pmi pmp certification pmbok made easy-basics

Debasis Das www.consult-debasis.com 1

PMI PMP Certification

PMBOK reading made Easy


This Presentation ByDebasis Das

Notes on Project Management Knowledge

http://www.amazon.com/Notes-Project-Management-Knowledge-ebook/dp/B007E0FIGA/ref=sr_1_1?ie=UTF8&qid=1335721970&sr=8-1


Project ManagementPreliminaries


Project Management KnowledgeEssential Issues to Understand

• Difference between project management, program management and portfolio management

• Role of a project manager• Enterprise environmental factors• Organizational knowledge assets• Stakeholder influences


Stakeholders

• Stakeholders are persons or organizations• Internal as well as external• People whose interests may be affected by the

outcome of the project• Who exerts influences on the project

outcomes directly and indirectly• Customers, sponsor, the performing

organization, the public at large


Stakeholder Influences• Customers/users, sponsors, portfolio managers/ portfolio review boards,

program managers, project management office are some categories of stakeholders

• The project manager and the project team • Functional managers, operation management, sellers and partners Persons

and organization that are going to use the project's outcome• A sponsor initially helps the project take shape and promote it• nurture the project along by providing the funding and act as an escalation

point in times of problems• Project manager, Program manager , Portfolio management and review board

members are stakeholders• The PMO office when assigned to the project can provide several services

including administrative support by way of policies, methodologies and templates; resource alignment for project staff and a central communication infrastructure. Provide training, mentoring and coaching of project managers.


Projects, Programs, Portfolios


Projects, Programs, Portfolios

• A portfolio is a collection of programs, projects and even other portfolios

• A program is a set of related projects, could be just one project

• A project is set of activities undertaken for a limited period of time (not on-going activities like the manufacture of a product on a regular basis) to achieve a unique result, a specific service or a particular product.


Project Life Cycle


Project Life Cycle

• A project will have distinct parts in its life – Start– Organizing & preparing– Carrying out – Closing

• A project may have more than one phase, each of which have these same distinct parts in them


Phase gate/ Exit/Milestone/Kill point

• Called a phase gate, it is at this time decisions to continue to next phase, any moderations/ changes are decided

• A point in time when one phase has ended and it is time to start the next phase. This is also the logical point to take decision if the project should be continued (hence kill point)

• It is just a planned milestone when some intermediate deliverables has been achieved.


Project Phases Relationships


Project Phases Relationships

• Sequential: where phases follow one after another in strict time sequence

• Overlapped: where some of the stages of the project phase may overlap

• Iterative: where carrying out of one part affects another part of the pervious phase. They evolve iteratively


Processes

• Well defined activities to complete tasks• More well defined the process is the more

repeatable, hence higher quality results/ products/services

• Quality tenet says “if you can take care of the process, product/ outcome will take care of itself”

• If processes are well defined, one cannot make mistakes and hence affect the quality of the outcome/product/result, etc.


Process Groups

• Multiple processes that are necessary to get a part of the project life done well.

• These are known by the part of the project life cycle they are applicable to.

• Processes applicable to initiation part of the project, for example is known as the Initiation process group


Process Groups

• Initiating Process Group• Planning Process Group• Executing Process Group• Monitoring & Controlling Process

Group• Closing Process Group


Process Groups and Project Life Phases


Typical Processes in Initiating Process Group

• Develop project charter• Identify stakeholders• Define initial scope• Commitment of initial resources


Typical Processes in Planning Process Group

• Develop project management plan• Collect requirements• Define scope, create WBS, • Define activities, sequence activities• Estimate activity resources, estimate resources durations, develop

schedule,• Estimate costs, determine budget• Plan quality• Develop human resources plan, Plan communications• Plan risk management, identify risks, perform qualitative risk

analysis, perform quantitative risk analysis, plan risk responses• Plan procurements processes.


Typical Processes in Executing Process Group

• Direct and manage project execution• Acquire project team• Develop project team, manage project team• Distribute information• Perform quality assurance• Manage stakeholders’ expectations• Conduct procurement


Typical Processes in Monitoring & Control Process Group

• Monitor and control project work• Perform integrated change control• Verify scope, control scope• Control costs, control schedule• Perform quality control, report performance• Monitor and control risks• Administer procurements


Typical Processes in Closing Process Group

• Formal acceptance• Reviews, recording the results of any

tailoring done to processes• Lessons learned and appropriate updates

to the process assets• Archival of project related data


WANT TO READ MORE!!

Notes on Project management Knowledge



pmi pmp certification pmbok made easy-basics

Business

project management plan

project charter

project staff

project lifecycle

project management office

project life phasesdebasis

project life cycledebasis

coachingof project managers