KCS Academy PMP Exam Prep Course Chapter 1 - Introduction

BEST IN CLASS PERFORMANCE

KCS ACADEMY

CAPM / PMP EXAM PREP COURSE

TRANSFORMING ORGANIZATIONS FROM WITHIN

KCS ACADEMY CAPM / PMP EXAM PREP COURSE

COURSE ADMINISTRATION

COURSE OBJECTIVES

CAPM & PMP TEST

PREPARATION

LEARNING THE:

INPUTS,

TOOLS & TECHNIQUES,

OUTPUTS

THAT ARE FOUND IN A

GUIDE TO THE PROJECT

MANAGEMENT BODY OF

KNOWLEDGE, (PMBOK)

5TH EDITION, PROJECT

MANAGEMENT

INSTITUTE, Inc., 2013

C

COURSE ATTENDEES

THIS COURSE IS

INTENDED FOR

EXPERIENCED AND

PRACTICING

CANDIDATES

2 YEARS OF PROJECT

MANAGEMENT

EXPERIENCE

PMP CANDIDATES

SHOULD HAVE 3 YEARS

OF DOCUMENTED WORK

EXPERIENCE

CANDIDATES MUST BE

PREPARED TO RECEIVE

35 HOURS OF DETAILED

INSTRUCTION

ABOUT THE

CURRICULUM

THIS CURRICULUM IS

INTENDED FOR USE

WITH THE PMBOK 5TH

EDITION

THE WORKBOOK AND

TRAINER SLIDE DECK

ARE INTEGRATED WITH

QUIZZES, EXERCISES,

HOMEWORK AND MOCK

EXAMS

EACH CANDIDATE WILL

RECEIVE A COPY OF THE

WORKBOOK, CHAPTER

QUIZZES, FLASH CARDS,

AND 2 PRACTICE EXAMS


DAY 1

FUNDAMENTALS

DAY 2

MATH SKILLS

DAY 3

SOFT SKILLS

COURSE AGENDA

INTRODUCTIONS

COURSE AGENDA

CHAPTER 1

CHAPTER 2

CHAPTER 3

LUNCH

CHAPTER 4

CHAPTER 5

QUIZ #1

QUIZ REVIEW

CHAPTER 6

CRITICAL PATH

CHAPTER 7

LUNCH

EVM EXERCISES

CHAPTER 8

HW OVERVIEW

QUIZ #2

QUIZ REVIEW

HW REVIEW

CHAPTER 9

CHAPTER 10

LUNCH

CHAPTER 12

CHAPTER 13

HW OVERVIEW

HW REVIEW

CHAPTER 11

MOCK EXAM

LUNCH

MOCK EXAM

REVIEW

PMI AND

PROMETRIC Q & A

COURSE CRITIQUE

DAY 4

RISK & MOCK EXAM


1.0 WHAT DO THESE (5) SUCCESS FACTORS SAY ABOUT THE KCS REQUIREMENTS FOR CLASS

PARTICIPATION?

2.0 WHAT DO THESE CLASSROOM REQUIREMENTS MEAN TO YOU?

3.0 WHY ARE THESE CLASSROOM REQUIREMENTS NECESSARY TO CREATE AN AWESOME TRAINING

EXPERIENCE?

THE PMP WHISPERER’S 5 POINTS OF LIGHT

PARTICIPATE SUPPORT COLLABORATE EXCHANGE CREATE


TELL US A LITTLE ABOUT YOU

NAMEROLE

COMPANYLOCATION

INDUSTRY


A LITTLE ABOUT YOUR INSTRUCTOR



1.0 THE INTRODUCTION

2.0 ORGANIZATIONAL

INFLUENCES AND PROJECT

LIFE CYCLE

3.0 PROJECT

MANAGEMENT PROCESSES

PROJECT MANAGEMENT – THE FRAMEWORK

INTRODUCTION OVERVIEW

1.1

PURPOSE OF THE PMBOK

1.5

RELATIONSHIP BETWEEN PROJECT MANAGEMENT, OPERATIONS MANAGEMENT AND ORGANIZATIONAL STRATEGY

1.6

BUSINESS VALUE

1.2

WHAT IS A PROJECT?

1.7

ROLE OF THE PROJECT MANAGER

1.3

WHAT IS PROJECT MANAGEMEMENT?

1.4

RELATIONSHIPS AMONG PORTFOLIO, PROGRAM, PROJECT, AND ORGANIZATIONAL PROJECT MANAGEMENT

1.8

PROJECT MANAGEMENT BODY OF KNOWLEDGE

IT IDENTIFIES THE KNOWLEDGE, SKILLS, TOOLS AND TECHNIQUES THAT IMPROVE THE LIKELIHOOD OF ACHIEVING PROJECT SUCCESS

IT IS A GLOBAL STANDARD FOR PROJECT MANAGAMENT, THAT IS APPLICABLE TO MOST PROJECTS, MOST OF THE TIME

THE PMBOK PROMOTES A COMMON VOCABULARY AMONGST ITS GLOBAL PRACTICIONERS ALLOWING PROJECT MANAGERS TO COMMUNICATE ACROSS BORDERS

IT CONTAINS ANNEX A1 – THE LIVING FOUNDATIONAL REFERENCE FOR PMP DEVELOPMENT PROGRAMS

ESTABLISHED THE PROJECT MANAGEMENT CODE OF ETHICS AND PROFESSIONAL CONDUCT TO ENSURE THE PROFESSION REMAINS ETHICALLY AND MORALLY SOUND WITHIN IT’S 4 PILLARS OF:

RESPONSIBILITY

FAIRNESS

RESPECT

HONESTY

1.1 PURPOSE OF THE PMBOK GUIDE


WHAT IS THE PMBOK REFERENCE FOR THE

PROFESSIONAL DEVELOPMENT OF PROJECT

MANAGERS?

WHAT IS THE VALUE OF A COMMON VOCABULARY

IN PROJECT MANAGEMENT?

WHY DOES THE PROJECT MANAGEMENT

PROFESSION NEED A CODE OF ETHICS AND

PROFESSIONAL CONDUCT?

WHAT ARE THE FOUR CENTRAL PILLARS OF THE

CODE OF ETHICS?

WHAT IS THE DIFFERENCE BETWEEN GOOD

PRACTICE AND BEST PRACTICE?


NOTES

PROJECTS ARE:

TEMPORARY

PROJECTS END WHEN:

PROJECT OBJECTIVES ARE MET

THE PROJECT IS TERMINANTED

THE CUSTOMER’S NEEDS ARE FULFILLED

UNIQUE

PRODUCT

SERVICE

RESULT – RESEARCH & DEVELOPMENT / PROTOTYPE / CONCEPT / CAN BE CONDUCTED TO GENERATE A DELIVERABLE THAT ELICITS AN EMOTION

TWO TYPES OF PROGRESSIVE ELABORATION

ROLLING WAVE PLANNING

WATERFALL

1.2 WHAT IS A PROJECT?


WHAT DOES TEMPORARY MEAN?

WHY ARE ALL PROJECTS CONSIDERED

UNIQUE UNDERTAKINGS?

WHAT IS THE DIFFERENCE BETWEEN THE

TWO PROGRESSIVE ELABORATION

TECHNIQUES OF WATERFALL METHOD AND

ROLLING WAVE PLANNING?

WHO HAS THE AUTHORITY TO TERMINATE

A PROJECT?

NOTES


STRATEGIC PLAN

THE COMPILATION OF AN ORGANIZATION’S

MISSION, VISION, VALUES & PURPOSE

THE STRATEGIC PLAN INCLUDES

ORGANIZATIONAL

GOALS

OBJECTIVES WHICH SUPPORT REACHING THE

GOALS

STEPS REQUIRED TO MEET THE OBJECTIVES

PORTFOLIO(S)

THE LINK BETWEEN THE WORK OF THE

ORGANIZATION AND THE ORGANIZATIONS

STRATEGIC PLAN

THE PORTFOLIO(S) EQUAL(S) THE TOTAL

BUSINESS VALUE OF THE ORGANIZATION

OPERATIONS, SUPPORT, AND OVERHEAD

ASSETS AND LIABILITIES

PROGRAMS, SUB-PROGRAMS

PROJECTS, SUB-PROJECTS

1.2.1 THE RELATIONSHIPS AMONG PORTFOLIOS, PROGRAMS, AND PROJECTS

1.2.1 THE RELATIONSHIPS AMONGST PORTFOLIOS, PROGRAMS, AND PROJECTS

WHY IS THE STRATEGIC PLAN CONSIDERED THE

FORECAST OF AN ORGANIZATIONS FOCUS OF

EFFORT FOR A GIVEN TIME PERIOD?

ARE PORTFOLIOS REQUIRED TO BE

INTERDEPENDENT AND/OR INTERRELATED? IF SO

WHY?

WHO IS RESPONSBILE FOR THE PERFORMANCE

OF THE STRATEGIC PLAN?

DESCRIBE THE BUSINESS RELATIONSHIPS

BETWEEN AN ORGANIZATIONS, PORTFOLIO(S),

PROGRAMS, AND PROJECTS?

NOTES

1.2.1 THE RELATIONSHIPS AMONG, PORTFOLIOS, PROGRAMS, AND PROJECTS

THE APPLICATION OF THE PMBOK’S KNOWLEDGE, SKILLS, TOOLS, & TECHNIQUES TO PRODUCE DELIVERABLES THAT MEET THE PROJECT REQUIREMENTS

THE ROLE OF INTEGRATION

UTILIZING THE PMBOK’S (5) PROCESS GROUPS, (10) KNOWLEDGE AREAS, & (47) TAILORABLE PROCESSES TO EFFECTIVELY MANAGE PROJECTS

PROJECT MANAGEMENT INCLUDES:

IDENTIFYING REQUIREMENTS

DETERMINING STAKEHOLDER NEEDS, CONCERNS, EXPECTATIONS, AND PERSONALITIES

EXERCISING EFFECTIVE COMMUNICATIONS MANAGEMENT

RESPONSIVE AND EFFECTIVE STAKEHOLDER ENGAGEMENT AND MANAGEMENT

BALANCING THE ENHANCED CONSTRAINTS OF SCOPE, SCHEDULE, COST, RISK, RESOURCES, AND QUALITY

ACHIEVING EFFECTIVE CHANGE MANAGEMENT

1.3 WHAT IS PROJECT MANAGEMENT?


WHY IS IT IMPORTANT FOR THE PROJECT

MANAGER TO UNDERSTAND THE PMBOK

METHODOLOGY, HOW TO EMPLOY THE

METHODOLOGY, AND HOW TO USE IT TO GUIDE A

TEAM AND AN ORGANIZATION TO AN

APPROPRIATE PROJECT ENDING?

ARE PROJECT CONSTRAINTS LIMITERS OR

BARRIERS?

WHY DOES PMI PERMIT TAILORING OF THE 47

PMBOK PROCESSES?

IN WHAT WAYS DOES A PROJECT MANAGER

INTEGRATE WITHIN HIS/HER PROJECT?

NOTES


1.4 RELATIONSHIPS AMONG PORTFOLIO MANAGEMENT, PROGRAM MANAGEMENT,

PROJECT MANAGEMENT, AND ORGANIZATIONAL PROJECT MANAGEMENT

THE SIMILARITIES AMONG THE DISCIPLINES

THE (3) DISCIPLINES ARE ALIGNED WITH OR DRIVEN BY ORGANIZATIONAL STRATEGIES

THE DIFFERENCES AMONG THE DISCIPLINES

THE WAY EACH DISCIPLINE CONTRIBUTES TO THE ACHIEVEMENT OF STRATEGIC GOALS

PORTFOLIO MANAGEMENT ALIGNS TO ORGANIZATIONAL STRATEGY BY:

SELECTING THE RIGHT PROGRAMS OR PROJECTS

PRIORITIZING THE WORK

PROVIDING THE NECESSARY RESOURCES

PROGRAM MANAGEMENT ALIGNS WITH ORGANIZATIONAL STRATEGY BY:

HARMONIZING IT’S PROJECT AND PROGRAM COMPONENTS

CONTROLLING INTERDEPENDENCIES IN ORDER TO REALIZE SPECIFIC BENEFITS

1.4 RELATIOSHIPS AMONG PORTFOLIO MANAGEMENT, PROGRAM MANAGEMENT,


PROJECT MANAGEMENT ALIGNS WITH

ORGANIZATIONAL STRATEGY BY:

DEVELOPING AND IMPLEMENTING PROJECT

MANAGEMENT PLANS THAT ACHIEVE A SPECIFIC

SCOPE

UNDERSTANDING THAT PROJECT SCOPE IS

DRIVEN BY THE PROGRAM OR PORTFOLIO

OBJECTIVES

THE RELATIONSHIP IT SHARES WITH PROGRAMS

AND/OR PORTFOLIOS

OPM ADVANCES ORGANIZATIONAL CAPABILITIES

BY:

LINKING PORTFOLIO, PROGRAM, AND PROJECT

MANAGEMENT PRINCIPLES AND PRACTICES WITH

ORGANIZATIONAL GOVERNANCE AND STRATEGY

UTILIZES CONTINUOUS IMPROVEMENT TO DRIVE

THE ORGANIZATION TOWARDS THE

ACHIEVEMENT OF BEST IN INDUSTRY STATUS

1.4 RELATIONSHIPS AMONGST PORTFOLIO MANAGEMENT, PROGRAM MANAGEMENT,


WHAT ARE SOME OF THE SIMILARITIES AMONG

THE THREE DISCIPLINES?

WHAT ARE SOME OF THE DIFFERENCES AMONG

THE THREE DISCIPLINES?

HOW DO THE DISCIPLINES RELATE TO OPM?

WHAT IS OPM?

WHAT IS THE GOAL OF OPM?

NOTES

1.4 RELATIONSHIPS AMONGST PORTFOLIO MANAGEMENT, PROGRAM MANAGEMENT,


1.4.1 PROGRAM MANAGEMENT

PROGRAM MANAGEMENT IS:

REALIZING THE BENEFITS AND LEVEL OF

CONTROL THAT IS FOUND IN THE

SIMULTANEOUS MANAGEMENT OF SIMILAR

PROJECTS

PROGRAM MANAGEMENT:

THE PROJECTS WITHIN A PROGRAM ARE

RELATED THROUGH A COMMON OUTCOME OR

COLLECTIVE CAPABILITY

PROGRAM MANAGEMENT LEADS TO THE TIMELY

RESOLUTION OF RESOURCE CONSTRAINTS

AND/OR CONFLICT

ALIGNS PROGRAM GOALS AND OBJECTIVES WITH

THE ORGANIZATIONAL STRATEGIC DIRECTION

RESOLVES ISSUES AND CHANGE MANAGEMENT

DISAGREEMENTS WITHIN A SHARED

GOVERNANCE STRUCTURE


WHAT IS THE DEFINITION OF A PROGRAM?

WHAT MUST A PROGRAM ALWAYS HAVE?

PROGRAM MANAGEMENT IS THE APPLICATION

OF?

PROJECTS IN A PROGRAM ARE RELATED

THROUGH?

WHAT ARE SOME OF THE ACTIONS OF PROGRAM

MANAGEMENT REGARDING PROJECT

INTERDEPENDENCIES?

NOTES


PORTFOLIO MANAGEMENT REFERS TO:

THE CENTRALIZED MANAGEMENT OF ONE OR MORE PORTFOLIOS TO ACHIEVE AN ORGANIZATIONS STRATEGIC OBJECTIVES

REVIEWING ALL PROJECTS AND PROGRAMS IN ORDER TO PRIORITIZE RESOURCE ALLOCATIONS FOR THE GREATEST OPTIMIZATION

MAINTAINING ALIGNMENT BETWEEN THE PORTFOLIO(S) AND ORGANIZATIONAL STRATEGIES

INCLUDES PROJECTS, PROGRAMS, SUB-PROJECTS, SUB-PROGRAMS, OPERATIONS, SUPPORT, INVESTMENTS, CASH FLOW, AND OVERHEAD

THE FACT IS THERE ARE NO REQUIREMENTS FOR PORTFOLIOS TO BE INTERRELATED OR INTERDEPENDENT

THE INTEGRATION OF MULTIPLE PORTFOLIOS UNDER A SINGLE CORPORATE GOVERNANCE STRUCTURE IS DEFINED AS THE ORGANIZATIONS ENTERPRISE PORTFOLIO

1.4.2 PORTFOLIO MANAGEMENT


WHAT IS THE DEFINITION OF PORTFOLIO

MANAGEMENT?

WHAT ARE THE BENEFITS OF HAVING A

DIVERSIFIED PORTFOLIO?

WHAT DOES THE ENTERPRISE PORTFOLIO

CONSIST OF?

WHAT DOES PORTFOLIO MANAGEMENT FOCUS

ON?

NOTES


PROJECTS ARE UTILIZED TO DIRECTLY OR

INDIRECTLY ACHIEVE STRATEGIC OBJECTIVES

AND CONTRIBUTE TO:

THE BENEFITS OF A PROGRAM

OBJECTIVES OF THE PORTFOLIO

THE STRATEGIC PLAN

THE MOST COMMON STRATEGIC CONSIDERATION

FOR THE EXISTENCE OF A PROJECT IS:

A CUSTOMER REQUEST

PROJECTS PROVIDE FEEDBACK TO PROGRAMS

AND PORTFOLIOS THROUGH:

PERFORMANCE, CHANGES, AND LESSONS

LEARNED

THE STRATGIC PLAN IS THE PRIMARY DRIVER OF

ORGANIZATIONAL INVESTMENTS

1.4.3 PROJECTS AND STRATEGIC PLANNING


WHAT ARE PROJECTS USED TO ACHIEVE?

WHAT ARE SOME OF THE REASONS WHY

PROJECTS ARE AUTHORIZED?

PROJECTS WITHIN PROGRAMS CAN CONTRIBUTE

TO?

PORTFOLIOS SHOULD PRIORITIZE WHAT TYPES

OF PROJECTS?

THE ORGANIZATIONS STRATEGIC PLAN BECOMES

THE PRIMARY DRIVER OF?

NOTES


THE PMO:

ESTABLISHES PROGRAM AND PROJECT

MANAGEMENT POLICIES & PROCEDURES

STANDARDIZES THE PROJECT GOVERNANCE

PROCESSES

FACILITATES THE SHARING OF:

RESOURCES

MULTIPLE METHODOLOGIES

TOOLS & TECHNIQUES

PMI IDENTIFIES (3) TYPES OF PMO STRUCTURES:

DIRECTIVE

CONTROLLING

SUPPORTIVE

THE PMO IS OFTEN A NATURAL LIASION FOR

PROJECTS AND PROGRAMS

THE PMO LEADERSHIP IS A KEY STAKEHOLDER &

DECISION MAKER

1.4.4 PROJECT MANAGEMENT OFFICE


WHAT DOES THE PMO STANDARDIZE?

WHAT ARE THE THREE TYPES OF PMO’S?

THE PMO IS THE LIASION BETWEEN THE

ORGANIZATIONS ________________________?

DOES THE PMO REQUIRE PROJECTS TO BE

INTERRELATED AND INTERDEPENDENT IN ORDER

FOR IT TO SUPPORT THEM?

DOES THE PMO HAVE THE AUTHORITY TO ACT AS

A STAKEHOLDER OR DECISION MAKER DURING

THE PROJECTS LIFE CYCLE?

NOTES


OPERATIONS MANAGEMENT IS RESPONSIBLE

FOR:

OVERSEEING BUSINESS OPERATIONS

DIRECTING BUSINESS OPERATIONS

CONTROLLING BUSINESS OPERATIONS

OPERATIONS:

SUPPORT THE DAY-TO-DAY BUSINESS NEEDS

ARE NECESSARY TO ACHIEVE STRATEGIC AND

TACTICAL BUSINESS OBJECTIVES

SUPPORT PROJECTS IN ACHIEVING

ORGANIZATIONAL GOALS:

MAINTAINS ALIGNMENT WITH ORGANIZATIONAL

STRATEGY

INTEGRAL COMPONENT FOR ACHIEVING

STRATEGIC BUSINESS INITIATIVES

1.5 RELATIOSHIP BETWEEN PROJECT MANAGEMENT, OPERATIONS MANAGEMENT,

AND ORGANIZATIONAL STRATEGY

1.5 RELATIOSHIP BETWEEN PROJECT MANAGEMENT, OPERATIONS MANAGEMENT,


WHAT ARE THE OBJECTIVES OF OPERATIONS

MANAGEMENT?

WHAT ARE SOME EXAMPLES OF OPERATIONS

MANAGEMENT?

DESCRIBE A WAY IN WHICH OPERATIONS

MANAGEMENT AND PROJECTS INTERSECT?

WHAT ARE SOME OF THE ELEMENTS OF

OPERATIONS?

NOTES

1.5 RELATIONSHIP BETWEEN PROJECT MANAGEMENT, OPERATIONS MANAGEMENT,


PROJECTS ARE OFTEN CONDUCTED WHEN

SUBSTANTIAL CHANGES ARE BEING MADE TO

BUSINESS OPERATIONS AND:

INTRODUCING NEW PRODUCTS

INTRODUCING NEW SERVICES

KEY POINTS OF INTERSECTIONS BETWEEN

PROJECTS AND OPERATIONS OCCUR WHEN:

SIGNIFICANT IMPROVEMENTS ARE MADE TO

OPERATIONS

DELIVERABLES ARE TRANSFERRED TO

OPERATIONAL CONTROL

CUSTOMERS PURCHASE BACK-END DELIVERABLE

SUPPORT

DEVELOPING A NEW PRODUCT

UPGRADING AN EXISTING PRODUCT

EXPANDING OUTPUT VELOCITY OR CAPACITY

1.5.1 OPERATIONS AND PROJECT MANAGEMENT


HOW DO PROJECTS AID IN MAKING CHANGES TO

BUSINESS OPERATIONS?

DOES OPERATIONS MANAGEMENT FALL WITHIN

THE SCOPE OF PROJECT MANAGEMENT?

WHAT ARE SOME COMMON POINTS OF

INTERSECTION BETWEEN PROJECTS AND

OPERATIONS?

WHAT COULD BE TRANSFERRED TO OPERATIONS

AS A PROJECT NEARS THE CLOSURE PHASE?

NOTES


OPERATIONS MANAGEMENT AND OPERATIONS:

OPERATIONS MANAGEMENT FALLS OUTSIDE THE

GOVERNANCE OF PROJECT MANAGEMENT

OPERATIONS ARE PROCESS DRIVEN AND FOCUSED

ON THE PRODUCTION OR MANUFACTURING OF

GOODS AND SERVICES AND/OR THE DAY-TO-DAY

NEEDS OF THE ORGANIZATION

OPERATIONS ARE CONCERNED WITH

CONTINUOUS IMPROVEMENT, RESOURCE

OPTIMIZATION, AND MEETING CUSTOMER

DEMANDS:

SIPOC

SUPPLIES

INPUTS

PROCESSES

OUTPUTS

CUSTOMERS

1.5.1.1 OPERATIONS MANAGEMENT


WHY DOES OPERATIONS MANAGEMENT FALL

OUTSIDE THE SCOPE OF PROJECT MANAGEMENT?

WHAT IS OPERATIONS MANAGEMENT PRIMARILY

CONCERNED WITH?

OPERATIONS MANAGEMENT INVOLVES? NOTES


OPERATIONAL STAKEHOLDERS SHOULD BE

INCLUDED IN EVERY PHASE OF THE PROJECT

LIFECYCLE. THIS WILL:

LEAD TO GAINS IN INSIGHT

HELP PREVENT UNNECESSARY ISSUES

OPERATIONAL MANAGERS ARE KEY

STAKEHOLDERS AND SHOULD BE CONSIDERED

WHEN:

IDENTIFYING STAKEHOLDERS

IDENTIFYING PROJECT RISKS

ASSESSING IMPORTANT PROJECT

CONSIDERATIONS

ASSESSING THE AFFECTS OF FUTURE WORK AND

ENDEAVORS

1.5.1.2 OPERATIONAL STAKEHOLDERS IN PROJECT MANAGEMENT

1.5.1.2 OPERATIONALSTAKEHOLDERS IN PROJECT MANAGEMENT

ARE THE NEEDS OF OPERATIONS MANAGEMENT

STAKEHOLDERS IMPORTANT TO CONSIDER WHEN

THE PROJECT HAS A DIRECT IMPACT ON THEIR

FUTURE WORK OR ENDEAVORS? WHY?

DOES INCLUDING APPROPRIATE OPERATIONS

MANAGEMENT STAKEHOLDERS IN ALL PHASES OF

THE PROJECT YIELD ANY NOTICABLE PROJECT

BENEFITS?

WHEN ARE UNNECESSARY ISSUES CREATED

BETWEEN OPERATIONS AND PROJECT

MANAGEMENT?

WHY IS IT MORE DIFFICULT TO BASH A PLAN YOU

PLAYED A ROLE IN DEVELOPING?

NOTES

1.5.1.2 OPERATIONALSTAKEHOLDERS IN PROJECT MANAGEMENT

ORGANIZATIONAL GOVERNANCE

GOVERNANCE PROVIDES STRATEGIC DIRECTION

AND PERFORMANCE PARAMETERS

STRATEGIC DIRECTION PROVIDES PURPOSE,

GOALS, AND ACTIONS

GOVERNANCE ESTABLISHES ALIGNMENT

BETWEEN PROJECT MANAGEMENT ACTIVITIES

AND BUSINESS DIRECTION

ACKNOWLEDGING THAT CHANGES IN

OBJECTIVES AFFECT PROJECT EFFICIENCY AND

SUCCESS

CONSTANT ALIGNMENT INCREASES THE

PROBABILITY OF PROJECT SUCCESS

1.5.2 ORGANIZATIONS AND PROJECT MANAGEMENT


WHY DO ORGANIZATIONS USE GOVERNANCE?

WHAT DOES STRATEGIC DIRECTION PROVIDE TO

THE ORGANIZATION?

WHY IS IT IMPORTANT FOR THE PROJECT TO

REMAIN IN ALIGNMENT WITH TOP-LEVEL

BUSINESS DIRECTION?

IN WHAT WAY DOES A CHANGE IN PROJECT

OBJECTIVES AFFECT EFFICIENCY AND SUCCESS?

DOES STRATEGIC ALIGNMENT INCREASE OR

DECREASE THE ODDS OF SUCCESS?

NOTES


PBO’S:

UTILIZE TEMPORARY ORGANIZATIONAL

SYSTEMS TO EXECUTE THE PROJECT WORK OF

THE ORGANIZATION

DIMINISH THE IMPACT OF ORGANIZATIONAL

POLITICS BECAUSE THE DELIVERABLE IS THE

ONLY MEASUREMENT OF SUCCESS

UTILIZE PROJECTS AND/OR PROJECT

MANAGEMENT FUNDAMENTALS TO CONDUCT

THE MAJORITY OF IT’S BUSINESS

CAN TAKE THE FORM OF A FIRM, COLLECTION

OF FIRMS, OR NETWORKS

1.5.2.1 PROJECT-BASED ORGANIZATIONS (PBO’S)

1.5.2.1 PROJECT-BASED ORGANIZATIONS

PBO’S REFER TO TEMPORARY ORGANIZATIONAL

STRUCTURES THAT CREATE?

IN THE PBO THE SUCCESS OF THE PROJECT IS

MEASURED BY?

WHAT TYPES OF ORGANIZATIONS MIGHT EMPLOY

THE USE OF A PBO?

NOTES

1.5.2.1 PROJECT-BASED ORGANIZATIONS

GOVERNANCE:

PROGRAMS AND PROJECTS ARE UTILIZED TO

ACHIEVE STRATEGIC BUSINESS GOALS

FORMAL ORGANIZATIONAL GOVERNANCE

CAN IMPOSE CONSTRAINTS ON PROJECTS

PROJECT SUCCESS IS PARTLY MEASURED BY

THE SUCCESS OF THE PROJECT IN IT’S

RESPONSE TO ORGANIZATIONAL

GOVERNANCE

THE PROJECT MANAGER MUST BE AWARE OF

THE IMPACT OF CORPORATE OR

ORGANIZATIONAL POLICIES AND

PROCEDURES ON THEIR PROJECTS

1.5.2.2 THE LINK BETWEEN PROJECT MANAGEMENT AND ORGANIZATIONAL

GOVERNANCE


GOVERNANCE

SHOULD ORGANIZATIONS THAT UTILIZE

PROJECTS TO DRIVE STRATEGIC OUTCOMES

ALSO ESTABLISH ORGANIZATIONAL

GOVERNANCE PROCESSES AND PROCEDURES?

GIVE AN EXAMPLE WHERE ORGANIZATIONAL

GOVERNANCE MIGHT IMPOSE CONSTRAINTS ON

THE PROJECT?

WHY IS IT IMPORTANT FOR PROJECT MANAGERS

TO BE AWARE OF CORPORATE AND/OR

ORGANIZATIONAL GOVERNANCE POLICIES AND

PROCEDURES?

NOTES


GOVERNANCE

ORGANIZATIONAL STRATEGY

ORGANIZATIONAL STRATEGY PROVIDES

GUIDANCE AND DIRECTION TO PROJECT

MANAGEMENT

PROJECTS EXIST TO SUPPORT ORGANIZATIONAL

STRATEGY

THE SPONSOR, PORTFOLIO MANAGER, OR

PROGRAM MANAGER ARE RESPONSIBLE FOR

IDENTIFYING ALIGMENT AS WELL AS POTENTIAL

CONFLICTS BETWEEN THE STRATEGIC PLAN AND

PROJECTS

IT IS THE RESPONSIBILITY OF THE PROJECT

MANAGER TO IDENTIFY AND DOCUMENT

CONFLICTS WITH ESTABLISHED

ORGANIZATIONAL STRATEGIES

DEVELOPMENT OF AN ORGANIZATIONAL

STRATEGY COULD BE THE OUTPUT OF A PROJECT

(SUSTAINABILITY)

1.5.2.3 THE RELATIONSHIP BETWEEN PROJECT MANAGEMENT AND




ARE GUIDANCE AND DIRECTION THE ONLY

OBJECTIVES OF ORGANIZATIONAL STRATEGY?

WHO IS RESPONSIBLE FOR IDENTIFYING PROJECT

ALIGNMENT WITH ORGANIZATIONAL STRATEGY?

WHO IS REAPONSBILE FOR IDENTIFYING

CONFLICTS WITH ORGANIZATIONAL STRATEGY?

CAN DEVELOPMENT OF ORGANIZATIONAL

STRATEGY BE THE GOAL OF A PROJECT?

NOTES


ORGANIZATONAL STRATEGY

BUSINESS VALUE

BUSINESS VALUE IS UNIQUE TO EVERY

ORGANIZATION

IT IS THE TOTAL VALUE OF THE ORGANIZATION

THE SUM OF ALL TANGIBLE AND INTANGIBLE

ELEMENTS

BUSINESS VALUE SCOPE CAN BE ASSESSED SHORT,

MEDIUM OR LONG TERM

BUSINESS VALUE FOCUSES ON THE EMPLOYMENT

OF EFFICIENT PROCESSES TO MEET STRATEGIC

OBJECTIVES

BUSINESS VALUE IS DERIVED FROM THE

COLLECTIVE USE OF STRATEGIC PLANNING,

PORTFOLIO, PROGRAM, PROJECT, AND

OPERATIONS MANAGEMENT, ALONG WITH

SUPPORT ACTVITIES, OVERHEAD, INVESTMENTS,

AND REVENUE MANAGEMENT ACTIVITIES

1.6 BUSINESS VALUE

1.6 BUSINESS VALUE

WHAT IS THE DEFINITION OF BUSINESS VALUE?

WHAT ARE EXAMPLES OF TANGIBLE ASSETS?

WHAT ARE SOME EXAMPLES OF INTANGIBLE

ASSETS?

CAN BUSINESS VALUE SCOPE FALL INTO SHORT,

MEDIUM, OR LONG-TERM TIME FRAMES?

CAN BUSINESS VALUE BE CREATED THROUGH

EFFICIENT MANAGEMENT?

DOES THE EFFECTIVE USE OF PROJECT,

PROGRAM, AND PORTFOLIO MANAGEMENT LEAD

TO INCREASED VALUE FROM PROJECT

INVESTMENTS?

ALL FORMAL ORGANIZATIONS THAT CONDUCT

BUSINESS-RELATED ACTIVITIES FOCUS ON

ATTAINING GREATER BUSINESS VALUE

NOTES

1.6 BUSINESS VALUE

THE PROJECT MANAGER ROLE

THE INDIVIDUAL ASSIGNED BY THE

ORGANIZATION TO LEAD A TEAM IN CREATING A

DELIVERABLE THAT MEETS PROJECT

REQUIREMENTS

A PROJECT MANAGER MAY REPORT TO A

FUNCTIONAL MANAGER, PROGRAM MANAGER,

PMO, OR PORTFOLIO MANAGER

THE PROJECT MANAGER IS RESPONSIBLE FOR

MAINTAINING ALIGNMENT WITH

ORGANIZATIONAL STRATEGIES

THE PROJECT MANAGER ALSO COLLABORATES,

COORDINATES, AND COMMUNICATES WITH

OPERATIONAL, SUPPORT, EXPERT, AND

CONSULTANT PERSONNEL

1.7 ROLE OF THE PROJECT MANAGER


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https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwivgMKU9LnJAhUUXIgKHdogBUoQjRwIBw&url=https://energeticalignmentintensive.wordpress.com/&psig=AFQjCNEv93p1SiuH1zBr24UK1oY6w90n4Q&ust=1449033300958453

HOW DO PROJECT MANAGERS DIFFER FROM

OPERATIONS OR FUNCTIONAL MANAGERS?

IN WHICH ORGANIZATIONAL STRUCTURES MIGHT

A PROJECT MANAGER REPORT TO A FUNCTIONAL

MANAGER?

IN WHAT BUSINESS STRUCTURE MIGHT A

PROJECT MANAGER REPORT TO A PROGRAM OR

PORTFOLIO MANAGER?

NAME OTHER BUSINESS ROLES THE PROJECT

MANAGER MIGHT NEED TO COLLABORATE WITH?

NOTES


THE GENERAL RESPONSIILITY OF THE PROJECT MANAGER IS

TO SATISFY THE NEEDS OF THE TEAM, CUSTOMER, SPONSOR, AND KEY STAKEHOLDERS NEEDS:

TASK RELATED

INDIVIDUAL NEEDS

TASK NEEDS

TEAM NEEDS

PROJECT MANAGERS MUST POSSESS:

INDUSTRY AND PROJECT MANAGEMENT KNOWLEDGE

A HISTORY OF SUSTAINED EXCEPTIONAL PERFORMANCE

EXEMPLARY PROFESSIONAL CONDUCT THAT IS FUELED BY ETHICAL AND SOUND DECISION MAKING

THE RIGHT INTERPERSONAL SKILLS (THE ART)

THE APPROPRIATE MANAGEMENT SKILLS (THE SCIENCE)

1.7.1 RESPONSIBILITIES AND COMPETENCIES OF THE PROJECT MANAGER


WHAT ARE SOME OF THE GENERAL

RESPONSIBLITIES OF A PROJECT MANAGER?

IS THE PROJECT MANAGER THE LINK BETWEEN

THE PROJECT TEAM AND THE PROJECT

MANAGEMENT METHODOLOGY?

IN ADDITION TO THE APPLICATION OF

KNOWLEDGE, TOOLS, AND TECHNIQUES, PROJECT

MANAGERS MUST ALSO POSSESS THE FOLLOWING

COMPETENCIES?

-----------------------------------------------------------------------

-----------------------------------------------------------------------

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NOTES


PROJECT MANAGERS ACCOMPLISH TASKS

THROUGH:

THE WORK OF TEAM MEMBERS AND OTHER KEY

STAKEHOLDERS

THIS REQUIRES THE PROJECT MANAGER TO:

BUILD TRUST

UTILIZE INFLUENCE

DEMONSTRATE INDUSTRY KNOWLEDGE

DEMONSTRATE PROJECT MANAGEMENT

EXPERTISE

UTILIZE EFFECTIVE INTERPERSONAL SKILLS

UTILIZE EFFECTIVE MANAGEMENT SKILLS

PROACTIVELY RESPOND TO CONFLICT

COMMUNICATE EFFECTIVELY

NEGOTIATE WIN-WIN SOLUTIONS

INFUSE AND SUATAIN TEAM MOTIVATION

UTILIZE EFFECTIVE SITUATIONAL LEADERSHIP

1.7.2 INTERPERSONAL SKILLS OF A PROJECT MANAGER


EFFECTIVE PROJECT MANAGERS REQUIRE A

BALANCE OF TECHNICAL, INTERPERSONAL, AND

____________________ SKILLS?

THE PRESENCE OF THESE SKILLS HELP THEM

___________________ SITUATIONS AND

______________ APPROPRIATELY?

WHAT SECTION OF THE PMBOK SPECIFICALLY

ADDRESSES INTERPERSONAL SKILLS?

NOTES


THE PMBOK CONTAINS:

PROJECT MANAGEMENT GOOD PRACTICES

A BODY OF KNOWLEDGE (IT IS NOT A

METHODOLOGY)

A COMMON VOCABULARY

PROJECT MANAGEMENT PROCESSES

THE PROPER INTEGRATION OF PROJECT

MANAGEMENT TO OTHER MANAGEMENT

DISCIPLINES

ANNEX A1 – THE STANDARD FOR PROJECT

MANAGEMENT OF A PROJECT

APPENDIX X1 – 5TH EDITION VERSION CHANGES TO

THE PMBOK

APPENDIX X2 – CONTRIBUTORS AND REVIEWERS

OF THE PMBOK’S CURRENT GUIDE

APPENDIX X3 – INTERPERSONAL SKILLS

REFERENCES

GLOSSARY

INDEX

1.8 PROJECT MANAGEMENT BODY OF KNOWLEDGE


THE PMBOK CONTAINS THE STANDARD FOR?

MANAGING _________ PROJECTS _________ OF THE

TIME, ACROSS __________ INDUSTRIES

ANNEX A1 DESCRIBES THE ___________ , AND

TO MANAGE A PROJECT TOWARDS A ____________

_____________ ?

THE STANDARD IS INTERRELATED TO WHAT

OTHER PROJECT MANAGEMENT DISCIPLINES?

THE STANDARD IS LIMITED TO __________

PROJECTS?

NOTES


CHAPTER 1 SUMMARY

What are the

components of a

PMBOK Process?

Identify the ten

Knowledge Areas

and their purpose.

Identify the

Process Groups

and define their

purpose.

What is the

purpose of Project

Management?

What is the

purpose of a

Program?

What are

characteristics of a

Portfolio?

What are the

intersecting points

for projects and

operations?

What is a

Strategic Plan?

KCS ACADEMY

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KCS Academy PMP Exam Prep Course Chapter 1 - Introduction

Presentations & Public Speaking