Slide 1 : 1 Project Management
Introduction
What is PMI? : 2 What is PMI? Founded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide.
200,000 members representing 125 countries
Establishes project management standards, provide seminars, educational programs and professional certification.
www.pmi.org
What is the Project Management Professional (PMP) Certification? : 3 What is the Project Management Professional (PMP) Certification? The PMP certification is the most widely recognized and respected certification in the field of project management. The purpose and goal of this certification program is the development, maintenance, evaluation, promotion, and administration of a rigorous, examination-based, professional certification program of the highest caliber.
Worldwide there are over 50,000 PMPs who provide project management services in 26 countries.
Overview of Certification Test Eligibility Requirements : 4 Overview of Certification Test Eligibility Requirements Category 1
Baccalaureate/equivalent degree
Minimum of 4,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing)
3 years of project management experience within the last 6 years (36 months of non-overlapping months of PM experience).
35 contact hours of project management education. Category 2
High School diploma/equivalent degree
Minimum of 7,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing)
5 years of project management experience within the last 8 years (60 months of non-overlapping months of PM experience).
35 contact hours of project management education.
What is Required of You After Passing Examination? : 5 What is Required of You After Passing Examination? Each PMP must satisfy the PMI Continuing Certification Requirements Program (formerly called Professional Development Program) in order to maintain the PMP certification.
Attain no less than 60 Professional Development Units (PDUs) within a three-year cycle.
Agree to continue to adhere to PMI’s Professional Code of Conduct.
Slide 6 : 6 PROJECT MANAGEMENT
Framework
What Is a Project? : 7 What Is a Project? Temporary endeavor
Every project has a definite beginning and a definite end
Does not mean short duration
Undertaken to create a unique product, service or result
A product or artifact that is produced, is quantifiable, and can be either an end item in itself or a component item
A capability to perform a service, such as business functions supporting production or distribution
A result, such as outcomes or documents
Progressive Elaboration
Developing in steps, and continuing in increments
What Is a Program? : 8 What Is a Program? A group of projects…
Managed in a coordinated way…
To obtain benefits not available from managing them individually
What Is a Portfolio? : 9 What Is a Portfolio? A collection of projects or programs and other work …
grouped together to facilitate effective management of that work…
To meet strategic business objectives
The projects or programs may not be necessarily interdependent or directly related
Portfolio, Program and project management interactions : 10 Portfolio, Program and project management interactions
What Is Project Management? : 11 What Is Project Management? Application of knowledge, skills, tools, and techniques to project activities to meet project requirements
Project manager must balance the competing project constrains which are:
Scope
Quality
Schedule
Budget
Resources
Risk Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 2008
Edition, Project Management Institute, Inc., 2008
What Is a Subproject? : 12 What Is a Subproject? A manageable component of a project
May be performed by a separate organization
Could be a project phase
Subprojects are typically referred to as projects and managed as such
Project Phases and the Project Life Cycle : 13 Project Phases and the Project Life Cycle A project can be divided up into phases
The completion of a phase is marked by a deliverable
Collectively the project phases make up the project life cycle Start Finish Cost and
Staffing
Level Intermediate Phase Initial Phase Final
Phase
Typical cost and staffing levels across the project life cycle : 14 Typical cost and staffing levels across the project life cycle
Stakeholders Influence : 15 Stakeholders Influence Stakeholders are individuals or organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion
Standard vs. Regulation : 16 Standard vs. Regulation A Standard is :
A document approved by a recognized body providing a set of rules to achieve an optimum degree of order in a given context.
There is no penalty for non-compliance.
A regulation is:
A requirement which specifies the characteristics of a product/ service .
Compliance is mandatory.
Slide 17 : 17 The Project Environment:
Cultural and social environment: economic- demographic- religious, etc..
International and political environment: International, national , local, etc..
Physical environment: physical geography.
Progressive Elaboration: the project scope will be broadly described early in the project and made more explicit and detailed with time due to the team’s better and more complete understanding of objectives and deliverables.
Project Management Skills : 18 Project Management Skills General Management knowledge and skills: Planning, organizing, staffing, executing and controlling.
Interpersonal skills:
Effective Communication.
Influencing the organization: “ getting things done”
Leadership: Vision – strategy -Direction.
Motivating people: Energizing people.
Negotiation and conflict management.
Problem solving: Problem definition, alternatives identification and decision making.
Project Management Office (PMO) : 19 Project Management Office (PMO) An organizational unit to centralize and coordinate the management of projects under its domain.
Involved in the selection, management, redeployment of shared project personnel.
Provides dedicated training for project managers.
Provides enterprise- wide project management software.
Centrally monitors all PMO timelines and budgets.
Coordinates overall project quality standards.
What Is a Deliverable? : 20 What Is a Deliverable? A tangible, verifiable product, result or capability to perform a service that must be produced to complete a process, phase, or project.
A deliverable often marks the end of a phase of the project
Phase end = Phase exit, stage gates, or kill points
Organizational Structures : 21 Organizational Structures Functional
Projectized
Weak Matrix
Balanced Matrix
Strong Matrix
Functional Organization : 22 Functional Organization Project
Coordination Chief
Executive Functional
Manager Functional
Manager Functional
Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
Projectized Organization : 23 Projectized Organization Project
Manager Project
Manager Project
Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff Chief
Executive Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
Weak Matrix Organization : 24 Weak Matrix Organization Functional
Manager Functional
Manager Functional
Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff Project
Coordination Chief
Executive Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
Balanced Matrix Organization : 25 Balanced Matrix Organization Chief
Executive Functional
Manager Functional
Manager Functional
Manager Staff Staff Staff Staff Staff Staff Staff Manager Staff Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
Strong Matrix Organization : 26 Strong Matrix Organization Functional
Manager Functional
Manager Functional
Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff Manager of Project Managers Project Manager Project Manager Project Manager Chief
Executive Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
Organizational Structure Influences on Projects : 27 Organizational Structure Influences on Projects Communication Top-Down Lateral Lateral Lateral Top-Down/
Pattern Bottom-Up Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
Advantages and disadvantages of organizations : 28 Advantages and disadvantages of organizations Functional Organization: is grouped by areas of specialization/ functions. Power is with the functional leader.
Advantages: Access to specialists; members reporting to only one supervisor, clearly defined career paths
Disadvantages: less focus on project deliverables, no career path on Project Management, PM has no authority
II. Projectized Organization: Organization is by projects. Personnel report to PM/has total power.
Advantages: Efficient project organization - Loyalty to the project -effective communications.
Disadvantages: No “home” after the project is completed - duplication of facilities.
Advantages and disadvantages of organizations : 29 Advantages and disadvantages of organizations Matrix Organization: Power varies between Project & Functional managers according to whether it a strong – balanced or weak matrix.
Advantages: Maximum utilization of scarce resources- Efficient horizontal and vertical dissemination of information - Team members maintain a “home”.
Disadvantages: costly extra administrative personnel incur extra costs - dual reporting -complex to monitor and control
IV. Project Expeditor: Staff assistant/ communications coordinator; has no power in decision making
V. Project Coordinator: has some power to make decisions- Reports to a higher level manager.
Balance of Power in an Organization : 30 Balance of Power in an Organization PureFunctional Weak
Matrix BalancedMatrix StrongMatrix PureProjectized Functional Influence in Decision Making Project Influence in Decision Making
Slide 31 : 31 Product Life Cycle vs. Project Management Life Cycle:
A Project is undertaken to present only one aspect of the Product life cycle.
The product life cycle is composed of several projects.
Project Management Life Cycle vs. Project Life Cycle:
Project life cycle is customizable for each project; example; eg. Plan – design – implement – test: in IT projects.
Each step of the Project Life Cycle may contain the whole project management life cycle.
Project Management Process Groups : 32 Project Management Process Groups Initiating
Processes Planning
Processes Executing
Processes Closing
Processes Monitoring &
Controlling Processes Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
Stakeholders : 33 Stakeholders
Project Management Process Groups : 34 Project Management Process Groups Initiating Process Group
Defines and authorizes the project or a project phase
Planning Process Group
Defines and refines objectives, and plans the course of action required to attain the objectives and scope that the project was undertaken to address
Executing Process Group
Integrates people and other resources to carry out the project management plan for the project
Monitoring and Controlling Process Group
Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives
Closing Process Group
Formalizes acceptance of the product, services or result and brings the project or a project phase to an orderly end
PMP Management Areas : 35 PMP Management Areas S C O P E Management 14 %
T I M E Management 7 %
C O S T Management 7 %
Q U A L I T Y Management 8 %
P R O C U R E M E N T Management 7 %
R I S K Management 7 %
H R Management 12 %
C O M M U N IC A T I O N Management 12 %
I N T E G R A T I O N Management 12 %
PROFESSIONAL Responsibility 14 %
Recommended Study Guides : 36 Recommended Study Guides PMBOK Guide 4th Edition
PMP Exam Prep, 6th Edition by Rita Mulcahy
Dr. Kerzner’s PMIQ CD, for PMBOK 4th Edition.