PMP 4th ed Ch01 Slides

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PMP Exam Preparation Course

Welcome to PMP Exam PreparationWelcome to PMP Exam PreparationIntroductionIntroduction

Madras Management Training W.L.L Email: [email protected] www.mmt-institute.com 2008 All Rights Reserved

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General Information

Parking

Refreshment

No-Smoking

Copyrighted Slides

Key Contact Details


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Trainer:

Support:

Suggestions & Complaints:


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Project Management Institute

u ng ro ess ona n ro ec anagemen

Project Management Institute

Established in 1969 and headquartered outside Philadelphia, Pennsylvania

USA ,the Project Management Institute (PMI) is the worlds leading non-for-


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project management professional association with over 200,000 members

and 180,000 PMPs worldwide.


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PMP EXAM???????

1) How should I apply?

I am

Confused

2) I dont know If I am eligible?

3) What kind of questions we get in exams?

4) My friends told me it is really tough?

5) I am from a construction industry and there are people from IT in


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my class how will put learnings back to my work place


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Training & Exam Details


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Types of Questions

Questions with two or more right answers

Questions with extraneous information

Out of the blue questions


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Questions where understanding is important

Questions with new approach to known topic.


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Ground rules for this training program

Tolerance Limit - 10 Minutes / 80% of the class strength

Interactive Class

Everyone has to participate

No Criticism


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Bring Highlighter

Keep an open mind & do not always link the concepts with your job

Should complete the given exam in the class/by next class


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The Project Management FrameworkThe Project Management Framework

Section ISection I


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The Project Management Framework

Chapter 1 Introduction

Chapter 2 Project Life Cycle and Organization


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CHAPTER 1

Introduction


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Session Objective

Understand the growing need for better project management

Ex lain what a ro ect is rovide exam les of ro ects list various attributes of

projects, and describe the triple constraint of projects

Describe project management and discuss key elements of the project managementframework, including project stakeholders, the project management knowledge areas,

common tools and techniques, and project success Discuss the relationship between project, program, and portfolio management and

the contributions they each make to enterprise success

Understand the role of the project manager by describing what project managers do,


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,project managers

Describe the project management profession, including its history, the role ofprofessional organizations like the Project Management Institute, the importance ofcertification and ethics, and the advancement of project management software


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Introduction

Many organizations today have a new or renewed interest in

.

The U.S. spends $2.3 trillion on projects every year, or one-quarter of its gross

domestic product, and the world as a whole spends nearly $10 trillion of its

$40.7 gross product on projects of all kinds.*

In 2003, the average senior project manager in the U.S. earned almost

$90,000 per year, and the average project management office director earned

**


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, . , .

Project management certification is popular worldwide

*PMI, Inc., The PMI Project Management Fact Book, Second Edition, 2001.

**PMI, Inc.,Project Management Salary Survey, Third Edition, 2003.


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Introduction

Trying to manage a project without

project management is like trying to

play a football game without a game

plan.

K. Tate


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Advantages of Using Formal Project Management

Better control of financial, physical, and human resources

Improved customer relations

Shorter development times

Lower costs Higher quality and increased reliability

Higher profit margins


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mprove pro uc v y

Better internal coordination

Higher worker morale (less stress)


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1.1 What is a Project ?

Pro ect is a tem orar endeavor undertaken to create a uni ue

product, service, or result.

Temporary endeavor with a beginning and an end.

Creates unique product, service or result.

Is Progressively Elaborated.


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Distinguishing characteristics of each unique project will be

progressively detailed as the project is better understood.


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Project Attributes

A project:

Has a unique purpose

Is temporary

Is developed using progressive elaboration

Requires resources, often from various areas


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The project sponsorusually provides the direction and fundingfor the project

Involves uncertainty


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1.2 Project vs. Operational Work

ProjectsOperations

o a a n s o ec ves an erm na e

Create own character, organization, and goals

Catalyst for change

Unique product or services

Heterogeneous teams Start and end date

Producing a News letter

Examples

Semi permanent charter, organization,

and goals

Maintain status quo

Standard product or services

Homogeneous teams

Ongoing

Responding to customers requestsExamples


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Writing and publishing a book

Implementing a LAN

Hiring a sales man

Arrange for a conference

Opening for a new shop

Producing the annual report

Writing a letter to a Prospect

Hooking up a Printer to a computer

Meeting with an employee

Attending a conference

Opening the shop

Writing a progress update memo


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1.3 Projects and Strategic Planning

Projects are means of organizing activities that cannot be addressedwithin the organizations normal operational limits.

Projects are typically authorized as a result of one or more of thefollowing strategic considerations:

A Market Demand & Organizational Need

A Customer Request

A Technological Advancement


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A Legal Requirement

Ecological Impacts

Social need


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1.4 What is Project Management?

The application of knowledge, skills, tools and technique to project

activities to meet project requirements

Project Management is accomplished through the application and

integration of the processes such as Initiating

Planning


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Executing

Monitoring and Controlling

Closing


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Managing Project

The Project Manager is the person responsible for accomplishing theproject objectives.

Managing a project includes:

Identifying requirements.

Establishing clear and achievable objectives.

Balancing the competing demand of quality, scope, time and cost.

Ada tin the s ecifications lans and a roach to the different concerns and


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expectations of the various stakeholders.

Project managers strive to meet the triple constraintby balancingproject scope, time, and cost goals


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Triple Constraints


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The Triple Constraint

Ever ro ect is constrained in different wa s b its:

Scope: What work will be done as part of the project? Whatunique product, service, or result does the customer or sponsorexpect from the project?

Time: How long should it take to complete the project? What isthe projects schedule?

Cost: What should it cost to complete the project? What is the


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It is the project managers duty to balance these three oftencompeting goals.


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More on the Triple Constraint

It may be good enough to hit the target, or range of triple

cons ra n goa s, u no e u s-eye.

Its important to determine which aspects of the triple constraint

are the most important.

The quadruple constraint includes quality as well as scope,

time, and cost.


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Project Management Framework


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Project Management Knowledge Areas

.

Project scope managementinvolves defining and managing all the work required

to complete the project successfully.

Project time managementincludes estimating how long it will take to complete thework, developing an acceptable project schedule, and ensuring timely completion

of the project.


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project.

Project quality managementensures that the project will satisfy the stated or

implied needs for which it was undertaken.


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Project Management Knowledge Areas

(continued) Four facilitatin knowled e areas are the means throu h which the

project objectives are achieved.

Project human resource managementis concerned with making effective useof the people involved with the project.

Project communications managementinvolves generating, collecting,disseminating, and storing project information.

Project risk managementincludes identifying, analyzing, and responding torisks related to the project.


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Project procurement managementinvolves acquiring or procuring goods andservices for a project from outside the performing organization.

One knowledge area (project integration management) affects and isaffected by all of the other knowledge areas.

All knowledge areas are important!


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Project Management Tools and Techniques

and their teams in various aspects of project management.

Note that a tool or technique is more than just a software package.

Specific tools and techniques include:

Project charters, scope statements, and WBS (scope)


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Gantt charts, network diagrams, critical path analyses (time)

Net present value, cost estimates, and earned value management (cost)


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Super Tools

Super tools are those tools that have high use and highpotential for improving project success, such as:

Software for task scheduling (such as project management software)

Scope statements

Requirements analyses

Lessons-learned reports

Tools already extensively used that have been found to


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Progress reports

Kick-off meetings

Gantt charts

Change requests


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Why the Improvements?

. ,

average cost of a project has been more than cut in half. Better tools

have been created to monitor and control progress andbetter

skilled project managers with better management processes arebeing used. The fact that there are processes is significant in itself.*

*The Standish Group, CHAOS 2001: A Recipe for Success (2001).


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Project Success

There are different wa s to define ro ect success:

The project met scope, time, and cost goals.

The project satisfied the customer/sponsor.

The project produced the desired results.


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Relationships Among Project Management, Program

Management and Portfolio Management

rogram anagemen

Portfolio Management

Projects and Strategic Planning

Project Management Office


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What is a Program?

A program is:

a group of related projects managed in a coordinated way to obtain

benefits and control not available from managing them individually.*

A program managerprovides leadership and direction for the project

managers heading the projects within the program.

ADVANTAGES


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Decreased risk

Economies of Scale

Improved Management

*Project Management Institute, Inc.,A Guide to the Project Management Body of Knowledge (PMBOK Guide) (2004), p. 8.


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Portfolios and Portfolio Management

A portfolio is a collection of projects or programs and other

work that are grouped together to facilitate effective

management of that work to meet strategic business

objectives.

Portfolio managers help their organizations make wise

investment decisions by helping to select and analyze


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projects from a strategic perspective

The projects or programs in the portfolio may not

necessarily be interdependent or directly related.


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Project Management Compared to Project Portfolio

Management


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Projects Programs PortfoliosScope Projects have defined Have a larger scope and Portfolios have a

Comparative Overview of Project, Program , and Portfolio Management

o ect ves. cope s

progressively elaborated

throughout the life cycle

prov e more s gn cant

benefits

us ness scope t at

changes with the

strategic goals of the org

Change Project managers expectchange and implement

processes to keep

change managed and

controlled

The program managermust expect change

from inside and outside

the program and be

prepared to manage it

Portfolio managerscontinually monitor

changes in the broad

environment


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Planning Project manages

progressively elaborate

high level information

into detailed plans

throughout the project

life cycle

Program managers

develop the overall

program plan and create

high level plans to guide

detailed planning at the

end of the component

level

Portfolio manages create

and maintain necessary

processes and

communication relative

to the aggregate portfolio


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Projects Programs Portfolios

Management Project managersmanage the project team

to meet the project

Program managersmanage the program staff

and the project managers

Portfolio managers maymanage or coordinate

portfolio management

objectives

; they provide vision and

overall leadership

staff

Success Success is measured by

product and project

quality , timelines ,

budget compliance, and

degree of customer

Success is measured by

the degree to which the

program satisfies the

needs and benefits for

which it was undertaken

Success is measured in

terms of aggregate

performance of portfolio

components


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Monitoring Project managers monitor

and control the work ofproducing the products ,

services , results that the

project was undertaken to

produce

Program managers

monitor the progress ofprogram components to

ensure the overall goals ,

schedules, budget&

benefits of the program

will be met

Portfolio managers

monitor aggregateperformance and value

indicators


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1.3 Projects and Strategic Planning

Projects are means of organizing activities that cannot be

addressed within the organizations normal operational limits.

Projects are typically authorized as a result of one or more of

the following strategic considerations:

A Market Demand & Organizational Need


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A Technological Advancement

A Legal Requirement


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Projects are frequently divided into more

Subprojects

manageable components or subprojects.

Subproject are often contracted to an external enterprise or to

another functional unit in the performing organization.

Sub projects can be referred to as projects and managed as


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.


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Project Management Office (PMO)

A de artment that centralizes the mana ement of ro ects. A

PMO usually takes one of three roles:

Project Support: Provide project management guidance to project

managers in business units.

Project Management Process/Methodology: Develop and

implement a consistent and standardized process.


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Training: Conduct training programs or collect requirements for an

outside company.


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Primary Function of PMO

A Primary function of PMO is to support project managers in a variety

, :

Managing shared resources across all the projects administered by the PMO

Identifying and developing project management methodology, practices &

standards

Coaching, mentoring , training and oversight

Monitoring compliance with project management standard policies, procedures ,


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an emp a es v a pro ec au s .

Developing and managing project policies, procedures, templates, and othershared documentation ( organizational process assets); and

Co coordinating communication across projects


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Home for project managers: Maintain a centralized office from

Project Management Office (PMO) Cont

which project managers are loaned out to work on projects.

Internal consulting and mentoring:Advise employees about best

practices.

Project management software tools: Select and maintain project

management tools for use by employees.


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Portfolio management: Establish a staff of program managers who

can manage multiple projects that are related, such as infrastructure

technologies, desktop applications and so on, and allocate

resources accordingly.


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Authority of PMO

Manage the interdependencies between projects

e p prov e resources

Terminate projects

Help gather lessons learned and make them available to otherprojects

Provide templates


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Provide guidance

Provide enterprise project management software

Be more heavily involved during project initiating than later in the

project


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Making PMO Work

The role of the PMO must be clearly defined.

All those who are in the PMO must be PMP certified.

The commitment of executive management is required.

The PMO will not improve your project performance without

the use of proper project management processes and


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technique, so professional project management must be

encouraged.


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Differences between role of a Project Managers

and PMO

Project manager focuses on the specified project objectives ,

while the PMO manages major program scope changes

which may be seen as potential opportunities to better

achieve business objectives

The project manager controls the assigned project resources


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to est meet pro ect o ect ves w e t e opt m zes t e

use of shared organizational resources across all the projects

PMP E P i C


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Differences between role of a Project Managers

and PMO

individual projects while the PMO manages the

methodologies , standards , overall risk/opportunity and

interdependencies among projects at the enterprise level


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PMP E P ti C


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Project Management and Operations

Management

Operations are an organizational function performing

ongoing execution of activities that produce the same

product or service Projects are temporary in nature and can help the

or anization achievin their oals when the are ali ned


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with the organizations strategy

PMP E P ti C


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Role of a Project Manager

The Project Manager is the person responsible for accomplishing the projectobjectives.

Project managers strive to meet the triple constraint by balancing project

scope, time, and cost goals

Depending on the organization structure , a project manager may report to

functional manager.


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In other cases project manager may be one of the several project managers

who report to a portfolio or program manager that is ultimately responsible forenterprise wide projects . In this type of structure, the project manager works

closely with the portfolio or program manager to achieve the project

objectives

PMP E P ti C


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In addition to area specific skills and general management

Role of a Project Manager

,

requires that the project manager possess the following

characteristics :

Knowledge : this refers to what project manager knows aboutproject management

Performance : this refers to what project manager is able to do or


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accomplish while applying their project management knowledge

Personal : this refers to how project manager behaves whenperforming the project or related activity . Personal effectiveness

encompasses attitudes, core personality characteristics and

leadership.

PMP E P ti C


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The Project Management Profession

Project, program, and portfolio managers need to develop

spec c s s.

Certification is available for project managers.

There are many software tools to assist in project, program,

and portfolio management.


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PMP E P ti C


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Suggested Skills for Project Managers

Knowled e of the followin :

All nine project management knowledge areas

The application area, including specific standards andregulations

The project environment


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General management

Human relations



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Media Snapshot Good Project Management Skills from The Apprentice

Leadership and professionalism Be a team player.

.

Know what your sponsor

expects from the project, and

learn from your mistakes.

Trust your team, and delegate

decisions.

Dont be overly emotional and

stay organized.

Work on projects and for people

you believe in.

Think outside of the box.


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Know the business.

Stand up for yourself.

Some luck is involved in project

management, and you should

always aim high.



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Importance of Leadership Skills

.

A leaderfocuses on long-term goals and big-picture objectives

while inspiring people to reach those goals.

A managerdeals with the day-to-day details of meeting

specific goals.


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Project managers often take on the role of both leader and

manager.



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Ten Most Important Skills and Competencies for

Project Managers.

2. Leadership

3. Listening

4. Integrity, ethical behavior, consistent5. Strong at building trust

6. Verbal communication


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7. Strong at building teams

8. Conflict resolution, conflict management9. Critical thinking, problem solving

10. Understands, balances priorities



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Different Skills Needed in Different Situations

Large projects: leadership, relevant prior experience,

planning, people skills, verbal communication, and team-

building skills are most important

High uncertainty projects: risk management, expectationmanagement, leadership, people skills, and planning

skills are most im ortant


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Very novel projects: leadership, people skills, havingvision and goals, self-confidence, expectations

management, and listening skills are most important



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Additional Skills for Program and Portfolio

Managers

managers. They often rely on their past experience, strong

business knowledge, leadership capability, and communication

skills to manage programs.

Portfolio managers must have strong financial and analytical

skills and understand how ro ects and ro rams can


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contribute to meeting strategic goals.



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Project Management Certification

PMI rovides certification as a Pro ect Mana ement

Professional (PMP).

A PMP has documented sufficient project experience, agreed

to follow a code of ethics, and passed the PMP exam.

The number of people earning PMP certification is increasing


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.



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Ethics in Project Management

.

Project managers often face ethical dilemmas.

In order to earn PMP certification, applicants must agree to

the PMP code of professional conduct.


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Several questions on the PMP exam are related to

professional responsibility, including ethics.



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Enterprise Environmental Factors

Enterprise environmental factors refer to both internal and

projects success . These factors may constraint or enhance

project management options .

Organizational or company culture and structureGovernmental or industry standards

Infrastructure


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Existing Human Resources

Personnel Administration



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Enterprise Environmental Factors

Company work authorization system

Marketplace conditions

Stakeholder risk tolerances

Commercial databases

Project Management Information Systems


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o ca c ma e

Organizations established communication channels



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Summary

A project is a temporary endeavor undertaken to create a unique, , .

Project management is the application of knowledge, skills, tools, andtechniques to project activities to meet project requirements.

A program is a group of related projects managed in a coordinatedway to obtain benefits and control not available from managing themindividually.

Project portfolio management involves organizing and managing


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projects and programs as a portfolio of investments that contribute tothe entire enterprises success.

The project management profession continues to grow and mature.



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Project Life Cycle and Organization


CHAPTER 2


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Session Objective

. e ro ec e yc e verv ew

2.2 Stakeholders

2.3 Organizational Influences on Project Management


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2.1 The Project Life Cycle

The project life cycle is the agglomeration of all phases in the project

All projects are divided into phases, and all projects, large or

small, have a similar life cycle structure.: Starting the project ,

organizing and preparing , carrying out the project work and

closing the project

At a minimum, project will have a beginning or initiation phase,


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an n erme a e p ase or p ases, an an en ng p ase.

Each phase has a defined endpoint

Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Startup

IT Project: Requirement -> Design -> Program -> Test -> Implement



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Project Phases and the Project Life Cycle

A project life cycle is a collection of project phases that

What work will be performed in each phase

What deliverables will be produced and when

Who is involved in each phase

How management will control and approve work produced in eachphase


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A deliverable is a product or service produced or

provided as part of a project



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Phases in Project Life Cycle


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a epa at o Cou se

Handoffs

Project phases evolve through the life cycle in a series of

phases sequences called handoffs, or technical

transfers. The end of one phase sequence typically

marks the beginning of the next.

The com letion of one hase does not automaticall


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signals the beginning of next phase.



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p

Phase Completion

You will reco nize hase com letion because each hase

has a specific deliverable, or multiple deliverables, that

marks the end of the phase.

A deliverable is an output that must be produced,

reviewed, and approved to bring the phase or project to completion.

Deliverable is a tangible, verifiable work product.


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A Guide to the PMBOK states that phase ending reviews are also knownby a new other names: Phase Exits, Phase Gates, or Kill Points.



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Fast Tracking

There are times when hases are overla ed to shorten

or compress the project schedule. This is called Fast

Tracking.

Fast tracking means that a later phase is started prior to

completing and approving the phase, or phases, that


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.

This technique is used to shorten the overall duration ofthe project.



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Phase-to-Phase Relationships

There are three basic types of phase to phase relationships :

A Sequential relationship : where a phase can only start once the

previous phase is complete

An Overlapping relationship : where the phase starts prior tocompletion of the previous one ( Fastracking ). Overlapping phase

may increase risk and can result in rework .


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An Iterative relationship : where only one phase is planned at any

given time and the planning for the next is carried out as workprogresses on the current phase and deliverables



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p

More on Project Phases

In early phases of a project life cycle:

The level of uncertainty (risk) is highest

Project stakeholders have the greatest opportunity to influence theproject

In middle phases of a project life cycle:

The certainty of completing a project improves


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More resources are needed

The final phase of a project life cycle focuses on:

Ensuring that project requirements were met

The sponsor approves completion of the project



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Typical Project Cost and Staffing Level Across the Project Life Cycle


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Typical Construction Life Cycle

Full Operation

tageComplete

Project

MajorContracts

Let

Installation

Substantially

complete


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Percen

Feasibility Planning &Designing

Production Turnover andStart-up

GO

decision



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Product and Project Life Cycle


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2.2 Stakeholders

A stakeholder is someone whose interest may be positively or

.

Key stakeholders

The project manager

Customer

Performing organization

Pro ect Team


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Project Management Team

Sponsor

Influencers

The Project Management Office



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Project Manager Manages the ProjectCustomer Purchases the product or service

Key Stakeholders

User Uses the product or services

Performing Organization Whose employees are most directly involved in doing the

projects work

Project team members Group performing the projects work

Project management

team

Who are directly involved in the project management

activities


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Sponsor Provides the financial resources for the project

Influencers Due to an individual's position can influence positively or negatively

PMO It has direct or indirect responsibility for the outcome of the

project



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Relationship between Stakeholders and the

Project


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What we do with the Stakeholders ?

Determine ALL of their requirements

Determine their expectations

Communicate with them


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Manage their influence



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Stakeholders Grid


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Stakeholders influence over time


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2.3 Organizational Influence

Projects are typically part of an organization that is larger than the

.

The maturity of the organization with respect to its project

management system, culture, style, organizational structure and

project management office can also influence the project.

Organizational Systems


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Organizational Cultures and Styles

Organizational Structure

Organizational Process Assets



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2.3.1 Organizational System

Project-based organizations are those whose operations

consist primarily of projects. These organizational falls

into two categories:

Organizations that derive their revenue primarily from

performing projects for others under contract -


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, , ,

construction contractors, and government contractors.

Organizations that have adopted management by

projects.



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Organizational Cultures and Styles

Shared values, norms, beliefs, and expectations

Policies and procedures

View of authority relationships


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Organizational Structure

The structure of the performing organization often constraints

the availability of resources in a spectrum from Functional to

Projectized, with a variety of matrix structure in between.


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Functional


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Functional Organization - Key Points

The or anization is rou ed b areas of s ecialization within

different functional areas.

Projects generally occur within a single department.

Information required from other department will be routed

through departmental heads.


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Team members complete project work in addition to normal

department work.



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Projectized Organization


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Projectized Organization Key Points

The entire company is organized by projects.

The project manager has control of projects.

Personnel are assigned and report to a project manager.

Team members complete only project work and when its

over the don't have HOME.


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Communication generally occurs only within the project.



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Weak Matrix Organization


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Weak Matrix - Key Points

Two Bosses

Team members reports to Project Manager and Functional Manager

Team members do project work in addition to normal departmentalwork

Power rests with functional manager

Project Manager plays a role of:


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Project Expediter: Cannot take decision. Staff assistant andCommunication coordinator.

Project Coordinator: Similar to Project Expeditor except hassome power to take decision.



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Balanced Matrix Organization


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Balanced Matrix Organization - Key Points

Two Bosses

Team members reports to Project Manager and Functional

Manager

Team members do project work in addition to normal

departmental work


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Power is shared between the functional and project manager



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Strong Matrix


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Strong Matrix Key Points


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Composite Organization


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Organization Structure influence on Project


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Advantages & Disadvantages

Functional

Advantages Disadvantages

Clear career paths

in specialization areas

Team members

report to one

supervisor

More than one boss

for project teammembers

Resource allocation

is challenging

Matrix


Improved project

manager control over

More than one boss

for project team


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Easier specialist

management

Potential for conflict

between functional

and project managers

Project objectives

are supported in theorganization

More support from

functional organization

Resource allocation

is challenging

Potential for conflict

between functional

and project managers



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Advantages & Disadvantages (Cont..)


Efficient project organization

Project loyalty

Sim lified communications

Lack of professionalism inspecialization areas

No home when projects are


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completed

Duplication of facilities and job

functions



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Discussion


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Project Management System

,

techniques, methodologies, resources, and procedures used

to manage a project.

If a PMO exists in the performing organization, one of the

functions of the PMO would typically be to manage the project


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,

application and continuity on the various projects being

performed.



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Include any or all process related assets from any or all of the

influence the projects success



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Processes and Procedures

Corporate Knowledge Base

Completed Schedules ,

risk data , & earned value data



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Unit 1: Examination

Maximum Time Allowed 15 Minutes

Keep Silence

Keep the answered question paper with you


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The Standard for Project Management of a Project

Section II


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CHAPTER 3

Project Management Processes for a Project


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Session Objective

.

3.2 Project Management Process Groups

3.3 Process Interactions

3.4 Project Management Process Mapping


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Processes for a Project

Recall the definition of Project Management !

Project Management is accomplished through processes.

It uses Project Management Knowledge, Skills, Tools &

Technique

It receives Inputs and generates Outputs

Select a ro riate rocesses within the PM rocess rou


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that are required to meet the project objectives

Use a defined approach to adapt the product specificationsand plans to meet project and product requirements.

Comply with Stakeholders needs, wants and expectations.

Balance the com etin demand.



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What is a process ?

A Process is a set of interrelated actions and activities that areper orme o ac eve a pre-spec e se o pro uc s, resu s, or services.

Project Processes are performed by Project Team

Project Management Process : Ensure the effective flow of theproject throughout its existence . They encompasses the tools andtechniques involved in applying the skills and capabilities described in

the knowled e areas


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Product-Oriented Process : Specify and create the projects product .

Product oriented processes are typically defined by the project life cycleand vary by the application area . The scope of the project cannot bedefined without some basic understanding of how to create the

specified product .



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Tailoring

consider addressing each process and its constituent inputs

and outputs.

The project manager and project team are responsible for determining which

processes within each process group are appropriate for the project you're working on.


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s s ca e a or ng.



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Project Management Processes

- - -

and modified by Deming)

The application of the project management processes

to a project is iterative and many processes are

repeated and revised during the Project.


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Initiating = Start the cycle

Planning = Plan

Executing = Do

Monitoring & Controlling = Check and Act

Closing = Ends the Cycle



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3.2 Project Management Process Groups

,

the project management process describes what you need to

do to manage the project. It includes:

Initiating

Planning


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Executing

Monitoring & Controlling

Closing



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Symbols for process flow diagrams


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Project Management Process Groups

A process is a series of actions directed toward aparticular result

Project management can be viewed as a number ofinterlinked processes

The project management process groups include:Initiating processes

Plannin rocesses


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Executing processes

Monitoring and controlling processes

Closing processes



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3.3 Process Groups Interact in a Project


112The processes frequently overlap during the life of the project.



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Mapping the Process Groups to the Knowledge

Areas

group into the nine knowledge areas using the PMBOK

Guide 2008

Note that there are activities from each knowledge area

under the planning and monitoring and controlling


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process groups

All initiating activities are part of the project integrationmanagement knowledge area



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Mapping of Project Management Processes

to Process Groups & Knowledge Areas

Please Refer toTable on page 43


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Developing a Project Management Methodology

Just as projects are unique, so are approaches to projectmanagement

Many organizations develop their own projectmanagement methodologies, especially for IT projects; a

methodology describes how things should be done

Blue Cross Blue Shield of Michigan used the PMBOK as


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methodology

Six Sigma projects and the Rational Unified Process(RUP) framework use project managementmethodologies



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Project Initiation

Initiating a project includes recognizing and starting a new project or.

Some organizations use a pre-initiation phase, while others include

items such as developing a business case as part of the initiation.

The main goal is to formally select and start off projects.

Key outputs include:


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Assigning the project manager.

Identifying key stakeholders.

Completing a business case.

Completing a project charter and getting signatures on it.



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Project Initiation Documents

Every organization has its own variations of what documents

are required to initiate a project. Its important to identify the

project need, stakeholders, and main goals.


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Project Planning

The main purpose of project planning is to guide execution

Every knowledge area includes planning information

Key outputs include:

A team contract

A project scope statement

A work breakdown structure WBS


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A project schedule, in the form of a Gantt chart with all dependenciesand resources entered

A list of prioritized risks (part of a risk register)



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Project Executing

project execution

Project managers must use their leadership skills tohandle the many challenges that occur during project

executionMany project sponsors and customers focus on

deliverables related to providing the products, services, or


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results desired from the project

A milestone report can help focus on completing majormilestones



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Project Monitoring and Controlling

Involves measurin ro ress toward ro ect ob ectives

monitoring deviation from the plan, and taking correction

actions

Affects all other process groups and occurs during allphases of the project life cycle


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Outputs include performance reports, requested changes,

and updates to various plans



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Project Closing

Involves gaining stakeholder and customer acceptance ofthe final products and services

Even if projects are not completed, they should be closed

out to learn from the pastOutputs include project archives and lessons learned, part


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Most projects also include a final report and presentation tothe sponsor/senior management



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Summary

The five project management process groups are

initiating, planning, executing, monitoring and controlling,

and closing

You can map the main activities of each process group to

the nine knowledge areas

Some organizations develop their own information


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technology project management methodologies

The JWD Consulting case study provides an example ofusing the process groups and shows several important

project documents



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Assignment

processes

Page No. 43, PMBOK 2008 Fourth Edition

Next Class - Project Integration Management

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