PMP-V5 Chapter 1
Transcript of PMP-V5 Chapter 1
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PMP Preparation Course
CH 1
By
Eng. Islam ElzayatMBA,PMP,MCT
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Agenda
• Purpose of the PMBOK® Guide
• What is a Project?• What is Project Management?
• Relationships Among Portfolio, Program,Project, and Organizational ProjectManagement.
• Relationship Between Project, Operations,
and Organizational Strategy.• Business Value.
• Role of the Project Manager.• Project Management Body of Knowledge.
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Why?
• Better control of financial, physical, andhuman resources
• Improved customer relations
•
Shorter development times• Lower costs
• Higher quality and increased reliability
• Higher profit margins
• Improved productivity• Better internal coordination• Higher worker morale (less stress)
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Building Professional in Project
Management
Project Management Institute
• Established in 1969 and headquarteredoutside Philadelphia, Pennsylvania USA
,the Project Management Institute (PMI) isthe world’s leading non-for-projectmanagement professional association
with over 260,000 members in more than171countries and 180,000 PMP’sworldwide.
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What is a Project ?
• A Project is a temporary endeavorundertaken to create a unique, product,service, or result.
•Temporary endeavor with a beginningand an end.
• Creates unique product, service or result.
• Is Progressively Elaborated. – Distinguishing characteristics of each unique
project will be progressively detailed as theproject is better understood.
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Another definition of a Project
• "A project is a finite endeavor - havingspecific start and completion dates -undertaken to create a unique productor service which brings about beneficial
change or added value. This finitecharacteristic of projects stands in sharpcontrast to processes, or operations,which are permanent or semi-
permanent functional work torepetitively produce the same product orservice."
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What is Project Management?
• The application of knowledge, skills,tools and technique to projectactivities to meet project requirements
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Managing Projects
Managing a project includes:
• Identifying requirements.
• Establishing clear and achievable
objectives.• Balancing the competing demand of
quality, scope, time and cost.
• Addressing the various needs, concerns,
and expectations of the stakeholders inplanning and executing
• the project
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Project Management Constrains
Resources
Scope
Risk
Time Qualitys
R
QT
R
PROJECT
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Program management
A program is defined as a group of relatedprojects, subprograms, and program activities
managed in a coordinated way to obtain
benefits not available from managing themindividually.
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Program management
focuses on the project interdependenciesand helps to determine the optimal
approach for managing them.
• Resolving resource constraints and/orconflicts that affect multiple projectswithin the program,
• Aligning organizational/strategicdirection that affects project andprogram goals and objectives, and
• Resolving issues and changemanagement within a sharedgovernance structure.
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A portfolio refers to projects, programs,sub-portfolios, and operations managed
as a group to achieve strategic
objectives.
The projects or programs of the portfoliomay not necessarily be interdependent
or directly related
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Portfolio Management
Infrastructure firm that has the strategicobjective of
“maximizing the return on itsinvestments” may put together a
portfolio that includes a mix of projectsin oil and gas, power, water, roads, rail,
and airports
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Projects and Strategic Planning
• Market demand
• Strategic opportunity/business need
•
Social need• Environmental consideration
• Customer request
• Technological advance• Legal requirement
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Project Management Office
is a management structure that standardizesthe project-related governance processes
and facilitates the sharing of resources,
methodologies, tools, and techniques.The responsibilities of a PMO can range from
providing project management supportfunctions to actually being responsible for the
direct management of one or more projects
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PMO is to support project
managers in• Managing shared resources across all projects
administered by the PMO.
• Identifying and developing projectmanagement methodology, and standards.
• Coaching, mentoring, training.
• Monitoring project management standards,policies, procedures.
•
Developing templates, and other shareddocumentation
• Coordinating communication across projects.
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Relationship Between ProjectManagement, Operations
Management, and Organizational
Strategy
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Operations and Project
Management
Projects can intersect with operations atvarious points during the product life
cycle, such as:
• At each closeout phase• When developing a new product,
upgrading a product, or expanding
outputs• While improving operations or the
product development process
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Operational Stakeholders in
Project Management • Plant operators• Manufacturing line supervisors• Help desk staff• Production system support analysts• Customer service representative• Salespersons• Maintenance workers• Telephone sales personnel• Call center personnel
• Retail workers• Line managers• Training officers.
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Business Value
Business value is a concept that isunique to each organization. Businessvalue is defined as the entire value of
the business; the total sum of all tangibleand intangible elements
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Role of the Project Manager
• The project manager is the person assignedby the performing organization to lead theteam that is responsible for achieving theproject objectives.
• The role of a project manager is distinct froma functional manager or operations manager.Typically the functional manager is focusedon providing management oversight for
functional or a business unit, and operationsmanagers are responsible for ensuring thatbusiness operations are efficient.
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Interpersonal Skills
of a ProjectManager
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Contact ME
/imz199
@islamelzayat
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