Project Management ProfessionalPMP.ppt

• Projeral Business Management (consistently producing results expected by stakeholders)
– Leading (establishing direction, aligning resources, motivating) – Communicating (clear, unambiguous, and complete) – Negotiating (conferring with others to reach an agreement) – Problem Solving (definition and decision making)
• Distinguish causes and symptoms • Identify viable solutions – Influencing Organization (understanding power and politics)
• Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK)
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Recurring Themes
• Historical Records – need to collect and use for planning, estimating and risk
• Has a definite beginning and end and interrelated activities
• Programs adopt new set of objectives and continue to work; projects cease when declared objectives have been attained
– Projectized Organization –blend functional and projectized characteristics. Mix crossdepartment personnel with full-time Project Manger
Chapter 2 – Project Management Context
– Series of repetitive or cyclical undertakings
• Projects are often divided into “subprojects” for more manageability
– Often contracted out to external organizations
Chapter 2 – Project Management
Context
• Organizational Structures
– Functional (classical) marked by identifiable superiors. Staff grouped by specialty . Perceived scope of project limited by function (Engineering, HR). Typically have part-time Project Manager
• Scope of project should remain constant even as characteristics are “progressively elaborated”
Chapter 1 - Introduction
• Project Management: the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project – balancing the following:
• Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually
• Most programs have elements of ongoing operations
Chapter 1 – Introduction
• Projects are unique – characteristics are progressively elaborated
– Progressively: proceeding in steps – Elaborated: worked with care and detail
Chapter 2 – Project Management
Context
• Project Life Cycle defines: – Technical work performed in each phase – Who is involved in each phase
• Project Phases can overlap – “Fast Tracking” • Common Characteristics of Project Life Cycles:
during all projects • Team Members must be involved in project planning • Project Mangers must be pro-active
Chapter 1 – Introduction
• Project – temporary endeavor undertaken to create a unique product or service
– Project Managers – Customers – Performing Organizations, owners – Sponsor – Team – Internal/External – End User – Society, citizens – Others: owner, funders, supplier, contractor
Project Management Professional (PMP)
Certification Study Guide
PMI Certification Materials
• To assist PMI candidates for completing the PMI certification exam administered by the Project Management Institute
– Non-Project Based – seldom have management systems designed to support project needs (manufacturing, financial services)
Chapter 2 – Project Management Context
– Often have conflicting expectations and objectives – In general, differences should be resolved in favor of
the customer – individual(s) or organization(s) that will use the outcome of the project – Stakeholder management is a proactive task
– Stakeholder influence is high at the beginning and progressively lowers as project continues
Chapter 2 – Project Management Context
• Stakeholders: individuals and organizations who are actively involved in the project
• Project Mangers must determine all stakeholders and incorporate their needs into the project
Chapter 2 – Project Management Context
• Stakeholders are:
– Cost and Staffing levels are low at start and move higher towards the end
– Probability of successfully completing project is low at beginning, higher towards the end as project continues
– Scope, time, cost, and quality – Stakeholders’ expectations – Requirements (needs) vs. unidentified requirements
(expectations)
Chapter 1 - Introduction
• Kickoff meetings are important • Work Breakdown Structures • Do not introduce benefits that are not stated in
requirements • Needs of all stakeholders should be taken into account