1.intro to pmp

7/25/2019 1.Intro to PMP

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CIPM Certified International Project Manager InternationalCharter and Certification Preparation Exam TrainingTHE AMERICAN ACADEMY O PRO!ECT MANA"EMENT

#AAPM$

THE AMERICAN ACADEMY OF PROJECT MANAGEMENT

CHAPTER- INDONESIAArva Blg 5th Floor, Jl. Cikini Raya No.60 Jakarta Pusat Phone; (0!" #!$%00&ea' ))i*e+ uite $#, !6-0F /ast Cheyene ountain Blv', Colora'o 1rings, Colora'o2A Phone+ 3--5336$3


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You $i%!tfor%et


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wa roug e courseoutline


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&!t i' Pro(e)t*

4All 1roe*ts have a eginning, a 7i''le an' an en'.

Beginning i''le /n'


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Beginning i''le /n'

4A "efinition+

4%A temporar& endea'or (nderta)en to accompli*h a(ni+(e p(rpo*e,


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4 1erations is 8ork 'one to sustain the usiness.4 A 1roe*t en's 8hen its oe*tives have een rea*he',

or the 1roe*t has een ter7inate'.

4 Proe*ts *an e large or s7all an' take a short or longti7e to *o71lete.


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S$ple of Pro(e)t'

4 9evelo1ing a ne8 1ro'u*t : servi*e4 /))e*ting a *hange in stru*ture, sta))ing, or style o) anorganiation

4 9esigning a ne8 trans1ortation vehi*le

4 9evelo1ing or a* syste74 Constru*ting a uil'ing or )a*ility

4 Buil'ing a 8ater syste7 )or a *o77unity in a 'evelo1ing*ountry

4 Running a *a71aign )or 1oliti*al o))i*e4 =71le7enting a ne8 usiness 1ro*e'ure or 1ro*ess


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4Proe*ts have a *o77on set o) *hara*teristi*s

8hi*h *an also e 'e)ine' y 8hat they are not

A tr%et

out)o$e

A "efine" life

'pn

Cro''

or%ni'tion

l prti)iption

New or

uni,ue

Ti$e Co't

n"

perfor$n)e

re,uire$ent'


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4Proe*ts have a *o77on set o) *hara*teristi*s

w!i)! )n l'o .e "efine" ./ w!t t!e/re not

A targetout*o7e

A 'e)ine' li)es1an

Crossorganisational1arti*i1ation

Ne8 or unii7e, Cost an'

1er)or7an*ere


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/?1lorations@o on

in'e)initely

ne tea7 orone 1erson

8orking alone

Creating thesa7e thing

7ulti1le ti7es

No *onstraintson ti7e, *ost

or 1er)or7an*e

&!t pro(e)t i'nt


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T!e Attri.ute' of PM

&as a uni


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T!e A"0nt%e' of u'in% For$l PM

4Better *ontrol o) )inan*ial, 1hysi*al, an' hu7anresour*es.

4 =71rove' *usto7er relations.

4 horter 'evelo17ent ti7es.

4 o8er *osts.

4 &igher


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Pro(e)t n" Pro%r$ Mn%er'

4 Proe*t 7anagers 8ork 8ith 1roe*t s1onsors, 1roe*ttea7s, an' other 1eo1le involve' in 1roe*ts to 7eet1roe*t goals.

4Pro%r$+ A grou1 o) relate' 1roe*ts 7anage' in a*oor'inate' 8ay to otain ene)its an' *ontrol notavailale )ro7 7anaging the7 in'ivi'ually.DE

4 Progra7 7anagers oversee 1rogra7s an' o)ten a*t as

osses )or 1roe*t 7anagers.

*PMI,A Guide to the Project Management Body of Knowledge

(PMBOK Guide) (2004), p. 16.


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T!e TripleCon'trint

4 /very 1roe*t is *onstraine' in 'i))erent 8ays y its+

S)opegoals+ hat 8ork 8ill e 'oneG

Ti$e goals+ &o8 long shoul' it take to *o71leteG

Co't goals+ hat shoul' it *ostG

4 =t is the 1roe*t 7anagerHs 'uty to alan*e these three

o)ten*o71eting goals.


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Fi%ure 1-12 T!e Triple Con'trint of

Pro(e)t Mn%e$ent

Successful projectmanagement meansmeeting all treegoals (scope, time,an! cost) " an!

satisf#ing teproject$s sponsor%


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T!e -(adr(pleCon'trint

Iuality

>i7e

*o1e Cost


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&!t i' Pro(e)t Mn%e$ent*

4 Pro(e)t $n%e$entis the a11li*ationo) kno8le'ge, skills, tools an' te*hni


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Pro(e)t St3e!ol"er'

4 St3e!ol"er' are the 1eo1le involve' in ora))e*te' y 1roe*t a*tivities.

4 takehol'ers in*lu'e+ Proe*t s1onsor

Proe*t 7anager Proe*t tea7

u11ort sta))

Custo7ers

2sers u11liers

11onents to the 1roe*t


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Fi%ure 1-42 Pro(e)t Mn%e$ent

Fr$ewor3


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4 >he PBHs $ no8le'ge areas

=ntegrationanage7ent

>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iualityanage7ent

&Ranage7ent

Risk

anage7ent

Co77uni*ation

anage7ent

Pro*ure7ent

anage7ent


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4 >i7e anage7ent


>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iualityanage7ent

&Ranage7ent

Risk

anage7ent

Co77uni*ation

anage7ent

Pro*ure7ent

anage7ent


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4 Cost anage7ent


>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iualityanage7ent

&Ranage7ent

Risk

anage7ent

Co77uni*ation

anage7ent

Pro*ure7ent

anage7ent


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4 *o1e anage7ent


>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iualityanage7ent

&Ranage7ent

Risk

anage7ent

Co77uni*ation

anage7ent

Pro*ure7ent

anage7ent


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4 Iuality anage7ent


>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iualityanage7ent

&Ranage7ent

Risk

anage7ent

Co77uni*ation

anage7ent

Pro*ure7ent

anage7ent


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Re$e$.er t!i'*

4>he )irst )our kno8le'ge areas are Core Fun)tion'


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4>he ne?t )our kno8le'ge areas are F)ilittin% Pro)e''e'

=ntegration

anage7ent

>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iuality

anage7ent

&R

anage7ent

Riskanage7ent

Co77uni*ationanage7ent

Pro*ure7entanage7ent


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4 &R anage7ent


>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iualityanage7ent

&Ranage7ent

Risk

anage7ent

Co77uni*ation

anage7ent

Pro*ure7ent

anage7ent


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4 Risk anage7ent


>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iualityanage7ent

&Ranage7ent

Risk

anage7ent

Co77uni*ation

anage7ent

Pro*ure7ent

anage7ent


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4 Co77uni*ations anage7ent


>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iualityanage7ent

&Ranage7ent

Risk

anage7ent

Co77uni*ation

anage7ent

Pro*ure7ent

anage7ent


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>i7eanage7ent

Costanage7ent

*o1eanage7ent

Iualityanage7ent

&Ranage7ent

Risk

anage7ent

Co77uni*ation

anage7ent

Pro*ure7ent

anage7ent

4 =ntegration anage7ent 1ulling it all together


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>e*hni*al skills Peo1le kills

Bu'geting, *he'uling,9o*u7enting

ea'ing, otivating,istening, /71athising

4hi*h ones are 7ost i71ortant )or 1roe*tsG


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Figure 1.3 Technical and Sociocultural Dimensions of Project Management(Gray & Larson, 200, !"#$


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Pro(e)t St3e!ol"er'

4 St3e!ol"er' are the 1eo1le involve' in ora))e*te' y 1roe*t a*tivities.

4 takehol'ers in*lu'e+ Proe*t s1onsor

Proe*t 7anager Proe*t tea7

u11ort sta))

Custo7ers

2sers u11liers

11onents to the 1roe*t

P ( t M t T l "


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Pro(e)t Mn%e$ent Tool' n"

Te)!ni,ue'

4 Proe*t 7anage7ent tools an' te*hni


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Pro(e)t Portfolio Mn%e$ent

4 any organiations su11ort an e7ergingusiness strategy o) pro(e)t portfolio$n%e$ent+

rganiations grou1 an' 7anage 1roe*ts asa 1ort)olio o) invest7ents that *ontriute tothe entire enter1riseHs su**ess.


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&!/ t!e I$pro0e$ent'*

>he reasons )or the in*rease in su**ess)ul 1roe*ts vary.First, the average *ost o) a 1roe*t has een 7ore than*ut in hal). Better tools have een *reate' to 7onitoran' *ontrol 1rogress an' .etter '3ille" pro(e)t$n%er' wit! .etter $n%e$ent pro)e''e'are

eing use'. >he )a*t that there are 1ro*esses issigni)i*ant in itsel).DE

E>he tan'ish @rou1, 'C&A 00!+ A Re*i1e )or u**ess(00!".

! /?e*utive su11ort


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Pro(e)t

Su))e''F)tor'

!. /?e*utive su11ort

. 2ser involve7ent

#. /?1erien*e' 1roe*t 7anager

%. Clear usiness oe*tives5. ini7ie' s*o1e

6. tan'ar' so)t8are in)rastru*ture

-. Fir7 asi* re


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2se an integrate' 1roe*t7anage7ent toolo? that in*lu'es

stan'ar' an' a'van*e' tools an'lots o) te71lates.

@ro8 1roe*t lea'ers, e71hasiingusiness an' so)t skills.

9evelo1 a strea7line' 1roe*t'elivery 1ro*ess.

easure 1roe*t health using

7etri*s, in*lu'ing *usto7ersatis)a*tion an' return on invest7ent


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T!e Role of t!e Pro(e)t Mn%er

4 Jo 'es*ri1tions vary, ut 7ost in*lu'e res1onsiilitiessu*h as 1lanning, s*he'uling, *oor'inating, an' 8orking8ith 1eo1le to a*hieve 1roe*t goals.

4 Re7e7er that $- 1er*ent o) su**ess)ul 1roe*ts 8ere

le' y e?1erien*e' 1roe*t 7anagers.

Fift P ( t M t J .


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4 9e)ine s*o1e o) 1roe*t.

4 ='enti)y stakehol'ers, 'e*ision7akers, an' es*alation1ro*e'ures.

4 9evelo1 'etaile' task list (8orkreak'o8n stru*tures".

4 /sti7ate ti7e re


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Su%%e'te" S3ill' for Pro(e)t

Mn%er'

4 Proe*t 7anagers nee' a 8i'e variety o) skills.

4 >hey shoul'+

Be *o7)ortale 8ith *hange.

2n'erstan' the organiations they 8ork in an' 8ith.

ea' tea7s to a**o71lish 1roe*t goals.

S %%e'te" S3ill' for Pro(e)t


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Mn%er'

4 Proe*t 7anagers nee' oth har'D an' so)tD skills.

Hr" '3ill'in*lu'e 1ro'u*t kno8le'ge an' kno8ing ho8 to

use various 1roe*t 7anage7ent tools an' te*hni


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Mn%er'

4 Co$$uni)tion '3ill'+ istens, 1ersua'es.

4 Or%ni6tionl '3ill'+ Plans, sets goals, analyes.

4 Te$-.uil"in% '3ill'+ ho8s e71athy, 7otivates,

1ro7otes es1rit 'e *or1s.4 7e"er'!ip '3ill'+ ets e?a71les, 1rovi'es vision (ig

1i*ture", 'elegates, 1ositive, energeti*.

4 Copin% '3ill'+ Fle?ile, *reative, 1atient, 1ersistent.

4 Te)!nolo%/ '3ill'+ /?1erien*e, 1roe*t kno8le'ge.


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T.le 1-82 Mo't Si%nifi)nt C!r)teri'ti)' of

Effe)ti0e n" Ineffe)ti0e Pro(e)t Mn%er'


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I$portn)e of 7e"er'!ip S3ill'

4 /))e*tive 1roe*t 7anagers 1rovi'e lea'ershi1 ye?a71le.

4 A lea'er )o*uses on longter7 goals an' ig1i*tureoe*tives 8hile ins1iring 1eo1le to rea*h those goals.

4 A 7anager 'eals 8ith the 'ayto'ay 'etails o) 7eetings1e*i)i* goals.

4 Proe*t 7anagers o)ten take on oth lea'er an'7anager roles.


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Hi'tor/ of Pro(e)t Mn%e$ent

4 o7e 1eo1le argue that uil'ing the /gy1tian1yra7i's 8as a 1roe*t, as 8as uil'ing the @reat allo) China.

4 ost 1eo1le *onsi'er the Mn!ttn Pro(e)tto e the

)irst 1roe*t to use 7o'ernD 1roe*t 7anage7ent.

>his threeyear, K illion (in !$%6 'ollars" 1roe*t ha' ase1arate 1roe*t an' te*hni*al 7anagers.

Fi 1 8 S l G tt C! t


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Fi%ure 1-82 S$ple Gntt C!rt

e 83S is son on te left, an! eac tas$s start an! finis !ates

are son on te rigt. irst use! in 191:, earl# antt carts ere

!ran ;# an!.

8or 3rea!on Structure (83S)


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Fi%ure 1-92 S$ple Networ3 Di%r$

+ac ;o is a project tas from te 83S. /rros so !epen!encies

;eteen tass. e ;ol!e! tass are on te critical pat. If an# tas on tecritical pat taes longer to complete tan planne!, te ole project ill slip

unless someting is !one. etor !iagrams ere first use! in 19


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Pro(e)t Mn%e$ent Offi)e :PMO;

4 A P is an organiational grou1 res1onsile )or *oor'inating the1roe*t 7anage7ent )un*tion throughout an organiation.

4 Possile goals in*lu'e+ Colle*t, organie, an' integrate 1roe*t 'ata )or the entire organiation.

9evelo1 an' 7aintain te71lates )or 1roe*t 'o*u7ents.

9evelo1 or *oor'inate training in various 1roe*t 7anage7ent to1i*s. 9evelo1 an' 1rovi'e a )or7al *areer 1ath )or 1roe*t 7anagers.

Provi'e 1roe*t 7anage7ent *onsulting servi*es.

Provi'e a stru*ture to house 1roe*t 7anagers 8hile they are a*ting inthose roles or are et8een 1roe*ts.

Fi%ure 1 < S$ple Enterpri'e


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Fi%ure 1-

1.intro to pmp

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