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8/18/2019 Ahmed El Antary - PMP Part 1- 5th Ed - General
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Project Management Professional
PMP Exam Preparation CoursePrepared By: Eng. Ahmed El Antary, PPM, MSPM
Engineering & Management Technologies LLC
Delaware, USA
www.enmatecs.com - [email protected]
Introduction
Chapter 1PMBOK 5th Ed
“Ahmed El Antary”
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The Course Leader Ahmed El Antary, PPM, MSPM Engineering and Management Consultant Certified Professional Project Manager (PPM), WCU, USA
PhD Learner with concentration on Project Management - PhD-BAprogram. NorthCenteral University, AZ, USA
Master of Science in Project Management, Colorado TechnicalUniversity, Colorado Springs, CO, USA
. . , , , Business Management Certificate GL, CTU, CO, USA Change Management Certificate GL, CTU, CO, USA Project Management Certificate GL, CTU, CO, USA Member of PMI-AGC, Riyadh, Saudi Arabia Member of Learning Education & Development (LEAD) Community of Practice of
PMI in USA Chairman of the Training Committee of Egyptian Engineers Association in
Riyadh, Saudi Arabia Team Member of the Construction Extension Project for the PMBOK 3rd Ed. By
(PMI) and (ANSI) Certified Green Buildings Expert (GBE)
Certified LEED Expert (CLE) Certified Sustainable Development Expert (SDE) Certified Building Information Modeling Expert (BIME)
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What We Will Study? This course will include the following main items:
PMP fundamentals – These parts coversgeneral information about project management
that is not part of nine process areas.
Integration - covers the knowledge area ofProject Integration Management.
Scope - covers the knowledge area of Project
Scope Management.Time - covers the knowledge area of Project
Time Management.
Cost - covers the knowledge area of ProjectCost Management.
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What We Will Study? “Cont.”
Risk - covers the knowledge area of Project
Risk Management.Quality - covers the knowledge area of ProjectQuality Management.
HR - covers the knowledge area of Project HRManagement.Communications - covers the knowledge area of
Project Communication Management.Procurement - covers the knowledge area ofProject Procurement Management.
Stakeholder - covers the knowledge area ofProject Stakeholder Management.
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What is a Project?
Project characteristics: A project is a
temporary endeavor undertaken to create aunique product, service or result
Tem orar : It means that ever ro ect has a definite
beginning and a definite end Unique product, service or result: It means that
project creates unique deliverables, which are
products, services or results Progressive Elaboration: It means that the project is
developed in step by step and it is always incontinuous progress through increment by increment
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What is a Project? “cont.” A project is a temporary endeavor.
Projects are unique and non-repetitive.
Building a road is an example of a project.
The process of building a road takes a definite amount of time
.
Operations on the other hand are repetitive.
Delivering mail every day is an example of operation.
The characteristics associated with a project are:
Unique purpose
Temporary in nature
Require resources (often from various domains)
Should have a primary sponsor and/or customer Involves uncertainty.
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What is Project Management?
Project Management is the application of
knowledge, skills, tools and techniques toproject activities to meet project requirements.
Project Management is accomplished throughthe application and integration of project
management 47 processes and 5 processgroups. These 5 process groups are:
Initiating
PlanningExecutingMonitoring and Controlling
Closing
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What is Project Management? “cont.”
Managing a project typically includes:
Identifying requirements Addressing the various needs, concerns, and
expectations of the stakeholders as the project is
Balancing the competing project constraints including, but notlimited to:
Scope
Quality
Schedule
Budget
Resources
Risk
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Relationships
Portfolio Management: A portfolio refers to a collection ofprojects or programs and other work that are groupedtogether to facilitate effective management of that work to
meet strategic business objectives.
Pro ram Mana ement: A ro ram is defined as a rou
of related projects managed in a coordinated way toobtain benefits and control not available from managing
them individually. Programs may include elements ofrelated work outside the scope of the discrete projects inthe program. A project may or may not be part of a
program but a program will always have projects. Acomplete communications satellite system including the
design and the construction is a good example of aprogram.
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Project, Program, and Portfolio Management
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Project, Program, and Portfolio Management “Cont.”
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Project and Strategic Planning
Projects are often utilized as a means of
achieving an organization’s strategic plan.Projects are typically authorized as a result ofone or more of the following strategic
considerations: Market demand
Strategic opportunity/business need
Customer request
Technological advance
Legal requirements
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Project Management Office A project management office (PMO) is an
organizational body or entity assigned variousresponsibilities related to the centralized andcoordinated management of those projects under
.
The responsibilities of a PMO can range fromproviding project management support functions
to actually being responsible for the direct
management of a project.
The specific form, function, and structure of a
PMO is dependent upon the needs of theorganization that it supports.
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Types of PMO
Supportive: Supportive PMOs provide a consultative role toprojects by supplying templates, best practices, training, access toinformation and lessons learned from other projects. The degree ofcontrol provided by the PMO is low.
Controlling: Controlling PMOs provide support and requirecompliance through various means. Compliance may involveadopting project management frameworks or methodologies, usingspecific templates, forms and tools, or conformance to governance.The degree of control provided by the PMO is moderate.
Directive: Directive PMOs take control of the projects by directlymanaging the projects. The degree of control provided by the PMOis high.
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Project Management Office “cont.”
A primary function of a PMO is to support projectmanagers in a variety of ways which may include but notlimited to:
Managing shared resources
methodology, best practices, and standards
Coaching, monitoring, training, and oversight
Monitoring compliance with project management
standards policies, procedures, and templates via projectaudits
Developing and managing project polices, procedures,templates, and other shared documentations (OPA)
Coordinating communication across projects
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Differences Between Project managers and PMOs
The project manager focuses on the specified project
objectives, while the PMO manages major program scopechanges, which may be seen as potential opportunities tobetter achieve business objectives.
resources to best meet project objectives, while the PMOoptimizes the use of shared organizational resourcesacross all projects.
The project manager manages the constraints (scope,schedule, cost, quality, etc.) of the individual projects,
while the PMO manages the methodologies, standards,overall risks/opportunities, metrics, and interdependencies
among projects at the enterprise level.
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Project Management and Operations Management
Operations management is responsible for overseeing, directing, andcontrolling business operations. Operations evolve to support the day-
to-day business, and are necessary to achieve strategic and tacticalgoals of the business.
Examples of operations include: production operations, manufacturing, , ,
maintenance. Though temporary in nature, projects can help achieve the
organizational goals when they are aligned with the organization’sstrategy.
Organizations sometimes change their operations, products, orsystems by creating strategic business initiatives that are developedand implemented through projects.
Projects require project management activities and skill sets, while
operations require business process management, operationsmanagement activities, and skill sets.
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Roles of a Project Manager The project manager is the person assigned by the performing
organization to achieve the project objectives
The role of a project manager is distinct from a functional manager oroperations manager
Typically the functional manager is focused on providing
managers are responsible for a facet of the core business Depending on the organizational structure, a project manager may
report to a functional manager. In other cases, a project managermay be one of several project managers who report to a portfolio or
program manager Understanding and applying the knowledge, tools, and techniques as
a good practice is not sufficient for a good project management
Effective project management requires that the project manager
must posses Knowledge, Performance, and PersonalCharacteristics to manage projects
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Responsibilities and Competencies of the Project Manager
Effective project managers should possess the followingcompetencies:
Knowledge: Refers to what the project manager knows aboutproject management.
Performance: Refers to what the project manager is able to do or
accomplish while applying his or her project managementknowledge.
Personal: Refers to how the project manager behaves whenperforming the project or related activity. Personal effectiveness
encompasses attitudes, core personality characteristics, andleadership, which provides the ability to guide the project team whileachieving project objectives and balancing the project constraints.
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Interpersonal Skills of a Project Manager
Important interpersonal skills may include:
Leadership, Team building,
Motivation,
ommun ca on,
Influencing,
Decision making,
Political and cultural awareness,
Negotiation,
Trust building,
Conflict management, and
Coaching.
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Project Management Body of Knowledge The PMBOK® GUIDE is the standard for managing most projects
most of the time across many types of industries
This standard describes the project management processes, tools,and techniques used to manage a project toward a successfuloutcome
interrelationships to other project management disciplines such asprogram management and portfolio management
The Standard for Program Management [3] addresses themanagement of programs,
The Standard for Portfolio Management [4] addresses themanagement of portfolios,
Organizational Project Management Maturity Model (OPM3®) [5]examines an enterprise’s project management process
capabilities.
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Resources Project Management Institute. (2013). A guide to the project management body of
knowledge ( 5th ed.). Newtown Square, PA: Project Management Institute.
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Q U E S T I O N SQ U E S T I O N S
A N S W E R SA N S W E R S