pmp® prep introduction presented by project masters inc

PMP® Prep Introduction

Presented by Project Masters Inc.

©2015 Project Masters, Inc. 2

Overview of Project Management

• Chapter Objectives/Topics

• Answer to the Question: “What is the “PMBOK®” and what is its purpose?”

• Define Project and Project Management• Relationship between Project Management, Program

Management, and Portfolio Management• Relationship between Project Management,

Operations Management, and Organizational Strategy




• Business Value• Role of the Project Manager• Discuss the organizational influences on Project

Management• Define and discuss organizational process assets• Define and discuss enterprise environmental factors• Define and Discuss Stakeholders• Define and Discuss project governance




• Discuss the make up of the project team• Define and discuss Project Life Cycle and Some Common Life Cycle Phases• Define a process• Define and discuss the major project process groups

– Initiating process group– Planning process group– Executing process group– Monitoring and Controlling process group– Closing process group


The PMBOK®

• Project Management Body Of Knowledge Guide or “PMBOK®” or “PMBOK® Guide”• Identifies the Project Management discipline

knowledge, processes, skills, tools, and techniques• Establishes good practice guidelines for

chances of project success• Establishes a standard vocabulary


Project

• A temporary endeavor undertaken to create a unique product, service, or result.

(The PMBOK® Guide: Fifth Edition)• Temporary means a definite beginning and end.• Examples of a unique product, service, or result?

– An enterprise wide application rollout – no two are alike

– Service - Providing personnel to perform a software upgrade

– Result – A new users guide for a new application


Portfolios

• A collection of projects, programs, sub-portfolios, and operations managed as a group strategic objectives.(The PMBOK® Guide: Fifth Edition)

• Projects and Programs are not necessarily interdependent or directly related– Example: I.T., capitol construction,

relocations, strategic initiatives, etc.


Programs

• A Program is a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.(The PMBOK® Guide: Fifth Edition)

• Projects within a Program are all directly related– Program = Military base construction

Projects = NCO housing, enlisted housing, officer housing, mess hall, and all other buildings/services.


Individual Projects

• Individual Projects either within or outside of a program are still part of the enterprise portfolio and may or may not be interdependent but are still linked to the enterprise strategic plan.


Project Management

• The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

(The PMBOK® Guide: Fifth Edition)


Project Management

• The appropriate application and integration of the logically grouped 47 PMBOK processes to successfully complete the 5 Project Process Groups of a project, which are:– Initiating– Planning– Executing– Monitoring and Controlling– Closing


Project Management

• Managing a project normally includes:– Identifying requirements– Addressing the various needs, concerns, and

expectations of stakeholders– Establishing clear and achievable objectives– Balancing the competing constraints of cost, time,

scope, resources, risk, and quality– Constantly adapting to changing situations given a

project’s assumptions and constraints


Organizational Project Management (OPM) Relationships

• Portfolio Management aligns with organizational strategies by selecting the right programs or projects, prioritizing the work, providing the needed resources

• Program Management harmonizes its project and program components and controls interdependencies in order to realize specified benefits.

• Project Management develops and implements plans to achieve a specified scope that is driven by the objectives of the program or portfolio it is subjected to, and ultimately, to organizational strategies


Projects and Strategic Planning

• Why do we undertake projects?• They are typically undertaken to fulfill strategic needs of

organizations such as:– Market demand - New product– Strategic opportunity/business need– Social need– Environmental considerations– Customer request– Technological advance - New wind farm technology– Legal requirement - HIPAA


Project Management Office

• Organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain.

• Often referred to as a “project office”, “program management office”, or “program office”

• Could provide project management support functions or directly manage projects

• Could focus on project/program coordinated planning, prioritization, termination, and execution of projects to meet the enterprise overall business objectives


Typical PMO Functions

• Manage shared resources• Develop enterprise wide methodologies, best

practices, standards and documentation• Develop and implement coaching, mentoring, and

training programs• Monitor legal, professional responsibility, and policy

compliance• Assure Project/Program enterprise wide

communications


Project and Operations Management

• Projects and operations, even though different, do need each other and intersect often– Closeout of the project or phase– New product development or upgrade– Product development or operations process improvement– Product turnover

• Some Operational Stakeholders in Project Management– Help desk staff– Customer service representatives– Training staff– Maintenance personnel


Project Management Business Value

• Business Value is defined as the entire value of the business or, the total sum of all of the tangible and intangible elements.– Tangible elements include - monetary assets,

fixtures, stockholder equity, and utility– Intangible elements include – good will, brand

recognition, public benefit, and trademarks



• It is true that value may be created by the effective management of ongoing operations • It is also true that through the effective use of

portfolio, program, and project management organizations will possess the ability to employ reliable, established, processes to meet strategic objectives and obtain greater business value from their project investments



• Portfolio management aligns components (projects, programs, or operations) to the organizational strategy– Optimizes the organizations project/program,

dependencies, costs, timelines, benefits, resources, and risks

• Program management allows organizations to align multiple projects for optimized or integrated costs, schedules, effort, and benefits



• Project management produces the ability to apply knowledge, processes, skills tools and techniques to enhance the likelihood of success over a wide range of projects• Project management gives the organization the

ability to apply knowledge, processes, skills tools and techniques that enhance the likelihood of success over a wide range of projects


Project Manager’s Role

• The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

(The PMBOK® Guide: Fifth Edition)• Differs from the functional manager – Who

typically manages/oversees an administrative area• Differs from the operations manager – Who

typically Manages/oversees some facet of the core business


Project Manager’s Characteristics

• Knowledge - Project Management Knowledge, Knowledge of The PMBOK, and the dictates of the enterprise PMO• Performance – Ability to accomplish the project

goals while applying the project management knowledge• Personal – Effectiveness and behavior while

managing the project and related activities, dealing with the constraints, and guiding the team


Project Manager’s Interpersonal Skills

• Leadership• Team building• Motivation• Communication• Influencing• Decision making• Political and cultural awareness• Negotiation


Organizational Influenceson

Project Management


Organizational Cultures/Styles

• Cultures and styles are group phenomenon known as cultural norms, which develop over time

• These norms include – – Established approaches to initiating and

planning projects– The means considered acceptable for getting the

work done– Recognized authorities who make or influence

decisions


Organizational Cultures/Styles

• Organizational Culture is shaped by common experiences over time by practice and common usage. Following are some manifestations– Shared visions, values, beliefs, and expectations– Policies, methods, and procedures– Motivation and reward systems– View of leadership, hierarchy, authority

relationships– Work ethic and hours


Organizational Communications

• Effective organizational communication is one of the primary keys to project success • Knowledge of this key to success has prompted

organizations to put into place some, or all, of the following to aid the project team in communicating with distant and diverse project stakeholders– Computer networks, electronic mail,

videoconferencing, all allowing for communications across differing time zones


Organizational Structures


Organizational Structure

• Organizational structure determines the following for all projects– Project Managers authority– Resource availability– Who controls the project budget– Project Manager’s role,– Project Team composition


Organizational Influences on Projects

Full-timeFull-timeFull-timePart-timePart-timeProject Manager’s Role

ProjectizedFunctional

Full-timeFull-timePart-timePart-timePart-timeProject Management Administrative Staff

Project Manager

Project ManagerMixedFunctional

ManagerFunctional Manager

Who controls the project budget

High to Almost Total

Moderate to High

Low to ModerateLimitedLittle or

NoneResource Availability

High to Almost Total

Moderate to High

Low to ModerateLimitedLittle or

NoneProject Manager’sAuthority

Strong Matrix

Balanced Matrix

Weak Matrix

MatrixOrganizationStructure

ProjectCharacteristics


Organizational Process Assets

• Plan, processes, policies, procedure, and knowledge bases that are specific to and used by the performing organization.(The PMBOK® Guide: Fifth Edition)• Include any artifact or concept from any or all

of the organizations involved in the project that can be used to perform or govern the project.


Organizational Process Assets

– Examples include formal and informal plans, processes, policies, procedures, and guidelines

– Corporate knowledge base· Lessons learned and historical

information


Processes and Procedures Definitions/Examples

• Initiating and Planning– Standard processes – project life cycles, quality

policies, checklists– Standardized guidelines, instructions,

performance measurement criteria– Specific organizational standards – ethics policy,

project management policy, safety and health policy

– Templates – WBS, schedule, contract templates


Processes and ProceduresDefinitions/Examples

• Executing, Monitoring and Controlling– Financial controls/procedures– Issues and defect management procedures– Change control procedures – policies, procedures, forms,

authority levels– Organization communications requirements– Risk control procedures – categories, assessment rules for

probability and impact– Work authorization policies and rules– Standardized guidelines – proposal evaluation


Corporate Knowledge Base

• Process measurement databases – measurement data• Project files – scope, cost, schedule, etc.• Historical information and lessons learned knowledge –

current and past project records/information

• Issue and defect management databases - defect status• Configuration management – official versions, project

documents• Financial databases – budgets, labor hours


Enterprise Environmental Factors

• Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.(The PMBOK® Guide: Fifth Edition)– These factors could enhance or constrain project

management options– These factors may have a positive or negative influence

on the project outcome – These factors are also inputs to most Project Planning

processes.


Enterprise Environmental FactorsThe List

• Organizational culture, structure, and processes• Government/Industry Standards• Infrastructure• Existing human Resources• Personnel administration• Company work authorization systems


Enterprise Environmental FactorsThe List

• Marketplace conditions• Stakeholder risk tolerances• Political climate• Established communication channels• Commercial databases• Project Management information systems


Project Stakeholders and Governance


Project Stakeholders

• An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.

(The PMBOK® Guide: Fifth Edition)– May be actively involved in the project– May be positively or negatively affected by

the project– May exert influence over the project, its

deliverables, or the project team



• Customers/users: the persons or organizations that will use the project’s product, service, or result.

(The PMBOK® Guide: Fifth Edition)• Sponsor: a person or group who provides resources

and support for the project, program, or portfolio and is accountable for enabling success.

(The PMBOK® Guide: Fifth Edition)• Sellers and business partners• Organizational groups – Internal stakeholders



• Project Management Office (PMO)• Project management team• Project team• Functional managers• Operations management• Other stakeholders – financial institutions,

government regulators, subject matter experts, etc.


Project Governance

• An oversight function that is aligned with the organizations governance model and that encompasses the project life cycle.(The PMBOK® Guide: Fifth Edition)

• Project governance includes stakeholders as well as documented policy, procedures, and standards.


Project Governance

• Some examples of items included in project governance are –– Project success criteria– Escalation and issue resolution processes– Relationships among the project team and the larger

organization– Project organization chart– Communication processes– Project decision making process– Project life cycle approach, etc.


The Project Team


The Project Team

• A set of individuals who support the project manager in performing the work of the project to achieve its objectives.(The PMBOK® Guide: Fifth Edition)– The team includes the project manager, project management

staff, and other team members– Team members– Project management staff– Supporting experts– Users or customers– Sellers/business partners


The Project Team

• Project team member composition– Dedicated – full time– Part-Time– Partnership– Virtual


The Project Life Cycle


Project Life Cycle

• The series of phases that a project passes through from its initiation to its closure.(The PMBOK® Guide: Fifth Edition)

– Project phases are generally sequential and, sometimes the name and number are determined by the management and control needs of the organizations involved in the project, the nature of the project itself, and its area of application.

– It also provides the basic framework for managing the project.


Project Life Cycle

• Most life cycle concepts borrowed the idea from the field of life systems in biology

• Life Systems Life Cycle:– Born Project Start– Youth Project Organizing and Planning– Adolescents Project Organizing and Planning– Adults Project Work– Cease to exist Project Closeout


Project Life Cycle

• Although projects vary by size and complexity all can be mapped to the following life cycle structure– Starting the project– Organizing and preparing– Carrying out the project work– Closing the project


Impact of Variables Over Time

Project TimeLow

HighStakeholder Influence, Risk, and Uncertainty

Cost of changes


Typical Sequence of Phases in a Project/Phase Life Cycle

INITIAL INTERMEDIATE FINAL

IdeaProject Management Team

Charter Plan Acceptance

Scope Statement Baseline

Approval

Progress Handover

Product

Inputs

Phases

ProjectManagement

Outputs

ProjectDeliverable


Project Phases

• Represents a division within a project comprised of the following processes– Initiating– Planning– Executing– Monitoring and Control– Closeout

• Phases within a project are normally established for greater control and management – e.g. a Deliverable.


Process Group Interaction in a Project

Level ofProcessInteraction

InitiatingProcessGroup

PlanningProcessGroup

ExecutingProcessGroup

Monitoringand ControllingProcessGroup

ClosingProcessGroup

TIMEStart Finish


Phase Relationships

• Project phases can be sequential or overlapping.• This dependency is established normally for degree of control,

the product, and/or management team – Sequential – One phase must end before the following starts

· Analysis, Design, Prototype, Production, Roll Out– Overlapping – The following phase can start before the

predecessor ends » Write Chapter 1

• Edit Chapter 1» Write Chapter 2

• Edit Chapter 2


Predictive Life Cycles

• Predictive – Also known as, plan-driven or waterfall methodologies, are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible.– Projects proceed through a series of sequential or

overlapping phases– The work performed in each phase is usually different

than the preceding and subsequent phases– Therefore the skills and makeup of the project team may

vary


Iterative and IncrementalLife Cycles

• Iterative, where only one phase is planned and underway at a time until the that phase’s (iterations) deliverables are completed.

• First a high level vision is developed, then the detailed scope is developed one iteration at a time, then the planning for the next is developed during as the work progresses.– Phase 1 – planned, and deliverable completed– Phase 2 – starts after Phase 1 is verified and

accepted


Adaptive Life Cycles

• Adaptive – Also known as, change-driven or agile methods, are intended to facilitate change and require a high degree of ongoing stakeholder involvement.• Methods are iterative and incremental• Iterations are very rapid – 2 to 4 weeks• Iterations are fixed in time and resources• Generally all project management processes are

performed in each iteration


The Project Management Process


A Process Defined

• A set of interrelated actions and activities performed to achieve a pre-specified product, result, or service.



Project Management Process Groups

• Initiating Process Group • Planning Process Group• Executing Process Group• Monitoring and Controlling Process Group• Closeout Process Group


Initiating Process Group

• Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.


– 4.1 Develop Project Charter– 13.1 Identify Stakeholders


Planning Process Group

• Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.


– 4.2 Develop Project Management Plan– 5.1 Collect Requirements– 5.2 Define Scope– 5.3 Create WBS– Note: For a complete list, refer to page 61 in The PMBOK

Guide: Fifth Edition


Executing Process Group

• Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.


– 4.3 Direct and Manage Project Execution– 8.2 Perform Quality Assurance– 9.2 Acquire Project Team– 9.3 Develop Project Team– Note: For a complete list, refer to page 61 in The PMBOK

Guide: Fifth Edition


Monitoring and Controlling Process Group

• Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.


– 4.4 Monitor and Control Project Work– 4.5 Perform Integrated Change Control– Note: For a complete list, refer to page 61 in The

PMBOK Guide: Fifth Edition


Closing Process Group

• Those processes performed to finalize all activities across all process groups to formally close the project or phase.


– 4.6 Close Project or Phase– 12.4 Close Procurements


The Plan-Do-Check-Act Cycle

Plan Do

Act Check


Project Management Process Groups Mapped to the Plan-Do-Check-Act Cycle

Monitoring & Controlling Processes

Enter Phase/Start project

Exit Phase/End project

PlanningProcesses

InitiatingProcesses

ClosingProcesses

ExecutingProcesses



Review of Chapter Objectives/Topics

• Answer to the Question: “What is the “PMBOK” and what is its purpose?”

• Define Project and Project Management• Relationship between Project Management, Program

Management, and Portfolio Management• Relationship between Project Management,

Operations Management, and Organizational Strategy




• Business Value• Role of the Project Manager• Discuss the organizational influences on Project

Management• Define and discuss organizational process assets• Define and discuss enterprise environmental factors• Define and Discuss Stakeholders• Define and Discuss project governance




• Discuss the make up of the project team• Define and discuss Project Life Cycle and Some Common Life Cycle

Phases• Define a process• Define and discuss the major project process groups

– Initiating process group– Planning process group– Executing process group– Monitoring and controlling process group– Closing process group

pmp® prep introduction presented by project masters inc

Documents

project managementrelationship

project activities

project managerdiscuss

project managementdefine

project teamdefine

project governance

project requirements

edition2015 project