1-Framework Module 2

8/3/2019 1-Framework Module 2

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The Project ManagementThe Project Management

FrameworkFramework


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Course ObjectiveCourse Objective

We will show you how to: Make the most of limited study time for takingMake the most of limited study time for taking

the PMPthe PMP exam.exam.

Become familiar with the exam format andBecome familiar with the exam format andquestion types.question types.

Reinforce knowledge of the nine ProjectReinforce knowledge of the nine ProjectManagement Institute (PMIManagement Institute (PMI)) ProjectProjectManagement Knowledge Areas, five ProjectManagement Knowledge Areas, five Project

Management Process Groups, and theManagement Process Groups, and theProfessional Responsibility Domain.Professional Responsibility Domain.

PMP is a registered certification mark of the Project Management Institute, Inc.

PMI is a registered trademark and service mark of the Project Management Institute, Inc.


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The primary purpose of theThe primary purpose of the PMBOKPMBOK GuideGuide is to identify theis to identify thesubset of the Project Management Body of Knowledge thatsubset of the Project Management Body of Knowledge thatis generally recognized as good practice.is generally recognized as good practice.

Good practice means that there is general agreement thatGood practice means that there is general agreement thatthe correct application of these skills, tools, and techniquesthe correct application of these skills, tools, and techniquescan enhance the chances of success over a wide range ofcan enhance the chances of success over a wide range ofdifferent projects.different projects.

Good practice does not mean that the knowledge describedGood practice does not mean that the knowledge describedshould always be applied uniformly on all projects.should always be applied uniformly on all projects.

The project management team is responsible forThe project management team is responsible fordetermining what is appropriate for any given project.determining what is appropriate for any given project.

A Guide to the Project Management BodyA Guide to the Project Management Body

of Knowledge,of Knowledge, Third Edition (Third Edition (PMBOK))

A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK).

PMBOK is a registered trademark of the Project Management Institute, Inc.


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The Project Management BodyThe Project Management Body

of Knowledgeof Knowledge

It gives project managers aIt gives project managers a commoncommon

groundground.. As a project manager withAs a project manager withknowledge built upon the foundation ofknowledge built upon the foundation ofPMBOKPMBOK Guide, you will have skills thatGuide, you will have skills thatwill lead to certification and arewill lead to certification and are

transferable across projects,transferable across projects,corporations, and industries.corporations, and industries.


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Terms and DefinitionsTerms and Definitions

ProjectA project is a temporaryendeavor undertaken to create aunique product or service. Source: PMBOK Guide, ThirdEdition, page 5

A project is a sequence of unique and connectedA project is a sequence of unique and connected

activities having one goal that must be completed by aactivities having one goal that must be completed by aspecific time, within a budget and according tospecific time, within a budget and according tospecification.specification.

Program

A program is a group of related projects managed in acoordinated way to obtain benefits not available frommanaging them individually. Source: PMBOK Guide, ThirdEdition, page 6


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Project CharacteristicsProject Characteristics

Projects are temporary. Temporary means that every project has a definite beginningTemporary means that every project has a definite beginning

and a definite end. Unique means that the product or serviceand a definite end. Unique means that the product or serviceis different in some distinguishing way from all other productsis different in some distinguishing way from all other productsor services.or services.

Projects are one-time efforts. Projects are unique.

A project creates unique deliverables, which are products,A project creates unique deliverables, which are products,services, or results.services, or results.

Projects have limited duration. Projects are about doings.

Projects are about change. Projects have progressive elaboration.

Progressive elaboration means developing in steps, andProgressive elaboration means developing in steps, andcontinuing by increments.continuing by increments.

l2


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Slide 6

l2 Shouldn't the definition ofunique be added to theindented textunder "Projects areunique?"lnucho, 2/25/2008


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Projects vs. Operational WorkProjects vs. Operational Work

They share many of the followingcharacteristics:Performed by peoplePerformed by people

Constrained by limited resourcesConstrained by limited resources

Planned, executed,Planned, executed, and controlledand controlled

Projects and operations differ

primarily in that:Operations are ongoing and repetitive,Operations are ongoing and repetitive,

while projects are temporary and uniquewhile projects are temporary and unique


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Project AuthorizationProject Authorization

Projects are typically authorized inresponse to:

Market DemandMarket Demand

Organizational needOrganizational need

Customer requestCustomer request

Technological advanceTechnological advance

Legal requirementLegal requirement


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Project management

Project management is the application of knowledge,Project management is the application of knowledge,skills, tools, and techniques to project activities to meetskills, tools, and techniques to project activities to meetprojects requirements.projects requirements. Source: PMBOKSource: PMBOK Guide,Guide, ThirdThird

Edition,Edition, pagepage 88

Managing a project includes:

Identifying requirementsIdentifying requirements

Establishing clear and achievable objectivesEstablishing clear and achievable objectives

Balancing the competing demands for quality, scope,Balancing the competing demands for quality, scope,time and costtime and cost

Adapting the specifications, plans, and approach to theAdapting the specifications, plans, and approach to thedifferent concerns and expectations of the variousdifferent concerns and expectations of the variousstakeholdersstakeholders


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Role of a Project ManagerRole of a Project Manager

A project manager acts as the single pointof contact on the project and is theindividual responsible for overall project

management.

A project manager's responsibilityincludes: PlanningPlanning and organizingand organizing the workthe work

ManagingManaging the daythe day--toto--day activities of a projectday activities of a project DeliveringDelivering the project deliverables to the clientthe project deliverables to the client IdentifyingIdentifying potential stakeholderspotential stakeholders


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Project Portfolio Management Project portfolio management refers to the selection and support ofProject portfolio management refers to the selection and support of

projects or program investments, which are guided by theprojects or program investments, which are guided by theorganization's strategic plan and available resources.organization's strategic plan and available resources.

Standards It is a document established by consensus and approved byIt is a document established by consensus and approved by

recognized body that provide for common and repeated use rules,recognized body that provide for common and repeated use rules,guidelines.guidelines.

Regulations Regulations are imposed requirements they specify product, processRegulations are imposed requirements they specify product, process

or service characteristics.or service characteristics.

Project Management Office A project management office (PMO) is an organizational unit toA project management office (PMO) is an organizational unit to

centralize and coordinate the management of projects under itscentralize and coordinate the management of projects under itsdomain.domain. PMOs can operate on a continuum, from providing projectPMOs can operate on a continuum, from providing project

management support functions in the form of training, software,management support functions in the form of training, software,standardized policies, and procedures, to actual direct managementstandardized policies, and procedures, to actual direct managementand responsibility for achieving the project objectives.and responsibility for achieving the project objectives.

Source:Source: PMBOKPMBOK GuideGuide,, Third Edition, pageThird Edition, page 1717

l4


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Slide 11

l4 This bullet needs to berewritten. Is itreally a document? Can you say, "Standards areestablsihed by consensus and approved by arecognized body to providerules and guidelines forcommon and repeated activities."lnucho, 2/25/2008


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StakeholdersStakeholders

Anyone impacted by or having influence over aproject:

Project managerProject manager

CustomerCustomer Performing organization,Performing organization, owners, government agenciesowners, government agencies SponsorSponsor TeamTeam Internal/externalInternal/external End userEnd user Society, citizensSociety, citizens Others: owners,Others: owners, funders, suppliersfunders, suppliers


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Project managers spend a considerable amount of timecommunicating and interacting with project stakeholders.

Which of the following methods or techniques would be

most useful for a project manager to keep the project team

focused on project success?

11 Analyze the work occasionally to determine whatAnalyze the work occasionally to determine whatcan be eliminated.can be eliminated.

22 Keep the priorities clear.Keep the priorities clear. 33 Schedule the most interesting activities at energySchedule the most interesting activities at energy

peaks.peaks. 44 When problems arise, transfer blame to theWhen problems arise, transfer blame to the

stakeholders.stakeholders.

Answer =Answer = 22

Check Your Knowledge


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Stakeholders - Roles

Sponsor

A sponsor is an individual or an organization thathas the authority to perform, delegate, or ensurecompletion of the following project commitments:

Formalization of an agreement with the deliveryFormalization of an agreement with the deliveryorganizationorganization

Approval to proceed with the start of the project or of aApproval to proceed with the start of the project or of a

phasephase

Acceptance of the deliverables from the projectAcceptance of the deliverables from the project

Spending for the cost or price, or both, of the project asSpending for the cost or price, or both, of the project asspecified in the agreementspecified in the agreement


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Key General Management

Skills

Leading

Establish directionEstablish direction

Align peopleAlign people

MotivateMotivate InspireInspire

Communicating

Negotiating

Problem solving Influencing the organization


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1616

The Project Management Body

of Knowledge

Source: PMBOK Guide, Third Edition, page 13


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PMBOKGuide

The knowledge of projectThe knowledge of projectmanagement described in themanagement described in thePMBOKPMBOK Guide consists of:Guide consists of:

Project life cycle definition (ChapterProject life cycle definition (Chapter 22))

Five Project Management ProcessFive Project Management ProcessGroups (ChapterGroups (Chapter 33))

Nine Knowledge Areas (ChaptersNine Knowledge Areas (Chapters 44--1212))


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Functional Project Organization



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Weak Matrix Organization



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Strong Matrix Organization



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Balanced Matrix Organization

Source: PMBOK

Guide,Third Edition, page 30


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Projectized Organization



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OrganizationalStructure

Project

Characteristics

Functional

Matrix

Weak Balanced Strong

Matrix Matrix Matrix

Project-

ized

Project managers

authority

Little or NoneLittle or None LimitedLimited Low toLow to

ModerateModerate

Moderate toModerate to

HighHigh

High toHigh to

AlmostTotalAlmostTotal

Percent of performingorganizations

personnel assignedfull time to project

work

Virtually NoneVirtually None 00--25%25% 1515--60%60% 5050--95%95% 8585--100%100%

Project managers role PartPart--TimeTime PartPart--TimeTime FullFull--TimeTime FullFull--TimeTime FullFull--TimeTime

Common titles forPMs role

ProjectProjectCoordinatorCoordinator\\

Project LeaderProject Leader

ProjectProjectCoordinatorCoordinator\\PProject Leaderroject Leader

ProjectProjectManagerManager\\

Project OfficerProject Officer

ProjectProjectManagerManager

\\ProgramProgramManagerManager

ProjectProjectManagerManager\\

ProgramProgramManagerManager

PM administrativestaff

PartPart--TimeTime PartPart--TimeTime PartPart--TimeTime FullFull--TimeTime FullFull--TimeTime

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Slide 23

l6 This is difficult toread. Can you standardizefont sizes? Makeheadings yellow?lnucho, 2/25/2008


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You are one of ten full-time project managers in your

organization. You all share two administrative persons.

There are generally 30 - 40 projects per year that involve

about 30% of the organizations employees. However,

these employees do not report to you. Your organizationcan best be classified as:

11 ProjectizedProjectized

22 BalancedBalanced

33 Strong MatrixStrong Matrix 44 Weak MatrixWeak Matrix

Answer =Answer = 44



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In which organization is the project manager

involved in an ongoing operational job besides his

role as project manager?

11-- ProjectProject--based organizationbased organization

22-- Tight matrixTight matrix

33-- Strong matrixStrong matrix

44-- Functional organizationFunctional organization

Answer =Answer = 44



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The Project Life Cycle

Example of HighExample of High--Level Systems IntegrationLevel Systems IntegrationProject Life Cycle (Waterfall):Project Life Cycle (Waterfall):

Analyze

Design

Build or Buy

Test

Implement

TIME


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The Project Life Cycle

(Contd)


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Characteristics of Project Life

Cycle


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The Project Life Cycle (Contd)The Project Life Cycle (Contd)

Construction example (questions morelikely to be on an exam specific to thisdiscipline, not PMP):

FeasibilityFeasibility

PlanningPlanning

DesignDesign

InstallationInstallation ProductionProduction

TurnoverTurnover

StartupStartup


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The Project Life Cycle (Contd)

Information Systems Example (questionsmore likely to be on an exam specific tothis discipline, not PMP):

AnalysisAnalysis

DesignDesign

CodeCode

TestTest

InstallationInstallation

ConversionConversion

OperationOperation


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3131

The Project Management Life Cycle

Source: PMBOK Guide, Third Edition, pages 39 & 40


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Process GroupsProcess Groups

Overlap of Process Groups in a Phase

Source: PMBOK Guide, Third Edition, pages 39 & 40


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Process Groups (Contd)

Initiating Process Group Defines and authorizes the project or a projectDefines and authorizes the project or a project

phase.phase.

Planning Process Group

Defines and refines objectives, and plans theDefines and refines objectives, and plans thecourse of action required to attain thecourse of action required to attain theobjectives and scope that the project wasobjectives and scope that the project wasundertaken to address.undertaken to address.

Executing Process Group Integrates people and other resources to carryIntegrates people and other resources to carry

out the project management plan for theout the project management plan for theproject.project.


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Process Groups (Contd)

Monitoring and Controlling Process Group

Regularly measures and monitors progress toidentify variances from the project

management plan so that corrective action canbe taken when necessary to meet projectobjectives

Closing Process Group

Formalizes acceptance of the product, serviceor result and brings the project or a projectphase to an orderly end


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Source: PMBOK

Guide,Third Edition, page 44

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R l ti b t P j t Lif


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Relation between Project Life

Cycle & Project Management Life

Cycle



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Source: PMBOK Guide Third Edition page 70

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