Pmp 4th - Lecture 1

7/28/2019 Pmp 4th - Lecture 1

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PMP ExamPMP ExamPreparationPreparation

Based OnBased On 44 t ht h EditionEdition


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PMI (Project Management Institute

uEstablished in 1969 with Global HQ inPennsylvania USA

u250 chapters in approx 70 countries

uRun by a group of volunteers

uPromotes Project Mgt best practices

uOffers Certifications which have become anindustry standard

u200 MCQs

u175 are scored, 25 are not scored

u106 correct out of 175 i.e. 61%

uOnly Pass or Fail

uQuestions will test knowledge, application &analysis

Format of PMP exam

u4 hours

u15 minutes familiarization

uBooks not allowed

uMobiles not allowed


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PROJECT

MANAGEMENT

FRAMEWORK

CH 1 & 2.


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PM Frame WorkWhat is the Project?

Project vs Operational Works.

Why Projects?

Life Cycles.Organization.

A project is a temporarya temporary endeavor undertaken to create aa

uniqueunique product, service, or result.

What is the projectWhat is the project

Start

END

TEMPORARY

UNIQUE PROGRESSIVELYELABORATED


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ProjectsProjects vsvs operationsoperations

-Resources-Planning , Execution , M&C

-Goals / Strategy-Activities

PROJECT .

Temporary.

Unique.

OPERATION.

Ongoing.Repetitive

n The application of knowledge, skills, tools, andtechniques to project activities in order to meetstakeholder needs and expectations.

n Managing a project includes:u Establishing Clear and achievable objectives

u Balancing the project constrains.

u Balancing the stake holders requirments.

What is Project Management?What is Project Management?


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What is Project Management?What is Project Management?continuecontinue

n Effective Project management requires thatproject management team understand anduse knowledge and skills of the followingfive areas of expertise:

Areas of ExpertiseAreas of Expertise


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REGULATION

is a government imposedrequirement which specifiesproduct, process or servicecharacteristics, including theapplicable administrativeprovisions, with whichcompliance is mandatory.Building codes are an exampleof regulations.

Areas of ExpertiseAreas of Expertisecontinuecontinue

STANDARD

document established byconsensus and approved by arecognized body , that provides ,for common and repeated use,rules , guidelines, orcharacteristics for activities or theirresults, aimed at the achievementof the optimum degree of order ina given context.

n Interpersonal Skills: The management ofinterpersonal relationships includes:

u Effective communication.

u Influencing the organization.u Leadership.

u Motivation.

u Negotiation and conflict management.

u Problem solving.

Areas of ExpertiseAreas of Expertisecontinuecontinue


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Project Management ContextProject Management Context

If the relation shipbetween the projectis only that of ashared technology orresources then theeffort should bemanaged as aportfolio rather than

program.

Project Management Office PMOProject Management Office PMO

PMOOffice

Providing Support , Training , Format and Template ,Procedures

Providing Support and follow up the projectperformance

Providing Project Manager , Support and Manage theproject and be responsible for the projectperformance


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Project Management Office PMOProject Management Office PMOcontinuecontinue

Project Manager PMO

Focus on specific project Focus on overall business objectives

Manages scope, time, resources,

budget for a specific project

Manages overall risk, overall

opportunities, interdependencies

among multiple projects

Reports project specific information May report on more projects & from

a corporate perspective

StakeholdersStakeholders

q+ve /ve Interest.

qNot All Equal.

q May affect the project while they are notexist or considered as a stakeholder


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WHY PROJECTS?WHY PROJECTS?

markeddemand

A customerrequest.

Legalrequirement.

technologicaladvanced.

Anorganizational

need

Life CyclesLife Cycles

Product life cycle

BusinessPlan

IDEA

PROJECTProduct Operation

Divestment/

retirement

Upgrade


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Life CyclesLife Cycles

Project life cycle

Phase 1Phase

2Phase

3

Management life cycle

Sequential / Overlapping

Typical Sequence of Phases inTypical Sequence of Phases ina Project Life Cyclea Project Life Cycle


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Project Life CycleProject Life Cycle

Project Management Life CycleProject Management Life Cycle


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Forms of OrganizationForms of Organization

Organization Structure

Function Matrix Projectized

Week Balanced Strong

Functional OrganizationFunctional Organization


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Projectized OrganizationProjectized Organization

Weak matrix OrganizationWeak matrix Organization

Expeditor


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Balanced MatrixBalanced Matrix

Strong MatrixStrong Matrix


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Composite OrganizationComposite Organization

Organization Structure versus ProjectOrganization Structure versus ProjectCharacteristicsCharacteristics


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Organizational Process Assets

Process And Procedures.

Corporate Knowledge Lesson Learned

Enterprise Environmental Factor

Organization structure , Culture.

Market condition.

Political condition.

Standard and rules.

Available resources.

OPM 3

Organization Project Management Maturity Module

Continuous Improvement


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PROJECT

MANAGEMENT

Process Group

CH 3.

Project Management ProcessesProject Management Processes


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Process GroupProcess Group

Overlapping the Project ManagementOverlapping the Project ManagementProcessesProcesses


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PROJECT MANAGEMENT PROCESS

The project manager, in collaboration with the project team, isalways responsible for determining which process are appropriateand the appropriate degree of rigor for each process in order to thesuccess of the project.

PROJECT MANAGEMENT PROCESS


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QUESTION ?

Pmp 4th - Lecture 1

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