Project Management Professional (PMP)_General_Part I

8/2/2019 Project Management Professional (PMP)_General_Part I

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Initiating Planning Executing Monitoring&Control. Closing

4.Integration 4.1Develop 4.2DevelopProject 4.3Direct&Manage Project 4.4Monitor&ControlProject 4.6CloseProject or

ProjectManagementProcessGroups

ProjectCharter Management Plan Execution Work

4.5 PerformIntegrated

ChangeControl

Phase

5.Scope 5.1CollectRequirements5.2DefineScope

5.3CreateWBS

5.4VerifyScope

5.5ControlScope

6

5

6.Time 6.1DefineActivities6.2 SequenceActivities

6.3Estimate

Activity

Resources

6.4EstimateActivity

Durations

6.5 DevelopSchedule

6.6ControlSchedule

6

s

7.Cost 7.1EstimateCosts7.2Determine Budget

7.3ControlCosts

8.Quality 8.1PlanQuality 8.2Perform QualityAssurance 8.3Perform QualityControl

9.Human 9.1DevelopHuman 9.2 AcquireProjectTeam

3

edg

eArea

3

Resourcesesources an . eve op ro ec eam

9.4ManageProjectTeam

10.Communication 10.1 IdentifyStakeholders

10.2PlanCommunications 10.3DistributeInformation

10.4ManageStakeholders

Expectations

10.5ReportPerformance

11.Risk 11.1 PlanRisk 11.6 Monitor&ControlRisks

5

4

Knowl

Management11.2IdentifyRisks

11.3PerformQualitative

RiskAnalysis

11.4PerformQuantitative

RiskAnalysis

11.5PlanRiskResponses

6

12. Procurement 12.1PlanProcurements 12.2ConductProcurements 12.3Administer Procurements 12.4CloseProcurements

2

4

20 8 10 2 42


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MaslowsHierarchyofNeeds &

HerzbergsMotivationHygieneTheory


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TheoryX: ManagerswhoaretheExpectancyTheory Theexpectationofa

AchievementTheory Peopleare

proponentsofTheoryXwillALWAYS

assumetheir

workers

are

lazy

and

arereluctanttowardsworking.Thus

managersneedtocontinuously

positiveoutcomedrivesmotivation

motivatedbytheneedofthreethings:

Achievement Power Affiliation

enforce,monitorandcracktheir

whipontheseworkers.

Inthemiddle:ContingencyTheory

TheoryY: managersarethe

completeopposite.Theywillalways

assumethebestoutoftheir

employees,seeing

these

people

as

independent,reliableandself

drivenemployees.Encouragement

andmotivationisthewaytogo.

PunishmentPower ExpertPower LegitimatePower


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1.3 Structure of the Code

The Code of Ethics and Professional Conduct is divided into sections that contain standards of conduct which are aligned with the four values thatwere identified as most important to the project management community. Some sections of this Code include comments. Comments are notmandatory parts of the Code, but provide examples and other clarification. Finally, a glossary can be found at the end of the standard. The glossarydefines words and phrases used in the Code. For convenience, those terms defined in the glossary are underlined in the text of the Code.

1.4 Values that Support this Code

Practitioners from the global project management community were asked to identify the values that formed the basis of their decision making andguided their actions. The values that the global project management community defined as most important were: responsibility, respect, fairness,and honesty. This Code affirms these four values as its foundation.1.5 Aspirational and Mandatory Conduct

Each section of the Code of Ethics and Professional Conduct includes both as irational standards and mandator standards. The as irational.standards describe the conduct that we strive to uphold as practitioners. Although adherence to the aspirational standards is not easily measured,conducting ourselves in accordance with these is an expectation that we have of ourselves as professionalsit is not optional.

The mandatory standards establish firm requirements, and in some cases, limit or prohibit practitioner behavior. Practitioners who do not conductthemselves in accordance with these standards will be subject to disciplinary procedures before PMIs Ethics Review Committee.

Comment: The conduct covered under the aspirational standards and conduct covered under the mandatory standards are not mutually exclusive;that is, one specific act or omission could violate both aspirational and mandatory standards.


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EthicsComplaints

2.3.3

Webring

violations

of

this

Code

to

the

attention

of

the

appropriate

body

for

resolution.

2.3.4Weonlyfileethicscomplaintswhentheyaresubstantiatedbyfacts.

Comment:Theseprovisionshaveseveralimplications.WecooperatewithPMIconcerningethicsviolationsandthecollectionofrelatedinformationwhetherwe

areacomplainantorarespondent.Wealsoabstainfromaccusingothersofethicalmisconductwhenwedonothaveallthefacts. Further,wepursuedisciplinary

actionagainstindividualswhoknowinglymakefalseallegationsagainstothers.

2.3.5Wepursuedisciplinaryactionagainstanindividualwhoretaliatesagainstapersonraisingethicsconcerns.

CHAPTER3. RESPECT

3.1 DescriptionofRespect

Respectisourdutytoshowahighregardforourselves,others,andtheresourcesentrustedtous.Resourcesentrustedtous mayinclude people,money,

re utation,thesafet ofothers,andnaturalorenvironmentalresources.

Anenvironmentofrespectengenderstrust,confidence,andperformanceexcellencebyfosteringmutualcooperation anenvironmentwherediverse

perspectivesandviewsareencouragedandvalued.

3.2Respect:

Aspirational Standards

Aspractitioners int eg o a projectmanagementcommunity:

3.2.1Weinformourselvesaboutthenormsandcustomsofothersandavoidengaginginbehaviorstheymightconsiderdisrespectful.

3.2.2Welistentootherspointsofview,seekingtounderstandthem.

3.2.3Weapproachdirectlythosepersonswithwhomwehaveaconflictordisagreement.

3.2.4Weconductourselvesinaprofessionalmanner,evenwhenitisnotreciprocated.

Comment: Animplicationoftheseprovisionsisthat weavoidengagingingossipandavoidmakingnegativeremarkstoundermineanotherpersonsreputation.

We also have a dut under this Code to con ront others who en a e in these t es o behaviors.

3.3Respect:MandatoryStandards

Aspractitioners intheglobalprojectmanagementcommunity,werequirethefollowingofourselvesandourfellowpractitioners:

3.3.1Wenegotiateingoodfaith.

3.3.2Wedonotexercisethepowerofourexpertiseorpositiontoinfluencethedecisionsoractionsofothersinordertobenefitpersonallyattheirexpense.

3.3.3Wedonotactinanabusivemanner towardothers.

3.3.4Werespectthepropertyrightsofothers.


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APPENDIXB

.

AbusiveManner.

Conduct

that

results

in

physical

harm

or

creates

intense

feelings

of

fear,

humiliation,

manipulation,

or

exploitation

in

another

person.

ConflictofInterest. Asituationthatariseswhenapractitionerofprojectmanagementisfacedwithmakingadecisionordoingsomeactthatwill benefitthe

practitioneroranotherpersonororganizationtowhichthepractitionerowesadutyofloyalty andatthesametimewillharmanotherpersonororganizationto

whichthepractitionerowesasimilardutyofloyalty.Theonlywaypractitionerscanresolveconflictingdutiesistodisclosetheconflicttothoseaffectedand

allowthemtomakethedecisionabouthowthepractitionershouldproceed.

DutyofLoyalty. Apersonsresponsibility,legalormoral,topromotethebestinterestofanorganizationorotherpersonwithwhomtheyare affiliated.

ProjectManagement

Institute

[PMI]. The

totality

of

the

Project

Management

Institute,

including

its

committees,

groups,

and

chartered

components

such

as

chapters,colleges,andspecificinterestgroups.

PMIMember. ApersonwhohasjoinedtheProjectManagementInstituteasamember.

PMISponsoredActivities. Activitiesthatinclude,butarenotlimitedto,participationonaPMIMemberAdvisoryGroup,PMIstandarddevelopmentteam, or

anotherPMIworkinggrouporcommittee.ThisalsoincludesactivitiesengagedinundertheauspicesofacharteredPMIcomponent organizationwhetheritis

inaleadershiproleinthecomponentoranothertypeofcomponenteducationalactivityorevent.

Practitioner. Aperson

engaged

in

an

activity

that

contributes

to

the

management

of

aproject,

portfolio,

or

program,

as

part

of

the

project

management

profession.

PMIVolunteer. ApersonwhoparticipatesinPMIsponsoredactivities,whetheramemberoftheProjectManagementInstitute ornot.


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PhaseEndingReviews:PhaseExits,PhaseGates,KillPoints

ProjectPhasesnot equaltoProjectManagementProcessGroups

Tailorin : PM & Pro ect Team are res onsible for determinin which rocesses within each rocess rou are a ro riate for the

projectyouareworkingon.

IterativeProcess:Goingbackthroughtheprocessgroups.

Tool&Techniques Usuallyrequireactionofsomesort.

Outputs Usuallyintheformofadeliverable,measured,tangibleorprovable.

ThePlanDoCheckActcycleisanunderlyingconceptthatshowstheintegrativenatureoftheprocessgroups.

SteeringCommittee:Groupoffolkscomprisingseniormanagersandsometimesmiddlemanagerswhorepresenteachofthe

functionalareasoftheorganization.

MathematicalModels=ConstrainedOptimizationMethods Uselinear,dynamic,integer,nonlinear,and/ormultiobjectiveprogrammingintheformofalgorithms.

DevelopProjectManagementPlan:

S Specific

M Measureable

A Accurate

R Realistic

&

Tangible

T Timebound

PurposeofPMPlan:Howtheprojectisexecuted,monitored&controlandclosed

DesignofExperiments(DOE) Statisticaltechniquethatidentifiestheelementsorvariablesthatwillhavethegreatesteffect on

overallprojectoutcomes.Itgivesyoureastatisticalframeworkthatallowsyoutochangealltheimportantvariablesatonce

insteadofchangingoneatthetime.

Crosby=Zerodefects&preventionorreworkresults.Doitrightthefirsttime.

Juran =Fitnessforuse,conformance.Stakeholders&customersexpectationsaremetorexceeded.

Deming=Qualityisamanagementproblem.

TQM=Qualitymustbemanagedinandmustbeacontinuousprocess.

SixSigma=Measurementbasedonstrategy;nomorethan3.4defectsperMillion.

Keizen =Continuousimprovement,improvequalityofpeoplefirst.

.

QualityMetrics=Describeswhat&how isbeingmeasuredbythePQC(PerformQualityControl)process.

ProgressiveElaboration=Projectdevelopedonsteps.


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PMO=Dependingofthecompany,providesconsolidatedreportingacrossthecompany.

PMSystem=Setoftools,methodology,techniques,resourcesandprocedurestomanagetheproject.

, .

ReserveAnalysis. Reservetime=buffer=contingencytime

1StandardDeviation=68.26%





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CPM mana es the total float of schedule networks aths whereas critical chain mana es buffer activit durations & resources.

Projectcalendars concernalltheresourcesinvolvedintheproject&specifytheworkingperiodfortheseresources. Theylookata

particularresourceorgroupsofresourcesandtheiravailability.

ScheduleModel Usetocreateprojectschedulemodel.

CostAggregation Theprocessoftallyingthescheduleactivitycostestimatesattheworkpackagelevel&thentotalingthework

packagelevelstohigherlevelWBScomponentlevels.

FundingLimitReconciliation Involvesreconciliationoftheamountoffundsspentwiththeamountoffundsbudgetedforthe

project.

CostBaseline Theexpectedcostoftheprojectanditisusedtomeasureperformance.

Resolvingconflict:

Forcing winlosesituation Doitmyway

omprom se now nno ose n m egroun ose ose

Confrontation winwinsituation lookatthefacts,analyzethemandfindsolution

Withdrawal/Avoidance loselosesituation

Smoothing Emphasizetheagreements loselose

FaitAccompli

an

irreversible

accomplishment

Force Ma eure A owerful & unex ected event such as hurricane or other disaster

Depreciation:

Straightlinedepreciation

Double decliningbalance

Sumofyeardepreciation

WBS nolessthan8,nomorethan80

Perform

Quality

Assurance

Quality

management

process

you

use

to

make

certain

the

project

satisfies

the

quality

standards

laid

out

intheprojectmanagementplan.

ProcessAnalysis Looksatprocessimprovementfromanorganizational&technicalperspective.

ConfigurationManagement Involvesidentifyingthephysicalcharacteristicsoftheproductoftheproject,controllingchangesto

thesecharacteristics, &documentingchangestoverifythatrequirementsaremet.

,

performancebaseline.


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nanc a

a cu at ons

FuturevalueFuturevalue(FV)referstotheamountofmoneythataninitialamount(PV)willgrowtooversomeperiodoftime(n)atagiven

interestrate(i).

Therearetwoalternativemethodsofcalculatin interestontheinitialamount.Thesearesim leinterestandcom oundinterest.

SimpleinterestThe

borrower

pays

the

lender

interest

at

regular

periods

within

the

term

of

the

loan

plus

the

principal

and

asingle

interest period

paymentattheendoftheterm.Inthiscaseinterestaccruesonlyontheoriginalprincipalsumanddoesnotcompound.

Thesimpleinterestformulacanbeexpressedas:

=wherePVistheamountofthepresentorcurrentvalue

i istheinterestrate

tisthenumberofperiods

Compoundinterest

Theborrowerpaysthelenderasinglesumattheendoftheloanterm.Thissumincludestheoriginalprincipalplusinterest on

accumulatedinterestfrompreviousperiods.

Itshouldbenotedthatcompoundinterestissimplyarepeatedapplicationofsimpleinteresttothenewprincipalamount.In orderto

makeacompoundinterestcalculationreasonablyquicklyitisnecessarytousethefollowingformulawhichconsiderablyreducesthe

calculationsinvolvedintheprecedingexample:

FV

=

PV 1+WhereFVisthefuturevaluePVisthepresent/currentvalue

i =interestrate

t=numberofperiods

Presentvalue

PV=FV/(1+i)

t


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Netpresentvalue (NPV)isastandardmethodforfinancialevaluationoflongtermprojects.Usedforcapitalbudgeting,andwidely

, , , .

definition:

NPV=Present

value

of

cash

inflows

Present

value

of

cash

outflows

(or

minus

initial

investment

in

most

of

the

cases

AlternativeCapitalBudgetingMethods

paybackperiodwhichmeasuresthetimerequiredforthecashinflowstoequaltheoriginaloutlay.Itmeasuresrisk,notreturn.

costbenefitanalysiswhichtriestoincludeissuesotherthancash.

realoptionmethodwhichattemptstovaluemanagerialflexibilitythatisassumedawayinNPV.

InternalRateofReturn (IRR):whichcalculatestherateofreturnofaprojectwithoutmakingassumptionsaboutthereinvestmentofthe

cashflows(henceinternal)

ModifiedInternalRateofReturn similartoInternalRateofReturn,butitmakesexplicitassumptionsaboutthereinvestmentofthecash

flows.Sometimes

called

Growth

Rate

of

Return

Formula

Eachcashinflow/outflowisdiscountedbacktoitsPV.Thentheyaresummed.Therefore

Where

t thetimeofthecashflow

n thetotaltimeoftheproject

r e scoun ra e

Ct thenetcashflow(theamountofcash)atthatpointintime.

C0 thecapitaloutlayatthebeginningoftheinvestmenttime(t=0)


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InternalRateofReturn

Theinternalrateofreturn (IRR)isacapitalbudgetingmethodusedbyfirmstodecidewhethertheyshouldmakelongterminvestments.

e s ere urnra ew c can eearne on e nves e cap a , .e. ey e on e nves men .

AprojectisagoodinvestmentpropositionifitsIRRisgreaterthantherateofinterestthatcouldbeearnedbyalternativeinvestments

(investingin

other

projects,

buying

bonds,

even

putting

the

money

in

abank

account).

The

IRR

should

include

an

appropriate

risk

premium.

MathematicallytheIRRisdefinedasanydiscountratethatresultsinanetpresentvalueofzeroofaseriesofcashflows.

In eneral if the IRR is reater than the ro ects cost of ca ital or hurdle rate the ro ect will add value for the com an .

Methodology

Tofindtheinternalrateofreturn,findtheIRRthatsatisfiesthefollowingequation:

Example:

YearCashflow

0 100

1+120

i =interest

rate

in

percent

NPV= 100+120/[(1+i)^1]

CalculationofIRR:

NPV=0

100+120/[(1+IRR)^1]=0

IRR

=

20%


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Workaround=Unplannedresponsetoanegativeriskevent.

ConfigurationManagementSystems=Documentedproceduresthatdescribetheprocessforsubmittingchangerequests,the

processes or rac ngc anges e r spos on processes or e n ng eapprova eve s oraccep ng eny ngc anges.

CCB=ConfigurationControlBoard

RunCharts

=Show

Variations

Threetypesofvariations:Random,Knownorpredictable&alwayspresent.

Whenaprocessisincontrol,itshouldnotbeadjusted. Itisoktochangetheprocesstobringaboutimprovement,butitshould

not be ad usted.

ScopeVerification:Formalizestheacceptanceoftheprojectscope&itisprimarilyconcernedwiththeacceptanceofworkresults.

ScopeVerification=Acceptingworkresults

PerformQualityControl=Checkingforcorrectworkresults.

Warranty

not

part

of

the

projectWBSdeliverableoftheScope DevelopmentPhase

ProjectCharterdeliverableoftheConceptPhase

RollingWavePlanning=Progressivedetailing

PM&PMteamresponsiblefortheProjectPlan.

TheProjectPlanisnotaPerformancemeasurementbaseline

Constrains=Factorsthatmaylimittheprojectoptionsorimpactotheraspectsoftheprojectperformance.

.

Execution most

of

the

budget

and

time

spent

there.

WorkAuthorizationSystem Authorizestheworkandisformal.

TherecanbemorethanoneScopeChangeControlBoard.

OpportunityCost=Thecostofgivingsomethingtogainanother.

Whenevaluatin anew ro ectincludeO ortunit Cost,notincludeSunkcost mone alread s ent .

ProductAnalysis=Productbreakdownanalysisengineering(breakdownintocomponentparts).

ValueEngineering=Findlessexpensiveways.

Value

Analysis

=

focus

on

cost

performanceContractualWBS(CWBS)=Usedtodefinethelevelofreportingthatthesellerwillprovidetothebuyer.Includelessdetail


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OrganizationalBreakdownStructure(OBS)=Usedtoshowwhichworkcomponenthavebeenassignedtowhichorganizationalunits.

ResourceBreakdownStructure(RBS)=Workcomponentsareassignedtoindividuals.

, .

CostAccount=Onelevelabovetheworkpackage.

ScopeVerification

=Everybody

agrees

and

it

should

be

done

continuously.

EVthebesttoverifytheprojectstatus.

Asleveloftechnologyincreasesalsoriskincreases.

Verification=customeracceptance Quality=conformancetospecs.

Outputofscopeverification=Formalacceptance.

Criticalpathcanhaveslack.

Negativeslack youarebehindschedule.

Dummyactivity=interdependencywithzeroduration,butitcanchangethecriticalpath.

Slackorfloat=Amountoftimebeforeprojectisdelayed.

Lag=mandatorywaittime.

LeadTime=howcanweaccelerateasuccessortask.

DiminishingReturns=Asyouaddresourcesyougetlessofreturns.

ResourceLevelingtypicallyincreasesscheduleduration.

UsuallyResourceLevelingaddstime,reverseresourceallocation.

= . .

schedulerisk.

Add

activity

buffers

for

random

risk.

Networks: PERT,CPM,PDM IDcriticalpath,projectduration,activitysequences,etc.showhowtoprotectactivities&howevents

relate.

Barchart weakplanningtool,goodforprojectprogressreporting,nologicalrelationships,easytoread.

Milestonechart showsignificantevents,zeroduration,communicatesstatus.

Heuristicscheduling(RuleofThumb) Investigativetechnique,i.e.neverput3peopleinajob.


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ResourceGanttChart Wheneachresourceisscheduledpertask

LearningCurveisaparametrictool.

OrderofMagnitude:+50%to 50%

BudgetEstimate:

+25

%

to

10

%

DefinitiveEstimate:+10%to 10%

LawofDiminishingReturns Extracostvs.extrarevenue moreresourceslessresults

ContingencyReserves Reduceriskofoverrunsinmeetingobjectives.

ManagementReserves Forunknowns

Depreciationofcapital awayofspreadingthecostofanassetoverthetimeisbeingused.

CostManagement Howwearegoingtomanagevariances(scopechanges).

EarnedValue Measurescostvs.scheduleperformancewithmoney.Awaytomeasurethestatusoftheproject.

EarnedValue Usedwhenahighdegreeofaccuracyisrequired. Whenmilestonesaretooinfrequenttousescheduleevaluation.Onprojectswithoverlappingprojectphaseswheretherearefewconvenientplaceswheremilestonescanbeplaced.

TheScurvetellsyouatglancethestatusoftheproject.

GoldPlating Givingthecustomermorethantheywant.

QualityControl Somebodyislookingoverourshoulders.

QualityAssurance Weareresponsible Selfcontrol Takeresponsibilityforourownwork.

. . . , , , .

Standard A

guideline

that

has

the

authority

of

sanction

body.

Benchmarking Ithastwostepprocess 1.Identifywhatotherpeopleisdoing.2.Wecopiedthem&implemented.

Workflowdiagram howphysicalmaterialflow.

QualityAudits Formalevaluationhowqualityisdoing.

Everyoneperformingtheworkisresponsibleforquality.

Sampling Lessexpensive,smallerstaff,quickdecisions.Maybewrong,Itcouldbedestructive.

StandardDeviation Itgetssmallerassamplesizeincreases.


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SixSigma Zerodefects

Thetemporarynatureofprojects thepersonalandorganizationalrelationshipsaretemporaryandnew.

.

Deadlinesandtechnicalissuescauseconflicts.

Thestrongest

motivation

its

recognition.

Communications Barriers Unclearcomm.Channels,Physicaldistance,technicallanguage.Badattitudes,blockers.

Contractclosurecomesbeforetheadministrationclosure.

Thesponsorowntheprojectrisk.

ThePMmanage&informabouttherisk.

Wedonotmitigateallrisk. Riskishighestatthebeginningoftheproject.

Specification Theprecisedescriptionoftheproductorservice.

Projectteamcreatesthespecs.

Unilateralcontract purchaseorder

Bilateralcontract Ithasbids,quotes,RFP.

Statementofwork Describesthework. Astatementthatletscontractorsknowiftheycansatisfythebid.

ThebenefitsofmultipleiterationsinthePMare:Revalidationofproject,replantheproject,introduceimprovements.

QualitativeAnalysis Focusontherightrisks

QuantitativeAnalysis Reservedforhighrisks.Usesnumericrating.i.e.MonteCarloSimulation,DecisionTree.

IntroductionBusinessobjective

Preliminarycost/benefit

Getformalapproval

PreliminaryScopeStatement:

Currentsituation

Projectrequirements

Projectschedule

Assumptions/constrains


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Assumption Availabilityofakeyproduct

ThemostdifficultofDirect&manageexecution coordinateandintegrateallprojectelements.

Topdownestimate=analogousestimate

Reserveanalysis

=considers

schedule

risk.

Attributes measurementsthatdetermineiftheresultsareeitherconformingornonconforming.

Decisionmodels=mathematicalmodels.

Mandatorydependency Hardlogic

Discretionarydependency usuallybaseonbestpractices&aredefinedbytheprojectteam.

PerformQualityAssurance Provideafoundationforbringingaboutcontinuousimprovements.

PERTusesweightedaveragedurations CPMusesmostlikelyduration.

ContractAdministrationProcess monitorthevendor&ensureallrequirementsaremet.

TrendAnalysis

Mathematical

technique

used

to

forecast

the

projects

outcome

based

on

historical

info.

Qualitymetrics=anoperationaldefinitionthatdescribeswhatisbeingmeasured&howitwillbemeasuredbythePerformQuality

controlprocess.

ConstrainsintheHRPlanningProcess OrganizationalStructures,CollectiveBargainsAgreements&economicconditions

Readerfiltermessagesusingculture,knowledge,language,geographicallocation,emotion&attitudes.

Objectives arequantifiablecriteriausedtomeasureprojectsuccess.

Designof

Experiments

(DOE)

it

equips

you

with

astatistical

framework

that

allows

you

to

change

all

the

important

variablesatonceinsteadofchangingonevariableatatime.


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ProjectManagementistheapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiestomeetheprojectrequirements.

accurateestimatesbecomeavailable.Itallowsaprojectmanagementteamtomanagetoagreatlevelofdetailastheprojectevolves.

Portfoliois

acollection

of

projects

or

programs

and

other

work

that

are

grouped

together

to

facilitate

effective

management

of

thatworktomeetstrategicbusinessobjectives. PortfolioManagementisthecentralizedmanagementofonemoreportfolios,whichincludesidentifying,prioritizing,

authorizing,managing,andcontrollingprojects,programs,andotherrelatedworktoachievespecificstrategicbusiness.

Programisdefinedasagroupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailableformmanagingthemindividually.

ProgramManagementisdefinedasthecentralizedcoordinatedmanagementofaprogramtoachievetheprogramsstrategicobjectivesandbenefits.

Projectsaretypicallyauthorizedasresultof:

MarketDemand

StrategicOpportunity/BusinessNeed

CustomerRequest

TechnologicalAdvance

LegalRequirements

BusinessCase(inputto4.1DevelopProjectCharter):

Marketdemand

Organizationalneed

Customerrequest

Technologicaladvance

Legalrequirements

Ecologicalimpacts

Socialneed


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AProjectManagementOffice(PMO)isanorganizationbodyorentityassignedvariousresponsibilitiesrelatedtothecentralized

andcoordinatedmanagementofthoseprojectsunderitsdomain.

Operationsareanorganizationalfunctionperformingtheongoingexecutionofactivitiesthatproducethesameproductofprovide

arepetitiveservice.

ProjectManager

characteristics:

Knowledge,

Performance

and

Personal

AProjectLifeCycleisacollectionofgenerallysequentialandsometimesoverlappingprojectsphaseswhosenameandnumberare

determinedbythemanagementandcontrolneedsoftheorganizationororganizationsinvolvedintheproject.Itprovidesthe

.

Impactof

Variable

Based

on

Project

Time


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AProductLifeCycleconsistsofgenerallysequential,nonoverlappingproductphasesdeterminedbythemanufacturingand

controlneedoftheorganization.

ProjectPhasesaredivisionswithinaprojectwhereextracontrolisneededtoeffectivelymanagethecompletionofamajor

deliverable. Aprojectphaseisnot aProjectManagementProcessgroup.

Tailoring Determiningwhichprocesswithineachprocessgroupareappropriatefortheprojectyouareworkingon.

ProjectGovernanceprovidesacomprehensive,consistentmethodofcontrollingtheprojectandensuringitssuccess.

PhasetoPhaseRelationships:

SequentialRelationship

OverlappingRelationship

IterativeRelationship Usefulinlargely,undefined,uncertain,orrapidlychangingenvironmentssuchresearch.

Influenceson

Projects


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AProcessisasetofinterrelatedactionsandactivitiesperformedtoachieveaprespecifiedproduct,result,or

service.

ProjectProcesses:ProjectManagementProcesses&ProductOrientedProcesses.

ProjectManagement

Process

Groups

StatementofWork(SOW)isanarrativedescriptionofproductsorservicestobedeliveredbytheproject.

TheSOWreferences:

BusinessNee

ProductScopeDescription

StrategicPlan

Project Management Professional (PMP)_General_Part I

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