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IntroductionTo CAPM (vers ion 4.0, Copyright 2008 by PMI Mumbai Chapter. All rights reserved.) 1
Project Management Framework
Introduction
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Project Management Institute (PMI) USA, the global body
for certification of Project Management Professionals
Official site of PMI - www.pmi.org
Official site of Mumbai Chapter
www.pmimumbaichapter.org23 hours of PM Education based on PMBOK guide
Based on Project Management Body of Knowledge(PMBOK) Fourth Edition (2008 Version)
Mumbai Chapter is governed by an elected committee
PMI Introduction
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PMP Certification Qualifications
Individual has to demonstrate understanding of thefundamental knowledge, processes and terminology asdefined in A Guide to the Project Management Body ofKnowledge (PMBOK Guide)
Requirements
Minimum 23 hours of PM classroom instruction or 1500hours of PM experience in project team
Secondary Education or equivalent
Complete and submit the CAPM certification application
directly to PMI.
Successfully complete 3-hours computer-based exam. 150questions given, 135 questions assessed. Passing score88 out of 135 i.e around 65%
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PMBOK Guide is a standard for Project Management whereone can use different methodologies to implement
Includes established norms, methods and practices in formof inputs, tools and techniques and outputs
Provides guidelines for managing individual projects
As with other professions such as law, medicine, andaccounting, the body of knowledge rests with thepractitioners and academics who apply and advance it.
Purpose of PMBOK:
Identify industry best practices in Project Management
Define Project Management lexicon
Act as a reference document/standard
PMBOK Guide Definition
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There will be four options, of which only one can beselected
There will always be only one correct answer
There will be no None of the above answers
Typically
one option appears very wrong
two options appear somewhat wrong or subject tointerpretation
only one option is the correct answer
Examination Format
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Review The Guide to the PMBOK
Understand key definitions and terminology
Review of the commonly accepted PM functions
Discussion and Coverage of important topics from examinationperspective
Exercise of sample test questions
Preparatory Course Outline
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Section I Framework : Provides basis forunderstanding project management
Introduction , Project Life Cycle and Organization
Section II Standard for PM of a Project: Definesproject management processes and its related inputs
and outputs
Project Management Processes for a Project
Section III - The PM Knowledge Areas: Focuses on
each of the project management aspect in details
Integration, Scope, Time, Cost, Quality, HR,Communications, Risk, Procurement
PMBOK Guide Overview
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IntegrationManagement
ScopeManagement
TimeManagement
Cost ManagementQuality
ManagementHuman Resources
Management
CommunicationsManagement
RiskManagement
ProcurementManagement
Project Management knowledge Areas
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Project Definition : A temporary endeavor undertaken to create aunique product, service or result
Product can be component or other item or end item itself
Capability to perform business service e.g. production, distribution
Result such as outcome or document e.g. research report
Features
Temporary : Finite duration, project ceases when its objectiveis achieved. Does not mean short duration. Normally, theproduct/service will outline the project
Unique : Doing something which has not been done earlier.
Progressive Elaboration : Developing in steps, continuing inincrements. Development of details progressively.
Environment
Constantly changing
Generally Precedes Operations
What is a Project?
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Projects and Operations
Operations : Ongoing, repetitive, for sustaining business
Projects : Temporary, unique.
Projects and Strategic Planning
Projects used to achieve strategic plans
In response to market demands, technological advances, legalrequirements, etc.
Project Life Cycle
e.g. Initial phase, design phase, prototype phase, productionphase
Relationship between Project and Operations
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Enterprise Environmental Factors (EEF)
Enterprise Environmental Factors refers to both internaland external factors that surrounds or influence a project
success
Considered as input for most of the planning processes
Includes but not limited to:
Organizational culture, structure and processes
Government or industry standards
Infrastructure (existing facilities, etc)
Existing human resources Personnel administration
Marketplace conditions
Political climate
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What is Project Management?
Application of
Knowledge (e.g. Domain areas Pharma, construction, etc.)
Skills (Managing)
Tools & Techniques (Software)
Project activities (e.g Time Management, Cost Management, etc.)
To achieve
Project objectives
PM is accomplished though processes
Initiating, Planning, Executing, Controlling, and Closing
Project work typically involves
Identifying requirements
Defining objectives
Balancing constraints including but not limited to Scope, Quality,Schedule, Budget, Resources and Risk
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Enhance the probability of project success
Focus on objective - Scope, Time, Cost, Quality & Risk
Effective response to rapid changes
Manage effective utilisation of resources
Address stakeholders interests
Manage risks effectively
Achieve project goals
Stakeholders Delight (Utopian?)
Achieve Financial Efficiency
Meet Objectives
Minimize Risks
Lessons Learnt
Create re-usable data and information for future use
Why Project Management?
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Relationship between Portfolio, Program and Project Management
Portfolio
Collection of projects, programs and other works grouped togetherto facilitate effective management to meet strategic businessobjectives
Involves mainly prioritizing projects and allocating resources tothem for meeting strategic objectives
Program
Collection of group of related projects managed in coordinatedway to obtain benefits and control which is not available managingthem individually
Can involve managing resource constraints
Managing projects issues and change management withshared structures
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Strategic Plan
Program
(Group of Projects)
Projects
Portfolio
Sub projects
Project
Management
Office
Hierarchy of Endeavors (Projects)
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Role of Project Manager
Understanding of Tools and Techniques (best practices)for effective project management
Domain specific skills
General Management skills
Should acquire three dimensions of project managementcompetency
Knowledge: About project management
Performance: Ability to achieve project objectives
Personal: Behavior of project manager that includes attitude,personality characteristics and leadership for guiding projectteam for achieving project objectives