ahmed el antary - pmp part 1- 5th ed - general

8/18/2019 Ahmed El Antary - PMP Part 1- 5th Ed - General

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Project Management Professional

PMP Exam Preparation CoursePrepared By: Eng. Ahmed El Antary, PPM, MSPM

Engineering & Management Technologies LLC

Delaware, USA

www.enmatecs.com - [email protected]

Introduction

Chapter 1PMBOK 5th Ed

“Ahmed El Antary”


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The Course Leader Ahmed El Antary, PPM, MSPM Engineering and Management Consultant Certified Professional Project Manager (PPM), WCU, USA

PhD Learner with concentration on Project Management - PhD-BAprogram. NorthCenteral University, AZ, USA

Master of Science in Project Management, Colorado TechnicalUniversity, Colorado Springs, CO, USA

. . , , , Business Management Certificate GL, CTU, CO, USA Change Management Certificate GL, CTU, CO, USA Project Management Certificate GL, CTU, CO, USA Member of PMI-AGC, Riyadh, Saudi Arabia Member of Learning Education & Development (LEAD) Community of Practice of

PMI in USA Chairman of the Training Committee of Egyptian Engineers Association in

Riyadh, Saudi Arabia Team Member of the Construction Extension Project for the PMBOK 3rd Ed. By

(PMI) and (ANSI) Certified Green Buildings Expert (GBE)

Certified LEED Expert (CLE) Certified Sustainable Development Expert (SDE) Certified Building Information Modeling Expert (BIME)


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What We Will Study? This course will include the following main items:

PMP fundamentals – These parts coversgeneral information about project management

that is not part of nine process areas.

Integration - covers the knowledge area ofProject Integration Management.

Scope - covers the knowledge area of Project

Scope Management.Time - covers the knowledge area of Project

Time Management.

Cost - covers the knowledge area of ProjectCost Management.


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What We Will Study? “Cont.”

Risk - covers the knowledge area of Project

Risk Management.Quality - covers the knowledge area of ProjectQuality Management.

HR - covers the knowledge area of Project HRManagement.Communications - covers the knowledge area of

Project Communication Management.Procurement - covers the knowledge area ofProject Procurement Management.

Stakeholder - covers the knowledge area ofProject Stakeholder Management.


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What is a Project?

Project characteristics: A project is a

temporary endeavor undertaken to create aunique product, service or result

Tem orar : It means that ever ro ect has a definite

beginning and a definite end Unique product, service or result: It means that

project creates unique deliverables, which are

products, services or results Progressive Elaboration: It means that the project is

developed in step by step and it is always incontinuous progress through increment by increment


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What is a Project? “cont.” A project is a temporary endeavor.

Projects are unique and non-repetitive.

Building a road is an example of a project.

The process of building a road takes a definite amount of time

.

Operations on the other hand are repetitive.

Delivering mail every day is an example of operation.

The characteristics associated with a project are:

Unique purpose

Temporary in nature

Require resources (often from various domains)

Should have a primary sponsor and/or customer Involves uncertainty.


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What is Project Management?

Project Management is the application of

knowledge, skills, tools and techniques toproject activities to meet project requirements.

Project Management is accomplished throughthe application and integration of project

management 47 processes and 5 processgroups. These 5 process groups are:

Initiating

PlanningExecutingMonitoring and Controlling

Closing


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What is Project Management? “cont.”

Managing a project typically includes:

Identifying requirements Addressing the various needs, concerns, and

expectations of the stakeholders as the project is

Balancing the competing project constraints including, but notlimited to:

Scope

Quality

Schedule

Budget

Resources

Risk


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Relationships

Portfolio Management: A portfolio refers to a collection ofprojects or programs and other work that are groupedtogether to facilitate effective management of that work to

meet strategic business objectives.

Pro ram Mana ement: A ro ram is defined as a rou

of related projects managed in a coordinated way toobtain benefits and control not available from managing

them individually. Programs may include elements ofrelated work outside the scope of the discrete projects inthe program. A project may or may not be part of a

program but a program will always have projects. Acomplete communications satellite system including the

design and the construction is a good example of aprogram.


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Project, Program, and Portfolio Management


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Project, Program, and Portfolio Management “Cont.”


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Project and Strategic Planning

Projects are often utilized as a means of

achieving an organization’s strategic plan.Projects are typically authorized as a result ofone or more of the following strategic

considerations: Market demand

Strategic opportunity/business need

Customer request

Technological advance

Legal requirements


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Project Management Office A project management office (PMO) is an

organizational body or entity assigned variousresponsibilities related to the centralized andcoordinated management of those projects under

.

The responsibilities of a PMO can range fromproviding project management support functions

to actually being responsible for the direct

management of a project.

The specific form, function, and structure of a

PMO is dependent upon the needs of theorganization that it supports.


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Types of PMO

Supportive: Supportive PMOs provide a consultative role toprojects by supplying templates, best practices, training, access toinformation and lessons learned from other projects. The degree ofcontrol provided by the PMO is low.

Controlling: Controlling PMOs provide support and requirecompliance through various means. Compliance may involveadopting project management frameworks or methodologies, usingspecific templates, forms and tools, or conformance to governance.The degree of control provided by the PMO is moderate.

Directive: Directive PMOs take control of the projects by directlymanaging the projects. The degree of control provided by the PMOis high.


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Project Management Office “cont.”

A primary function of a PMO is to support projectmanagers in a variety of ways which may include but notlimited to:

Managing shared resources

methodology, best practices, and standards

Coaching, monitoring, training, and oversight

Monitoring compliance with project management

standards policies, procedures, and templates via projectaudits

Developing and managing project polices, procedures,templates, and other shared documentations (OPA)

Coordinating communication across projects


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Differences Between Project managers and PMOs

The project manager focuses on the specified project

objectives, while the PMO manages major program scopechanges, which may be seen as potential opportunities tobetter achieve business objectives.

resources to best meet project objectives, while the PMOoptimizes the use of shared organizational resourcesacross all projects.

The project manager manages the constraints (scope,schedule, cost, quality, etc.) of the individual projects,

while the PMO manages the methodologies, standards,overall risks/opportunities, metrics, and interdependencies

among projects at the enterprise level.


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Project Management and Operations Management

Operations management is responsible for overseeing, directing, andcontrolling business operations. Operations evolve to support the day-

to-day business, and are necessary to achieve strategic and tacticalgoals of the business.

Examples of operations include: production operations, manufacturing, , ,

maintenance. Though temporary in nature, projects can help achieve the

organizational goals when they are aligned with the organization’sstrategy.

Organizations sometimes change their operations, products, orsystems by creating strategic business initiatives that are developedand implemented through projects.

Projects require project management activities and skill sets, while

operations require business process management, operationsmanagement activities, and skill sets.


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Roles of a Project Manager The project manager is the person assigned by the performing

organization to achieve the project objectives

The role of a project manager is distinct from a functional manager oroperations manager

Typically the functional manager is focused on providing

managers are responsible for a facet of the core business Depending on the organizational structure, a project manager may

report to a functional manager. In other cases, a project managermay be one of several project managers who report to a portfolio or

program manager Understanding and applying the knowledge, tools, and techniques as

a good practice is not sufficient for a good project management

Effective project management requires that the project manager

must posses Knowledge, Performance, and PersonalCharacteristics to manage projects


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Responsibilities and Competencies of the Project Manager

Effective project managers should possess the followingcompetencies:

Knowledge: Refers to what the project manager knows aboutproject management.

Performance: Refers to what the project manager is able to do or

accomplish while applying his or her project managementknowledge.

Personal: Refers to how the project manager behaves whenperforming the project or related activity. Personal effectiveness

encompasses attitudes, core personality characteristics, andleadership, which provides the ability to guide the project team whileachieving project objectives and balancing the project constraints.


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Interpersonal Skills of a Project Manager

Important interpersonal skills may include:

Leadership, Team building,

Motivation,

ommun ca on,

Influencing,

Decision making,

Political and cultural awareness,

Negotiation,

Trust building,

Conflict management, and

Coaching.


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Project Management Body of Knowledge The PMBOK® GUIDE is the standard for managing most projects

most of the time across many types of industries

This standard describes the project management processes, tools,and techniques used to manage a project toward a successfuloutcome

interrelationships to other project management disciplines such asprogram management and portfolio management

The Standard for Program Management [3] addresses themanagement of programs,

The Standard for Portfolio Management [4] addresses themanagement of portfolios,

Organizational Project Management Maturity Model (OPM3®) [5]examines an enterprise’s project management process

capabilities.


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Resources Project Management Institute. (2013). A guide to the project management body of

knowledge ( 5th ed.). Newtown Square, PA: Project Management Institute.


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Q U E S T I O N SQ U E S T I O N S

A N S W E R SA N S W E R S

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