pmp lecture 1

8/13/2019 PMP Lecture 1

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AUC TechnologiesConsulting | Development | Mentoring | Training

Project Management With PMP Exam Preparation


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Agenda

Class Introduction

PMI Introduction

Project Management Providers Introduction

PMBOK Introduction

Framework, Standard, Methodology

PMI Framework Definitions

Project Manager Role

Enterprise Environmental Factors


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PMI Established in 1969

PMI Membership surpasses 240,000 in over 150 countries

Over 247 charter chapters and 30 Special interest groups

PMI Goal is to provide standards to Project Management

Creating and Publishing the Project Management

standard Project Management Body of Knowledge is globally

recognized text for managing project in todays world

PMI Introduction


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Project Management Providers

OGC - Projects in Controlled Environments

Association For Project Management

Australian Institute of Project Management

International Project Management Association


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Project Management Body of Knowledge

Pim-Bok

Total 4 editions

First Edition was in 1996

Second Edition was in 2000

Third Edition was in 2004

Fourth Edition in 2008

PMBOK Introduction


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Framework, Standard, & Methodology

Differentiate

Framework ________________________

Standard ________________________

Methodology ________________________


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Project

Project Management

Program Management

Portfolio Management

PPP Comparison

Project Management & Operations Management

Role of a Project Manager

Enterprise Environmental Factors

PMI Framework Definitions


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a project is a temporary endeavor

undertaken to create a unique product,

service, or result.

Thus projects have a clear beginning

and an end when the product orservice is completed.

So although some projects may take

years to complete, they are still

temporary.

Project


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Project management is the

discipline of organizing and

managing resources (e.g. people)

in such a way that the project is

completed within defined scope,

quality, time and cost constraints

Source: Wikipedia

http://en.wikipedia.org/wiki/Project_management

Project Management
http://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Project_management


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The application of knowledge, skills, tools,

and techniques to project objectives to

meetstakeholderneeds and expectations

Project Management [PMI]

Scope

Quality

Scope


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Operation Management

Operat ions are an organizat ional funct io n perform ing the

ongoing execut ion of act iv i t ies that produce the same

produc t or prov ide a repet i t ive service


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a Program is a group of related projects

and other work managed in a coordinated

way to obtain benefits and control not

available from managing them individually.

Programs may also include elements ofrelated work outside of the scope of the

discrete projects in the program - for

example, ongoing operations at a

publishing house or automobile

manufacturer.

Programs also involve a series of

repetitive or cyclical undertakings, such as

an annual construction program or the

publishing of a newspaper or magazine.

Program


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A portfolio is a collection of projects or

programs and other work, brought together

with the purpose of facilitating effective

management of that work to meet strategic

business objectives.

The projects or programs in the portfolio are

not necessarily interdependent or directly

related. However, the alignment of programs

and projects with the strategic goals of the

organization should be used to effectively

manage work portfolios.

So a portfolio is a measure of an

organization's intent, in that it should identify

key objectives and classify and rank various

endeavors according to business priorities.

Portfolios


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Portfolios, programs, and projects

interact hierarchically with portfolios at

the top of the hierarchy and projects at

the bottom.

Portfolios are active at the conception ofwork components and are responsible

for allocating resources to them.

Projects are the end result of this

allocation process.

Programs interact between the two to

ensure that benefits aligned with a

portfolio's strategic goals are

implemented through projects

Portfolio, Program, & Projects


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Project & Program Interaction


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Program & Portfolio Interaction


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Comparison

FactorProjects Programs Portfolios

Scope Narrow Wide Business

Change Minimized Expected Continual

Success Triple constraintsatisfied ROI, new capabilities,benefits delivered Collective results of theportfolioLeadership

focuses onTask delivery

Managing relationships and

resolving conflictsAdding value

Who is

managedProject managers

manage resources

Program managers manage

project managers

Portfolio managers may

or may not manage staff

RoleProject managers

are team players

Program managers are

leaders

Portfolio managers are

leaders

Planning Detailed High-levelManaging processes and

communications

Monitoring Tasks Projects Overall performance

PPP Comparison


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PMO Definition [PMI]

A Project Management Office is an

organizational unit to centralize and

coordinate the management of projectsunder its domain


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Project Manager is the assigned person to achieve the

project objectives

Effective Project Manager Characteristics

Knowledge - About Project Management

Performance Ability to accomplish by utilizing Project Management

Personal - Behavior, Attitude, leadership, balancing team and

constraints

Project Manager Role


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Internal and external factors that can influence the success

Organizational culture

Government or industry standard

Infrastructure

Existing human resources

Personnel administration

Company Work Authorization System

Market place condition

Project Management Information System

Enterprise Environmental Factor


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Serves to define beginning and end of a project

Tends to be industry- or organization-specific

Often indicates who should be involved in each project

phase, as well as the technical work to be done during

each phase

Costs and staffing are low at the start, higher in the middle,

and drop off towards the end

Probability of successfully completing the project is lowest

at the start of the project, and increases the further the

project progresses

Project Life Cycle


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The product life cycle starts with the business plan, through

idea, to product, ongoing operations and product

divestment

The Product Life Cycle spawns multiple Project lifecycles

In some application areas, such as new product

development organization consider project life cycle as part

of the product life cycle

Product Life Cycle


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Customer, User

Sponsor

Portfolio Manager

Program Manager Project Management Office

Project Manager s

Project teams

Functional Managers Operations Management

Sellers/ business partners

Stakeholders


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Functional

Projectized

Matrix

Weak Matrix

Balance Matrix

Strong Matrix

Organization Structures


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Functional Organization

Staff

Staff

Staff

Project

Coordination

Staff

Staff

Staff

Staff

Staff

Staff

EngineerngManager

AdministrationManager

FinanceManager

ChiefExecutive


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Projectized

Project

Coordination

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

ProjectManager 1

ProjectManager 2

ProjectManager 3

Chief

Executive/Program

Manager


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Weak Matrix


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Balance Matrix


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Strong Matrix


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Corporate Knowledge Base

Process Measurement databases

Project files

Historical information and Lesson learned knowledge base Issues and defect management database

Configuration management knowledge base

Financial database like labor hours, incurred costs, budgets

and any project cost overruns

Organizational Process Assets


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THANK YOU

pmp lecture 1

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