Project management profestional 01 intro PM framework

Session Objective Understand the growing need for better project management  Explain what a project is, provide examples of projects, list various attributes of  Explain what a proje

Welcome to PMP Exam Preparation

Introduction

Project Management Institute

Building Professional in Project Management

Project Management Institute

 Established in 1969 and headquartered outside Philadelphia, Pennsylvania

USA ,the Project Management Institute (PMI) is the world’s leading

non-for-project management professional association with over 200,000 members

and 180,000 PMP’s worldwide.

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PMP EXAM???????

1) How should I apply?

I am Confused

1) How should I apply?

2) I don’t know If I am eligible?

3) What kind of questions we get in exams?

4) My friends told me it is really tough?

5) I am from a construction industry and there are people from IT in

my class how will put learning’s back to my work place

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my class how will put learning’s back to my work place

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Training & Exam Details

 Refer Flowchart

 Refer Flowchart

Types of Questions

 Situational Questions

 Situational Questions

 Questions with two or more right answers

 Questions with extraneous information

 Out of the blue questions



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 Questions where understanding is important

 Questions with new approach to known topic.

Ground rules for this training program

 On Time all the Time

 On Time all the Time

 Tolerance Limit - 10 Minutes / 80% of the class strength

 Interactive Class

 Everyone has to participate

 No Criticism

 Bring Highlighter

 Keep an open mind & do not always link the concepts with your job

 Should complete the given exam in the class/by next class

The Project Management Framework

Section I

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The Project Management Framework

The Project Management Framework

CHAPTER 1

Introduction

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Session Objective

 Understand the growing need for better project management

 Explain what a project is, provide examples of projects, list various attributes of

 Explain what a project is, provide examples of projects, list various attributes of

projects, and describe the triple constraint of projects

 Describe project management and discuss key elements of the project management

framework, including project stakeholders, the project management knowledge areas,

common tools and techniques, and project success

 Discuss the relationship between project, program, and portfolio management and

the contributions they each make to enterprise success

 Understand the role of the project manager by describing what project managers do,

what skills they need, and what the career field is like for information technology

what skills they need, and what the career field is like for information technology

project managers

 Describe the project management profession, including its history, the role of

professional organizations like the Project Management Institute, the importance of

certification and ethics, and the advancement of project management software

 Many organizations today have a new or renewed interest in

project management.

 The U.S spends $2.3 trillion on projects every year, or one-quarter of its gross

domestic product, and the world as a whole spends nearly $10 trillion of its

$40.7 gross product on projects of all kinds.*

 In 2003, the average senior project manager in the U.S earned almost

$90,000 per year, and the average project management office director earned more than the average chief information officer ($118,633 vs $103,925).**

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more than the average chief information officer ($118,633 vs $103,925).**

 Project management certification is popular worldwide

*PMI, Inc., The PMI Project Management Fact Book, Second Edition, 2001.

**PMI, Inc., Project Management Salary Survey, Third Edition, 2003.

Trying to manage a project without project management is like trying to play a football game without a game

plan

K Tate

Advantages of Using Formal Project Management

 Better control of financial, physical, and human resources

 Improved customer relations

 Improved customer relations

 Shorter development times

 Lower costs

 Higher quality and increased reliability

 Higher profit margins

 Improved productivity

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 Improved productivity

 Better internal coordination

 Higher worker morale (less stress)

1.1 What is a Project ?

 A Project is a temporary endeavor undertaken to create a unique,

 A Project is a temporary endeavor undertaken to create a unique,

product, service, or result.

 Temporary endeavor with a beginning and an end.

 Creates unique product, service or result.

 Is Progressively Elaborated.

 Distinguishing characteristics of each unique project will be

 Distinguishing characteristics of each unique project will be progressively detailed as the project is better understood.

Project Attributes

 A project:

 Has a unique purpose

 Has a unique purpose

 Is temporary

 Is developed using progressive elaboration

 Requires resources, often from various areas

 Should have a primary customer or sponsor

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 Should have a primary customer or sponsor

 The project sponsor usually provides the direction and funding

for the project

 Involves uncertainty

1.2 Project vs Operational Work

• To attain its objectives and terminate

Projects

• To sustain the business

Operations

• To attain its objectives and terminate

• Create own character, organization, and goals

• Catalyst for change

• Unique product or services

• Heterogeneous teams

• Start and end date

• Producing a News letter

Examples

• To sustain the business

• Semi permanent charter, organization, and goals

• Maintain status quo

• Standard product or services

• Homogeneous teams

• Ongoing

• Responding to customers requests

Examples

• Producing a News letter

• Writing and publishing a book

• Implementing a LAN

• Hiring a sales man

• Arrange for a conference

• Opening for a new shop

• Producing the annual report

• Responding to customers requests

• Writing a letter to a Prospect

• Hooking up a Printer to a computer

• Meeting with an employee

• Attending a conference

• Opening the shop

• Writing a progress update memo

1.3 Projects and Strategic Planning

 Projects are means of organizing activities that cannot be addressed

within the organizations normal operational limits.

 Projects are typically authorized as a result of one or more of the

following strategic considerations:

 A Market Demand & Organizational Need

1.4 What is Project Management?

 The application of knowledge, skills, tools and technique to project

activities to meet project requirements

 Project Management is accomplished through the application and

integration of the processes such as

 Establishing clear and achievable objectives.

 Balancing the competing demand of quality, scope, time and cost.

 Adapting the specifications, plans, and approach to the different concerns and

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 Adapting the specifications, plans, and approach to the different concerns and

expectations of the various stakeholders

 Project managers strive to meet the triple constraint by balancing

project scope, time, and cost goals

Triple Constraints

The Triple Constraint

 Every project is constrained in different ways by its:

 Every project is constrained in different ways by its:

 Scope: What work will be done as part of the project? What

unique product, service, or result does the customer or sponsor expect from the project?

 Time: How long should it take to complete the project? What is

the project’s schedule?

 Cost: What should it cost to complete the project? What is the

More on the Triple Constraint

 It may be good enough to hit the target, or range of triple

constraint goals, but not the bull’s-eye.

 It’s important to determine which aspects of the triple constraint

are the most important.

 The “quadruple constraint” includes quality as well as scope,

time, and cost.

Project Management Framework

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Project Management Knowledge Areas

 Four core knowledge areas lead to specific project objectives.

 Four core knowledge areas lead to specific project objectives.

 Project scope management involves defining and managing all the work required

to complete the project successfully.

 Project time management includes estimating how long it will take to complete the

work, developing an acceptable project schedule, and ensuring timely completion

of the project.

 Project cost management consists of preparing and managing the budget for the

 Project cost management consists of preparing and managing the budget for the

project.

 Project quality management ensures that the project will satisfy the stated or

implied needs for which it was undertaken.

Project Management Knowledge Areas

(continued)

 Four facilitating knowledge areas are the means through which the

 Four facilitating knowledge areas are the means through which the

project objectives are achieved

 Project human resource management is concerned with making effective use

of the people involved with the project.

 Project communications management involves generating, collecting,

disseminating, and storing project information.

 Project risk management includes identifying, analyzing, and responding to

risks related to the project.

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 Project procurement management involves acquiring or procuring goods and

services for a project from outside the performing organization.

 One knowledge area (project integration management) affects and is

affected by all of the other knowledge areas.

 All knowledge areas are important!

Project Management Tools and Techniques

 Project management tools and techniques assist project managers

 Project management tools and techniques assist project managers

and their teams in various aspects of project management.

 Note that a tool or technique is more than just a software package.

 Specific tools and techniques include:

 Project charters, scope statements, and WBS (scope)

 Gantt charts, network diagrams, critical path analyses (time)

 Net present value, cost estimates, and earned value management (cost)

Super Tools

 “Super tools” are those tools that have high use and high

potential for improving project success, such as:

 Software for task scheduling (such as project management software)

 Scope statements

 Requirements analyses

 Lessons-learned reports

 Tools already extensively used that have been found to

improve project importance include:

Why the Improvements?

“The reasons for the increase in successful projects vary First, the

average cost of a project has been more than cut in half Better tools

have been created to monitor and control progress and better

skilled project managers with better management processes are

being used The fact that there are processes is significant in itself.”*

*The Standish Group, “CHAOS 2001: A Recipe for Success” (2001).

Project Success

 There are different ways to define project success:

 There are different ways to define project success:

 The project met scope, time, and cost goals.

 The project satisfied the customer/sponsor.

 The project produced the desired results.

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Relationships Among Project Management, Program

Management and Portfolio Management

 Program Management

 Program Management

 Portfolio Management

 Projects and Strategic Planning

 Project Management Office

What is a Program?

 A program is:

 “a group of related projects managed in a coordinated way to obtain

 “a group of related projects managed in a coordinated way to obtain

benefits and control not available from managing them individually.”*

 A program manager provides leadership and direction for the project

managers heading the projects within the program.

Portfolios and Portfolio Management

 A portfolio is a collection of projects or programs and other

work that are grouped together to facilitate effective

management of that work to meet strategic business

objectives.

 Portfolio managers help their organizations make wise

investment decisions by helping to select and analyze

projects from a strategic perspective

projects from a strategic perspective

The projects or programs in the portfolio may not necessarily be interdependent or directly related.

Project Management Compared to Project Portfolio Management

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Projects Programs Portfolios

Scope Projects have defined

objectives Scope is

Have a larger scope and provide more significant

Portfolios have a business scope that

Comparative Overview of Project, Program , and Portfolio Management

objectives Scope is progressively elaborated throughout the life cycle

provide more significant benefits

business scope that changes with the strategic goals of the org

Change Project managers expect

change and implement processes to keep change managed and controlled

The program manager must expect change from inside and outside the program and be prepared to manage it

Portfolio managers continually monitor changes in the broad environment

Planning Project manages

progressively elaborate high level information into detailed plans throughout the project life cycle

Program managers develop the overall program plan and create high level plans to guide detailed planning at the end of the component

Portfolio manages create and maintain necessary processes and

communication relative

to the aggregate portfolio

Projects Programs Portfolios

Management Project managers

manage the project team

to meet the project

Program managers manage the program staff and the project managers

Portfolio managers may manage or coordinate portfolio management

to meet the project objectives

and the project managers

; they provide vision and overall leadership

portfolio management staff

Success Success is measured by

product and project quality , timelines , budget compliance, and degree of customer satisfaction

Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken

Success is measured in terms of aggregate performance of portfolio components

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satisfaction

Monitoring Project managers monitor

and control the work of producing the products , services , results that the project was undertaken to produce

Program managers monitor the progress of program components to ensure the overall goals , schedules, budget&

benefits of the program will be met

Portfolio managers monitor aggregate performance and value indicators

1.3 Projects and Strategic Planning

 Projects are means of organizing activities that cannot be

addressed within the organizations normal operational limits.

 Projects are typically authorized as a result of one or more of

the following strategic considerations:

 A Market Demand & Organizational Need

 A Customer Request

 A Customer Request

 A Technological Advancement

 A Legal Requirement

 Projects are frequently divided into more

Subprojects

manageable components or subprojects.

 Subproject are often contracted to an external enterprise or to

another functional unit in the performing organization.

 Sub projects can be referred to as projects and managed as

such.

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such.

Project Management Office (PMO)

 A department that centralizes the management of projects A

 A department that centralizes the management of projects A

PMO usually takes one of three roles:

 Project Support: Provide project management guidance to project

managers in business units.

 Project Management Process/Methodology: Develop and

implement a consistent and standardized process.

 Training: Conduct training programs or collect requirements for an

outside company.

Primary Function of PMO

A Primary function of PMO is to support project managers in a variety

of ways which may include, but are not limited to :

of ways which may include, but are not limited to :

 Managing shared resources across all the projects administered by the PMO

 Identifying and developing project management methodology, practices &

standards

 Coaching, mentoring , training and oversight

 Monitoring compliance with project management standard policies, procedures , and templates via project audits

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and templates via project audits

 Developing and managing project policies, procedures, templates, and other

shared documentation ( organizational process assets); and

 Co coordinating communication across projects