1-Capm Intro to Pm

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IntroductionTo CAPM (vers ion 4.0, Copyright 2008 by PMI Mumbai Chapter. All rights reserved.) 1

Project Management Framework

Introduction


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Project Management Institute (PMI) USA, the global body

for certification of Project Management Professionals

Official site of PMI - www.pmi.org

Official site of Mumbai Chapter

www.pmimumbaichapter.org23 hours of PM Education based on PMBOK guide

Based on Project Management Body of Knowledge(PMBOK) Fourth Edition (2008 Version)

Mumbai Chapter is governed by an elected committee

PMI Introduction
http://www.pmimumbaichapter.org/http://www.pmimumbaichapter.org/


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PMP Certification Qualifications

Individual has to demonstrate understanding of thefundamental knowledge, processes and terminology asdefined in A Guide to the Project Management Body ofKnowledge (PMBOK Guide)

Requirements

Minimum 23 hours of PM classroom instruction or 1500hours of PM experience in project team

Secondary Education or equivalent

Complete and submit the CAPM certification application

directly to PMI.

Successfully complete 3-hours computer-based exam. 150questions given, 135 questions assessed. Passing score88 out of 135 i.e around 65%


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PMBOK Guide is a standard for Project Management whereone can use different methodologies to implement

Includes established norms, methods and practices in formof inputs, tools and techniques and outputs

Provides guidelines for managing individual projects

As with other professions such as law, medicine, andaccounting, the body of knowledge rests with thepractitioners and academics who apply and advance it.

Purpose of PMBOK:

Identify industry best practices in Project Management

Define Project Management lexicon

Act as a reference document/standard

PMBOK Guide Definition


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There will be four options, of which only one can beselected

There will always be only one correct answer

There will be no None of the above answers

Typically

one option appears very wrong

two options appear somewhat wrong or subject tointerpretation

only one option is the correct answer

Examination Format


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Review The Guide to the PMBOK

Understand key definitions and terminology

Review of the commonly accepted PM functions

Discussion and Coverage of important topics from examinationperspective

Exercise of sample test questions

Preparatory Course Outline


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Section I Framework : Provides basis forunderstanding project management

Introduction , Project Life Cycle and Organization

Section II Standard for PM of a Project: Definesproject management processes and its related inputs

and outputs

Project Management Processes for a Project

Section III - The PM Knowledge Areas: Focuses on

each of the project management aspect in details

Integration, Scope, Time, Cost, Quality, HR,Communications, Risk, Procurement

PMBOK Guide Overview



IntegrationManagement

ScopeManagement

TimeManagement

Cost ManagementQuality

ManagementHuman Resources

Management

CommunicationsManagement

RiskManagement

ProcurementManagement

Project Management knowledge Areas



Project Definition : A temporary endeavor undertaken to create aunique product, service or result

Product can be component or other item or end item itself

Capability to perform business service e.g. production, distribution

Result such as outcome or document e.g. research report

Features

Temporary : Finite duration, project ceases when its objectiveis achieved. Does not mean short duration. Normally, theproduct/service will outline the project

Unique : Doing something which has not been done earlier.

Progressive Elaboration : Developing in steps, continuing inincrements. Development of details progressively.

Environment

Constantly changing

Generally Precedes Operations

What is a Project?



Projects and Operations

Operations : Ongoing, repetitive, for sustaining business

Projects : Temporary, unique.

Projects and Strategic Planning

Projects used to achieve strategic plans

In response to market demands, technological advances, legalrequirements, etc.

Project Life Cycle

e.g. Initial phase, design phase, prototype phase, productionphase

Relationship between Project and Operations



Enterprise Environmental Factors (EEF)

Enterprise Environmental Factors refers to both internaland external factors that surrounds or influence a project

success

Considered as input for most of the planning processes

Includes but not limited to:

Organizational culture, structure and processes

Government or industry standards

Infrastructure (existing facilities, etc)

Existing human resources Personnel administration

Marketplace conditions

Political climate



What is Project Management?

Application of

Knowledge (e.g. Domain areas Pharma, construction, etc.)

Skills (Managing)

Tools & Techniques (Software)

Project activities (e.g Time Management, Cost Management, etc.)

To achieve

Project objectives

PM is accomplished though processes

Initiating, Planning, Executing, Controlling, and Closing

Project work typically involves

Identifying requirements

Defining objectives

Balancing constraints including but not limited to Scope, Quality,Schedule, Budget, Resources and Risk



Enhance the probability of project success

Focus on objective - Scope, Time, Cost, Quality & Risk

Effective response to rapid changes

Manage effective utilisation of resources

Address stakeholders interests

Manage risks effectively

Achieve project goals

Stakeholders Delight (Utopian?)

Achieve Financial Efficiency

Meet Objectives

Minimize Risks

Lessons Learnt

Create re-usable data and information for future use

Why Project Management?



Relationship between Portfolio, Program and Project Management

Portfolio

Collection of projects, programs and other works grouped togetherto facilitate effective management to meet strategic businessobjectives

Involves mainly prioritizing projects and allocating resources tothem for meeting strategic objectives

Program

Collection of group of related projects managed in coordinatedway to obtain benefits and control which is not available managingthem individually

Can involve managing resource constraints

Managing projects issues and change management withshared structures



Strategic Plan

Program

(Group of Projects)

Projects

Portfolio

Sub projects

Project

Management

Office

Hierarchy of Endeavors (Projects)


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IntroductionToCAPM (vers ion 4.0, Copyright 2008 byPMI Mumbai Chapter. All rights reserved.) 17

Role of Project Manager

Understanding of Tools and Techniques (best practices)for effective project management

Domain specific skills

General Management skills

Should acquire three dimensions of project managementcompetency

Knowledge: About project management

Performance: Ability to achieve project objectives

Personal: Behavior of project manager that includes attitude,personality characteristics and leadership for guiding projectteam for achieving project objectives

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