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1.

20. Project Life Cycle Model 

21. Characteristics of a Project Life Cycle Characteristics of a Project Life Cycle 

26. Organizational Influence on Projects ٦

32. Process Groups Interact in a Project 

5. Project management framework and Standards for Project Management Unit 3

10. Areas of Expertise

22. Stakeholders Stakeholders Stakeholders are persons or organizations (e.g., cu stomers, sponsors, the Stakeholders are persons or organizations (e.g., cu stomers, sponsors, the performing organization, or the public), who are ac tively involved in the project or performing organization, or the public), who are ac tively involved in the project or whose interests may be positively or negatively aff ected by the performance or whose interests may be positively or negatively aff ected by the performance or completion of the project. completion of the project. 

25. Types of Organizational Structures The three types of organizational structures are: 

33. Project Management Process Groups Initiating Process Group Initiating Process Group 

35. Project Management Process Groups Executing Process Group Executing Process Group 

36. Project Management Process Groups Monitoring & Controlling Process Group Monitoring & Controlling Process Group ٦

37. Project Management Process Groups Closing Process Group Closing Process Group 

60. Thank you

٦ Thank you

38. Questions  Questions

34. Project Management Process Groups Planning Process Group Planning Process Group ٤ Planning Process Group Planning Process Group

7. What is Project Management?  The application of knowledge, skills, tools and tec hniques to project activities to meet the project requireme nts.

41. 2 ) the project manager’s role during the executing process group of the project can BEST be described as a (an) : A ) Director. ٤ B )Integrator. C )Coordinator. D )leader.

43. 3 ) Which of the following would be the MOST appropr iate thing to do during the planning process group? A ) work with stakeholders to determine their communication preferences. ٤ B )Determine the initial project organization. C )refine control limits. D )complete scope verification.

44. A ) work with stakeholders to determine their communication preferences. 3 ) Which of the following would be the MOST appropr iate thing to do during the planning process group? ٤٤ B )Determine the initial project organization. C )refine control limits. D )complete scope verification.

45. 4 ) The high-level project schedule constraints have just been determined. What project management process group a re you in? A ) Initiating. ٤ B ) planning. C ) Executing. D ) Monitoring and controlling.

46. 4 ) The high-level project schedule constraints have just been determined. What project management process group a re you in? A ) Initiating. ٤٦ B ) planning. C ) Executing. D ) Monitoring and controlling.

47. 5 ) The project charter is created in which project management process group? A ) Executing. ٤ B ) Planning. C ) Closing. D ) Initiating.

53. 8 )A frequent complaint about matrix organizations is that communications are: A ) Hard to automate.  B ) Closed and inaccurate. C ) Complex. D ) Misleading.

57. 10 ) Who has the MOST power in a projectized organization? A ) The project manager  B ) the functional manager C ) The team D ) They all share power.

58. 10 ) Who has the MOST power in a projectized organization? A ) The project manager  B ) the functional manager C ) The team D ) They all share power.

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

31. Process Interactions Project Management Process Groups are linked by the objectives they Project Management Process Groups are linked by the objectives they produce, with the results or outcomes of one genera lly becoming an input to produce, with the results or outcomes of one genera lly becoming an input to another or is a deliverable of the project another or is a deliverable of the project  Note: Many of the Inputs, Tools & Techniques, and Outputs for the 42 Project Management processes appear in more than one of the Project Ma nagement Process Groups; many of these will be addressed only once in the following Units unless additional information specific to a Process Group needs to be addressed

42. 2 ) the project manager’s role during the executing process group of the project can BEST be described as a (an) : A ) Director. ٤ B )Integrator. C )Coordinator. D )leader.

48. 5 ) The project charter is created in which project management process group? A ) Executing. ٤ B ) Planning. C ) Closing. D ) Initiating.

49. 6 ) One of your team members informs you that he doe s not know which of the many projects he is working on is the most important. Who should determine the priorities amon g projects in a company? A ) Project manager. ٤ A ) Project manager. B ) Sponsor. C ) PMO. D ) Team.

2. Introduction to PMP® Exam Prep Introduction to PMP® Exam Prep Unit Unit 11  Unit Unit 11

19. The Project Life Cycle A project life cycle is a collection of generally sequential and sometimes overlapping project phases whose name and number are determined by the management and control needs of the organization or  management and control needs of the organization or organizations involved in the project, the nature o f the project itself, and its area of application.

29. Mapped to the Plan-Do-Check-Act Cycle Project Management Process Groups  Plan what you DO and Do what you Planed Plan what you DO and Do what you Planed

39. 1 ) progressive elaboration means: A ) Implementation of the project must progress stri ctly according to the initial project management plan. B )Project processes are iterated as more detailed as more information is uncovered throughout the project lif e  information is uncovered throughout the project lif e cycle. C )Project management plans must be elaborate in or der to be effective. D )Distinct processes are developed for each projec t.

54. 8 )A frequent complaint about matrix organizations is that communications are: A ) Hard to automate. ٤ B ) Closed and inaccurate. C ) Complex. D ) Misleading.

55. 9 ) To obtain support for the project throughout the performing organization. It’s BEST if the project m anager: A ) Ensure there is a communication management plan. B ) Correlates the need for the project to the organ ization’s B ) Correlates the need for the project to the organ ization’s strategic plan. C ) Connects the project to the personal objectives of the sponsor. D ) Ensures that the management plan includes the management of the team members.

3. Agenda Agenda Unit Unit 11: Introduction to PMP® Examination Preparati on : Introduction to PMP® Examination Preparation Unit Unit 22: Project Management Framework and Standard for Project Management : Project Management Framework and Standard for Pro ject Management Unit Unit 33: Project Integration Management : Project Integration Management Unit Unit 44: Project Scope Management : Project Scope Management  Unit Unit 55: Project Time Management : Project Time Management Unit Unit 66: Project Cost Management : Project Cost Management Unit Unit 77: Project Quality Management : Project Quality Management Unit Unit 88: Project Human resources Management : Project Human resources Management Unit Unit 99: Project Communications Management : Project Communications Management Unit Unit 10 10 Project Risk Management Project Risk Management Unit Unit 1111: Project Procurement Management : Project Procurement Management Unit Unit 1212: Project : Project Stakeholder Management Unit Unit 1212: Professional Responsibility : Professional Responsibility

9. Project Team Member The individuals who report either directly or indir ectly to the project manager, and who are responsible for perfor ming project work as a regular part of their assigned du ties Project Team  All the project team members, including the project management team, the project manager and, for some projects, the project sponsor Project Management Team The members of the project team who are directly in volved in project management activities; on some smaller proj ects, the project management team may include virtually all o f the project team members

50. 6 ) One of your team members informs you that he doe s not know which of the many projects he is working on is the most important. Who should determine the priorities amon g projects in a company? A ) Project manager.

A ) Project manager. B ) Sponsor. C ) PMO. D ) Team.

51. 7 ) Which of the following BEST describes the major constraints on a project? A ) Scope, number of resources, and cost. B ) Scope, cost, and time B ) Scope, cost, and time C ) Scope, time, cost, quality, risk, and customer satisfaction. D ) Time, cost, and number of changes .

56. 9 ) To obtain support for the project throughout the performing organization. It’s BEST if the project m anager: A ) Ensure there is a communication management plan. B ) Correlates the need for the project to the organ ization’s ٦ B ) Correlates the need for the project to the organ ization’s strategic plan. C ) Connects the project to the personal objectives of the sponsor. D ) Ensures that the management plan includes the management of the team members.

40. 1 ) progressive elaboration means: A ) Implementation of the project must progress stri ctly according to the initial project management plan. B )Project processes are iterated as more detailed as more information is uncovered throughout the project lif e

٤ information is uncovered throughout the project lif e cycle. C )Project management plans must be elaborate in or der to be effective. D )Distinct processes are developed for each projec t.

52. 7 ) Which of the following BEST describes the major constraints on a project? A ) Scope, number of resources, and cost. B ) Scope, cost, and time  B ) Scope, cost, and time C ) Scope, time, cost, quality, risk, and customer satisfaction. D ) Time, cost, and number of changes .

23. Organizational Influences Organizational Influences Since projects are typically part of an organizatio n that is larger than the project, the project is influenced by a nu mber of aspects of the larger organizational structure: Organizational process assets Organizational process assets include any or all process related assets, from any or all of the organizations involved in the project that can be used to influen ce the project’s success  Organizational Cultures and Styles Organizational Cultures and Styles Most organizations have developed unique and descri bable cultures that often have a direct influence on the project. Organizational Structure Organizational Structure The structure of the performing organization often constrains the availability of resources.

17. • Program Management A program is defined as a group of related projects managed in a A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from coordinated way to obtain benefits and control not available from managing them individually. managing them individually. • Portfolio Management  • Portfolio Management A portfolio is a collection of projects or programs and other work that are 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 grouped together to facilitate effective management of that work to meet strategic business objectives. strategic business objectives.

4. Course Objectives After completing this course, you should be able to: •Make the most of limited study time for taking the PMP® exam •Become familiar with the exam format and question types •Develop a personal study plan • Identify personal areas of competency weakness ٤ • Identify personal areas of competency weakness •Reinforce knowledge of the tenProject Management I nstitute (PMI® ) Knowledge Areas, five Project Management Pr ocess Groups Help you to prepare for the PMP® Certification Exam

27. Project Management Process Groups •• A project consists of project management processes that are defined by A project consists of project management processes that are defined by its inputs, tools and techniques, and outputs its inputs, tools and techniques, and outputs •• The Project Manager and the project team are respon sible for The Project Manager and the project team are respon sible for determining what processes from the Process Groups will be employed determining what processes from the Process Groups will be employed and the degree of rigor to be applied to the execut ion of the processes to and the degree of rigor to be applied to the execut ion of the processes to achieve the objectives of the project achieve the objectives of the project  achieve the objectives of the project achieve the objectives of the project •• Project Management processes address the descriptio n and Project Management processes address the descriptio n and organization of the work of the project organization of the work of the project •• Product Product--Oriented processes address the specificati on and creation of Oriented processes address the specification and cr eation of the project product the project product •• Project management processes and product Project management processes and product--oriented processes overlap oriented processes overlap one another and interact throughout the project lif e cycle one another and interact throughout the project lif e cycle

16. • Project management office (PMO) A (PMO) is an organizational body or entity assigne d various responsibilities A (PMO) is an organizational body or entity assigne d various responsibilities related to the management of those projects under i ts domain. related to the management of those projects under i ts domain. A primary function of a PMO is to support project m anagers in a variety of A primary function of a PMO is to support project m anagers in a variety of ways which may include ways which may include ٦ –– Managing shared resources across all projects admin istered by the PMO Managing shared resources across all projects admin istered by the PMO –– Identifying and developing project management metho dology, best practices, Identifying and developing project management metho dology, best practices, and standards; and standards; –– Coaching, mentoring, training, and oversight; Coaching, mentoring, training, and oversight; –– Developing and managing project policies, procedure s, templates, and other Developing and managing project policies, procedure s, templates, and other shared documentation (organizational process assets ); and shared documentation (organizational process assets ); and –– Coordinating communication across projects. Coordinating communication across projects.

8. What is a Project Manager? Project Manager -Is the individual assigned by the performing organization as responsible for accomplishing the project objectives  A project manager's responsibility includes: • Planning the project • Organizing the day-to-day activities of a project • Leading the project team • Controlling project progress & performance

6. PM Framework •• What is a Project? What is a Project? A A project is a temporary endeavor undertaken to creat e a project is a temporary endeavor undertaken to creat e a unique product, service unique product, service , or result. , or result. •• Temporary Temporary ( definite beginning and definite end) ٦ ( definite beginning and definite end) Most projects are undertaken to create a lasting out come. •• Unique Unique ( different location, different design, different c ircumstances, different contractors etc.) •• Progressive Elaboration Progressive Elaboration Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become avai lable.

14. • Project Management and Operations Management –– Operations are an organizational function performin g the ongoing Operations are an organizational function performin g the ongoing execution of activities that produce the same produ ct or provide a execution of activities that produce the same produ ct or provide a repetitive service. repetitive service. –– At each point, deliverables and knowledge are trans ferred between the At each point, deliverables and knowledge are trans ferred between the project and operations for implementation of the de livered work. project and operations for implementation of the de livered work. ٤ project and operations for implementation of the de livered work. project and operations for implementation of the de livered work. –– Unlike the ongoing nature of operations, projects a re temporary Unlike the ongoing nature of operations, projects a re temporary endeavors. endeavors. –– Operations Management Examples Operations Management Examples •• Administrative operations, Administrative operations, •• Manufacturing operations, Manufacturing operations, •• Accounting operations Accounting operations

15. • Projects and strategic planning Projects are often utilized as a means of achieving an organization’s strategic Projects are often utilized as a means of achieving an organization’s strategic plan. plan. Projects are typically authorized as a result of on e or more of the following Projects are typically authorized as a result of on e or more of the following strategic considerations: strategic considerations: –– Market demand Market demand (e.g., Build more fuel (e.g., Build more fuel--efficient cars in response to gasoline efficient cars in response to gasoline shortages), shortages), –– Business need Business need (e.g., A training company authorizing a project to create a new (e.g., A training company authorizing a project to create a new course to increase its revenues), course to increase its revenues), –– Customer request Customer request (e.g., an electric utility authorizing a project to build a new (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park), substation to serve a new industrial park), –– Technological advance Technological advance (e.g., an electronics firm authorizing a new projec t to (e.g., an electronics firm authorizing a new projec t to develop a faster, cheaper, and smaller laptop after advances in computer memory develop a faster, cheaper, and smaller laptop after advances in computer memory and electronics technology) and electronics technology) –– Legal requirements Legal requirements (e.g., a chemical manufacturer authorizes a project to (e.g., a chemical manufacturer authorizes a project to establish guidelines for the handling of a new toxi c material). establish guidelines for the handling of a new toxi c material).

59. Key Messages for Unit 3 •Project Management Framework and Project Integrati on Management Study Notes from the PMP ® Exam Prep Study Guide •The PMBOK ® Framework (first three chapters): Introduction, The Project Life Cycle and Organization; and The Standard for Projec t Management of a Project •The mapping of the nine Knowledge Areas to the fiv e Process Groups It's very important for exam takers to understand this mappin g! This is at the heart of the  important for exam takers to understand this mappin g! This is at the heart of the PMI ® exam •Know the linkages between the five Project Managem ent Process Groups •Know the difference between a project and a progra m •Know key definitions (refer to list in study notes or PMBOK ® Guide Glossary) •Know the phases of a generic life cycle •Know what is entailed in each of the phases of a g eneric life cycle

28. Project Management Process Groups •• Initiating process group Initiating process group Performed to define a new project or a new phase of an existing project by Performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or pha se. obtaining authorization to start the project or pha se. •• Planning process Planning process group group Performed to establish the total scope of the effor t, define and refine the Performed to establish the total scope of the effor t, define and refine the objectives, and develop the course of action requir ed to attain those objectives. objectives, and develop the course of action requir ed to attain those objectives. •• Executing process Executing process group group  •• Executing process Executing process group group Performed to complete the work defined in the proje ct management plan to Performed to complete the work defined in the proje ct management plan to satisfy the project specifications. satisfy the project specifications. •• Monitoring and Controlling process Monitoring and Controlling process group group The processes required to track, review, and regula te the progress and The processes required to track, review, and regula te the progress and performance of the project; identify any areas in w hich changes to the plan are performance of the project; identify any areas in w hich changes to the plan are required; and initiate the corresponding changes. required; and initiate the corresponding changes. •• Closing process Closing process group group Performed to finalize all activities across all pro ject management process groups Performed to finalize all activities across all pro ject management process groups to formally complete the project, phase, or contrac tual obligations. to formally complete the project, phase, or contrac tual obligations.

11. Project Management Knowledge Areas • Project Integration Management • Project Scope Management • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resources Management • Project Communications Management • Project Risk Management • Project Procurement Management • Project Stakeholder Management

13. Triple constraints • Scope • Time • Cost cost time scope  • Quality • Risk • Resources • Customer satisfaction Customer satisfaction quality risk Resources

24. Organizational Influences Organizational Influences Organizational process assets Organizational process assets Organizational process assets may be grouped into t wo categories: Processes and Procedures Processes and Procedures • Organizational standard processes such as standards , policies • Organization communication requirements ٤ • Organization communication requirements • Financial controls procedures • Change control procedures, Corporate Knowledge Base Corporate Knowledge Base • Process measurement databases • Project files • Historical information • Lessons learned knowledge bases

18. • Enterprise Environmental Factors Refer to both internal and external environmental f actors that surround or influence a project’s success. These factors may come from any or all of the enter prises involved in the project. – Organizational culture, structure, and processes – Government or industry standards  – Government or industry standards – Infrastructure (e.g., existing facilities and capit al equipment) – Existing human resources – Personnel administration (e.g. staffing guidelines, overtime policy) – Company work authorization systems – Marketplace conditions – Stakeholder risk tolerances – Political climate – Organization’s established communications channels

12. Process Process Group Group Initiating Initiating Planning Planning Executing Executing Monitoring & Controlling Monitoring & Controlling Knowledge Area Knowledge Area Integration Integration Develop Project Develop Project CCharter harter Develop Project Management Plan Develop Project Management Plan Direct Direct & Manage Project & Manage Project Execution Execution Monitor Monitor & Control Project Work & Control Project Work Perform Perform Integrated Change Control Integrated Change Control Scope Scope Plan Scope Management Plan Scope Management Collect Collect Requirements Requirements Validate Scope Validate Scope Define Define Scope Scope Control Control Scope Scope Create Create WBS WBS Time Time Plan Schedule Management Plan Schedule Management Define Define Activities Activities Control Control Schedule Schedule Sequence Sequence Activities Activities Estimate Estimate Activity Resource Activity Resource Estimate Estimate Activity Duration Activity Duration Develop Develop Schedule Schedule Cost Cost Plan Cost Management Plan Cost Management Estimate Estimate Costs Costs Control Control Costs Costs Knowledge Area Knowledge Area Cost Cost Estimate Estimate Costs Costs Control Control Costs Costs Determine Determine Budget Budget Quality Quality Plan Quality Management Plan Quality Management Perform Quality Assurance Perform Quality Assurance Control Quality Control Quality HRHR Develop Develop HR Plan HR Plan Acquire Acquire Project Team Project Team Develop Project Team Develop Project Team Manage Project Team Manage Project Team Comm. Comm. Plan Communication Plan Communication management management Manage Communications Manage Communications Control Communication Control Communication Risk Risk Plan Plan Risk Management Risk Management Control Control Risks Risks Identify Identify Risks Risks Perform Qualitative Analysis Perform Qualitative Analysis Perform Quantitative Perform Quantitative Analysis Analysis Plan Plan Risk Responses Risk Responses Procurement Procurement Plan Plan Procurements Procurements Conduct Procurements Conduct Procurements Control Procurements Control Procurements

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