ro ec anagemen e o o ogy w Exam Ex am Pr Prep epar arat atio ion n – Da Day y1
PMP, Prince2 Practitioner, ITIL, CGEIT July 07, 2012
Tell us about you
• •
Your Name
Agenda
Registration & Introduction
Introduction - Pro ect Mana ement
Introduction to PMP Exam Framework – PMI, PMBOK and PMP Exam
Key Concepts of Project Management
TEA BREAK
Project Life Cycle and Organization
Project Management Processes &
Knowledge Areas
Agenda
Develop Project Charter
Identif Stakeholders
Develop Project Management Plan
TEA BREAK
Collect Requirements
Define Scope
Create WBS
PMP Exam – Tips and Tricks
–
The Standish Group – Project Management a s cs aos
53% 31%
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 Project Management perspective
– EXAM FRAMEWORK
Project Management Institute (PMI)
’’ - for project management knowledge, information and professionalism with over 500,000 members. Established in 1969 and located in US.
Project Management Professional (PMP) •
Project Management Professional (PMP) credential recognizes demonstrated knowledge an s
n ea ng an
rec ng pro ec eams
and in delivering project results within the constraints of schedule, budget and resources.
Project Management Professional (PMP)
Growth in PMP Certification – 1993 to 2006
Why Become PMP Certified? •
The following benefits are associated with becoming PMP certified:
It demonstrates proof of professional achievement.
It increases your marketability.
It provides greater opportunity for advancement in your field.
It raises customer confidence in you and in your company’s services.
PMBOK ® , PMI ® and PMP ® - Special Jargon an ew oncep s Preparation for PMP certification means,
earn ng a new se o erms as we as new e n on or wor s
Understanding new concepts and approaching problems from a - -
Mapping these new terms and concepts to your existing PM exper ence
Analyze a scenario and explain what is happening
PMBOK 4th Edition is the bible; Your Experience is a
PMBOK ® is a PMI Standard •
PMI Standard is a document that defines what to measure against a consensus-building process.
•
It covers commonly accepted knowledge and/or practices and dealing with core concepts for the practice of the profession.
•
It is consistent with PMI’s Standards Setting Process and published as a ro ect mana ement standard.
PMBOK ® – and also a Guide PMBOK®
The primary purpose of the PMBOK® Guide is to identify that is generally recognized as 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 ese s
s, oo s an
ec n ques can en ance
over a wide range of Projects.
e c ances o success
PMBOK ® – and also a Guide •
The PMBOK® Guide provides Knowledge, Processes, Skills, oo an
•
ec n ques
a are genera y recogn ze goo prac ce.
But all the rocesses ma not a
l uniforml to all ro ects. Hence it is
the RESPONSIBILITY of your organization and/or the project management team to determine what is appropriate for any given project. This is called
o s to take the PMP® Exam?
You need…
Experience Degree/Diploma
Training
PMP Certification Eligibility
Financial Benefits of PMI® membership Is PMI® membership mandatory? The Answer is NO But there are benefits..!
Discount on application fees
Free PDF copy of the PMBOK ® Guide
Filling out the Application Step 1 : Filling online Application
Contact Project Management
ucat on
Industry Contact hours – Training or Education Programs
Finalizing and Submitting the Application Step 3 : Pay the Fee
Step 2 : Application Completeness Review
Step 4 : Prepare for a Random Audit
Schedule PMP® Exam Step 5 : Schedule your PMP Exam
PMP® Exam
200 multiple-choice questions PMBOK® Guide concepts
PMP Exam Preparation Guides
Study Plan – 4 Step Systemic approach –
Get familiar with the topic
Identify your motivation
Transform yourself from a passive reader to an active researcher
4 – – Disengage
Break up your study sessions into smaller chunks
Exam Readiness
…. Correctly answer at questions in first
What to expect from Exam questions?
PMP® Exam is not a sim le memor recall, multipleh i
Types of Questions 2 – – Formula based questions
–
Test your ability to
Test your knowledge of
3 – – Knowledge based questions
Test your knowledge about facts
content 4 – – Interpretational questions
5 – – S ecific techni ue questions
Test our abilit to deduce a situation
Identify techniques from diagram or inherent in situation
3 – KEY CONCEPTS OF PROJECT
What is Project? (PMI Definition) “A project is a temporary endeavor undertaken to create a unique product, service, or result.”
What is Project? Project Characteristics
Temporary means : • • Does not mean mean short short in duratio duration n
creates a unique product, service or result i.e. has a unique purpose
developed using progressive elaboration
,
customer/sponsor (usually provides direction & Should have a primary customer/sponsor (usually funding)
Involves
uncertainty
Project Key Characteristics
Temporary
Unique
Progressively elaborated
Defined start and finish dates
Can you name a few projects?
Planning a wedding
Desi nin and im lementin a com uter s stem
Hosting a holiday party
es gn ng an pro uc ng a roc ure
Executing an environmental clean-up of a contaminated site
Holding a high school reunion
Performing a series of surgeries on an accident victim
What is Project? (PMI Definition)
Project can create: • A Product that can be either a component of another item or an end item in itself • A capability to perform a service or business function • A result such as an outcome or document
End of Project is reached when: Project’s objectives have been achieved or Its objectives will not or can not be met or Need for the project no longer exists
The application of knowledge, skills, tools and techniques to project activities to meet the project requirements.
What is Project? (PMI Definition)
“Developing in steps, and continuing by increments” to work out details.
Early in the project, project scope will be more broadly defined i.e. Project .
It becomes more detailed as project team progresses and develops better and more complete understanding of the project objectives and deliverables.
What is Project? (PMI Definition)
Both project specifications and product specifications may be progressively elaborated.
Project and Strategic Planning ro ec an
ra eg c
ans
Projects are means to achieving organizations strategic plans and organizing activities that cannot be addressed within or anization’s normal o erational limits •
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
• •
Hence, Projects (within programs or portfolios) are a means by which we achieve organizational goals and objectives within the context of strategic plan.
Project Management Project Management
e app ca on o , , TECHNIQUES to project activities to meet the Project Requirements – •
Identifying r equirements
• Addressing the various needs, concerns and expectations of the stakeholders as the project is carried out •
Balancing the competing project constraints such as, •
cope
•
Schedule
•
Bud et
•
Quality
•
Resources, and
•
Risk
Project Management •
Project Management is accomplished through the application and integration of the processes which are grouped in the 5 process groups: 1. Initiatin 2. Planning 3. Executing . 5. Closing
•
Due to the nature of change, managing project is iterative and goes through progressive elaboration throughout the project’s lifecycle
Project vs. Operations Project - has a beginning and end; creates a unique product or service Operation - is ongoing and repetitive
Common Characteristics Performed by individuals
Limited by constraints including resource constraints
Planned executed monitored and controlled
Performed to achieve organizational objectives or strategic plans
Project vs. Operations
Project
Operations
• emporary an un que • Purpose Purpose is is to attain attain its its objecti objectives ves and and then then terminate • Concludes Concludes when its specified specified objective objectives s have have
• Ongo Ongoin ing g and and repe repeti titi tive ve • Purpos Purpose e is to sust sustain ain the busine business ss • Assume Assumes s new set set of obje objecti ctives ves and and the work work u
Project vs. Operations Operations Examples: Manufacturing operations
Production operations
Accounting
operations
Usage of the product of a project such as a software application or using network infrastructure
Project vs. Operations Projects Examples:
Developing a new product or service
Installing a new facility/ infrastructure ,
,
Starting a new business, or expansion of the existing one
Cost reduction (operation and maintenance)
R & D projects
Pharmaceutical projects
ec no ogy up-gra a on new ec no ogy pro ec s
Project or Operation? •
Running the year-end W-2 form processing for a company’s Employees? •
•
W-2: operation
Upgrading the database containing the employee payroll data from Oracle 9i to Oracle 10i •
•
rac e
pgra e: pro ect
Running a campaign for political office •
Political Cam ai n: ro ect
• An oil company rebuilds refineries destroyed by a hurricane • •
Rebuild refineries: project
The operations team of the I.T. department installs a software patch sent by the vendor •
Project Success •
There are different ways to define project success:
The project met scope, time, and cost goals. .
The project produced the desired results.
Project / Program / Portfolio Management Program
“A group of related projects managed in a
not available from managing them individually.” A
program manager provides leadership and rec on or e pro ec managers ea ng e projects within the program. Advanta
es Decreased risk Economies of Scale
Project / Program / Portfolio Management Building a new shopping mall - Program Example • Many projects exist underneath this program, such as , , , placement, marketing, facilities management, and so on. • All the projects are related and are managed together so that collective ene s are rea ze an con ro s are mp emen e an manage n a coordinated fashion. • Sometimes ro rams involve as ects of on oin o erations as well. After the shopping mall in our example is built, the management of the facility becomes the ongoing operations part of this program. • management.
Project / Program / Portfolio Management rogram
anagemen
The centralized coordinated management of a program to achieve the program’s .
Hierarchy - Portfolio, Program and Project Management
Project / Program / Portfolio Management Portfolio “A portfolio refers to a collection of Projects or programs and other work to meet strategic business objectives”
Portfolio Management
It refers to the centralized management of one or more portfolios, which , , , projects programs, and other related work, to achieve specific business objectives
Portfolio managers help their organizations • make wise investment decisions • by helping to select and analyze projects from a strategic perspective
Project Management Compared to Project
Project / Program / Portfolio Management Construction Business - Portfolio Example • Let’s say our company is in the construction business. Our
retail, single-family residential, and multifamily residential.
pro ec s an programs assoc a e w • belong to the retail portfolio.
e re a
us ness un
The ro ram with the buildin of the new mall see ro ram example) is one of the programs that belongs to the retail portfolio.
Other programs and projects could be within this portfolio as well. , retail facilities.
Project / Program / Portfolio Management -
Project / Program / Portfolio Management Hierarchy - Portfolio, Program and Project Management - Example
Subprojects •
Projects are frequently divided into more manageable components or subprojects.
Subproject are often contracted to an external enterprise or to another organization.
and managed as such.
Project Management Office (PMO) •
It is an organizational body or entity assigned various responsibilities related to the centralized an coor na e managemen o
ose pro ec s
under its domain.
• A primary function of a PMO is to support project managers in a variety of ways. The responsibilities management support functions to actually being responsible for the direct management of the pro ect.
Project Management Office (PMO) •
It usually takes one of three roles depending upon organization need,
Project Support: Provide project management guidance to project managers in business units.
Project Management Process/Methodology: Develop and implement a consistent and standardized process.
Training: Conduct training programs or collect .
Project Management Office (PMO) A Newspaper PMO- Example
Problem
A regional newspaper chain identified a business need to decrease editorial costs on special issues and features in all its editions. Every project manager at the chain was operating independently, developing individual so u ons o pro ems, an r ng wr ers an photographers to produce local articles that would be published only once.
Project Management Office (PMO) A Newspaper PMO- Example
Solution
The project managers came out with new processes and economies of scale, such as buying inexpensive, generic articles from a wire service and publishing them in all editions simultaneously.
The PMO in this case introduced standardized processes for calculating, leveling, loading, and developing project budgets and a so e pe e pro ec managers w up a ng e pro ec sc e u es.
The PMO also planned for developing project data references and organized a best practices sharing session every month.
Role of a Project Manager •
The Project Manager is the person responsible for accomplishing the project objectives.
•
Project managers strive to meet the project constraints by balancing project scope, time, and cost goals and other project objectives.
•
Depending on the organization structure , a project manager may report to functional manager.
Project Expediter and Coordinator •
Project manager’s role can very limited
•
Project Expediter
acts primarily as a staff assistant .
•
cannot personally make or enforce decisions.
Project Coordinator
has some power to make decisions
Has some authority
reports to a higher-level manager
Stakeholders • project activities.
•
Stakeholders include :
The project sponsor
The project manager
The project team
Support staff
Customers
Users
Suppliers
Stakeholders •
Stakeholders have varying levels of responsibility and authority and can .
•
Project management team must continuously identify both external and internal stakeholders.
•
Project manager must manage the influence of various stakeholders in relation to the ’ interest.
Stakeholders Project Stakeholders - Example
Enterprise Environmental Factors •
Refer to both internal & external environmental factors ’
•
Comes from any or all the enterprises involved in the project
•
May enhance or constrain project management options
•
May have positive or negative influence on the outcome
• As an Input in almost All project management process
Enterprise Environmental Factors •
Examples:
Organizational , processes
Enterprise
factors
Government or industry s an ar s
Stakeholder risk tolerances
Political climate
Organization’s established communications channels
Commercial databases
Project management information
Infrastructure Existing human resources
Personnel administration
Company work authorization systems
Environmental
,
Marketplace conditions
4 – PROJECT LIFE CYCLE AND ORGANIZATION
The Project Life Cycle •
Every project has its own Life Cycle
Design & Approvals Foundation Works Structure Plumbing / Electrical Painting Internal Works Landscaping Walls
The Project Life Cycle ro ec
e
yc e
A project life cycle is a collection of generally sequential and sometimes overleaping project phases E.g. Peacekeeping
Cease Fire Verification Combatant Demobilization Humanitarian Assistance Area Recon. Refugee Resettlement Elections
The Project Life Cycle •
The project life cycles generally define
The phases that connect the beginning of a project to its end. a ec n ca wor o o n eac p ase
When the deliverable are to be generated
Who is involved in each phase
How to control and approval for each phase
The Project Life Cycle • All projects are divided into phases, and all projects, large or small, have a similar life cycle structure:
ar ng
e pro ec
Organizing and preparing
Carrying out the project work
Closing the project
Characteristics of Project Life Cycle Cost
and staffing levels are low at the start, peak as the work is carried , draws to a close.
Stakeholder
influences, risk, and uncer a n y, are grea es a e s ar o the project. These factors decrease over the life of the project.
Characteristics of Project Life Cycle
project approaches completion.
The
completion and approval of one or more deliverables characterizes a project phase.
Phase-to-Phase Relationships •
– –
A Sequential relationship : where a phase can only start once the prev ous p ase s comp e e
Phase-to-Phase Relationships •
An Overlapping relationship: where the phase starts prior to completion of the previous one (Fast tracking). Overlapping Overlapping phase may increase risk and .
Phase-to-Phase Relationships
An Iterative relationship : where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables. Useful in undefined, uncertain or rapidly changing environments. environments.
Example : Research projects
Project life cycle and projec Project projectt phases phases – Softw Software are Development Example
Project life cycle and project phases – Software Development Example
Project life cycle and project phases - Construction Pro ject Example
Product vs. Project Life Cycle •
Project life cycle defines start and finish of a ro ect with intermediate phases.
•
Product life cycle is a broader conce t. It begins with business plan, through idea, to , operations and ends with product ves men .
Organization Influence on Project Management •
Organizational cultures and styles
•
Organizational structure
Organizational Structure Functional Manager
. . , HR, IT Operations, Training, Marketing etc Someone with management authority over an organizational unit within a functional organization The manager of any group that actually makes a product or performs a service. Sometimes called a line mana er.”
Organizational Structure Project Manager
to achieve the project objectives. Performing
are mos Project
Organization: The enterprise whose personnel rec y nvo ve n o ng e wor o e pro ec
Objectives: The result to be obtained, the product to be roduced or the ur ose to be achieved b the ro ect.
Functional Organization • grouped by areas of specialization e.g. , Engineering, Manufacturing, Finance, HR.
• Project generally occur within a single department
Weak Matrix Organization • which the balance of power rests manager and project manager is merely an expeditor or coordinator.
Balanced Matrix Organization • between project manager and .
•
Most organizations are Balanced Matrix these .
Strong Matrix Organization • like projectized. Here, the balance of power manager and not the functional manager.
Projectized Organization • organized by projects.
• Personnel are assigned and report to a project manager.
• Team members are co oca e an mos organization’s resources are assigned to project work.
Organizational Process Assets •
Asset that can be used to influence the success of a project.
•
It may be grouped into two categories,
rocesses
roce ures
• Organizational standard processes such as standards, policies (e.g. PM policy, security policy etc) • Standardized guidelines, work instruction, proposal evaluation criteria, and performance measurement criteria • Templates (e.g. WBS, RBS, contract , network diagram etc) •
u
. .
u
• Procedures for prioritizing, approving, and issuing work
Organizational Process Assets
Corporate Knowledge Base • Process measurement databases • Project files (e.g. performance baselines, schedules, budgets etc) •
s or ca n orma on
esson earne
now e ge ases
• Issue and defect management databases • Configuration management knowledge bases •
nanc a
a a ases e.g. ncurre cos s, pro ec cos
overruns etc)
5 – PROJECT MANAGEMENT PROCESS
Project Management Processes Process “The means by which people, procedures, data, methods, equipment and
tools are integrated to produce a desired end result, i.e. product or service”
Procedures, Methods Tools, Equipment
People, Skills, Expertise
Process: Inputs-Tools & Techniques-Outputs Tools & Techniques Input [Process Input]: Any item, whether internal or external to the project that is required by a process proceeds. May be an output from process
Technique: A defined systematic procedure employed by a human resource to perform an activity product or result or deliver a service, and that may employ one or more tools. Tool: Something ang e, suc as a software program, used in erformin an activity to produce a product.
Output [Process Output]: A product, result, or service generated by a process. May be an input to a successor process. Process outputs are usually tangible, such as a report or an update or a list, for exam le. To get to the output, you have to start with the in uts.
Project Management Process •
Two categories of project process: • Product-oriented process • s ou
e cons ere
n pro ec
Project management process
u no exp a ne
n
Project Management Processes •
Project management processes organize and describe the work of the project.
•
The PMBOK Guide (chapters 4 –12) describes five process groups used to accomplish this end. These processes are performed by people and, much , .
•
These are the five project management process groups that the PMBOK • Initiating • Planning • • Monitoring and Controlling • Closing
Project Management Processes • All these process groups have individual processes that collectively make up the group.
•
Collectively, these process groups—including all their individual processes— make up the project management process.
•
Projects start with the Initiating process and progress through all the pro ec managemen processes
ann ng, xecu ng,
on or ng an
Controlling, and Closing process groups) until the project is successfully completed or it’s canceled.
Process Interaction
I
P
• Project management
E
processes are discrete elements with well-defined n er ace
• In practice, they overlap and interact
M&C
C
Process Groups - Interactions
Process Groups - Interactions
Project Management Process Groups: High Level Overview Initiating [Process Group] •
Those processes performed to define a new project or a new phase of an .
•
Initiating acknowledges that a project, or the next project phase, should . organization’s resources to working on the project or phase and authorizes the project manager to begin working on the project
•
The outputs of the Initiating process group, including the project charter become inputs into the Planning process group.
Project Management Process Groups: High Level Overview Planning [Process Group]: • Those processes performed to establish the total scope of the effort, define and refine the ob ectives and develo the course of action re uired to attain those objectives.
Creating the project management plan that will be used to achieve the goals the project was undertaken to address.
• The Planning process group also involves determining alternative courses of action and selecting from among the best of those to produce the project’s .
• This process group is where the project requirements are fleshed out.
Project Management Process Groups: High Level Overview Executing [Process Group] • management plan to satisfy the project objectives.
It’s here that the project manager will coordinate and direct project resources to meet the objectives of the project management plan.
Project Management Process Groups: High Level Overview Monitoring and Controlling [Process Group] • Those processes required to track, review, and regulate the progress and performance of the project, identify any areas in which changes to the plan are requ re , an n a e e correspon ng c anges.
• The idea is to identify problems as soon as possible and apply corrective action to control the work of the project and assure successful outcomes.
For exam le if ou discover that variances exist ou’ll a l corrective action to get the project activities realigned with the project plan.
This mi ht re uire additional asses throu h the Plannin rocesses to adjust project activities, resources, schedules, budgets, and so on.
Project Management Process Groups: High Level Overview Closing Processes [Process Group] • Those processes performed to finalize all activities across all Project anagemen
rocess
roups o orma y c ose
e pro ec
• Closing brings a formal, orderly end to the activities of a project phase or to the project itself.
• The documentation collected during the Closing process group can be reviewed and utilized to avert potential problems on future projects.
• Contract closeout occurs here, and formal acceptance and approval are obtained from project stakeholders.
Project Management Process Groups: Process Interactions • Before going any further, here’s a brief refresher:
required to produce the product of the project will be completed.
Pro ect mana ement rocess rou s organize and describe how the project activities will be completed in order to meet the goals of the project.
The Plan-Do-Check-Act cycle is an underlying concept that shows the integrative nature of the process groups.
–
Project Management Knowledge Areas Knowledge areas describe the key competencies or functions that pro ec managers mus eve op an app y o a pro ec .
Core Knowledge Areas (4):
Core knowledge areas lead to specific project objectives. Core processes have clear dependencies that require them to be performed in essentially the same order on the most projects
• Sco e Time Cost
ualit
Facilitating Knowledge Areas (4):
Facilitatin knowled e areas are the means throu h which the ro ect objectives are achieved
• Human Resources, Communication, Risk, Procurement
Integration Knowledge Area (1):
Integration knowledge area affects and is affected by all of the other knowledge areas
• Integration management
Project Management Framework
Project Integration Management •
What is Integration? It is best described as uttin all other mana ement rocesses of the project into a cohesive whole.
Project Integration Management Monitoring & Controllin Processes Planning Processes
Enter phase/ Start project
Initiating Processes
Closing Processes
Exit phase/ End project
Executing Processes
Process Knowledge Area
Integration
Initiating • Develop Project Charter
Planning • Develop Project Management Plan
Executing • Direct and Manage Project Execution
Monitoring & Control • Monitor and Control Project Work • Perform Integrated Change Control
Closing • Close Project or phase
Project Scope Management Monitoring & Controlling Processes Planning Processes
Enter phase/ Start project
Initiating Processes
Closing Processes
Exit phase/ End project
Executing Processes
Process Knowledge Area
Scope
Initiating
Planning
Collect Requirements Define Scope Create WBS
Executing
Monitoring & Control
Verify Scope Control Scope
Closing
Project Time Management Monitoring & Planning Processes
Enter phase/ Start project
Initiating Processes
Closing Processes
Exit phase/ End project
Executing Processes
Knowledge Area
Time
Process Initiating
Planning Define Activities Sequence Activities Estimate Activity Resource Estimate Activity Durations Develop Schedule
Executing
Monitoring & Control
Control Schedule
Closing
Project Cost Management Monitoring & Planning Processes
Enter phase/ Start project
Initiating Processes
Closing Processes
Exit phase/ End project
Executing Processes
Knowledge Area
Cost
Process Initiating
Planning
Estimate Costs Determine Budget
Executing
Monitoring & Control
Control Costs
Closing
Project Quality Management Monitoring & Controlling Processes Planning Processes
Enter phase/ Start project
Initiating Processes
Closing Processes
Exit phase/ End project
Executing Processes
Process
Knowledge Area
Quality
Plan Quality
Perform Quality Assurance
Perform Quality Control
Project Communication Management Monitoring & Controlling Processes Planning Processes
Enter phase/ Start project
Initiating Processes
Closing Processes
Exit phase/ End project
Executing Processes
Process Knowledge Area
Communication
Initiating
Indentify Stakeholder
Planning
Plan Communication
Executing
Distribute Information Manage Stakeholders Expectations
Monitoring & Control
Report Performance
Closing
Project Human Resource Management Monitoring & Controllin Processes Planning Processes
Enter phase/ Start project
Initiating Processes
Closing Processes
Exit phase/ End project
Executing Processes
Process Knowledge Area
Human Resource
Initiating
Planning
Develop Human Resource Plan
Executing
Acquire Project Team Develop Project Team Manage Project Team
Monitoring & Control
Closing
Project Risk Management Monitoring & Controllin Processes Planning Processes
Enter phase/ Start project
Initiating Processes
Closing Processes
Exit phase/ End project
Executing Processes
Knowledge Area
Risk
Process Initiating
Planning Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses
Executing
Monitoring & Contol
Monitor and Control Risks
Closing
Project Procurement Management Monitoring & Controlling Processes Planning Processes
Enter phase/ Start project
Initiating Processes
Closing Processes
Exit phase/ End project
Executing Processes
Process Knowledge Area
Initiating
Planning Plan Procurements
Procurement
Executing Conduct Procurements
Monitoring & Control Adm n ster Procurements
Closing Close Procurements
DEVELOP PROJECT CHARTER
Develop Project Charter Develop Project Charter Develop
a document that formally authorizes a project or phase ’ needs and expectations
• Develop Project Charter – Key Points
Establishes a partnership between performing .
Approved project charter formally initiates the project.
Project are authorized by someone external to the project such as , , .
Project charter can be created by them or delegated to Project Manager.
Develop Project Charter Inputs
Project statement of
Business Case Contract Enterprise Environmental factors Organization process assets
Tools and Techniques
Expert judgment
Outputs
Project charter
Develop Project Charter
Inputs - Develop Project Charter •
Project Statement of work (SOW)
Description of products or services to be delivered by .
The SOW references: • Business need • Product scope description • Strategic plan
•
Business Case
standpoint to determine whether or not the project is worth the required investment.
Inputs - Develop Project Charter •
Contract
A contract is an input if the project is being done for an .
•
Enterprise Environmental Factors
Government or industry standards
Marketplace conditions
Inputs - Develop Project Charter •
Organization Process Assets
Policies (e.g. safety & health policy, project management policy)
Forms
Lessons learned knowledge base
Historical information
Standards and guidelines
Tools & Techniques – Develop Project •
Expert Judgment
Subject Matter Experts
Industry groups
ro ess ona an tec n ca assoc at ons
Stakeholders including customer or sponsor
PMO
Other unit within organization
Outputs– Develop Project Charter •
Project Charter
Issued by project initiator/sponsor (external to the project) Think about it – Can a project exist without a charter?
Documents business needs and the new product service
Document that officially acknowledges the existence of a project.
Developed by corporate executive or sponsor
or in other words the high level project requirements
Links the project to the ongoing work of the organization Question – What about client projects?
Defines the responsibilities and project manager and project
The project charter provides the project manager with the authority to use the budget and deploy the organization’s
Outputs– Develop Project Charter •
Project Charter Components Project title
Introduction
Project manager and his/her responsibilities and levels of authority
Initial resource needs
Organizational support needs
Basic needs of the work to be performed
Initial cost estimates
Project information management and contro
Approvals (corporate executive responsible for the creation of the ocument externa to the project)
Outputs– Develop Project Charter •
Project Charter - Example
Project Charter Template.doc
Identify Stakeholders Identify Stakeholders Identifying
all people or organizations impacted by the project Documenting their interests, involvement, and impact on
• Id Iden enti tify fy St Stak akeh ehol olde ders rs – Ke Key y Poin Points ts
It is critica criticall for project project succe success ss to identify the stakeholders
Develop a strategy to analyze their level of interest and timing, timing, expectat expectations ions,, importance importance and influence influence
Identify Stakeholders Inputs
Project Charter
documents Enterprise Environmental factors Organization process assets
Tools and Techniques
Stakeholder Analysis
Outputs
Stakeholder Register management strategy
Identify Stakeholders
Inputs - Identify Stakeholders •
Project Charter
Provides information about internal and external parties
Example : Sponsor, customers, team members, groups and departments, and other organizations
•
Procurement Documents
based on an established contract.
Inputs - Identify Stakeholders •
Enterprise Environmental Factors
•
Organizational or company culture and structure
Organization Process Assets
Stakeholder register templates
Stakeholder registers from previous projects
Tools & Techniques – Identify Stakeholders • A technique of systematically gathering and analyzing quantitative & qualitative information to determine whose interests should be taken into account throughout the project. •
Ste 1: Identif all otential ro ect stakeholders and relevant information
High Keep Satisfied
• or support each stakeholder could generate and classify them so as to define an approach strategy. Classification models like Power/Interest grid, Power/Influence grid etc can be .
r e w o P
Step 3: Assess how key stakeholder are likely to react or respond in various situation
•C
Manage
•G
•A
• Monitor (Minimum Effort)
Keep Informed
•B
•E Low
•
•D
•F
Interest
High
Sample grid showing classification model
Tools & Techniques – Identify Stakeholders •
Expert Judgment . Example: • SME in business or project area • Project Manager who have worked on projects in same area • Professional and Technical associations • individual consultations (one-to-one meetings, interviews, etc.) • a panel format (focus groups, surveys etc.)
Outputs – Identify Stakeholders •
Name
•
Contains all details related to identified stakeholders like
Role in on ac Project Information
n erna External
Company
Impact
Influence
Main expectations
u e a ou the project
Major requirement
Stakeholder Management Strategy
Defines an approach to increase the support and minimize negative impacts of stakeholder.
Common way of representing is by using stakeholder analysis matrix.
Stakeholder
Stakeholder interest(s) in the project
Assessment of impact
Potential strategies for gaining support or reducing obstacles
DEVELOP PROJECT MANAGEMENT PLAN
Develop Project Management Plan Develop Project Management Plan
Process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans
• Develop Project Management Plan – Key Points
Taking the results of other planning processes and putting them into a consistent, coherent document ,
and closed
Documents the collection of outputs This process results in a project management plan that is updated and revised through the Perform Integrated change
Develop Project Management Plan Inputs
Project Charter
planning processes Enterprise Environmental factors Organization process assets
Tools and Techniques
Expert Judgment
Outputs
Project Management
Develop Project Management Plan
Inputs - Develop Project Management Plan •
Project Charter
•
Output from planning processes
Organization structure and culture
PMIS
Government or industry standards
Infrastructure (existing facilities and capital equipments)
Personnel administration
Inputs - Develop Project Management Plan •
Organization Process Assets
Standardized guidelines, work instructions, , measurement criteria
Project management plan templates
Project files from past projects
Historical Information
Lessons learned
Configuration management knowledge base
Tools & Techniques – Develop Project •
Expert Judgment
a or
e process o mee pro ec nee s
Determine level of configuration management to apply on project
Determine resources and skill levels needed to perform project work
Develop technical and management details to be included in project management plan
Outputs – Develop Project Management •
Project Management Plan
The formal, approved document integrating and consolidating all subsidiary managemen p ans an ase nes use o manage con ro pro ec execution
Includes the life cycle selected for the project and processes that will be .
Can be either summary level or detailed, and can be composed of one or more subsidiary plans.
so nc u es, • Change management plan • Configuration management plan • Requirements management plan • Process improvement plan
Outputs – Develop Project Management Plan •
Subsidiar Plans Pro ect Mana ement Plan Scope Management Plan
Schedule Management Plan
Quality Management Plan
Human Resource Plan Communication Mana ement Plan Risk Management Plan Procurement Management Plan
Outputs – Develop Project Management Plan •
The project management plan contains scope, schedule, and cost baselines, against which the project manager will need to report project per ormance.
Baseline created during planning. • Scope baseline o
The project scope statement, work breakdown structure (WBS), and WBS dictionary
• Schedule baseline o
The agreed-upon schedule, including the start and stop times
• Cost baseline o
The time-phased cost budget
Deviations from baselines are often due to incomplete risk identification and risk management.
Outputs – Develop Project Management Plan
Project Management Plan – Some Terms / Concepts •
•
Generally a system defined at the organizational level.
Used to notify team members / sub-contractors that they may begin work .
Project Management Plan Approval
Since this is the document based on which project is executed it needs a roval
Sponsors and Stakeholders
Sign-offs needed
Project Management Plan – Some Terms / Concepts •
Kick off Meeting
A meeting of all project parties (customers, sellers, team, senior management, agencies, functional management, sponsor) to make sure everyone is familiar with the project.
It is a communications and coordination meeting to make certain everyone is familiar with the details of the project and people working on the project.
Held at the end of the planning process group before beginning work on the project.
Change Management Plan •
Describes how changes will be managed and controlled.
•
Covers for the ro ect as whole.
•
May include:
•
Change control procedures (how and who) e approva eve s or au or z ng c anges The creation of a change control board to approve changes A plan outlining how changes will be managed and controlled
Who should attend meetings regarding changes
Tools to use to track and control changes
Each knowledge area are described in the individual management plans
Change Management Plan
Change_Managemen t_Plan_Template.doc
How Everything so for Connects
Collect Requirements Collect Re uirements
Process of defining and documenting Stakeholders’ needs to meet project objectives
• Collect Requirements – Key Points
Project’s success is directly influenced by the care taken in ca turin and mana in ro ect and roduct re uirements.
Collecting requirements is defining and managing customer expectations ’
resolve conflicts
Requirements become the foundation of the WBS, Cost, Schedule
Collect Requirements •
o ec
equ remen s –
ey o n s
Requirements can be categorized into
Project Requirements • Business Requirements • Pro ect Mana ement Requirements • Delivery Requirements etc
Product Requirements • requirements • Security requirements •
er ormance requ remen s e c
Collect Requirements Inputs
Project Charter
Tools and Techniques
Interviews
Facilitated Workshops Group Creativity Techniques Group decision making Techniques Questionnaires and Surveys Observations Prototypes
Outputs
Requirements
Requirements Management Plan Requirements Traceability Matrix
Collect Requirements
Inputs - Collect Requirements •
Project Charter
•
High level Project requirements
Stakeholder Register
en y
a e o ers
a can prov e n orma on
on detailed project and product requirements
Tools & Techniques – Collect Requirements •
•
Interviews
Formal or Informal information discover from stakeholders
Performed by asking prepared and spontaneous questions and recording responses
Often conducted one-on-one
ocus
roups
Bring together prequalified stakeholders and subject matter experts to learn about their expectations
A trained moderator guides the group through an interactive discussion
Tools & Techniques – Collect Requirements •
Facilitated Workshops
Bring cross functional stakeholders together to define product
This can build trust, foster relationship and improve communication leading to increased stakeholder consensus
xamp e • Joint Application Development (JAD session) • Quality function deployment (QFD) session
•
Protot
es
Working model of expected product before actually building it
Tools & Techniques – Collect Requirements •
Group Creativity Techniques
Nominal Group Technique
•
The Delphi Technique
Idea/mind mapping
Group Decision Making Technique
It is an assessment process of multiple alternatives with an expected outcome in the form of future actions resolution • Unanimit • Majority (>50%) • Plurality • Dictatorshi
Tools & Techniques – Collect Requirements •
Questionnaires and Surveys
•
Written sets of questions designed to
Observation
Viewing individual in their environment
Job Shadowing
Participant observer – performing process to uncover hidden re uirement
Tools & Techniques – Collect Requirements •
There is a need to balance stakeholder’s requirement
•
Some issue are so com lex the cannot be resolved b PM alone
•
Facilitate the resolution of competing requirement, consider:
•
•
business case,
•
,
•
project scope statement,
•
project constraints
What you can do: •
•
Conflict resolution, team building, meeting, problem solving skills, escalation a roval from stakeholder
Stakeholder request to do or add something that is not related to the
Outputs – Collect Requirements •
Requirements Documentation
Business Need or opportunity and ro ec ec ves
Functional & Non Functional requirements
Quality requirements, Acceptance Criteria, Business rules
Impact to other organization areas an en es
Support and Training requirement
Assumptions and constraints
Outputs – Collect Requirements •
Requirements Management Plan
Documents how requirements will be analyzed, documented and Managed
Includes,
Planned, tracked and reported activities
Configuration management activities
Requirements Prioritization
ro uc e r cs an Traceability Structure etc.
Outputs – Collect Requirements •
Requirements Traceability Matrix
Links requirements to their origin and traces the requirements to • Business need • opportunities, goals, objectives • scope, pro uct es gn • Product development, test strategy and test ,
DEFINE SCOPE
Define Scope Define Sco e
Process of developing a detailed description of project and product
• Define Scope – Key Points
Builds upon the Major deliverables,
The project scope is progressively elaborated during planning
Define Scope Inputs
Project Charter
Documentation Organizational Process Assets
Tools and Techniques
Facilitated Workshops
Alternative
identification Product Analysis
Outputs
Project scope Project Document updates
Define Scope
Inputs - Define Scope •
Project Charter
High Level project description and product characteristics
•
Re uirement Documentation – Described earlier
•
Organization Process Assets
Organizational policies, procedures, Templates for Project scope statement
Previous ro ect files
Lessons Learnt from Previous Projects
Tools & Techniques – Define Scope •
Expert Judgment
Use of experts to develop scope statement
Example –
•
Other units of Organizations, consultants, Stakeholders, Professional and technical associations, Industry groups, Subject
Product Analysis
Methods used to translate project objectives into tangible requirements and deliverables
Example –
Product breakdown Structure
systems engineering, systems analysis
value engineering, value analysis, functional analysis
Tools & Techniques – Define Scope •
•
Alternative Identification
Helps generate different approaches to execute or perform work
Example of techniques –
Brainstorming
Lateral thinking
Facilitated Workshops – Described earlier
Outputs – Define Scope •
Project Scope Statement
Forms basis of future project ec s ons
Helps develop common understanding among stakeholders
Is revised to reflect approved changes
Includes or refers
Product Scope description
Product Acceptance Criteria
Project Deliverables
Project exclusions
Project Constraints
Project assumptions
Outputs – Define Scope
Scope_Statement_T emplate.doc
Outputs – Define Scope •
Project Document Updates
Updates to
Stakeholder Register
Requirements Documentation
Requirements traceability marx
CREATE WBS
Create WBS Create WBS
rocess o su v ng pro ec e vera es an ro ec wor into Smaller and more manageable components
–
•
Deliverable-oriented hierarchal decomposition of work to be executed by project team to accomplish project objectives
Develops common understanding of the project scope
Each descending level provides more detailed description of the
Items at lowest level of WBS are called work-packages
A work package can be scheduled, cost estimated, monitored an con ro e WBS does not show dependencies. Dividing work package into activities is part of the time management process (Define Activities)
Create WBS Inputs
Project Scope
Requirement Documentation Organizational Process Assets
Tools and Techniques
Decomposition
Outputs
WBS
Scope baseline Project document updates
Create WBS
Inputs - Create WBS •
Project Scope Statement – Described earlier
•
Requirement Documentation – Described earlier
–
Tools & Techniques – Create WBS •
Decomposition
Decomposition is the subdivision of project deliverables into , deliverables are defined to the work package level
The work package level is lowest level in WBS, and is the point at estimated and managed
Activities in Decomposition •
en y an ana yze
e e vera es an re a e wor
•
Structuring and organizing the WBS
•
Decomposing to the required detailed level
• •
eve op ng an ass gn ng co es or
componen s
Verify the sufficiency of degree of decomposition
Outputs – Create WBS •
Work Breakdown Structure (WBS) – Example 1
Outputs – Create WBS •
Work Breakdown Structure (WBS) – Example 2
Outputs – Create WBS •
Work Breakdown Structure (WBS) – Example 3
Outputs – Create WBS •
Work Breakdown Structure - Characteristics
Outputs – Create WBS •
WBS Dictionary : Supporting document containing details of WBS components. It includes (but not limited to) :
Code of account identifier
Responsible organization
Acceptance criteria
List of schedule milestone
Resource required
Contract Information
Associated schedule activities
Cost estimates
Outputs – Create WBS •
WBS Dictionary – Example 2
Outputs – Create WBS •
Scope Baseline
•
The components of Scope baseline are,
Project Scope statement
WBS
WBS Dictionary
Project Documents update
Updates to Requirement documentation
Approach to answering Exam Questions •
Concepts Always Right
•
A Project Manager is – the root cause of the problem so that problem doesn’t come back
Approach to answering Exam Questions •
Techniques •
Read the uestion first
•
Use your brain
