Introduction to PMP(Project Management Professional)

By Nguyen Quoc Hung

@ LIFETIME technologies

5th Duy Tan Geek [28/May/2014]

1

About me

Mr. Nguyễn Quốc Hùng PMP, MBA (soon)

29 years old

Project Manager at LIFETIME technologiesStill coding everyday (PHP, front-end)

Email: hungnq@lifetimetech.vn / me@nguyenquochung.comSkype ID: hunnq0801

2

About company

• 100% foreign-owned

• IT industry, outsourcing

• 80 members

• Web application, Mobile application

Address: 9F, Viet A building, Cau Giay district, Hanoi, Vietnam

Website: www.lifetimetech.vn

3

Agenda

• What is PMP?

• Project Management Body of Knowledge (PMBOK)

• What is project / project management?

• Process Groups

• Knowledge Areas

4

What is PMP?

• The most important certification for project managers

• Demonstrates that you have the experience, education and competency to lead and direct projects

• Offered by the Project Management Institute (PMI)

• Globally recognized and demanded 2 2 5 8 13 16 22 33

5081

148

244

351384

0

50

100

150

200

250

300

350

400

450

20012002200320042005200620072008200920102011201220132014

PMP in Viet Nam

PMP

There are currently 583,806 active PMP certified individuals and 270 chartered chapters across 193 countries worldwide.

5

PMBOK

• Stands for Project Management Body of Knowledge

• Generally recognized as good practice -application of the knowledge, skills, tools, and techniques can enhance the chances of success over many projects

• Provides and promotes a common vocabulary within the project management profession

• Code of Ethics and Professional Conduct guides

6

What is a project?

• Is a temporary endeavor with a beginning and an end

• Creates a unique product, service, or result

Example of projects:

• Build a building

• Hold a wedding event

• Maintenance

7

What is project management?

• Application of knowledge, skills, tools, and techniques to project activities

• Application and integration of the 47 logically grouped project management processes

InputsTools and

TechniquesOutputs

8

Process Groups

Initiating Planning ExecutingMonitoring and

ControllingClosing

9

Plan DoCheck

&Action

Process Groups

10

Knowledge AreasIntegration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communication Management

Risk Management

Procurement Management

Stakeholder Management

11

Knowledge Areas

Scope

Cost

Quality

Time

Integration

Human Resource

Communication Risk Procurement

12

5. Scope Management

Initiating Planning Executing Monitoring &Controlling

Closing

5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

5.5 Validate Scope5.6 Control Scope

• Gold Plating & Scope Creep

• Product Scope & Project Scope

• No more, no less

• All scope changes should be controlled

13

6. Time Management• Missing deadline, working overtime, padding, risk?

• Realistic schedule

• Bottom up, team buy-inInitiating Planning Executing Monitoring &

ControllingClosing

6.1 Plan Schedule Management6.2 DefineActivities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule

6.7 Control Schedule

14

7. Cost Management

• Why: under estimate, cost overrun, life cycle cost

• Law of Diminishing Returns

• Bottom up, realistic

Initiating Planning Executing Monitoring &Controlling

Closing

7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

7.4 Control Costs

15

8. Quality Management• Prevention over inspection

• Customer satisfaction: conform to requirement vs. fitness for use

• Continuous improvement

• Management Responsibility

• Cost of quality

Initiating Planning Executing Monitoring &Controlling

Closing

8.1 Plan Quality Management

8.2 Perform Quality Assurance

8.3 Control Quality

16

9. Human Resource Management• Why: Laziness, Conflicts, Resource Availability, Required

Skills

• Roles and Responsibility

• Forms of power

• Leadership styles

• Motivation theories

Initiating Planning Executing Monitoring &Controlling

Closing

9.1 Plan Human Resource Management

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

17

Plan HR Management

18

Self-actualization

Esteem

Love/Belonging

Safety

Physiological

Initiating Planning Executing Monitoring &Controlling

Closing

9.1 Plan Human Resource Management

Acquire Project Team

• Pre-assigned, hire new resources, bring on consultant

• Common mistake: Hallo effect

19

Initiating Planning Executing Monitoring &Controlling

Closing

9.2 Acquire Project Team

Develop Project Team

20

Initiating Planning Executing Monitoring &Controlling

Closing

9.3 Develop Project Team

Manage Project Team

Forms of

power

Coercive

Reward

PositionExpert

Referent

21

Coercive

Position

Reward

Expert

Referent

Initiating Planning Executing Monitoring &Controlling

Closing

9.4 Manage Project Team

10. Communication Management

• 70% of failed project are due to ineffective communication

• PM spends 90% of his time in communication

• Who, What, When, Where, How?

• Effective Meeting?

Initiating Planning Executing Monitoring &Controlling

Closing

10.1 Plan Communications Management

10.2 Manage Communications

10.3 Control Communications

22

11. Risk Management

• Is an uncertain event of condition that, if it occurs, has an effect on at least one of project objectives

• Threat (negative) or opportunity (positive)?

• Probability and impact

• How to manage risk?

Initiating Planning Executing Monitoring & Controlling Closing

11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

11.6 Control Risks

23

12. Procurement Management

• Make or Buy Analysis

• Buyer/seller, contract types

• Negotiation: main items? Who is usually win?

• Control, watch out!

Initiating Planning Executing Monitoring &Controlling

Closing

12.1 Plan Procurement Management

12.2 Conduct Procurements

12.3 Control Procurements

12.4 Close Procurements

24

13. Stakeholder Management

• Who has interest or gain, positive or negative impact

• Why: intentionally or unintentionally, the kill our work!

• Engagement level: Unaware, Resistant, Neutral, Supportive, Leading

Initiating Planning Executing Monitoring &Controlling

Closing

13.1 Identify Stakeholders

13.2 Plan Stakeholder Management

13.3 Manage Stakeholder Engagement

13.4 Control Stakeholder Engagement

25

4. Integration Management

• Work authorization, change control

• Put all pieces of a project together into a cohesive whole

Initiating Planning Executing Monitoring &Controlling

Closing

4.1 Develop Project Charter

4.2 Develop Project Management Plan

4.3 Direct and Manage Project Work

4.4 Monitor and Control Project Work4.5 Perform Integrated Change Control

4.6 Close Project or Phase

26

Q&AThank you!

27