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PMP Introduction PMBOK V4.0
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 1
Overview
Introduction and Overview of PMI methodology andPMBOK (4thEd.)
Relationships between Project Management, Program
Management and Portfolio management
Project and Operations Management
Project Lifecycle
Differences between Product Management and Project
Management
Organizational Structures
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 2
Certification
PMP: for professionals experiencedin Project Management
Eligibility (Partial List)
PM experience4500 Hours (over last three years)
PM Education35 Hours (this course) Bachelors Degree
For a complete list please visit http://www.pmi.org
http://www.pmi.org/http://www.pmi.org/ -
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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PMBOK, PMI and PMP Special Jargon and New Concepts
Preparing for PMP (or CAPM) certification means
Learning a new set of terms as well as new definitions for
words
Understanding new concepts and approaching problems from
a strictly PMI point-of-view
Mapping these new terms and concepts to your existing PM
experience
Analyze a scenario and explain what is happening
Understand the next steps will be ,or solve an existing
problem (put this in the notes).
PMBOK 4thEdition is the bible; Your Experience is agood supplement
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 4
Project Management Myths
MS-Project plans (and Gantt charts in general) are project plans
Project life cycle is the same as the product management
lifecycle
Project managers are the same as functional managers
Project management is common sense
The Project Manager creates the Project Plan and the team
simply carries out the plan
The above statements are partially true from ProjectManagement perspective
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 5
Project Management Institute (PMI)
The Project Management Institute (PMI) is the
worlds foremost authority for the project
management profession. PMI sets industrystandards, conducts research, and provides
education, certification, and professional exchange
opportunities, designed to strengthen and further
establish the profession.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 6
PMBOK
is a PMI Standard
PMI Standard is a document
that defines what to measure against a document created by anappropriate diverse group through an open consensus-building process
covering commonly accepted knowledge and/or practices and dealingwith core concepts for the practice of the profession
consistent with PMIs Standards Setting Process and published as aproject management standard
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 7
PMBOK
- and also a Guide
The primary purpose of the PMBOKGuide is to identify
that subset of the Project Management Body of Knowledgethat is generally recognizedas good practice.
Generally recognized means the knowledge and
practices described are applicable to most projects most of
the time, and there is consensus about their value and
usefulness.
Good practice means there is general agreement that the
application of these skills, tools and techniques can enhance
the chances of success over a wide range of Projects.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 8
PMBOK
- and also a Guide
It describes established norms, methods, processes and practices
It Summarizes processes, inputs, and outputs that are considered goodpractices on most projects most of the time.
Provides and promotes common vocabulary
It is a fundamental project management reference for PMIs
professional development programs and certifications
It has interrelationships to other project management disciplines such
as program management and portfolio management
Please refer to PMIs Code of Ethics and Professional Conduct
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 9
What is a Project? (PMI Definition)
A projectis a temporary endeavor undertaken to create a
unique product, service, or result.
PROJECT
has a beginning and end
creates a unique product, service or result
progressively elaborated
Temporary does not mean short in duration
Progressive Elaboration - Developing in steps and, continuing by increments.
Project Management (PM) -the application of knowledge, skills, tools and
techniques to project activities to meet the project requirements.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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What is a Project? (PMI Definition)
A Project can create
A Product that can be either a component of another item or an enditem in itself
A capability to perform a service
A result such as an outcome or document
End of Project is reached when
Projects objectives have been achieved or
Its objectives will not or can not be met or
Need for the project no longer exists
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Project and Strategic planning
Projects are typically authorized as a result of one or more of
the following strategic considerations
Market demand
Strategic opportunity / business need
Customer request
Technological advance
Legal requirements
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Project Management
Project Management typically includes
Identifying requirements
Addressing the various needs, concerns and expectations
of the stakeholders as the project is carried out
Balancing the competing project constraints
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 13
Progressive Elaboration - Rolling Wave Planning
Developing in steps, and continuing by increments towork out the details.
Early in the project, project scope will be more broadlydefined.
Project scope will become more explicit and detailed as thePM team develops a better and more completeunderstanding of the objectives and deliverables.
Both project specifications and product specifications maybe progressively elaborated.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Project / Program / Portfolio Management
Program
A Program is defined as a group of related projects managed in a
coordinated way to obtain benefits and control not available from
managing them individually.
Program Management
The centralized coordinated management of a program to achieve the
programs strategic objectives and benefits.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 15
Project / Program / Portfolio Management
Portfolio
A portfolio refers to 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 Management
It refers to the centralized management of one or more portfolios, which
includes identifying, prioritizing, authorizing, managing and controlling
projects, programs, and other related work, to achieve specific business
objectives.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Project / Program / Portfolio Management
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Project / Program / Portfolio ManagementProjects Programs Portfolios
Scope
Projects have defined objectives.
Scope is progressively elaborated
throughout the project life cycle.
Programs have a large scope and
provide more significant benefits.
Portfolios have a business scope that
changes with the strategic goals of the
organization.
Change
Project Managers expect change and
implement processes to keep change
managed and controlled.
The program manager must expect
change from both inside and outside
the program and be prepared to
manage it.
Portfolio managers continually monitor
changes in the broad environment.
Planning
Project managers 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
component level.
Portfolio managers create and
maintain necessary processes and
communication relative to the
aggregate portfolio.
Management
Project managers manage the project
team to meet the project objectives.
Program managers manage the
program staff and the project
managers; they provide vision and
overall leadership.
Portfolio managers may manage or
coordinate portfolio management staff.
Success
Success is measured by product and
project quality, timeliness, budget
compliance, and degree of customersatisfaction.
Success is measured by the degree to
which the program satisfies the needs
and benefits for which it wasundertaken.
Success is measured in terms of
aggregate performance of portfolio
components.
Monitoring
Project managers monitor and control
the work of producing the products,
services or results that the project was
undertaken to produce.
Program managers monitor the
progress of program components to
ensure the overall goals, schedules,
budget, and benefits of the program will
be met.
Portfolio managers monitor aggregate
performance and value indicators.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 18
Project Management Office
It is an organizational body or entity assigned various
responsibilities related to the centralized and coordinated
management of those projects under its domain.
The specific form, function and structure of a PMO is
dependent upon the needs of the organization that it
supports.
A primary function of a PMO is to support project managers
in a variety of ways. The responsibilities of a PMO can
range from providing project management support
functions to actually being responsible for the direct
management of the project.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Projects vs. Operations
Project has a beginning and end; creates a unique
product or serviceOperationis ongoing and repetitive
Common characteristics:
Performed by individuals
Limited by constraints
Planned, executed, monitored and controlled
Performed to achieve organizational objectives or strategic plans
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 20
Project or Operation?
1. Running the year-end W-2 form processing for a companys
employees
2. Upgrading the database containing the employee payroll data from
Oracle 9i to Oracle 10i
3. Running a campaign for political office
4. An oil company rebuilds refineries destroyed by a hurricane
5. The operations team of the I.T. department installs a software patch
sent by the vendor
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 21
Project or Operation? Solution
1. W-2: operation
2. Oracle Upgrade: project
3. Political Campaign: project
4. Rebuild refineries: project
5. Install software patch: can be project or operation
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Sample Question
Which of the following is not a project?A. Buying clothes from the market on a special sale.
B. Planning for your friends wedding.
C. Building a bridge across the Krishna river.
D. Cleaning the office building every day.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 23
What is Project Life Cycle?
The project life cycles generally define
The phases that connect the beginning of a project to its end.
What technical work to do in each phase
When the deliverable are to be generated
Who is involved in each phase
How to control and approval for each phase
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 24
Project Life Cycle Characteristics
At the start of the project:
Level of uncertainty is highest
Risk of failure to achieve objectives is greatest
Stakeholders influence on the final characteristics of projects
product and final cost is highest
Cost of changes and correcting errors is lowest
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Typical Sequence of Phases in a Project Life Cycle
The completion and approval of one or more deliverables
characterizes a project phase.
Diagram Ref: PMBOK Guide 4thVersion, Page 16 and 17 (Figure 2-1)
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 26
Project phases
An element of the Project life cycle
Divisions within a project where extra control is needed to effectively
manage the completion of a major deliverable
Allows the project to be segmented into logical subsets
Typically completed sequentially, but can overlap
It is not a Project Management Process group
The number of phases, need for phases and the degree of control
applied depend on the size, complexity and potential impact of the
project.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 27
Project phases - Characteristics
Close of a phase ends with some form of transfer or handoff of the
work product produced as the phase deliverable
The work has a distinct focus that differs from any other phase
The primary deliverable or objective of the phase requires an extra
degree of control to be successfully achieved.
Diagram Ref: PMBOK Guide 4thVersion, Page 19 Figure 2-3
One approach to managing the installation of a Telecommunications Network
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 28
Project Management Process Groups
Initiating: authorizing the project or phase
Planning: defining and refining the objectives; selecting the best
alternative courses of action to attain the objectives of the project(planning the work)
Executing: integrates and coordinates people and other resources tocarry out the project management plan for the project (working the
plan)
Monitoring and Controlling: monitoring the project, measuring progress,reporting status, identifying variances, taking corrective action
Closing: Formalizes the acceptance of the product, service or resultand brings the project or project phase to an end.
Process: a set of interrelated act ion s and act iv i t ies performed to
achieve a speci f ied set of p roducts, resul ts or services
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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PM Lifecycle Processes
While the PM processes
are presented (by PMI) as
discreet processes with
well-defined interfaces, in
practice they overlap and
interact.
This interaction is
presented in terms of the
plan-do-check-act cycle (as
described by Shewhart and
Deming).
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Project Lifecycle
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Project Governance
Provides a comprehensive, consistent method of controlling
the project and ensuring its success.Governance approach to be described in project
management plan.
Must fit within the larger context of the program or
organization.
Project manager and project management team determines
Appropriate method of carrying out project
What resources are necessary General approach to completing the work
Specific phased structure for the individual project
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Project Phases
A sequential relationship
An overlapping relationship
An iterative relationship
Potential Approach to building a new factory
Initiating Processes Executing ProcessesPlanning Processes Closing Processes
Monitoring and Controlling Processes
Construction Phase
Initiating Processes Executing ProcessesPlanning Processes Closing Processes
Monitoring and Controlling Processes
Design Phase
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Product Vs Project Life Cycles
Product life cycle
It consists of generally sequential, non overlapping product phasesdetermined by the manufacturing and control need of the organization.
Projects lifecycles occur in one or more phases of a product life cycle
One product may have many projects associated with it
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 34
Major PMI Concepts
The project manager is ultimately responsible for the project (planning,work execution, controlling & monitoring and closing) including the overall
quality of the project.
The project team assists with the planning, executes the work, inspectsand controls the work. Team members are responsible for the quality ofproject deliverables.
Conduct yourself professionally at all times. When in doubt, always take
the r ightpath.
The people who do the work should estimate the work.
The project team should solve its own problems and resolve its own
issues whenever possible.
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 35
Major PMI Concepts
Closing processes should occur at the end of each projectphase, not just at the end of the project.
The success or failure of a project is determined during projectplanning
If you fail to plan, you plan to fail
S Q
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 36
Sample Question
The most important task and skill of a project manager is:
A. Negotiating
B. Communicating
C. Planning
D. Leading
WHY?
P j t t k h ld
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Project stakeholders
Project Stakeholders are individuals and organizations that are actively
involved in the project, or whose interests may be affected as a result
of project execution or project completion.
Stakeholders are those who can affect or are affected by the project
Stakeholders may a have positive or negative influence on a project.
Key stakeholders on every project include:
Customer / User
Sponsor, PMO
Portfolio / Program Managers
Project Manager
Project team
Functional managers / Operations management
Sellers / business partners
P j t t k h ld Id tifi ti
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate 2009 Capgemini - All rights reserved 38
Project stakeholders - Identification
Technique of systematically gathering and analyzing quantitative and
qualitative information to determine whose interest should be taken into
account throughout the project.
Steps
Identify all potential project stakeholders and relevant information (roles,
departments, interests, knowledge levels, expectations, and influence level)
Identify other stakeholders by interviewing identified stakeholders Use expert judgment to ensure comprehensive identification and listing of
stakeholders
Identify the potential impact or support each stakeholder could generate and
classify them so as to define an approach strategy. (Refer to figure 10-4
Power / Interest grid) Assess how key stakeholders are likely to react or respond in various
situations, in order to plan how to influence them to enhance their support
and mitigate potential negative impacts.
O i ti l I fl P j t M t
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Organizational Influence on Project Management
Organizational cultures and styles
Organizational structure
Organization
Structure
ProjectCharacteristics
Functional Matrix Projectized
Weak Matrix Balanced Matrix Strong Matrix
Project Managers
Authority
Little or none Limited Low to moderate Moderate to high High to almost
total
Resource availability Little or none Limited Low to moderate Moderate to high High to almost
total
Who controls the
project budget
Functional
manager
Functional
manager
Mixed Project manager Project manager
Project Managers role Part-time Part-time Full-time Full-time Full-time
Project management
Administrative staff
Part-time Part-time Part-time Full-time Full-time
O i ti l St t
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Organizational Structure
Functional Manager:in charge of a functional area, e.g., finance,
human resources, I.T. operations, training, marketing.
Someone with management authorityover an organizational unit
within a functional organization. The manager of any group that
actually makes aproductor performs a service. Sometimes called a
line manager.
Project Manager:The person assigned by theperformingorganizationto achieve theproject objectives. Performing
Organization: The enterprise whose personnel are most directly
involved in doing the work of the project
Project Objectives: The result to be obtained, the product to be
produced or the purpose to be achieved by the project.
F ti l O i ti
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Functional Organization
Picture Ref: PMBOK Guide, 4thVersion, Figure 2-7 Page 29
W k M t i O i ti
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Weak Matrix Organization
Picture Ref: PMBOK Guide, 4thVersion, Page 29
Strong Matri Organi ation
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Strong Matrix Organization
Picture Ref: PMBOK Guide, 4thVersion, Page 30
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Sample Question
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Sample Question
You are the Project Manager of XYZ consultants. The Project team
members are from Finance and HR departments. The team members
report to Finance and HR Managers respectively, and you havelimited control over them. What type of organizational hierarchy does
XYZ consultants follow?
A. Matrix organizationB. Projectized organization
C. Functional organization
D. None of these.
Enterprise Environmental Factors
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Enterprise Environmental Factors
Considered as inputs to most planning processes
Refers to both internal and external environmental factors
that surround or influence a projects success
Comes from any or all of the enterprises involved in the
projectEnhances or constrain project management options
May have a positive or negative influence on the project
outcome
Organizational Process Assets
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Organizational Process Assets
It may be grouped into two categories
Processes and procedures
Corporate knowledge base
It will include
All process related assets, from any or all of the organizations involved in the
project that can be used to influence the projects success
Formal and informal plans, policies, procedures and guidelines
Organizations knowledge base such as lessons learned and historical
information
Completed schedules, risk data, and earned value data
Recap
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Recap
Project
ProgramPMO
Operations
Stakeholders
Organization Structure
Project Lifecycle
Product Lifecycle
Review Questions Time
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Review Questions Time
Review Questions
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www.capgemini.com/financialservices
Thank You