PMP Exam Preparation

Samer Zawaydeh, PMP®

I N T R O D U C T I O N

Training Course Goal

Provide Project Managers with the right knowledge, tools and techniques to further pass PMI’s - PMP® Exam on their first try.

Ground Rules

P M I

The Project ManagementInstitute

www.pmi.org

T h e P M B O K

Project management body of knowledge.

Approved by ANSI as PM reference.

Reference manual for PM professionals.

Basis for certification examination.

Introduction to 9 PM knowledge areas.

Course Overview

Introduction

Project Management Framework

Project Initiation

Project Planning

Project Executing

Project Monitoring and Control

Project Closing

PROJECT MANAGEMENT FRAMEWORKM o d u l e 1

K e y w o r d s

• Project, Program, Portfolio, PMO, OPM3, Operational Works,

Tight Matrix, Objectives, Management By Objectives

• Organizational Structure

• Stakeholders Management

• Project Life Cycle & Product Life Cycle

• Project Constraints

• Lessons Learned

• Project Expediter & Project Coordinator

DEFINITIONS

What is a Project ?

“ A temporary endeavor undertaken to create a

unique product, service, or result.”

Project vs. Operations

PEOJECT OPERATIONS

SimilaritiesConsume Resources

ConstrainedPlanned, Executed and Controlled

Differences

UniqueTemporary

RepetitiveOngoing

Exercise: Project or Not...

Project

X corp. builds an online solution

Preparation for opening ceremony of word cup 2006

E-government launching services online

Building the Four Seasons Hotel

Upgrading the water system

Not

Daily upkeep of online database

Electricity generation by utility companies

Regular updating of online information

Catering at the Four Seasons Hotel

Monitoring performance of water system

OR

Competing Demands & Triple Constraint

Scope

TimeCost

The triple Constraint

Quality

• Competing demands are: Scope, Cost, Time, Quality.

• They can include resources and risk

What is Project Management?

• The application of knowledge, skills, tools, and techniques to project activities to

meet the project requirements.

• Accomplished though not only the application but also the integration of the

project management processes.

• Includes:

- Identifying requirements.

- Establishing clear and achievable objectives.

- Adapting specs, plans, and approach to the different concerns and expectations of

the various stakeholders.

Organizational Project Management

• The systematic management of business and its processes

in alignment with achievement of strategic goals.

• The purpose of the Organizational Project Management Model is to enhance an organization's ability to implement organization strategy through successful delivery of project.

Project, Program, Portfolio Interactions

Delivery Level

Benefit Level

Strategy LevelBusiness Plan

Portfolio

Program

Project

Project

Portfolio

Portfolio

Program

Project

Project

Project

Related

Work

Program Management

A program is a group of related projects managed in a coordinated way to

obtain benefits and control that cannot be achieved from managing them individually.

Juggling Work!

“Project management is like juggling three balls - time, cost and quality.”

“Program management is like a troupe of circus performers standing in a circle, each juggling-three balls and swapping balls from time to time.”

Portfolio Management

• A portfolio represents a collection of active programs, projects and other

work undertaken at a specific point in time to help the organization reach strategic objectives.

• Portfolio management, therefore, is the centralized management of one or more portfolios in order to achieve specific strategic business objectives.

What does the word “Maturity” means to you?

• The period of time in your life after your physical growth has stopped and

you are fully developed

• The state of quality of being fully grown or developed

Organizational Maturity

• It is the measurement that shows the organizational capabilities to:1. Sets its strategic direction2. Creates plans to fulfill those objectives3. Hires, retains, and creates needed tools, processes, procedures and

competencies to achieve the objectives 4. Continuously improves the process and its internal capabilities to reach

better objectives 5. Responds to external changes and aligns its business

What is OPM3?

• Provides a way to understand organizational project management

• Measure the organizations’ maturity against a comprehensive and broad-based set or organizational project management Best Practices

• Helps organizations wishing to increase their organizational project management maturity to plan for improvement

Maturity State

Standardize Measure Control Improve

Portfolio

Program

Project

Project Portfolio Life Cycle

Org. Vision, Mission, Strategic

Objectives

Org. Business Plan ID -Time - Cost

Portfolio AID - Cost - Duration

Program 1ID - Cost - Time

Project 1-1ID - Cost - Duration

Project 1-2ID - Cost - Duration

Project 1-3ID - Cost - Duration

Project 2ID - Cost - Duration

Project 3ID - Cost - Duration

Portfolio BID - Cost - Duration

Project 4ID - Cost - Duration

Sub - Project 3-1ID - Cost - Duration

Sub - Project 3-2ID - Cost - Duration

Project 5ID - Cost - Duration

Project Management Office

• An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of projects.

Project Stakeholders

• Person or organization (e.g., customer, sponsor, performing organization, or the

public) that is actively involved in the project, or whose interests may be positively

or negatively affected by execution or completion of the project.

• Their level of responsibility and authority vary and might overlap.

Figure: StakeholdersCustomer

(multi)

BusinessPartner

Org

Supplier

SeniorMgt

ProjectSponsor

In flue-ncers

PMO

ProjectTeam

Members

PM Team

Managing Stakeholders Expectation

• Different stakeholders have different or conflicting objectives.

• One of the major challenges of project management.

P R O J E C T M A N A G E R

Project Manager

• Responsible for managing the project.

• Assigned as early as feasible, before planning and preferably during charter

development.

• Must have the authority and accountability.

• Must be proactive.

• Must have professional responsibility.

• Has direct authority over project, not necessarily resources.

• Dose not have to be a technical expert.

Functions of the Project Manager

1. Management functions.

2. Interface management.

3. Integration management.

1. Management Functions

• Planning.

• Organizing.

• Leading.

• Controlling.

2. Interface Management

• Identifying, documenting, scheduling, communicating, and monitoring interfaces

related to the product and the project.

• Important part of the project manger’s job.

3. Integration Management

• Integration of project team into one functional unit to achieve project objectives.

Integration Activities

• Develop integrated work breakdown structure, schedule, and budget.

• Review and update project plan.

• Assure adherence to project plan.

• Resolve conflict.

• Remove roadblocks.

• Set priorities.

• Maintain communication links.

Project Manger Skills• Leadership

• Team building

• Conflict resolution

• Planning.

• Organization.

• Communication.

• Negotiation.

• Decision making.

• Project management competence.

• Business management competence .

• Understanding of project environment.

• Understanding of project technology.

Project Manger Personal Characteristics

• Flexibility.

• Initiative and Leadership.

• Confidence.

• Effective Communication.

• Creativity.

• Generalist.

• Well Organized.

• Decision Maker.

• Honesty and Integrity.

Project Manager Role

• Primary responsibility over project, not necessarily resources.

• Dose not have to be a technical expert.

• Leads and directs planning efforts.

• Assists in project execution.

• Maintains project control.

Teach

PMRole

Change

Project Manager vs. Technical Expert

80% Technical20% Human Relations & Management

20% Technical80% Human Relations & Management

“ If you are deeply involved in solving technical problems, who is managing the project?”

PROJECT LIFE CYCLE

Project Life Cycle

• The collection of project phases the project team will follow in order to produce the product of the project,

• It varies from one industry to the other.

The Project Lifecycle

• Defines the beginning and end of a project.

• Defines the phases that connect the project beginning to its end.

• Helps project manager determine if feasibility study is part of

project.

• Determines transitional actions at the beginning and end of the

project.

• Determines transitional actions (handoffs) between phases.

Project Lifecycle Characteristics

• Defines:- Technical work undertaken for each phase of the project.- When deliverables to be generated.- Who should be involved in each phase.- How to control and approve each phase.

• Helps link the project to the ongoing operations of the organization.

• Varies by organization / industry.

What a process?

• A set of interrelated actions and activities performed to achieve a specified set of projects, results, or services.

Project Processes

• Project management processes.

• Product oriented processes.

• Both interact and overlap throughout the project.

• Integration requires each product and project related process to be aligned and

connected with other processes.

Project Management Processes

• Aggregated into five groups:

- Initiating.

- Planning.

- Executing.

- Monitoring and Controlling.

- Closing

• All Processes overlap and interact when applied on actual projects.

Process Groups Interact in a Project

Level of Process

Interaction

Initiation

Process

Group

Planning ProcessGroup

Execution ProcessGroup

Monitoring &Control Process

Group Closing

ProcessGroup

The Project Through its Life Cycle

The Project Through its Life Cycle

Project Management Process Groups

Monitoring& Controlling Processes

Closing Processes

InitiationProcesses

Planning Processes

Execution Processes

Project Management Processes

InputsTool &

Techniques

Outputs

Project Management Knowledge Areas

• 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

Recurring ITTOsInput, Tool & Technique, and Output (ITTO)

• Lessons Learned• Expert Judgment,• Requested Changes,• Updated Project Documents,• Assumptions and Constraints,• Enterprise Environmental Factors,• Organizational Process Assets.

Enterprise Environmental Factors

• The internal and external environmental factors surrounding and/or influencing the project negatively or positively.

• Are Inputs to most of the Project Management Processes.

• Can be categorized into Internal and External

Enterprise Environmental Factors

• External:– Government or industry standards.– Market conditions.– Political Climate.

• Internal:– Infrastructure.– Human resources.– Project management information systems.

Organizational Process Assets

• Include all process related assets in addition to the organization’s knowledge bases

• Input to most of the project management processes

• Outputs of many processes may include updating or adding to these process assets

• Can be categorized into Processes and Procedures, and Corporate Knowledge Base

Sequential Phases

Phase 1 Phase 2

Phase 3Phase 4

Overlapping Phases

Phase 1Phase 2

Phase 3

Phase 4

Iterative Phases/ Spiral Model

Phase 1

Phase 2

Phase 3

Phase 4

Remember!

• Project Life Cycle is NOT a Project Management Process,• Project Life Cycle is NOT a Project Phase.• Project Phase is a division within the same project to improve

control.

Project Governance

• provides comprehensive and consistent method of controlling the project all over its life cycle to ensure meeting the project objectives.

• Examples:– Phase structure,– Phase-end review.

Organizational Governance

• Is the set of authorities, processes, and procedures guiding strategic and key operational decisions made for the enterprise.

• It clarifies relationships and responsibilities among the entities making up the enterprise.

ORGANIZATIONAL INFLUENCE

Organizational Influence

• Different types of organization structure exert different influences on project teams and project managers.

• Certain structures are in favor of project work, others are against it.

Functional Organization

Advantages• Clear Authority• Career

Development• Controlled

Disadvantages• Poor Coordination• No Project

Accountability• High Politics

(Matrix) Organization

Matrix has type, Strong, weak, and balanced In the weak matrix: no project manager ..all are staff..

Project manager is an expediter or coordinator. Close to functional.

The Balanced matrix is as the slide shows The strong matrix, there is one unit called Manager of

Project Managers (could be a PMO), where it contains a pool of project managers to be assigned on any project.

Balanced Matrix – (Matrix) Organization

Project Coordination

Balanced Matrix – (Matrix) Organization

Advantages• Project Manager

Assigned.• Communication and

Coordination• Visible Project

Objectives

Disadvantages• Two Bosses• Competition of

Priorities• Hard to Control• Tough Resource

Allocation

Projectized Organization

Resources pool, and a project team is composed for each initiated project.

This is typical in service oriented organizations, small organizations (as if they were large, there wont be sharing)

Project managers have great deal of independence. Departments either report directly to the projects manager

or provide support to other projects.

Projectized Organization

Projectized Organization

Advantages• Effective

Communication• Project Driven

Coordination• More focused

Disadvantages• High Risk• Poor Resource

Utilization• “No Home”

Composite Organization

This is a combination. Like most organizations.Team created to handle a critical project,

Composite Organization

Organizational Influence on Projects

The more towards projectized, the more better for project management

Organizational Influence on Projects

Remember

Tight Matrix: Keeping project team in same room or project office

Project Coordinator reports to a higher – level managers and have authority to make some decisions, while project expediter has no authority to make decisions

In Functional Org. Project Manager has the least support and little authority

In Projectized Org. the project manager have the most power

Initiation Planning Execution Control Closure

IntegrationScopeTimeCostQualityHRCommunicationRisk

Procurement

Summary: PM Framework

I N I T I A T E Y O U R P R O J E C T …

R e f e r e n c e

PMBOK® 5th Edition

Project Management Framework

Section One

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