Human Resources

6. Personnel Administration 7. Organization’s Work Authorization System

8. Marketplace conditions 9. Stakeholders’ risk tolerance

10. Project Management Information System

Enterprise Environmental Factors

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Organizational Process Assets

1. Organizational processes, standards & procedures

2. Templates

3. Organizational communications requirements

4. Financial controls procedures

5. Issues and Defect Management procedures

6. Change control procedures

7. Risk Control procedures

8. Procedures approving and issuing work authorizations

9. Organizational knowledge base


Management To Sum up…

o • We know what Project is

o • We know what Project Management is

o • We know what a Program and Program

Management is

o • We know what Portfolio and Portfolio

Management is

o • We know why projects are undertaken

o • We know what Project Management Office is

o • We know what are qualifies of a good Project Manager

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Management To Sum up …

We know what Project Life Cycle is

We know the characteristics of Project Life Cycle

We know characteristics of Project Phase

We know what Project Governance is

We know differences between a Project and an Operation


Management To Sum up …

We know to identify Project Stakeholders

We know the importance of stakeholders in influencing the project

We know different types of organizations and their influences on the project

We know what Enterprise Environmental Factors are

We know what Organizational Process Assets are

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Questions ?

Business

Project managment 1