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PMP, PMI Registered Education Provider Logo are registered marks of Project Management Institute, Inc.
Comprehensive Project Management (3 days)
ID 2653®
Course nr: 26533CPM
Module: 3 days !Comply to PMBOK 5th edition
Day 1• Pre Test!
Surroundings!Key Concept!• Getting to know Project Management Project Life Cycle!• Key principles in project management!• PMBOK® Guide’s project management processes and 10 Knowledge Area!• Choosing the right organization for a Project!Initiating!• Develop Project Charter!• Identify Stakeholder!
Planning (1)!• Scope Management!
– Plan Scope Management, Collect Requirement, Define Scope!– Exercise: Create Work Breakdown Structure.
!3
Day 2Planning (2)!• Time Management!
– Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity duration, Develop Schedule!
– Exercise: !– Network Diagram, CPM (Forward and backward calculation)!
• Cost Management!– Plan Cost Management, Discussion on Cost Estimating!– Earned Value !
• Communication Management!– Plan Communication Management. !– exercise on Meeting and Reporting Planning!
• HR Management!– Plan HR Management,!– Discussion on RAM!
• Procurement Management!– Plan Purchase Management & Acquisition, Plan Contracting, !– Exercise: Make or Buy Analysis, Criteria selection.
!2
Day 3Planning (3)!• Quality Management!
– Discussion on Quality Management and Plan Quality Management!• Risk Management!
– Plan Risk Mgt., Risk Identification, Perform Qualitative and Quantitative Risk Analysis, Plan Risk Responses, !– Exercise: Risk Response Planning!
• Stakeholder Management!– Plan Stakeholder Mgt., !– Exercise: Stakeholder Management Plan!
Executing!• Discussion on: Perform Quality Assurance, Acquire Project Team, Develop Project
Team, Distribution Information, Manage Stakeholder Expectations and Conduct Procurement!
Monitoring and Controlling!• Discussion on: Perform Integrated Change Control, Validate Scope, Control Scope,
Control Schedule, control Cost, Control quality , Control Communication, Control Procurements, Control Risks, Control Stakeholder Engagement.!
• Exercise: Schedule Mini-case and Risk Management!Closing!• Discussion on Close Procurement and Close Project or Phase!• Post Test
!4
Historical Growth of Project Management
Source: Bates, Project Management Inc and others
20001980 1990
Corporate View of PM
Operational Project by Project
View
1970
Aerospace/Defense!Large Engineer & Construction Co.
Most Organizations
Other Large IT ShopsNeed for
Consistency / Standards
Financial Company IT Shops
Multiple Industries
Financial Industry
PMI Founded
PMBOK Released
Department of Defense requires PMP
Initial Support for PMOs
Portfolio Management
IAMPI Founded
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SURROUNDINGS
INITIATINGPROCESSES
CLOSINGPROCESSES
PLANNINGPROCESSES
EXECUTINGPROCESSES
Monitoring and Controlling processes
Project Management At Glance
"&$
Project control
PMIS
Progress Project
Proyek: Inovasi
.. ….. …… …… ….. ….
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Deliverable
Baseline
Issues
'()*+,-!./*0,12!
'()*+,!./*13/,4,52!
'6,++*5+!6,7/5,-
Who are
surrounding?What
Who
Who does whatHow
How Sure
HowMuch
NETWORK PLAN
Gantt Chart
BaselineMilestones
Time
89:!;./*0,12!(<7/2,/=
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Estimate Activity Resource
Estimating schedule activity resources involves determining:!–What resources (persons, equipment, or material)!–What quantities of each resource will be used!–When each resource will be available to perform project activities. !
!The Activity Resource Estimating process is closely coordinated with the Cost Estimating process.!
–Resource calendar!–Resource Breakdown structure
Determine Resource Requirement to Estimates Activities Duration!
– Key persons needed vs. number of person available!
– Critical equipments required vs. availability of equipments!
– Necessary materials vs. schedule availability of supplies
Resource Leveling
8:;
Quality vs. Grade
• *Quality is “the degree to which a set of inherent characteristic fulfill requirements!
!• *Grade is a category or rank used to distinguish items
that have the same functional use (e.g., “hammer”), but do not share the same requirements for quality (e.g., different hammers may need to withstand different amounts of force)
!7
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013
• More materials? Please contact our team to join the training program;!– [email protected]!– [email protected]!– [email protected]
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