Day 1 - Project Management Methodology With PMP Exam Preparation Ver 1

7/27/2019 Day 1 - Project Management Methodology With PMP Exam Preparation Ver 1

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ro ec anagemen e o o ogy w

Exam Preparation Day 1

PMP, Prince2 Practitioner, ITIL, CGEIT

July 07, 2012


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Tell us about you

Your Name

Recognizing Excellence in Project Management


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A walk through the course outline



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Agenda

Registration & Introduction

Introduction - Pro ect Mana ement

Introduction to PMP Exam Framework PMI, PMBOK and PMP Exam

Key Concepts of Project Management

TEA BREAK

Project Life Cycle and Organization

Project Management Processes &

Knowledge Areas




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The Standish Group Project Management

a s cs aos

31%53%



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Project Management Myths

MS-Project plans (and Gantt charts in general) are project plans

Project life cycle is the same as the product management Lifecycle

Project managers are the same as functional managers

Project management is common sense

The Project Manager creates the Project Plan and the team simply carries

out the plan

The above statements are partially true from Project

Management perspective

Recognizing Excellence in Project ManagementPMI, PMBOK, PMP are registered marks of Project Management Institute, Inc.


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EXAM FRAMEWORK


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Project Management Professional (PMP)


credential recognizes demonstrated knowledge

an s n ea ng an rec ng pro ec eams

and in delivering project results withinthe constraints of schedule, budget and resources.



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Recognizing Excellence in Project ManagementPMI, PMBOK, PMP are registered marks of Project Management Institute, Inc.


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Growth in PMP Certification 1993 to 2006



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Why Become PMP Certified?

The following benefits are associated with

becoming PMP certified:

It demonstrates proof of professional

achievement.

It increases yourmarketability.

It provides greater opportunity for

advancement in your field.

It raises customer confidence in you

and in your companys services.



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PMBOK, PMIand PMP - Special Jargon

an ew oncep sPreparation for PMP certification means,

earn ng a new se o erms as we as new e n on or wor s

Understanding new concepts and approaching problems from a

- -

Mapping these new terms and concepts to your existing PMexper ence

Analyze a scenario and explain what is happening

PMBOK 4th Edition is the bible; Your Experience is a



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PMBOK is a PMI Standard

PMI Standard is a document that defines what to measure against a

consensus-building process.

It covers commonly accepted knowledge and/or practices and dealing

with core concepts for the practice of the profession.

It is consistent with PMIs Standards Setting Process and published as a

ro ect mana ement standard.



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PMBOK and also a Guide

PMBOK

The primary purpose of the PMBOK Guide is to identify

that is generally recognized as good practice.

Generally recognized means the knowledge and practices described are

applicable to most projects most of the time, and there is consensus

about theirvalue and usefulness.

Good practice means there is general agreement that the application of

ese s s, oo s an ec n ques can en ance e c ances o success

over a wide range of Projects.



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PMBOK and also a Guide

The PMBOK Guide provides Knowledge, Processes, Skills,

oo an ec n ques a are genera y recogn ze goo prac ce.

But all the rocesses ma not a l uniforml to all ro ects. Hence it is

the RESPONSIBILITY of your organization and/or the project management

team to determine what is appropriate for any given project. This is called



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o s

to takethe

PMP


Exam?


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You need

Experience

Degree/Diploma


Training


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PMP Certification Eligibility



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Financial Benefits of PMI membership

Is PMI membership mandatory?

The Answer is NO But there are benefits..!

Discount on application fees Free PDF copy of the PMBOKGuide


Filli t th A li ti


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Filling out the Application

Step 1 : Filling onlineStep 1 : Filling onlineApplicationApplication

Contact

Project Management

ucat on

Industry

Contact hours Training orEducation Programs

Fi li i d S b itti th A li ti


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Finalizing and Submitting the Application

Step 3 : Pay the FeeStep 3 : Pay the Fee

Step 2 : ApplicationStep 2 : Application

Completeness ReviewCompleteness Review

Step 4 : Prepare for aStep 4 : Prepare for a

Random AuditRandom Audit

S h d l PMP E


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Schedule PMP Exam

Step 5 : Schedule yourStep 5 : Schedule yourPMP ExamPMP Exam

PMP E


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PMP Exam

200 multiple-choice questions

PMBOK Guide conceptsPMP Exam Preparation Guides

Study Plan 4 Step Systemic approach


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Study Plan 4 Step Systemic approach

Get familiar with the

topicIdentify your

motivation

Transform yourself from a passive

reader to an active researcher

44 DisengageDisengage

Break up your study sessions into smaller chunks

Exam Readiness


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Exam Readiness

.

Correctly answer at

questions in first

What to expect from Exam questions?


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What to expect from Exam questions?

PMP Exam is not asim le memor -

recall, multiple-

h i

Types of Questions


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Types of Questions

22 Formula basedFormula based 33 Knowledge basedKnowledge based

questionsquestions questionsquestions

Test your ability to Test your knowledge of Test your knowledge about facts

content

44 InterpretationalInterpretational 55 S ecific techni ueS ecific techni uequestionsquestions

Test our abilit to

questionsquestions

Identify techniques from

deduce a situation diagram or inherent insituation


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3 KEY CONCEPTS OF PROJECT


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What is Project? (PMI Definition)

A project is a temporary endeavor undertaken to create aunique product, service, or result.



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What is Project?

Project Characteristics

Temporary means :

Does not mean short in duration

creates a unique product, service or result i.e. has a unique purpose

developed using progressive elaboration

,

Should have a primary customer/sponsor(usually provides direction &

funding)

Involves uncertainty


P j t K Ch t i ti


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Project Key Characteristics

Temporary Unique

Defined startand finish

dates

Progressivelyelaborated



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Can you name a few projects?

Planning a wedding

Desi nin and im lementin a com uter s stem

Hosting a holiday party

es gn ng an pro uc ng a roc ure

Executing an environmental clean-up of a contaminated site

Holding a high school reunion

Performing a series of surgeries on an accident victim


? ( f )


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Project can create:

A Product that can be either a component of another item or an end

item in itself

A capability to perform a service or business function A result such as an outcome or document

End of Project is reached when:

Projects objectives have been achieved or

Its objectives will not or can not be met or

Need for the project no longer exists

The application ofknowledge, skills, tools and techniques to project activities

to meet the project requirements.


Wh t i P j t? (PMI D fi iti )


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Developing in steps, and continuing by increments to work out

details.

Early in the project, project scope will be more broadly defined i.e. Project

.

It becomes more detailed as project team progresses and develops

better and more complete understanding of the project objectives and

deliverables.


Wh t i P j t? (PMI D fi iti )


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Both project specifications and product specifications may be

progressively elaborated.


P j t d St t i Pl i


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Project and Strategic Planning

ro ec an ra eg c ans

Projects are means to achieving organizations strategic plansand organizing activities that cannot be addressed within

or anizations normal o erational limits

Projects are typically authorized as a result ofone or more of the followingStrategic considerations,

Market Demand

Strategic opportunity / Business need

Customer request

Technological advance

Hence, Projects (within programs or portfolios) are a means by which we achieve

organizational goals and objectives within the context of strategic plan.


Project Management


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Project ManagementProject Management

e app ca on o , ,

TECHNIQUES to project activities to meet the ProjectRequirements

Identifying requirements Addressing the various needs, concerns and expectations of the

stakeholders as the project is carried out

Balancing the competing project constraints such as, cope

Schedule

Bud et Quality

Resources, and


Risk


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Project Management

Project Management is accomplished through the application andintegration of the processes which are grouped in the 5 process groups:

1. Initiatin

2. Planning

3. Executing

.

5. Closing

Due to the nature of change, managing project is iterative and goesthrough progressive elaboration throughout the projects lifecycle


P j t O ti


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Project vs. Operations

Project - has a beginning and end;creates a unique product or service

Operation - is ongoing and repetitive

Common Characteristics

Performed by individuals

Limited by constraints including resource constraints

Planned executed monitored and controlled

Performed to achieve organizational objectives or strategic plans


P j t O ti


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emporary an un que

Purpose is to attain its objectives and then

terminate Concludes when its specified objectives haveProject

Ongoing and repetitive

Purpose is to sustain the business

Assumes new set of objectives and the workOperationsu


Project s Operations


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Operations Examples:

Manufacturing operations

Production operations

Accounting operations

Usage of the product of a project such as a

software application or using network infrastructure


Project vs Operations


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Projects Examples:

Developing a new product or service

Installing a new facility/ infrastructure

, ,

Starting a new business, or expansion of the existing one

Cost reduction (operation and maintenance)

R & D projects

Pharmaceutical projects


ec no ogy up-gra a on new ec no ogy pro ec s

Project or Operation?


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Project or Operation?

Running the year-end W-2 form processing for a companys Employees?

W-2: operation

Upgrading the database containing the employee payroll data from Oracle 9i

to Oracle 10i

rac e pgra e: pro ect

Running a campaign for political office

Political Cam ai n: ro ect

An oil company rebuilds refineries destroyed by a hurricane

Rebuild refineries: project

The operations team of the I.T. department installs a software patch sent by

the vendor



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Project Success

There are different ways to define project success:

The project met scope, time, and cost goals.

.

The project produced the desired results.


Project / Program / Portfolio Management


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Program

A group ofrelated projects managed in a

not available from managing them individually.

A program manager provides leadership and

rec on or e pro ec managers ea ng e

projects within the program.

Advanta es

Decreased risk

Economies of Scale




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Building a new shopping mall - Program Example

Many projects exist underneath this program, such as

, , ,

placement, marketing, facilities management, and so on.

All the projects are related and are managed together so that collective

ene s are rea ze an con ro s are mp emen e an manage n a

coordinated fashion.

Sometimes ro rams involve as ects of on oin o erations as well. After

the shopping mall in our example is built, the management of the facility

becomes the ongoing operations part of this program.

management.




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rogram anagemen

The centralized coordinated management of a program to achieve the programs

.

Hierarchy - Portfolio, Program and Project Management




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Portfolio

A portfolio refers to a collection of Projects or programs and other work

to meet strategic business objectives

Portfolio Management

It refers to the centralized management of one or more portfolios, which, , ,

projects programs, and other related work, to achieve specific business

objectives

Portfolio managers help their organizations

make wise investment decisions

by helping to select and analyze projects from a strategic perspective



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Project Management Compared to Project




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Construction Business - Portfolio Example

Lets say our company is in the construction business. Our

retail, single-family residential, and multifamily residential.

pro ec s an programs assoc a e w e re a us ness un

belong to the retail portfolio.

The ro ram with the buildin of the new mall see ro ram

example) is one of the programs that belongs to the retail portfolio.

Other programs and projects could be within this portfolio as well.

,retail facilities.




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-




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Hierarchy - Portfolio, Program and Project Management - Example


S b j t


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Subprojects

Projects are frequently divided into moremanageable components or subprojects.

Subproject are often contracted to an

external enterprise or to another

organization.

and managed as such.



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Project Management Office (PMO)

It is an organizational body or entity assigned

various responsibilities related to the centralized

an coor na e managemen o ose pro ec s

under its domain.

A primary function of a PMO is to support project

managers in a variety of ways. The responsibilities

management support functions to actually being

responsible for the direct management of the

pro ect.



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It usually takes one ofthree roles depending upon

organization need,

Project Support: Provide project managementguidance to project managers in business units.

Project Management Process/Methodology:

Develop and implement a consistent and standardizedprocess.

Training: Conduct training programs or collect

.



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Problem

A Newspaper PMO- Example

A regional newspaper chain identified a business

need to decrease editorial costs on special

issues and features in all its editions.

Every project manager at the chain was

operating independently, developing individualso u ons o pro ems, an r ng wr ers an

photographers to produce local articles that

would be published only once.



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Solution

A Newspaper PMO- Example

The project managers came out with new processes and economies

of scale, such as buying inexpensive, generic articles from a wire

service and publishing them in all editions simultaneously.

The PMO in this case introduced standardized processes for

calculating, leveling, loading, and developing project budgets anda so e pe e pro ec managers w up a ng e pro ec sc e u es.

The PMO also planned for developing project data references and

organized a best practices sharing session every month.


Role of a Project Manager


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Role of a Project Manager

The Project Manager is the person responsible for accomplishing

the project objectives.

Project managers strive to meet the project constraints

by balancing project scope, time, and cost goals and

other project objectives.

Depending on the organization structure , a project manager may report to

functional manager.



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Project Expediter and Coordinator

Project managers role can very limited

Project Expediter

acts primarily as a staff assistant

.

cannot personally make or enforce decisions.

Project Coordinator

has some power to make decisions

Has some authority

reports to a higher-level manager


Stakeholders


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project activities.

Stakeholders include :

The project sponsor

The project manager

The project team

Support staff

Customers

Users

Suppliers


Stakeholders


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Stakeholders have varying levels ofresponsibility and authority and can

.

Project management team must continuously

identify both external and internal

stakeholders.

Project manager must manage the influence

of various stakeholders in relation to the

interest.



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Stakeholders

Project Stakeholders - Example


Enterprise Environmental Factors


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Refer to both internal & external environmental factors

Comes from any or all the enterprises involved in the project

May enhance or constrain project management options

May have positive or negative influence on the outcome

As an Input in almost All project management process




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Examples:

Organizational EnterpriseEnvironmental

, ,

processes

Government or industry

factors

s an ar s

Infrastructure

Stakeholder risk tolerances

Political climate

Existing human resources

Personnel administration

Organizations established

communications channels

Company work authorization

systems

Commercial databases

Project management


Marketplace conditions information


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4 PROJECT LIFE CYCLE AND

ORGANIZATION

The Project Life Cycle


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Every project has its own Life Cycle

Design & Approvals

Foundation

Works

Structure

Plumbing /

Electrical

Painting

Internal

WorksLandscaping


Walls



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ro ec e yc e

A project life cycle is a collection of generally sequentialand sometimes overleaping project phases E.g. Peacekeeping

Cease FireVerification

Combatant

Demobilization

Humanitarian

Assistance

Area Recon.

Refugee

Resettlement


Elections



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The project life cycles generally define

The phases that connect the beginning of a project to its end.

a ec n ca wor o o n eac p ase

When the deliverableare to be generated

Who is involved in each phase

How to control and approval for each phase




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All projects are divided into phases, and all projects, large or small, have asimilar life cycle structure:

ar ng e pro ec

Organizing and preparing

Carrying out the project work

Closing the project


Characteristics of Project Life Cycle


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Cost and staffing levels are low at thestart, peak as the work is carried

,

draws to a close.

Stakeholder influences, risk, and

uncer a n y, are grea es a e s ar othe project. These factors decrease

over the life of the project.




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j y

project approaches completion.

The completion and approval of one or more deliverables characterizes a project

phase.


Phase-to-Phase Relationships


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A Sequential relationship : where a phase can only start once the

prev ous p ase s comp e e




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An Overlapping relationship: where the phase starts prior to completion ofthe previous one (Fast tracking). Overlapping phase may increase risk and

.




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An Iterative relationship : where only one phase is planned at any

given time and the planning for the next is carried out as work

progresses on the current phase and deliverables. Useful in undefined,

uncertain or rapidly changing environments.

Example : Research projects


Project life cycle and project phases Software

Development Example


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Development Example


Project life cycle and project phases Software


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Development Example


Project life cycle and project phases - Construction


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Project Example


Product vs. Project Life Cycle


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Product vs. Project Life Cycle

Project life cycle defines

start and finish of a

ro ect with intermediate

phases.

Product life cycle is a

broader conce t. It

begins with business

plan, through idea, to

,operations and ends

with product


ves men .

Organization Influence on Project Management


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Organization Influence on Project Management

Organizational cultures and styles

Organizational structure


Organizational Structure


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Functional Manager

. . ,

HR, IT Operations, Training, Marketing etc

Someone with management authority over an

organizational unit within a functional organization

The manager of any group that actually makes a

product or performs a service. Sometimes called a

line mana er.


Organizational Structure


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Project Manager

to achieve the project objectives.

Performing Organization: The enterprise whose personnel

are mos rec y nvo ve n o ng e wor o e pro ec

Project Objectives: The result to be obtained, the product

to be roduced or the ur ose to be achieved b the ro ect.


Functional Organization


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grouped by areas ofspecialization e.g.

,

Engineering,

Manufacturing,

Finance, HR.

Project generally

occur within a

single department


Weak Matrix Organization


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which the balanceof power rests

managerand

project manager is

merely an

expeditor or

coordinator.


Balanced Matrix Organization


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between projectmanager and

.

Most organizations are

Balanced Matrix these

.


Strong Matrix Organization


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like projectized. Here,the balance of power

managerand not the

functional manager.


Projectized Organization


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organized by projects.

Personnel are

assigned and report toa project manager.

Team members areco oca e an mos

organizations resources

are assigned to project

work.


Organizational Process Assets


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g

Asset that can be used to influence the success of a project. It may be grouped into two categories,

rocesses roce ures

Organizational standard processes such as standards,

policies (e.g. PM policy, security policy etc)

Standardized guidelines, work instruction, proposal evaluation

criteria, and performance measurement criteria

Templates (e.g. WBS, RBS, contract , network diagram etc)

u . . u

Procedures for prioritizing, approving, and issuing work


Organizational Process Assets


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g

Corporate Knowledge Base Process measurement databases

Project files (e.g. performance baselines, schedules, budgets etc)

s or ca n orma on esson earne now e ge ases

Issue and defect management databases

Configuration management knowledge bases

nanc a a a ases e.g. ncurre cos s, pro ec cosoverruns etc)



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5 PROJECT MANAGEMENT PROCESS

Project Management Processes


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Process The means by which people, procedures, data, methods, equipment and

tools are integrated to produce a desired end result, i.e. product or service

Procedures,

MethodsTools,

Equipment

People,

Skills,

Expertise


Process: Inputs-Tools & Techniques-Outputs

Tools & Techniques


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Tools & Techniques

Input [Process Input]:

Any item, whether

Technique: A definedsystematic

procedure

Output [Process

Output]:

internal or external

to the project that is

required by a

employed by a

human resource to

perform an activity

A product, result, or

service generated by aprocess. May be an

process proceeds.

May be an output from

product or result or

deliver a

service, and that

input to a successor

process.

Process outputs are

processmay employ one or

more tools.

Tool: Something

usually tangible, such

as a report or an

update or a list, for

exam le.ang e, suc as asoftware

program, used in

erformin an

To get to the

output, you have to

start with the in uts.

activity to producea product.

Project Management Process


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Project Management Process

Two categories of project process: Product-oriented process

s ou e cons ere n pro ec u no exp a ne n

Project management process




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j g

Project management processes organize and describe the work of theproject.

The PMBOK Guide (chapters 4 12) describes five process groups used to

accomplish this end. These processes are performed by people and, much

, .

These are the five project management process groups that the PMBOK

Initiating

Planning

Monitoring and Controlling

Closing



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j g

All these process groups have individual processes that collectively makeup the group.

Collectively, these process groupsincluding all their individual processes

make up the project management process.

Projects start with the Initiating process and progress through all the

pro ec managemen processes ann ng, xecu ng, on or ng an

Controlling, and Closing process groups) until the project is successfully

completed or its canceled.

Process Interaction


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Process InteractionI P

Project managementprocesses are

E

discrete elements

with well-defined

CM&C

n er ace

In practice, they

overlap and interact


Process Groups - Interactions


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Process Groups - Interactions


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Project Management Process Groups:High Level Overview


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g

Initiating [Process Group] Those processes performed to define a new project or a new phase of an

.

Initiating acknowledges that a project, or the next project phase, should.

organizations resources to working on the project or phase and authorizesthe project manager to begin working on the project

The outputs of the Initiating process group, including the project charterbecome inputs into the Planning process group.



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g

Planning [Process Group]: Those processes performed to establish the total scope of the effort, define

and refine the ob ectives and develo the course of action re uired to attainthose objectives.

Creating the project management plan that will be used to achievethe goals the project was undertaken to address.

The Planning process group also involves determining alternative courses of

action and selecting from among the best of those to produce the projects.

This process group is where the project requirements are fleshed out.



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g

Executing [Process Group]

management plan to satisfy the project objectives.

Its here that the project manager will coordinate and direct project

resources to meet the objectives of the project management plan.



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g

Monitoring and Controlling [Process Group]

Those processes required to track, review, and regulate the progress andperformance of the project, identify any areas in which changes to the planare requ re , an n a e e correspon ng c anges.

The idea is to identify problems as soon as possible and apply correctiveaction to control the work of the project and assure successful outcomes.

For exam le if ou discover that variances exist oull a l correctiveaction to get the project activities realigned with the project plan.

This mi ht re uire additional asses throu h the Plannin rocessesto adjust project activities, resources, schedules, budgets, and so on.



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g

Closing Processes [Process Group]

Those processes performed to finalize all activities across all Project

anagemen rocess roups o orma y c ose e pro ec

Closing brings a formal, orderly end to the activities of a project phase or to the

project itself.

The documentation collected during the Closing process group can be reviewed

and utilized to avert potential problems on future projects.

Contract closeout occurs here, and formal acceptance and approval are

obtained from project stakeholders.

Project Management Process Groups:Process Interactions


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Before going any further, heres a brief

refresher:

required to produce the product of the

project will be completed. Pro ect mana ement rocess rou s

organize and describe how the project

activities will be completed in order to

meet the goals of the project. The Plan-Do-Check-Act cycle is an

underlying concept that shows the

integrative nature of the process

groups.


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Project Management Knowledge AreasKnowledge areas describe the key competencies or functions that


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g y ppro ec managers mus eve op an app y o a pro ec .

Core Knowledge Areas (4):

Core knowledge areas lead to specific project objectives. Coreprocesses have clear dependencies that require them to be performed in

essentially the same order on the most projects Sco e Time Cost ualit

Facilitating Knowledge Areas (4):

Facilitatin knowled e areas are the means throu h which the ro ectobjectives are achieved

Human Resources, Communication, Risk, Procurement

Integration Knowledge Area (1):

Integration knowledge area affects and is affected by all of the otherknowledge areas

Integration management

Project Management Framework


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Project Integration Management


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What is Integration?

It is best described as uttin all other mana ement rocesses of the

project into a cohesive whole.


Project Integration ManagementMonitoring &

Controllin Processes


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Planning

Processes

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Executing

Processes

Knowledge

Area

Process

Initiating Planning Executing Monitoring & Control Closing

Integration

Develop

Project

Charter

Develop Project

Management

Plan

Direct and

Manage Project

Execution

Monitor and Control

Project Work

Perform Integrated

Change Control

Close

Project or

phase


Project Scope ManagementMonitoring &

Controlling Processes


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Planning

Processes

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Executing

Processes

Knowledge

Area

Process

Initiating Planning ExecutingMonitoring &

ControlClosing

ScopeCollect Requirements

Define Scope

Create WBS

Verify Scope

Control Scope


Project Time ManagementMonitoring &


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Planning

Processes

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Executing

Processes

Knowledge

Area

Process


ControlClosing

Time

Define Activities

Sequence Activities

Estimate Activity Resource

Estimate Activity Durations

Control Schedule


Develop Schedule

Project Cost ManagementMonitoring &


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Planning

Processes

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Executing

Processes

Knowledge

Area

Process


ControlClosing

CostEstimate Costs

Determine BudgetControl Costs


Project Quality Management


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Planning

Processes

Monitoring &


Enter phase/Start project

Exit phase/End project

InitiatingProcesses

ClosingProcesses

Executing

Processes

Knowledge

Area

Process

Quality Plan QualityPerform Quality -

Assurance

Perform Quality -

Control


Project Communication ManagementMonitoring &



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Planning

Processes

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Executing

Processes

Knowledge Area

Process


ControlClosing

CommunicationIndentify

Stakeholder

Plan

Communication

Distribute Information

Manage Stakeholders -

Expectations

Report

Performance


Project Human Resource ManagementMonitoring &



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Co o ocesses

Planning

Processes

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Executing

Processes

Knowledge Area

Process


ControlClosing

Human

ResourceDevelop Human

Resource Plan

Acquire Project Team

Develop Project Team

Manage Project Team


Project Risk ManagementMonitoring &



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Planning

Processes

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Executing

Processes

Knowledge

Area

Process

Initiating Planning Executing Monitoring & Contol Closing

Risk

Plan Risk ManagementIdentify Risks

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Responses

Monitor and Control Risks


Project Procurement ManagementMonitoring &



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Planning

Processes

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Executing

Processes

Knowledge Area

Process


ControlClosing

Procurement

Plan Procurements ConductProcurements

Adm n sterProcurements

CloseProcurements



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DEVELOP PROJECT CHARTER

Develop Project Charter


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Develop a document that formally authorizes a project orphase

needs and expectations

Develop Project Charter Key Points

Establishes a partnership between performing

.

Approved project charterformally initiates the project.

Project are authorized by someone external to the project such as

, , . Project charter can be created by them or delegated to Project

Manager.




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Tools and Techniques

Expert judgment

Outputs

Project charter

Inputs

Project statement of

Business Case

Contract

Enterprise

Environmental factors

Organization process

assets




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Inputs - Develop Project Charter


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Project Statement of work (SOW)

Description of products or services to be delivered by

.

The SOW references:

Business need

Product scope description

Strategic plan

Business Case

standpoint to determine whether or not the

project is worth the required investment.




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Contract

A contract is an input if the project is being done for an

.


Government or industry standards

Marketplace conditions




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Organization Process Assets

Policies (e.g. safety & health policy, project management policy)

Forms

Lessons learned knowledge base

Historical information

Standards and guidelines


Tools & Techniques Develop Project


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Expert Judgment

Subject Matter Experts

Industry groups

ro ess ona an tec n ca assoc at ons

Stakeholders including customer or sponsor

PMO Other unit within organization


Outputs Develop Project Charter

Document that


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Project Charter

Issued by project initiator/sponsor (external to the project)

Document thatofficially

acknowledges theexistence of a

project.

Think about it Can a project exist without a charter?

Documents business needs and the new product serviceDeveloped by

corporate executiveor sponsor

or in other words the high level project requirements

Links the project to the ongoing work of the organization

Question What about client projects?

Defines theresponsibilities and

project manager andproject

The project charter provides the project manager with the

authority to use the budget and deploy the organizations


Project Charter Components



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Project title Introduction

Project manager and

his/herresponsibilities andlevels of authority

Basic needs of thework to be performed

Initial cost estimates Initial resource needsOrganizationalsupport needs

Project informationmanagement and

Approvals (corporateexecutive responsiblefor the creation of the


contro ocument externa to

the project)

Project Charter - Example


Project Charter -

Template.doc


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p



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Identify Stakeholders



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Identifying all people or organizations impacted by the projectDocumenting their interests, involvement, and impact on

Identify Stakeholders Key Points

It is critical for project success to identify the stakeholders

Develop a strategy to analyze their level of interest

and timing, expectations, importance and influence



T l d T h i O t tI t


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Stakeholder Analysis

Outputs

Stakeholder Register

Inputs

Project Charter

management strategy

documents

EnterpriseEnvironmental factors


assets




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Inputs - Identify Stakeholders


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Project Charter

Provides information about internal and external parties

Example : Sponsor, customers, team members, groups and

departments, and other organizations

Procurement Documents

based on an established contract.


Inputs - Identify Stakeholders

E i E i l F


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Organizational or company culture and structure

Organization Process Assets

Stakeholder register templates

Stakeholder registers from previous projects


Tools & Techniques Identify Stakeholders A technique ofsystematically gathering and analyzing quantitative &

qualitative information to determine whose interests should be taken into


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qualitative information to determine whose interests should be taken into

account throughout the project.

Ste 1: Identif all otential ro ect

stakeholders and relevant

information

Keep

SatisfiedManage

High D F

or support each stakeholder could

generate and classify them so as to

define an approach strategy.

Power A C G

Classification models like

Power/Interest grid,

Power/Influence grid etc can be

Keep

Informed

Monitor

(Minimum Effort)

B

E

.

Step 3: Assess how key stakeholder

are likely to react or respond in Sample grid showing classification model

InterestLow High


various situation

Tools & Techniques Identify Stakeholders


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Expert Judgment

.

Example:

SME in business or project area

Project Manager who have worked on projects in same area

Professional and Technical associations

individual consultations (one-to-one meetings, interviews, etc.)

a panel format (focus groups, surveys etc.)


Outputs Identify Stakeholders


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Contains all details related to identified stakeholders like

Role in

Nameon ac

InformationProject

n erna

ExternalCompany Impact Influence Main expectations

u e a ou

the projectMajor requirement

Stakeholder Management Strategy

Defines an approach to increase the support and minimize

negative impacts of stakeholder.

Common way of representing is by using stakeholder analysis matrix.

Stakeholder Stakeholder interest(s) in

the project

Assessment of impact Potential strategies for gaining

support or reducing obstacles



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DEVELOP PROJECT MANAGEMENT

PLAN

Develop Project Management Plan



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p j g

Process of documenting the actions necessary to define,prepare, integrate and coordinate all subsidiary plans

Develop Project Management Plan Key Points

Taking the results of other planning processes

and putting them into a consistent, coherent document

,

and closed

Documents the collection of outputs

This process results in a project management plan that is

updated and revised through the Perform Integrated change



Tools and Techniques OutputsInputs


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Expert Judgment

Outputs

Project Management

Inputs

Project Charter

planning processes

EnterpriseEnvironmental factors


assets




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Inputs - Develop Project Management Plan

Project Charter


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Project Charter

Output from planning processes

Organization structure and culture

PMIS

Government or industry standards Infrastructure (existing facilities and capital equipments)

Personnel administration



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Tools & Techniques Develop Project


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Expert Judgment

a or e process o mee pro ec nee s

Determine level of configuration management to apply on project

Determine resources and skill levels needed to perform project work

Develop technical and management details to be included in

project management plan


Outputs Develop Project Management


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Project Management Plan The formal, approved document integrating and consolidating all subsidiary

managemen p ans an ase nes use o manage con ro pro ec

execution

Includes the life cycle selected for the project and processes that will be.

Can be either summary level or detailed, and can be composed of one or more

subsidiary plans.

so nc u es,

Change management plan

Configuration management plan

Requirements management plan Process improvement plan


Outputs Develop Project Management Plan

Subsidiar Plans Pro ect Mana ement Plan


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Scope Management Plan

Schedule Management Plan

Quality Management Plan

Human Resource Plan

Communication Mana ement Plan

Risk Management Plan

Procurement Management Plan




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The project management plan contains scope, schedule, and costbaselines, against which the project manager will need to report project

per ormance.

Baseline created during planning.

Scope baseline

o The project scope statement, work breakdown

structure (WBS), and WBS dictionary

Schedule baselineo The agreed-upon schedule, including the start

and stop times

Cost baseline

o The time-phased cost budget

Deviations from baselines are often due to incomplete risk identification


and risk management.



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Project Management Plan Some Terms / Concepts


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Generally a system defined at the organizational level.

Used to notify team members / sub-contractors that they may begin work

.

Project Management Plan Approval

Since this is the document based on which project is executed it needs

a roval Sponsors and Stakeholders

Sign-offs needed


Project Management Plan Some Terms / Concepts

Kick off Meeting


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g

A meeting of all project parties (customers, sellers,

team, senior management, agencies, functional

management, sponsor) to make sure everyone is

familiar with the project.

It is a communications and coordination meeting to

make certain everyone is familiar with the details of the

project and people working on the project.

Held at the end of the planning process group before

beginning work on the project.



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Change Management Plan Change_Management_Plan_Template.doc


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Collect Requirements

o ec equ remen s ey o n s


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Requirements can be categorized into

Project Requirements

Business Requirements

Pro ect Mana ement

Requirements

Delivery Requirements etc

Product Requirements

requirements

Security requirements


er ormance requ remen s e c

Collect Requirements

Tools and Techniques OutputsInputs


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Interviews Requirements Project Charter

Facilitated Workshops

Group Creativity

Techniques

Requirements

Management Plan

Requirements

Group decision

making Techniques

Questionnaires and

Traceability Matrix

Surveys

Observations

Prototypes



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Tools & Techniques Collect Requirements


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Interviews Formal or Informal information discover from stakeholders

Performed by asking prepared and spontaneous questions and

recording responses

Often conducted one-on-one

ocus roups

Bring together prequalified stakeholders and subject

matter experts to learn about their expectations

A trained moderator guides the group through an interactivediscussion





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Bring cross functional stakeholders together to define product

This can build trust, foster relationship and improve communication

leading to increased stakeholder consensus

xamp e

Joint Application Development (JAD session)

Quality function deployment (QFD) session

Protot es

Working model of expected product before actually building it



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Questionnaires and Surveys


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Written sets of questions designed to

Observation

Viewing individual in their environment Job Shadowing

Participant observer performing process to uncover hidden

re uirement




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There is a need to balance stakeholders requirement

Some issue are so com lex the cannot be resolved b PM alone

Facilitate the resolution of competing requirement, consider:

business case, ,

project scope statement,

project constraints

What you can do:

Conflict resolution, team building, meeting, problem solving skills,

escalation a roval from stakeholder

Stakeholder request to do or add something that is not related to the



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Outputs Collect Requirements


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Requirements ManagementPlan

Documents how requirements

will be analyzed, documented

and Managed

Includes,

Planned, tracked and reported

activities

Configuration management

activities

Requirements Prioritization

ro uc e r cs anTraceability Structure etc.


Outputs Collect Requirements


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Requirements TraceabilityMatrix

Links requirements to their

origin and traces the

requirements to

Business need

opportunities, goals,

objectives

scope, pro uct es gn

Product development,

test strategy and test

,



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Tools & Techniques Define Scope

Expert Judgment


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Use of experts to develop scope statement

Example

Other units of Organizations, consultants, Stakeholders,

Professional and technical associations, Industry groups, Subject

Product Analysis

Methods used to translate project objectives into tangible requirements

and deliverables

Example

Product breakdown Structure systems engineering, systems analysis

value engineering, value analysis, functional analysis



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Outputs Define Scope Scope_Statement_Template.doc


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Outputs Define Scope

Project Document Updates


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Updates to

Stakeholder Register

Requirements Documentation

Requirements traceabilitym a r x



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Create WBSCreate WBS

rocess o su v ng pro ec e vera es an ro ec wor

into Smaller and more manageable components


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Deliverable-oriented hierarchal decomposition of work to be

executed by project team to accomplish project objectives

Develops common understanding of the project scope

Each descending level provides more detailed description of the

Items at lowest level of WBS are called work-packages

A work package can be scheduled, cost estimated, monitored

an con ro e

WBS does not show dependencies. Dividing work package into

activities is part of the time management process (Define


Activities)

Create WBS


D iti

Outputs

WBS

Inputs

P j t S


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Decomposition WBS Project Scope

Scope baseline

Project document

updates

Requirement

Documentation

Organizational

Process Assets



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Inputs - Create WBS

Project Scope Statement Described earlier


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Requirement Documentation Described earlier


Tools & Techniques Create WBS

Decomposition


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Decomposition is the subdivision of project deliverables into

,

deliverables are defined to the work package level

The work package level is lowest level in WBS, and is the point at

estimated and managed

Activities in Decomposition

en y an ana yze e e vera es an re a e wor

Structuring and organizing the WBS

Decomposing to the required detailed level

eve op ng an ass gn ng co es or componen s

Verify the sufficiency of degree of decomposition



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Outputs Create WBS

Work Breakdown Structure (WBS) Example 2


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Outputs Create WBS

Work Breakdown Structure (WBS) Example 3


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Outputs Create WBS

Work Breakdown Structure - Characteristics


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Outputs Create WBS WBS Dictionary : Supporting document containing details of WBS

components. It includes (but not limited to) :

Code of account identifier Cost estimates


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Code of account identifier Cost estimates

Responsible organization

List of schedule milestone

Acceptance criteria

Resource required

Associated schedule activities Contract Information



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Approach to answering Exam Questions

Techniques


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Techniques Read the uestion

first

Use yourbrain


Approach to answering Exam Questions

Techniques


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Techniques Bottom u

approach

Day 1 - Project Management Methodology With PMP Exam Preparation Ver 1

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Transcript of Day 1 - Project Management Methodology With PMP Exam Preparation Ver 1