pmp,lecture 1 projects frame work based on pmbok v5

Lecture Prepared By:

Ahmed Ibrahim,PMP®,PMI-RMP®

[email protected]

Thiqah & Professionalengineers.usPMP® Certificate Exam

preparation Course.

This is me

Project Manager Professional (PMP®) preparation for taking exam Course

Who should attend the course?This course is targeting the Project managers, Planning

engineers, Construction Managers, Site Engineers, and

whoever is interesting on a projects management. If you are

seeking to create, review, or understand the project

management .

2All copy right reserved to professionalengineers.us

AHMED IBRAHIM, PMP®, PMI- RMP®

Ahmed Ibrahim holds a Bachelor of Civil Engineering. Member and Certified by the project

management institute – Pennsylvania - USA as:

1 - Project manager professional (PMP ®) – 2011

2 - Risk Manager Professional (PMI-RMP ®) – 2013

3 - Master of projects management student.

, in addition to practical experience in the field of project management, executive management and

human resources. He have projects management knowledge that always seek to develop, update, and

share with others, especially the professionals in the field of project Management.

Other skills and interests. (PMP Certificate training, PMI-RMP Certificate training, planning and

schedulingbyprimaveraP6.8.2training,Excelandreports&dashboardstraining)

PMO (projects management office) creation and workflow process improvement.

Who should attend the course?This course is targeting the Project managers, Planning

engineers, Construction Managers, Site Engineers, and

whoever is interesting on a projects management. If you

are seeking to create, review, or understand the project

management plan including project objectives plans, you

are kindly invited to attend this course.

What is different in our PMP® course?In this course you will find a permanent and distinctive link between the projects in the Arab environment and the principles of Project Management, rules and knowledge in the book 5th issued by the Project Management Institute, U.S.. In addition to stand on the important points, which always come in the PMP exams, as well as how to link temporal and spatial processes of project management without the need for memorization suffering... Joining us guarantee your success from the first try, and understand the serious and real knowledge in the PMBOK 5thIn addition, of all points above you will take 50 questions exam at the end of our course on line to simulating the real PMP exam conditions and atmosphere

We will provide: Decrease study and preparation time by focusing

on exam topics Enhances your personal study plan and evaluate

progress Utilize useful tips and techniques in answering

the exam questionsUnderstand the PM terminology which is used by PMPs


Project Integration Management

•Project Scope Management

•Project Time Management

•Project Cost Management

•Project Quality Management

•Project Human Resources Management

•Project Communication Management

•Project Risk Management

•Project Procurement Management

•Project Stakeholder Management

•Professional Responsibility of the Project Managers

•Studying for Taking the Exam

•Nature of the Exam

•What to study and how to study it

•How to answer the questions

•Tips and tricks for avoiding common mistake

•Course Duration: course duration is four weeks,

three lectures a week, and each lecture three hours.

Total hours is 35 hours.


PMP Eligibility Requirements


9

Material References

Project Management Body Of Knowledge (PMBOK® Guide) 5thedition

The Standard for Portfolio Management (PMI)

Practice Standard For Project Risk Management

Q & As for The PMBOK® Guide Fourth Edition

O’Reilly Media, Inc., Head First PMP, Jennifer Greene, PMP & Andrew Stellman, PMP.

Rita Mulcahy, PMP, M.B.A, PMP® Exam Prep, 8th Edition ,http://www.rmcproject.com/about/rita.aspx

http:// www.pmi.org

http:// www.professionalengineers.us

http:// www.method123.com


Professionalengineers.us

CELL: + 966 545821579

E-mail: [email protected]

E-mail : [email protected]

http://www.linkedin.com/in/ahmed13

Web: www.professionalengineers.us

www.professionalengineers.us

http://www.method123.com/

mailto:[email protected]

PM Standards

• Project Management Institute (PMI®)

• Project Management Body Of Knowledge “PMBOK ® Guide”

– Issued by the PMI®

– The reference to PM practices

• PMI® Certifications:

– Project Management Professional (PMP)®

– Certified Associate Project Manager (CAPM)®

– Program Management Professional (PgMP)®

– PMI® Scheduling Professional (PMI–SP)®

– PMI® Risk Management Professional (PMI–RMP)®

– PMI Agile Certified Practitioner (PMI-ACP)®

– OPM3® Professional Certification

PMBOK ® Guide 5th

Project Management Body of Knowledge

A GUIDE to the generally accepted body of knowledge that definesproject management

Provides a common language

Serves as a reference resource

Recognized as a standard

The International Organization for Standardization (ISO) American National Standard Institute (ANSI)



PMP® Examination Overview 2/2⦁ As of this writing there is no definitive passing score for the exam - for each of the

sections outlined above you will be graded either a) Proficient, b) Moderately Proficient, or c) Below Proficient. According to the PMI Certification Department, the following is In effect:

⦁ “There are not a minimum or maximum number of domains or chapters in which candidate needs to demonstrate proficiency in order to pass the exam. The pass/fail rate is determined based on overall performance, not on how many questions were answered right or wrong in a particular domain or chapter. Each of the domains or chapters has a different number of questions within them that are relative to each other but not equal to each other. That means itis possible to score Below Proficiency in one of the domains and yet still pass the examination. It all depends on how many items were present in the domains that were failed. ”1

PMP® Examination Overview 1/2⦁ The PMI certification examination consists of 200 multiple-choice questions, each

question consisting of only four possible answers. The questions that you will see on your specific exam are selected from a bank of over 13,000 questions. There is no way to predetermine what the specific selection mix of questions will be.

⦁ Unlike the GMAT, The PMI exam is non-adaptive. You may select questions forreview and move on to other questions, returning to those questions that gave youdifficulty, without penalty.

⦁ The PMI examination is four hours and once begun, the clock will tick until fourhours are complete, or the test taker submits the exam for grading prior to thecompletion of four hours.

⦁ Make sure you answer all questions - no credit will be given for unansweredquestions. In this case an unanswered question is the same as an incorrect answer.

⦁ There are 25 'pretest' questions on the exam that carry no credit. You are only graded on 175 questions out of the 200 questions presented; however you will not know which questions are experimental and which questions you are being graded on.


Examination Question Types 2/3Something you never heard of: Don't be surprised to see a question containing something youhave never seen before. The field of project management changes on a daily basis and the tools and techniques used by the project manager are expanding seemingly at a geometric rate. Take your best guess and move on.

Mathematical: Expect to see anywhere from 5 to 10 questions involving formula computations.Earned value, PERT or questions involving standard deviation are typical computation questions.

Diagrams: You may be asked to interpret a graph or construct a precedence diagram frominstructions. On the computer at the test center, there may be a button on the screen that you can push that will bring up a graphic or some other diagram. Take advantage of all information provided.

Correct answer to a different question: You will sometimes see answers that may be correctstatements by themselves, but do not answer the question.

Examination Question Types 1/3Questions on the PMP® certification exam are designed to test your analytical abilities, application experience, and general project management knowledge. The types of questions you will see on the exam will fall into the following general categories:

Situational: A scenario or situation will be presented to you in which must analyze the questionand choose the best answer based on your experience, analysis, and knowledge. Many test takers state that the predominant percentages of questions on the exam are situational.

More than one right answer: Frequently, a test question will have two or more correct answers;however there will always be one answer that is more correct than the others. In this situation it is usually simple to eliminate at least two of the answers. Focus your attention on what the project manager needs to do next.

Extraneous information: PMI is famous for the wordy multi-paragraph question, loaded withmisdirection (red herrings) and nonessential information that has nothing to do with the actual question. When encountering such questions for the first time, read the answer set and the final paragraph first - this is usually the place where the actual question is contained.


Preparing for the Exam 1/2PMP® exam is four hours and 200 questions - this means that you have approximately 1 minute and 12 seconds to answer each question. In order to ensure an optimal testing experience there are specific stress relievers you can employ that will help you get through the test with a minimum of angst. Consider the following as part of your test taking strategy:

Arrive Early. Consider traffic and time of day when making your way to the exam center. You don't want to arrive in a rushed or stressed state before the exam begins. It is strongly recommended that you scope out the exam facility a week or two before the actual examination, if at all possible. You want to know what to expect walking through the door of the test facility. You will be under constant video monitoring and observation for the entire duration of the exam.

Rest Up. Take the evening off from studying the night before the exam - if you don't know the material by this point, cramming into late hours the evening before the test will simply multiply your stress level by a factor of two or three. It is most important that you be rested with a good night’s sleep under your belt on the day of the exam. If you can, schedule the test for early afternoon instead of early morning.that may be correct statements by themselves, but do not answer the question.

Examination Question Types 3/3A new approach to a known topic: You will frequently see questions that will present a differentpoint of view or skew to a known topic. These questions will test concepts but using language that is different from what you studied for the exam. Thus it is critical that the concepts be understood ahead of simple rote memorization of project management knowledge.

Double negatives: A number of questions are designed to be deliberately confusing ("which ofthe following would NOT be the least likely choice to make..."), which is another way of saying; "what would be your most likely choice".

Recall: There will be a few fairly short questions that test your inventory of certain projectmanagement facts and knowledge areas.

Critical Note: Make sure you do a careful and thorough read of each question - many of the answers to exam questions turn on a single word. If you skim over or miss that key word, you will get the question wrong. Read all questions carefully. Answer what is asked!


Preparing for the Exam 2/2Consider Earplugs. There may be some distracting noises in the examination room such as a fan, or test-taker for a different exam tapping a pencil on a desk. Bring earplugs just in case.

Dress in Layers. Frequently exam rooms are air conditioned to a point where they are too cold for many people. Therefore it is recommended that you dress in layers and remove layers or add layers as necessary to maintain your own individual comfort level.

Bring Food and Drink. If you get thirsty or need a nutritional boost during the exam, make sure you bring bottled water, bottled juices, or any snacks you will need for the four-hour test. If you have to leave the room to use a water fountain or go to a vending machine, the test clock will still be ticking.

Do the Brain Dump! Prior to the start of the exam and during the 15 minute tutorial you will have time to write on scratch paper all the formulas you will need for the test. While many of us pride ourselves on our airtight memories, rest assured that if exam panic sets in, all that you thought you had memorized will fly out of your head in an instant. Do yourself a favor and write down these formulas in an unstressed state prior to the actual start of the exam - this will pay dividends many times over while you are taking the exam. Some past test takers have actually reported that examination proctors upon handing scratch paper to the test-taker will state, "don't forget your brain dump".

Lets take PMP®


1. PM Definitions and Concepts

What is a Project?

• A temporary endeavor undertaken to produce a unique product,

services or result.

• It's plan is usually progressively elaborated.


Rolling wave planning (التخطيط مثل تتتابع الموجات)

• Process groups may overlap and cross phases .(طور)

• If a project is broken down (قسم) into several phases (e.g. design, implementation (تنفيذ)

etc.), then the process groups will occur in each of the phases .

• Rolling wave planning refers to the progressive detailing of the project plan which is an

iterative and ongoing process.


Projects and Operations(العمليات)

Similarities between Operations and Projects

• Performed by people

• Constrained (تقيد) by limited resources

• Planned executed (تنفذ) and controlled (ويتم التحكم بها)

Differences between Operations and Project

• Operations do not have any timelines. Projects are temporary (مؤقت) and

have finite(محدد) time duration.

• Objective (الهدف) of Operations is usually to sustainتحمل the business.

Objective of a project is to attainتحقق the objective and close the project.

Project Management Context سياق

• Project management exists in a broader context thatincludes:

‒ Program management البرامج

‒ Portfolio management المحافظ

‒ Project management office مكتب إدارة المشروعات

• Frequently التكرار , there is a hierarchy هرمي of:

‒ Strategic plan تخطيط استراتيجي

‒ Portfolio

‒ Program

‒ Project

‒ Subproject جزء من مشروع


Project Management Context

Sub-projects

• Projects are divided into more manageable components جزئيات تدار

or subprojects

• Usually contracted to an external enterpriseمؤسسه or other

functional unitوحده وظيفيه in performing .organizationالمنفذة


Programs

• Group of projects managed in a coordinated way to obtain benefitsمنافع

not available from managing them individually فرديبشكل , in order to gain

efficiencies on cost, time, technology, etc.

• A combination ofمجموع related projects and includes associated

operational workالمرتبطه which is not done as part of the individual

projects

• Developingتطوير several common components only once and

leveraging themاالستفاده across all of the projects that use those

components.

Program Management

• Provides a holistic كلي view of several related projects which, if done

together, will achieve more substantial جوهريه results than an

individual project

• Satisfies يرضي a particular strategic objective, which will require

several projects

Project Portfolio


Portfolio Management

• Portfolio is the collection of projects or programs and

associated operational workالعمليات المرتبطة بها

• Portfolio Management is the selection and support of projects or

program investments االستثمارات .

• Portfolio Management is important because :

– It satisfies the strategic business objectives

– Helps in selecting of appropriate projects and programs to maximize

the value of the portfolio


Project Management Office (PMO) 2/3

• Identification and development of project management

methodology طريقة العمل, best practices افضل الممارسات and standards

• Clearing house and management for project policies,

proceduresاالجراءات , templates and other shared documentation

• Centralized configuration management for all projects

administered by the PMO

• Centralized repository and management for both shared and

unique risks for all projects.

• Central office for operation and management of project tools, such

as enterprise-wide project management software

Project Management Office مكتب ادارة

(PMO)المشروعات 1/3

• An organizational unit to centralize and manage a program

• Called Program Management Office, Project Office or Program Office

• Project team members will report directly to the project manager or, if shared,

to the PMO.

• The project manager reports directly to the PMO.

• The PMO directly reports to the CEOالمدير التنفيذي .


Strategic Planning

• Strategic planning is a practice by which a company looks into the future for

products or services it must have, typically three to five years in the future.

• Projects are the tools that the company will use to implement these strategic

goals, because the operations of the company typically encompassيشمل the day-

to-day (repeatable) activities. Thus, when the strategic goals are complete, they

roll into the operations of the company.

• Projects can be initiated as a result of market demandطلب, legal needs حاجه

technology ,قانونيه updates, and customer or organizational needs.

• PMI® has a tool and methodology approach called OPM3® (Organizational Project

Management Maturity Model) for aligning a company's goals and strategic

planning to project management.

Project Management Office (PMO) 3/3

• Central coordination for communication management across

projects.

• A mentoring platform منصه for project managers

• Central monitoring of all project timelines and budgetsالموازنه ,usually at the enterprise level.

• Coordinationتنسيق of overall project quality standards between the

project manager and any internal or external quality personnel or

standards organization.


Process Groups

1. Initiation

2. Planning

3. Execution

4. Monitoring and Control

5. Closing

Knowledge Areas

1.Integration management (4)

2.Scope management (5)

3.Time management (6)

4.Cost management (7)

5.Quality management (8)

6.HR management (9)

7.Communication management (10)

8.Risk management (11)

9.Procurement management (12)

10.Stakeholder management (13)


Project Phase

• Project phase: “A collection of logically related project activities usually

culminating تتوج in the completion and approval of a major

deliverable تسليم.”

Multi Phase Project

Executing Processes

Life Cycle

Phase Phase Phase Phase

ProjectProcessGroup

Monitoring & Controlling Processes

Planning Processes

Closing processesInitiating

processes


Planning Processes

Executing Processes

Initiating processe

s

Initiating processe

s


Planning Processes

Executing Processes

Closing processes

Initiating processes


Planning Processes

Executing Processes

Initiating processe

s

Initiating processe

s


Planning Processes

Executing Processes

Initiating processe

s

Initiating processe

s

Process Groups• Project management processes are mapped on to the lifecycle and

organized into groups:

Initiating processes: recognizing that a project or phaseطور should begin and

committing to do so.

Planning processes: devising andاستنباط maintaining a workable schemeمخطط.

Executing processes: coordinating resources to carry out the plan.

Monitoring and Controlling processes: ensuring that project objectives are

met.

Closing processes: formalizing acceptanceالقبول and bringing it to an orderlyend.

• The process groups are linked by the results they produce; the

results of one process group becomes input to another


Project Lifecycleدورة حياة المشروع, PM Lifecycle

• Project life cycle: “Collectivelyمجموع the project phases are

known as the project life cycle.” Project life cycle includes all

the phases required for a project – defines the beginning and

end of a project.

‒ What you need to do to DO the work

‒ It varies by industry and type of project

• Project management life cycle: describes what is required to

manage the project and follows PMI®’s process groups (i.e.

Initiating, planning, execution, control and closeout).

More than 20 questions in PMP® exam related to PM life cycle

Kill Point


Project Life Cycle – features 1/5

• Defines the beginning and end of the project

• Includes the transitional activities at beginning and end of the project

(providesتقدم link with ongoing operations of the performing

organization).

• Define technical work and resources involved in each phase.

• When the deliverables are to be generatedتكتمل in each phase and how

each deliverable is reviewed, verified andيتحقق منه validated?

• How to control and approve each phase ?

• Project life cycle may be just one phase of product life cycle

• Subprojects within projects have their own distinctالخاصه life cycles

Typical Project Life Cycle



Factors increasing with project duration:• Probability of successfully completing project• Cost of changes• Cost of Error Correction

Start of project End of projectProject Duration


Start of project End of project

Factors that increase with project duration, then decrease sharply when project nears completion:• Cost of project• Staffing Levels

Project Duration




Project Duration

Factors decreasing with project duration:• Uncertainty/Risks about the project

• Ability of stakeholders to influencefinal characteristics of project’s product

• Ability of stakeholders to influence final cost of project’s product

Start of project End of project


Project Management System

• The Project Management System is a set of proceduresاالجراءات,

tools and techniques, processesالعمليات ,and methodologiesوالمنهجيات

that an individual Project Manager, PMO, or company can use

to manage projects.

• This system can be formal or informal in nature.

• Typically, it is supported by the Project Management Plan as the

work on the project is executed.

Product Life Cycle

• The cycle of a product’s life from conceptionالفكرة to withdrawal.للسحب

• The natural grouping of ideas, decisions ,قرارات and actions

into product phases, from product conception to operations

to product phase-out.

• Undertaken ينفذ to launch a new product – a product life cycle

may have several projects (and hence multiple project life

cycles)

e.g. a project undertaken to bring a new desktop computer to

market is only one phase in the product life cycle.


Stakeholdersالمعنيين 1/2

• Anyone whose interests may be positively or negatively

impacted by the project.

Project Methodologyطريقة العمل

• A methodology is a system of practices, techniques,

procedures, and rules used by those who work in a discipline.

• PMI® does not define what phases you should use on your

project.

• The PMBOK ® Guide does not describe a project methodology.

Instead, processes are defined that could fit into your project

methodology.


Types of Organizations

• Functional

• Project Based

• Weak Matrix

• Balanced

• Strong Matrix

• Projectized

• Composite

Stakeholders 2/2

It is important to

• Indentify all stakeholders

• Determine all of their requirementsمتطلباتهم or needs

• Understand and evaluateتقديرall of their expectations

• Communicate with them effectively

•Manage their influence تأثيرهم


Functional Organizationالوظيفيه

•Potential Advantages

– Access to specialists; members reporting to only one supervisor, clearly defined career paths

– Clear reporting relationships

– Highly specialized expertise

– Homogeneous group

– Drive for technical excellence

•Potential Disadvantages

– less focus on project deliverables, no career path on Project Management, PM has no authority

– Project boundaries limited to discipline

– Barrier to customer influence and satisfaction

– Employee development opportunities limited

– Project manager dependent on personal influence

– Hierarchical decision and communication processes

– Overwork technical issues versus build to standard

Functional Organization


Weak Matrix Organization

Project-Based Organization


Strong Matrix Organization

Balanced Organization


Projectized Organization

Advantages–Strong project manager role

–Full-time administrative staff

–Clear accountability

–Fosters co-location

–Improved focus

Disadvantages

–Cost and performance tracking

–Decision-making

–Customer relationships

–Common processes

technical

–Devaluing of functional managers

–Process versus deliverable emphasis

identity

–Reduced focus on technical

competence

–Leadership by the non-technically skilled

Projectized Organization


Composite Organization


Organizational Structure: Influences on Projects

Roles & Responsibilities

• Project Manager

• Project Coordinator

• Project Expediter

• Functional Manager

• Senior Management

• Sponsor

• Project Team Members


Roles: Project Manager

• The person ultimately responsible for the outcome of the project –

deliverables

• Not required to be a technical expert

• Formally empowered to use organizational resources in control of

the project

• Authorized to make decisions and spend the project's budget

• Found in a matrix or projectized organization. If they do exist in a

functional organization, they will often be only part-time and will

have significantly less authority than project managers in other

types of organizations.

PM Key General Management Skills

• Leading

• Communicating

• Negotiating

• Problem Solving

• Influencing the Organization


Roles: Project Coordinator

• In some organizations, project managers do not exist; instead,

they use the role of a project coordinator.

• Weaker than a project manager. This person may not be

allowed to make budget decisions or overall project decisions,

but they may have some authority to reassign resources.

• Acts as the communications link to Senior Management and

have some limited decision-making abilities.

• Found in weak matrix or functional organizations

Roles: Project Coordinator


Roles: Project Expediter

• The weakest of the three project management roles

• Staff assistant who has little or no formal authority

• This person reports to the executive who ultimately has

responsibility for the project

• Performs activities such as verifying that some assignment is

complete, checking on the status of some undertaking, and

communicating the information to senior management

• Usually found in a functional organization - may be only part-

time in many organizations

Roles: Project Expeditor


Roles: Functional Manager

• Departmental manager such as the manager of engineering,

director of marketing or information technology manager.

• Usually "owns" the resources that are loaned to the project, and has

human resources responsibilities for them.

• May be asked to approve the overall project plan.

• Functional managers can be a rich source of expertise and

information available to the project manager and can make a

valuable contribution to the project.

• Typically, you see this role conflicting with the Project Manager and

direction of the project.

Roles: Senior Management

• Role on the project is to help

prioritize projects and make sure

the project manager has the proper

authority and access to resources.

• Issues strategic plans and goals and

makes sure that the company's

projects are aligned with them.

• May be called upon to resolve

conflicts within the organization.


Roles: Sponsor

• The person paying for the project.

• May be internal or external to the company.

• Called the project champion.

• The sponsor and the customer may be the same person, although

the usual distinction is that the sponsor is internal to the performing

organization and the customer is external.

• May provide valuable input on the project, such as due dates and other

milestones, important product features, and constraints and assumptions.

• If a serious conflict arises between the project manager and the customer,

the sponsor may be called in to help work with the customer and resolve

the dispute.

Roles: Project Team Members (Project Staff)

• The people who actually execute the work that goes toward meeting the

scope of the project.

• Can be analysts, programmers, technical writers, construction

personnel, testers, etc.

• Project Manager assumes that they know enough to manage their own

workload without the need for micromanagement. If team members are

unclear about their duties, they can contact the Project Manager for

direction.

• One main difference between team members and other stakeholders is that

a team member typically bills (is a cost) to the project.


3. Project Management Processes

Process Groups

1. Initiation

2. Planning

3. Execution

4. Monitoring and Control

5. Closing


Knowledge Areas

1. Integration management (4)

2. Scope management (5)

3. Time management (6)

4. Cost management (7)

5. Quality management (8)

6. HR management (9)

7. Communication management (10)

8. Risk management (11)

9. Procurement management (12)

10.Stakeholder management (13)

PM Processes Groups

Initiating Processes

Planning

Processes

Controlling

Processes

Executing

Processes

Closing

Processes


Initiating Process Group

• The Initiating Process Group consists of the processes that

facilitate the formal authorization to start a new project or

a project phase.

• The Initiating Process Group starts a project or project

phase, and the output defines the project ’s purpose,

identifies objectives, and authorizes the project manager to

start the project.

Involving Stakeholders in the Initiating Processes

• Initiating processes are often done external to the project’s

scope of control by the organization or by program or

portfolio processes, which may blur (hazy) the project

boundaries for the initial project inputs.

• Involving the customers and other stakeholders during

initiation generally improves the probability of shared

ownership, deliverable acceptance, and customer and other

stakeholder satisfaction. Such acceptance is critical to project

success.


Planning Process Group

• The project management team uses the Planning Process Group to plan and

manage a successful project for the organization.

• The planning processes develop the project management plan.

• These processes also identify, define, and mature the project scope,

project cost, and schedule the project activities that occur within the

project.

• As new project information is discovered, additional dependencies,

requirements, risks, opportunities, assumptions, and constraints will be

identified or resolved.

Executing Process Group

• This Group consists of the processes used to complete the work

defined in the project management plan to accomplish the project’s

requirements.

• It involves coordinating people and resources, as well as

integrating and performing the activities of the project

• The vast (great )majority of the project’s budget will be

expended in performing its processes.


Monitoring & Controlling Process Group 1/2

• This Group consists of those processes performed to observe

project execution so that potential problems can be identified in a

timely manner and corrective action can be taken, when

necessary, to control the execution of the project.

• The key benefit of this Process Group is that project performance

is observed and measured regularly to identify variances from the

project management plan. It also includes controlling changes and

recommending preventive action in anticipation of possible

problems.

Monitoring & Controlling Process Group 2/2

• The continuous monitoring provides the project team insight into the health of the project and highlights any areas that require additional attention.

• It should not only monitor and control the work being donewithin a Process Group, but also monitors and controls the

entire project effort. In multi-phase projects,

• This Group also provides feedback between project phases, in order to implement corrective or preventive actions to bring theproject into compliance with the project management plan.


Closing Process Group

• This Group includes the processes used

to formally terminate all activities of a

project or a project phase, hand off the

completed product to others or close a

cancelled project.

• This Process Group, when completed,

verifies that the defined processes are

completed within all the Process Groups

to close the project or a project phase,

as appropriate, and formally establishes

that the project or project phase is

finished.

Common Definitions in the Project ProcessesA process is “a series of actions bringing about a result”

Project Management Process Groups are linked by the objectives theyproduce, with the results or outcomes of one generally becoming an input to another or is a deliverable of the project


Common Inputs: Enterprise environmental Factors

• Appears as an input into most planning processes.

• Can be anything external to your project that affects your project.

• The things that impact your project that are not part of the projectitself, such as:

‒ Company's organizational structure‒ Organization's values and work ethic‒ Government standards, laws and regulations where the

work is being performed or where the product will be used‒ The characteristics of project's stakeholders (their expectations

and willingness to accept risk)‒ The overall state of the marketplace for the project‒ Business infrastructure systems‒ Personnel policies‒ PMIS (Project Management Information Systems)

Common Inputs: Organizational Process Assets 1/2

• Information, tools, documents, or knowledge your

organization possess that can help you plan for your project:

‒ The project plan from a previous, similar project performed by

your organization

‒ Company policy: adds structure and lets you know the limits

your project can safely operate within, so you do not have to

waste time or resources discovering these on your own.

• Anything that your organization owns or has developed that

can help you on a current or future project.


Common Inputs: Organizational Process Assets 2/2

Examples:

– Templates for common project

documents

– Examples from a previous project plan

– Software tools

– Databases of project information:

Project files and records

– Historical information

– Lessons learned

– Process definitions

– Organization communication needs

– Criteria to complete (close)

– Financial infrastructure

– Issue management

– Change control processes

– Risk management

– Work authorization

– The corporate knowledge base

– Process data

– Configuration management

– Organizational policies,

procedures, and guidelines for any

area (risk, financial, reporting,

change control, etc)

Common Inputs: Project Management Plan 1/2

• The most important document for a project

• The culmination of all the planning processes.

• A single approved document that guides execution, monitoring and

control, and closure.

• It is actually made up of several documents; however, once these

component documents become approved as the project

management plan, they become fused together as one document.

• May be documented at a summary level, or it may be very detailed.


Differentiation Between the Project Management Plan and Project Documents

Common Inputs: Project Management Plan 2/2

List of the components that make up the project management plan:

•Project scope management plan

•Schedule management plan

•The schedule baseline

•The resource calendar

•Cost management plan

•The cost baseline

•Quality management plan

•The quality baseline

•Process improvement plan

•Staffing management plan

•Communications management plan

•Risk management plan

•The risk register

•Procurement management plan

Project Management Plan Project Documents

Change management plan Activity attributes Project staff assignments

Communications management plan Activity cost estimates Project statement of work

Configuration management plan Activity duration estimates Quality checklists

Cost baseline Activity list Quality control measurements

Cost management plan Activity resource requirements Quality metrics

Human resource management plan Agreements Requirements documentation

Process improvement plan Basis of estimates Requirements traceability matrix

Procurement management plan Change log Resource breakdown structure

Scope baseline:

•Project scope statement

•WBS

•WBS dictionary

Change requests Resource calendars

Quality management plan Forecasts

•Cost forecast

•Schedule forecast

Risk register

Requirement management plan Issue log Schedule data

Risk management plan Milestone list Seller proposals

Schedule baseline Procurement documents Source selection criteria

Schedule management plan Procurement statement of work Stakeholder register

Scope management plan Project calendars Team performance assessments

Stakeholder management plan Project charter

Project funding requirements

Project schedule

Project schedule network diagrams

Work performance data

Work performance information

Work performance reports


Common Inputs: Approved Change Requests

• These are only requests until they are approved.

• If a change is requested, then the change is processed according to

the integrated change control system. This will ensure that the

change request is properly understood and considered and that the

right individuals or departments are involved before approving or

rejecting it.

• Used as an input into many processes to make sure that the change

gets executed and is properly managed and controlled.

• Examples: You may receive a change request to add functionality to

a computer application, to remove part of a building, or to change

materials.

Common Tools: Expert Judgment

• Can be used whenever the project team and the project

manager do not have sufficient expertise.

• Experts come from inside the organization or outside, can be

paid consultants or offer free advice.

• This tool is highly favored and is very commonly founded on

planning processes.


Common Tools: Project Management Methodology 1/2

• The PMBOK ® Guide does not describe a methodology.

• The PMBOK ® Guide describes 47 processes used to manage a

project, which are used by an organization's project

management methodology, but they are not the

methodology.

• Different organizations will employ different project

management methodologies, while they will all adhere to the

47 processes.

Common Tools: Project Management Methodology 2/2

Example:

Consider the analogy of two baseball teams.

The Atlanta Braves and the New York Mets both have the

same set of rules when they play, but they have very different

strategies of how they will capitalize on those strengths and

use those rules to their advantages.

The rules would equate to the processes, and the strategy to

methodology.


Common Tools: Project Management Information System (PMIS)

• The system that helps you produce and keep track of the

documents and deliverables.

• Example: a PMIS might help your organization produce the project

charter by having you fill in a few fields on a computer screen. It

might then generate the project charter and set up a project billing

code with accounting.

• While the PMIS usually consists primarily of software, it will often

interface with manual systems.

• PMIS will contain the configuration management system, which

also contains the change control system

Common Outputs: Updates (All Categories)

• Updates to just about every kind of plan come out of planning,

executing, and monitoring and controlling processes.

• Most of these are common sense.


Project Information• Throughout the life cycle of the project, a significant amount of data and

information is collected, analyzed, transformed, and distributed in various formats

to project team members and other stakeholders.

• Project data are collected as a result of various Executing processes and are

shared within the project team. The collected data are analyzed in context, and

aggregated and transformed to become project information during various

Controlling processes.

• The information may then be communicated verbally or stored and distributed

as reports in various formats.

• The project data are continuously collected and analyzed during the dynamic

context of the project execution. As a result, the terms data and information are

often used interchangeably in practice.

• The in-discriminate use of these terms can lead to confusion and

misunderstandings by the various project stakeholders. The following

guidelines help minimize miscommunication and help the project team use

appropriate terminology:

Project Information Work performance data

• Work performance data : the raw observations and

measurements identified during activities performed to carry

out the project work.

• Examples include reported percent of work physically

completed, quality and technical performance measures, start

and finish dates of schedule activities, number of change

requests, number of defects, actual costs, actual durations,

etc.


Project InformationWork performance information

• Work performance information : the performance data

collected from various controlling processes, analyzed in

context and integrated based on relationships across areas.

• Examples of performance information are status of

deliverables, implementation status for change requests, and

forecasted estimates to complete.

Project Information Workperformance reports

• Work performance reports: the physical or electronic representation

of work performance information compiled in project documents,

intended to generate decisions or raise issues, actions, or awareness.

• Examples include status reports, memos, justifications, information

notes, electronic dashboards, recommendations, and updates.


Quiz 1Of the following, which is the logical order of the

project management processes? A. Initiating, planning, controlling, executing, closing B. Planning, initiating, controlling, executing, closing C. Initiating, planning, executing, controlling, closing D. Planning, initiating, executing, closing

The answer is:C

Quiz 2What type of organization is BEST for managing complex projects involving cross disciplinary efforts? A. ProjectizedB. Functional C. Line D. Matrix

D

Quiz 3The project life cycle is comprised of which of the following? A. Phases B. Milestones C. Estimates D. Activities a


pmp,lecture 1 projects frame work based on pmbok v5

Leadership & Management