pmp notes5 goods

8/10/2019 pmp notes5 goods

1/944

PMP Project Management Professional

Spearhead EduOnline Pvt Ltd.

PROJECT MANAGEMENT

&

PMI


2/944



1. Introduction to PMP

2. Seven steps in the Journey towards PMP

3. Introduction to Project

List of Topics


3/944


INTRODUCTION TO PMP



4/944


References

A Guide to Project Management Body of Knowledge, Fifth Project Management Institute, Pennsylvania

S. Chandramouli. PMP Certification Excel with Ease. PEARSO

Publication., Second Edition.

Jack R. Meredith, Samuel J. Mantel, Jr. Project managemenManagerial Approach. John Wiley & Sons, Fourth Edition, 2



5/944


Purpose of Training

Prepare you for the PMP Certification Examination Provide you with the knowledge needed to successfully com

exam and also to manage the Projects successfully

Provide practical hints for answering questions correctly



6/944


PMI History

Started in 1969 with few Project Managers First Edition of A Guide to PMBOK in 1996

Second Edition of A Guide to PMBOK in 2000

Third Edition of A Guide to PMBOK in 2004

Fourth Edition of A Guide to PMBOK in 2009 Fifth Edition of A Guide to PMBOK in 2012



7/944


PMI Activities

REP Program Training orgs/Courses

Online Communities

Professional Standards (PMBOK, OPM3,PMCDF)

Educational Seminars/ Conferences

Professional Certifications



8/944


PMP Certification

PMI provides certification as a Project Management Profess

PMP means: sufficient project experience, agreed to follow

ethics, passed PMP exam

Number of PMPs community is growing very fast.

Other groups, like the Gartner Group and the Singapore Com

Society, have their own IT PM Certification programs



9/944


What Certifications PMI offers?

Program Management Professional (PgMP)

Agile Certified Professional (ACP)

Project Management Professional ( PMP)

PMI Risk management professional (PMI-RMP) PMI Scheduling Professional ( PMI-SP)

Certified associate in project Management (CAPM)



10/944


Advantage PMP

Demonstrates your seriousness in the profession. Certifies that you have FORMAL knowledge of the methodo

rather than just relying on hard work and organization skills

Distinguishes you from other PM candidates.

Screening tool for companies looking for PM candidates Average PMPs gets paid higher than non-PMPs


j f i l


11/944


The PMP Certification Says

I am:o Able

o Capable

o Trained

o Interested

o Up-to-date

The PMP offers external validation beyond experience


PMP P j M P f i l


12/944


SEVEN STEPS IN THE JOUR

TOWARDS PMP


PMP P j t M t P f i l


13/944



PMP

Become a PMI member. Cost 129 US $

Time span : On line1

Mandatory training/PM education fo

35 hours of credits (chapter, university, institute or REP2

Submit PMP Examination ApplicationCost : 405 US $ Time : Two week

3

Receipt of PMP examination eligibility lette

from PMI (Time : two weeks4

Prepare for the exam

Time : 1 to 3 month5

Contact local Prometric center tofix up examination dat6

Execute, Succeed & Celebrat

Time : 4 Hour7

PMP P j t M t P f i l


14/944


Step 1-PMI Membership and Benef

Reconfirm the need to become a PMP If yes, become a PMI member by simple online enrollment

www.pmi.org

PMI membership is not mandatory for the PMP certificatio

recommended. You get monthly magazine - PM Network, a

research journal and monthly news letter (for a year) + disc

PMI books




15/944


Step 1-PMI Membership and Benefits

Membership is annual (129US $ for the initial membership

$ for renewals)

Keep the e-receipt for reimbursement purpose

Also become the member of your nearest local chapter forPMP certification. Add local chapter subscription to the init

membership enrollment




16/944


Step 2-Mandatory Training/PM Educa

Mandatory to have 35 hours of formal PMBOK education co

process groups

You can attend classroom training or complete 35 hours tro

learning

While submitting the application kit for PMP exam, the deta

training need to be furnished




17/944



Program Management Professional (PgMPSM) Examination Fees

Examination and Renewal Fees

Member Nonm

Computer-based Testing $1,500.00(US)/ 1,250.00 $1,800.00(U

Paper-based Training $1,200.00(US)/ 1,000.00 $1,500.00(U

Re-examination Computer-based $500.00(US)/ 420.00 $600.00(U

Re-examination Paper-based $400.00(US)/ 335.00 $500.00(U

Multi-rater assessment Retake $400.00(US)/ 335.00 $500.00(U

Project Management Professional (PMP) Examination Fees

Member Nonm

Computer-based Testing $405.00(US)/ 340.00 $555.00(U

Paper-based Training $250.00(US)/ 205.00 $400.00(U

Re-examination Computer-based $275.00(US)/ 230.00 $375.00(U

Re-examination Paper-based $150.00(US)/ 125.00 $300.00(U

Certified Associate in Project Management (CAPM) Examination FeesMember Nonm

Initial Certification Fee $225.00(US)/ 185.00 $300.00(U

Re-examination Fee $150.00(US)/ 125.00 $200.00(U

Renewal Fees

Member Nonm

Certification Renewal Fee $60.00(US) $150.



18/944


Step 3-Submit PMP Examination Appli

Fill up online application for examination registration. Before filli

application, keep the following details:

o A detailed split of for the 4500 hours of PM experience project w

the project, reporting line, brief description and hours split up a

initiation/planning/execution/monitoring & controlling and clos

o PMI membership ID




19/944


Application fee is 405 US$ for PMI Member

Keep the e-receipt for reimbursement purpose

You can save the information in-between and continue late

After submission you will get acknowledgement through e


Step 3-Submit PMP Examination Applic

Contd.



20/944


Step 4 Receipt of PMP Examination Elig

Letter from PMI After submitting the application within a week you get the

letter through e-mail

This letter is valid for 12 months to appear for the examina




21/944


Step-5 Prepare for the Exam

Key step: requires substantial TIME investments from you (Hours)

Prepare systematically through various references

Main focus should be on PMBOK with supporting info from

references

Map with real life experiences while reading. The questions

direct. Most questions focus on ability of Project Manager t

decision in a situation




22/944


How to Prepare for the Exam

Read the PMBOK (at least thrice) and pay special attention to th

Buy some PM reference and study books and/or materials, e.g.,

o PMP Certification Excel with ease by S. Chandramouli

Take as many practice exams as you can get your hands on (som

through the internet)

Take a refresher class




23/944

j g

Step-6 Contact local Prometric center and f

examination date When confident for examination, contact the nearest Prometric c

up appointment for examination (10-15 days)

For details about the location and other details in India, call: 91-1

Examination centers are available at the following locations

o AHMEDABAD, ALLAHABAD, BANGALORE

o CALCUTTA, CHENNAI, HYDERABAD

o MUMBAI, NEW DELHI, TRIVANDRUM




24/944

j g

Step-7 Execute, Succeed and Celebr

Examination is for four hours, to answer 200 questions

Out of 200 questions, 25 questions will be for pretest and w

included in your score

To pass you must get 106 correct out of 175 score able que

No negative marks

The result will be announced soon after the exam (online)




25/944

j g

Execute, Succeed and Celebrate Co

You can go back to questions that are giving you trouble so skip o(mark them for Review Later) and answer the ones you know t

first. Sometimes a subsequent question or answer can jog your m

ways to review later:

o Take your best guess and mark for later review (best) or

o Leave blank and call up unanswered questions later.o You get your score immediately after completing the test.

o Certification documentation will be sent to you within 3 to 4 weeks




26/944

Tips/Suggestions

Do all the sample exams that you can find! Shoot to score 90% o

them.

STUDY! Allow 40 to 80 hours to read the PMBOK and other stud

Hint:

o Form a self-study group and take advantage of the groups synergy t

tests together.




27/944

Tips/Suggestions Contd.

Remember it is a pass-fail exam. You have to get the passand no one but you ever knows your score! So dont worry

knowing everything about everything!

RELAX! Taking the test is stressful! But you have 240 minu

answer 200 questions. (And an additional 15 minutes at bedemonstration of the testing software is also allocated.) M

finished the test in two and a half hours so you have plenty



28/944



29/944

INTRODUCTION TO PROJE




30/944

What is a Project


A temporary endeavor undertaken to create a unique product

Temporary Has a definite beginning and end, not an

on-going effort.

Ceases when objectives have been attained.

Team disbanded upon completion.

Unique The product or service is different in

some way from other products or services.

Product characteristics are progressively

elaborated.



31/944

Progressive Elaboration

Progressive elaborationo Developing in steps; and

o Continuous improvement

Project scope will be broadly described early in the project an

explicit and detailed as the project team develops a better andcomplete understanding of the objectives and deliverables.




32/944

Project Vs.. Operation


Oper

Ong

Rep

People Performs

Limited Resources

Planned, Executed and

Controlled

Common Characteristics

Project

Temporary

Unique



33/944

Projects Vs.. Operational Work




34/944

Projects and Strategic Planning

Projects are a means of organizing activities that cannot be ad

within the organizations normal operational limits

Projects are often utilized as a means of achieving an organiza

strategic plan, whether the project team is employed by the o

or is a contracted service provider




35/944

Projects and Strategic PlanningCon

Strategic considerations

o A market demand

o An organization need

o A customer request

o A technological advanceo A legal requirement




36/944

Project Management

Project Management is the application of knowledge, skills, Tools an

to project activities in order to meet project requirements

Project Management is accomplished through the application and in

PM processes of initiation, planning, executing, monitoring and cont

closing

The project manager is the person responsible for accomplishing the

objectives

Source: A Guide to Project Management Body of Knowledge, fifth Edition, Project Management Institute, Pennsylvania, USA.




37/944

Managing a Project

Includes:o Identifying requirements

o Establishing clear and achievable objectives.

o Balancing the competing demands for quality, scope, time an

o Adapting the specifications, plans, and approach to the differ

and expectations of the various stakeholders.




38/944

Understanding Project Management Envi

Cultural and social environment. The team needs to understandproject affects people and how people affect the project.

International and political environment. Some team members

be familiar with applicable international, national, regional, and

customs, as well as the political climate that could affect the pro

Physical environment. If the project will affect its physical surro

team members should be knowledgeable about the local ecolog

geography that could affect the project or be affected by the pro




39/944

Enterprise Environmental Factors

It refers both internal and External environmental factors tor influence Project Success

These factors may come from any or all of the enterprise ithe Project

It may have Positive or negative influence on the outcome

Project They are considered as input to most of the Planning proc

Example : Infrastructure , Existing human resources , Organiz, structure, Process, Political Climate, Commercial databases.




40/944

General Management Knowledge and Sk Financial management and accounting

Purchasing and procurement Sales and marketing

Contracts and commercial law

Manufacturing and distribution

Logistics and supply chain

Strategic planning, tactical planning, and operational planning

Organizational structures, organizational behavior, personnel administrat

compensation, benefits, and career paths

Health and safety practices

Information technology.



I l Skill (S f kill )


41/944

Interpersonal Skills (Soft skills)

Effective communication. The exchange of information

Influencing the organization. The ability to get things done

Leadership. Developing a vision and strategy, and motivating people to

vision and strategy

Motivation. Energizing people to achieve high levels of performance an

barriers to change

Negotiation and conflict management. Conferring with others to come them or to reach an agreement

Problem solving. The combination of problem definition, alternatives id

analysis, and decision-making.




42/944

Advantages of Using Formal Project Mana

Better control of financial, physical, and human resources Improved customer relations

Shorter development times

Lower costs

Higher quality and increased reliability

Higher profit margins Improved productivity

Better internal coordination

Higher worker morale




43/944

Benefits of Project Management for t

Organization

Identifies problem areas

Clarifies project goals and project scope

Quantifies project risk

Constant monitoring and corrections




44/944

Benefits of PM for the Individual

Provides future source of company leaders

Creates high visibility of project results

Enhances both professional and personal

growth opportunities

Builds ones reputation and network Develops portable skills and experience




45/944

A good Project Manager

Spends time upfront understanding project and getting commitm

stakeholders

Communicates with all stakeholders openly and honestly

Explains and gets agreement from people on what they need to d

Listens

Understand scope and objectives and keeps them in mind when decisions

Builds the team and makes the most of members skills

Keeps Project Team involved and motivated




46/944

A good Project ManagerContd. Plans thoroughly keeps workload, resources and timescales in balance

Is accountable for all aspects of the project Makes decisions based on the information available

Puts the project before any other allegiances

Is honest with themselves and others

Uses common sense

Is prepared to take calculated risks

Is a good negotiator

Anticipates, prioritizes and addresses potential and real problems as soo

become apparent



47/944



48/944

Program

A Program is a group of Projects managed in a coordinated w

benefits not available from managing them individually. P

includes some elements of ongoing operations.

Source: A Guide to Project Management Body of Knowledge, Fifth Edition, Project Management Institut




49/944

Project Portfolio Management

A Portfolio refers to a collection of Projects or Programs and other

grouped together to facilitate effective management of that w

strategic business Objectives.

Source: A Guide to Project Management Body of Knowledge, Fifth Edition, Proje

Institute, Pennsylvania, USA.



Organizational Project


50/944



ManagementPROJECTS PROGRAMS PORTFO

Scope

Projects have defined objectives.

Scope is progressively elaborated

throughout the project lifecycle.

Programs have a larger scope

and provide more significant

benefits.

Portfolios h

organizational

changes with th

objectives

organizat

Change

Project managers expect change

and implement processes to keep

change managed and controlled .

Project managers expect change

from both inside and outside

the program and are prepared

to manage it.

Portfolio ma

continuously

changes in the

internal and

environm

Planning

Project managers 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

component level.

Portfolio mana

and maintain

processe

communication

the aggregate




51/944


PROJECTS PROGRAMS P

Management

Project managers manage the project

team to meet the project objectives.

Program managers manage the

program staff and the projectmanagers; they provide vision and

overall leadership.

Portfolio m

coordinatestaff, or pro

that m

responsib

Success

Success is measured by product and

project quality, timeliness, budget

compliance and degree of customer

satisfaction.

Success is measured by degree to

which the program satisfies the

needs and benefits for which it was

undertaken.

Success is

the agg

perfor

realizat

Monitoring

Project managers monitor and control

the work of producing the products,

services or results that the project was

undertaken to produce.

Program managers monitor the

progress of the program component

to ensure the overall goals,

schedules, budget and benefits of the

program will be met .

Portfoli

strategic c

resource a

results an


Management-Contd.



52/944

Project Management Office (PMO

A Project Management Office is an organizational unit to cecoordinate the management of projects under its domain

PMOs can operate on a continuum, from providing project

management support functions in the form of training, soft

standardized policies and procedures, to actual direct mana

responsibility for achieving the project objectives




53/944

Standard Vs.. Regulation

A standard is a document established by consensus and ap

recognized body that provides, for common and repeated u

guidelines or characteristics for activities or their results, ai

achievement of the optimum degree of order in a given con

A regulation is a government-imposed requirement, which

product, process or service characteristics,



54/944



55/944


END OF THE SESSION



56/944


PROJECT LIFE CYCLE AND

ORGANIZATION CONTEXT



57/944

List of Topics

1. Project Lifecycle

2. Models of Project Lifecycle

3. What Helps Projects Succeed?

4. Organizational Influences




58/944

PROJECT LIFECYCLE

Spearhead EduOnline Pvt Ltd



59/944

Projects cannot be run in Isolation

Projects must operate in a broad organizational environme

Project managers need to take a holistic or systems view of

and understand how it is situated within the larger organiza

Senior managers must make sure projects continue to sup

business needs




60/944

Project Life Cycle

Collection of project phases

Serves to define the beginning and end of a project

Helps to define the processes for a specific project product

Top management is responsible for the periodic review of

This should be accomplished, at a minimum, at the compl

each life-cycle phase.




61/944

Project Life CycleContd.

Defines

o What technical work to do in each phase

o When the deliverables are to be generated in each phase and

will be reviewed, verified and validated

o Who is involved in each phase

o How to control and approve each phase




62/944

Project Lifecycle Characteristics

Projects vary in Size and Complexity. All Projects can be mapped to t

Life Cycle Structure

1. Starting the Project

2. Organizing and preparing

3. Carrying out the Project work , and

4. Closing the Project

This generic Life Cycle structure is often referred to when communicupper management or other entities less familiar with the details o




63/944

Project Lifecycle Characteristics-Con

Cost and staffing levels Risk and uncertainty

Stakeholders ability to influence

Cost of changes

Probability of completing the project




64/944

Why Project Phases?


To provide appropriate lin

ongoing operations of per

organizations for Resource

requirements, Funds requ

and common functionaliti

Purchase, Stores, Adminis

etc.

Projects are

Unique

Phasingfacilitate

better

Management &

Control

Projects

involves

Uncertainty



65/944

Need for Phases in Project Life Cyc

Each phase gives a tangible and verifiable work product

Projects are divided into phases for better management an

At the end of each phase, stakeholders can

o Decide if project should continue

o Detect and correct errors cost effectively

These points are Phase Exits, Stage Gates or Kill Points



66/944



67/944

Phase to Phase relationship

There are 3 different types of Phase to Phase relationship

1. Sequential Relationship

2. Overlapping Relationship (may increase Risk and result in Rewo

3. An iterative Relationship (useful in largely undefined , uncertain

changing environments such as Research)For multiphase Projects more than one relationship can occur during

Life Cycle




68/944

MODELS OF PROJECT

LIFECYCLE




69/944

Waterfall Model


Requirements

Design

Coding



70/944

Iterative Model


Requirements

Design

Coding

Testing

Requirements

Design

Coding

Testing

Requirements

Design

C


71/944



72/944

WHAT HELPS PROJECT

SUCCEED?



Wh t h l P j t S d?


73/944

What helps Projects Succeed?

According to the Standish Groups report CHAOS 2001: A Recipe for

following items help IT projects succeed, in order of importance:


Executive support

User involvement

Experience project manager

Clear business objectives

Minimized scope

Standard software infrastructure

Firm basic requiremen

Formal methodology

Reliable estimates


Predictive and Adaptive


74/944



P j t St k h ld


75/944

Project Stakeholders

Project stakeholders are individuals and organizations who areinvolved in the project, or whose interests may be positively o

affected as a result of project execution or successful project c

Source: A Guide to Project Management Body of Knowledge, Fifth Edition, Projec

Institute, Pennsylvania, USA.



P j t St k h ld C td


76/944

Project StakeholdersContd.

Project Manager

Customer: Individual or Org that will use the project's product Performing organization

Project team members

Sponsor

Shareholders

Govt./statutory agencies

Suppliers and contractors

Media, general public and society at large



Identif ing Stakeholders


77/944

Identifying Stakeholders

It is a Continuous Process and difficult

Understanding their degree of influence on the Project is c

An important part of a Project managers responsibility is to

stakeholder expectations

Stakeholders are often have very different and Conflicting O

Project manager occupies the center of interactions betwestakeholders and the Project itself





78/944


Managing stakeholders expectations is very difficult because sta

often have very different objectives that may come into conflictFor example, a customer wants to set up a process industry at a clo

of a city. Even though they satisfy the pollution control norms some

organization may not be willing to accept the proposal. Public may

opinion. It is a challenge for the project manager to integrate the ex

all the stakeholders to a common platform.



Recognize the Importance of Project Stak


79/944

Recognize the Importance of Project Stak

Recall that project stakeholders are the people involved in o

by project activities

Project managers must take time to identify, understand, a

relationships with all project stakeholders

Senior executives are very important stakeholders



Skills Project Managers Need


80/944

Skills Project Managers Need

Communication

Organizational Budgeting

Problem solving

Negotiation and influencing

Leading Team building




81/944

ORGANIZATIONAL INFLUE



Organizational Influences


82/944

Organizational Influences

On micro level, virtually all organizations are either marketing-

engineering, or manufacturing-driven. But on a macro level, oare either project- or non-project-driven.

Not all companies need project management, Ex slow evolving

(cement, steel)

Some companies can do with informal project management



Organizational Influences-Contd


83/944

Organizational Influences-Contd.

Organizations can be defined as groups of people who must c

their activities to meet Organizational objectives.

Organizational structures are dictated by such factors as tech

its rate of change, complexity, resource availability, products

services, completion and decision making requirements.

There is no such thing as a good and bad organizational struare only appropriate or inappropriate ones.



Forms of Organization


84/944

Forms of Organization

Functional

Projectized

Matrix

o Weak

o Balance

o Strong



Functional, Project, & Matrix Organizat


85/944

, j , g

Structures



PM Framework


86/944

PM FrameworkWeak Matrix Organization



87/944


PM Framework - Contd.


88/944

PM Framework Contd.


Balanced Matrix Organization


Functional Organization Potential Adva


89/944

Functional Organization Potential Adva

Easier budgeting and cost control are possible

Clear reporting relationships and good control over person

Communication channel are vertical and well established

Highly specialized & drive for technical excellence

Specialist can be grouped to share knowledge and respons

Clear career path



Functional Organization Potential Iss


90/944

Functional Organization Potential Iss

No one individual is directly responsible for the total proje

formal authority; committee solutions)

Does not provide the project-oriented emphasis necessary

accomplish project tasks

Response to customer need is slow

Hierarchical decision and communication processes Decisions normally favor the strongest functional group

Multiple projects compete for limited resources and priori



Matrix Organization Potential Advant


91/944

g

The project manager maintains maximum project control (through t

managers) over resources Policies and procedures can be set up independently for each projec

PM has the authority to commit company resources

Rapid responses are possible to changes, conflict resolution, and pro

technology or schedule)

A functional organizations exists primarily as support for the project Each person has a home after project completion. People are susc

motivation and end - item identification



Matrix Organization

P t ti l Ad t C td


92/944

Potential AdvantagesContd. As key people can be shared, the program cost is minimized

A strong technical base can be developed, and much more time cdevoted to complex problem solving

Knowledge is available to all projects on an equal basis

Conflicts are minimized and those requiring hierarchical referralseasily resolved

There is a better balance among time cost, and performance

Authority and responsibility are shared Stress is distributed among the team (and the functional manage



Matrix Organization Potential Issue


93/944

g

Multidimensional information and work flow

Dual reporting leading to difficulty in monitoring and contr

Potential for continuous conflict and conflict resolution

Each project organization operated independently. Care muthat duplication of efforts does not occur

Employees and managers are more susceptible to role ambin traditional form

More effort and time are needed initially to define policy aprocedure, compared to traditional form



Project-Based Organization Potential Adv


94/944

j g

Provides complete line authority over project

A focal point is developed for out of company customer rel

Strong communication channel

Flexibility in determining schedule, cost and performance

Interface management becomes easier as unit size is reduc

Personnel demonstrate loyalty to the project

Participants work directly for the PM. Unprofitable product

easily identified and can be eliminated.



Project-Based Organization Potential I


95/944

j g

Inefficient usage of resources

A tendency to retain personnel on a project long after they

Technology suffers because, without strong functional grouof future to improve companys capabilities for new prograhampered

Control of functional (i.e. organizational) specialties requirecoordination

Lack of career continuity and opportunities for project pers



96/944



97/944


END OF THE SESSION



98/944


PM PROCESSES AND

INTEGRATION MANAGEMEN


List of Topics


99/944

Project Management Process

Process Group Interactions

Project Integration Management (Knowledge Area)

Introduction to other Knowledge Areas




100/944

PROJECT MANAGEMEN

PROCESS



Major Sections


101/944

1. Project processes2. Process groups

3. Process interactions

4. Customizing process interactions

5. Mapping of project management processes



Project Management Processes


102/944

Highlights

Number of processes 47

Number of Process Groups 5

Number of knowledge areas 10



Project Processes


103/944

Project are composed of processes

A process is a series of actions bringing about a result.Project process generally falls into one of two major categories


Describe, Organize and complete the work of the project

Applicable to most of the projects, most of the time

Product oriented processes

Specify and creates the projects product

Generally referred as Project Life Cycle (PLC)



Project Processes


104/944

Project Management Process and Product oriented Process ov

interact throughout the Life cycle of the Project

Product Oriented Process should not be ignored by the Projec

PMI standardize the Project Management Process



Project Management Processes

Process is a set of interrelated actions and activities performed

ifi d d t i lt


105/944

pre-specified product, service or result.

Each process is characterized by its inputs, Tools and Techniques

applied and the resulting outputs.

For a project to be successful, the project team must::

o Select appropriate processes required to meet the project ob

o Use a defined approach that can be adopted to meet require

o

Comply with requirements to meet stakeholder needs and exand

o Balance the competing demands of scope, time, cost, quality

and risk to produce the specified product, service or result.



PM Process Groups

Project Management Processes are organized into five process groups

I iti ti P D fi d th i j t j t h


106/944

Initiating Processes Defines and authorizes a project or a project phase

Planning Processes Establish the scope, Refine the objectives, define the

required to attain the objectives that the project was undertaken to achieveExecuting Processes Complete the work defined in the project manageme

satisfy the project specifications

Monitoring and Controlling Processes Track, review and regulate the prog

performance of the project; Regularly monitor and measure project progre

changes and initiate changes when required

Closing Processes Formalizes acceptance of the project or a phase and br

end to the project



Process Groups


107/944


ProcessGroups

Initiation

Planning

ExecutingMonitoring

andControlling

Closing


Knowledge Areas

Scope


108/944


IntegrationManagement(6)

pManagement (6)

TimeManagement (7)

Man

Qual

Managem

RiskManagement (6)

Procurement

Management (4)

CommunicationManagement(3)

StakeholderManagement (4)

HRManagement(4)



Distribution


109/944




110/944

PROCESS GROUP INTERACT



111/944


Common Project Management Process Intera

Contd


112/944

Contd.

The application of Project Management Process is both iteratIntegrative

The integrative nature of Project Management requires the M

and Control Process Groups to interact with other Process gro



Overlap of Process Groups

ExecutingPlanningInitiating Monitoring


113/944


Source: A Guide to Project Management Body of Knowledge, Fifth Edition, Project Management Institu

Pennsylvania, USA.

Executing

Process

Group

Planning

Process

Group

Initiating

Process

Group

TimePhase start

Monitoring

And Control

Process Group


Overlap of Process Groups

in Phases


114/944


Executing Process Executing Process Executin

Planning

Process

Planning

ProcessPlanning

Process

Controlling

Process

Initiating

Process

Level

of

Activity

Phase Start Time


PM Processes Interactions


115/944


Initiating

Process

Closing

Process

Planning Processes

Executing Processes

Monitoring &

Controlling Processes

Enter Phase/

Start Project


Project Initiating Process


116/944

Project Initiating Process is about

Recognizing that a project or phase should begin and comfinancial resources to do so

Project Phase Initiating Process (Project Phase) involves

Committing the organization to begin the next phase of th

Initiating processes may be formal or informal



Project Initiating Process Group


117/944



Project Planning Process

Project Planning process involves processes performed to establish the tota


118/944

Project Planning process involves processes performed to establish the tota

effort, define and refine the objectives, and develop the course of action re

those objectives. This process is of major importance because the project involves doing som

not been done before. It creates project management plan which is a key d

throughout the life of the project

As more and more information is gathered on the project, there is a need t

planning processes and this iterative detailing of the project management p

rolling wave planning. Highest number of Project Management Processes are with planning.



Project Planning Process -Contd.


119/944



Project Execution Process

P j E i i l h f d


120/944

Project Execution process involves those processes performed to co

work defined in the project management plan to satisfy the specific

Involves coordinating people and resources as well as integrating an

the activities of the project in accordance with the project managem

During project execution, results may require planning updates and

This includes variance that may affect the project management pla



Project Execution Process -Contd.Project Human R

manageme

Project Stakeholder management

13.3

Manage Stakeholder

9.2

Acquire Project T

Project Hum

Resource manag


121/944


The dashed circular arrow indicates that the process is part of the project

management knowledge area. This knowledge area coordinates and unifies the

other knowledge area.

Project Integration management

4.3

Direct and Manage

Project work

Project Procurement

management

12.2

Conduct Procurements

Project Quality management

8.2

Perform Quality

Assurance

g

EngagementAcquire Project T

9.3

Develop Project

9.4

Manage Project T

Project Commu

managem

10.2Manage Commun


Project Monitoring and Control ProcProject Monitoring and control process involves those processes required to track, re


122/944

Project Monitoring and control process involves those processes required to track, re

regulate the progress and performance of the project, identify the areas where chan

are required and make those changes.

The project performance is observed and measured regularly and consistently to ide

and take corrective actions

The Monitoring and controlling process group includes:

Controlling changes and recommending preventive action in anticipation of poss

Monitoring the ongoing project activities against the project management plan

performance baseline, and Influencing the factors that could circumvent integrated change control so only

changes are implemented.



Project Monitoring and Control Process-Contd.

Project Stakeholder

management

13.3

Project Scope

Management

Project Cost Management


123/944


Project Integration

management

4.4. Monitor and

control Project

Project Stakeholder

management

13.4 Control

Stakeholder

Management

Project Procurement

management12.3 Control

Procurement

Manage Stakeholder

Engagement5.5 Validate Scope

5.5 Control Scope

Project Communicatio

management

10.35

Control Communications

Project Risk

management

11.6 Control Risks

10.2

Manage Communications

Project Quality managem

8.3 Control Quality

4.5 Perform

Integrated Change

control

The dashed circular arrow indicates that the process is part of the project integration management knowledge are

coordinates and unifies the processes from other knowledge area.


Project Closing ProcessProject Closing process involves those processes required to finalize all activities

project management groups to formally complete the project, phase or contract

Thi ifi h h d fi d l d i hi ll


124/944

This process group verifies that the defined processes are completed within all t

groups to close the project or a phase and formally establishes that the project o

complete.

At project or phase closure, the following may occur

Obtain acceptance by the customer or sponsor

Conduct postproject or phase-end review

Record impacts of tailoring to any process

Document lessons learned Apply appropriate updates to organizational process assets

Archive all relevant project documents

Close out procurements.



Project Closing Process -Contd.


125/944




126/944

PROJECT INTEGRATIONMANAGEMENT (KNOWLED

AREA)



PROJECT INTEGRATION MANAGE


127/944



Project Integration Management (PI


128/944

Is crucial to project completion

Includes processes and activities that are PRIMARILY INTEG

o Identifies, defines, combines, unifies, and coordinates the va

processes and project management activities within the Pro

Management Process Groups

Use of decision making to meet/exceed stakeholder expec Facilitates coordination of the project and the operations



Project Integration Management


129/944


Project Integration Management describes t

required to ensure that the various element

project are properly coordinated. It includes

consolidation, articulation, project integrativ

making trade-offs among competing objectiv

alternatives to meet the stakeholders expec

Project Integration management entails maninterdependencies amongst the knowledge a


Project Integration Management -Con


130/944



Project Integration ManagementProject Integration Management Overview


131/944


4.1 Development Project Charter

Inputs Project Statement of work

Business case

Agreements

Enterprise environmental

factors

Tools and Techniques

Expert judgment Facilitation techniques

Outputs Project charter

4.2 Development Project Management

Plan

Inputs Project Charter

Outputs from other processes

Enterprise environmental

factors

Organizational process assets

Tools and Techniques Expert judgment

Facilitation techniques

Outputs Project Management Plan

4.3 Direct and M

In

Project manag

Approved chan

Enterprise env

Organizational

Tools and

Expert judgme

Project manag

system

Meetings

Ou

Deliverables

Work performa

Change reques

Project manag

Updates projec


Project Integration ManagementProject Integration Management Overview


132/944


4.4 Monitor and Control Project Work

Inputs Project Management Plan

Schedule forecast

Cost forecast

Validated changes

Work performance information

Enterprise environmental factors


Tools and Techniques

Expert judgment

Analytical techniques

Project management information

systems Meetings

Outputs

Change requests

Work performance reports

Project management plan updates

Project documents updates

4.5 Perform Integrated Control

Inputs Project Management Plan


Change requests



Tools and Techniques Expert judgment

Meetings

Change control toolsOutputs

Final product, service or result

transition


updates

4.6 Close P

In Project Man

Acceptable d

Organization

Tools a

Expert Judgme

Analytical tech

Meetings

Ou

Final, product,

transition

Organizationa

updates


Things to know in Integration Manage

Project manager as integrator Project Charter has


133/944

Project manager as integrator

Project planning methodology, Project

plan Project management information

system

Work authorization, change control,managing change

Integrated change control

Corrective action, Preventive action,defect repair

Project Charter haso Project Purpose or just

o Measurable project obsuccess criteria

o High level requirement

o High level project desc

o High level risks

o Summary milestone sc

o

Summary budgeto Project approval requir

o Assigned PM

o Sponsor details



Project Management Plan

Project Management Plan includes


134/944

j g

Selected Project life cycle and the processes that will be applied tcycle

Tools and Techniques selected to accomplish the processes

Management of dependencies, interactions, outputs and inputs

Methodology of work execution

Change management plan

Configuration management plan



Project Management PlanContd


135/944

How integrity of performance management baselines will be ma

Techniques of stakeholder communication

How to manage open issues and pending decisions

Project baselines (cost, schedule, scope)

Subsidiary plans (scope, requirements management, schedule, cprocess improvement plan, HR, communication, risk and procur



Develop Project Charter


136/944


Inputs

Project statement of work

Business Case

Agreements



Tools & Techniques

Expert judgment

Facilitation Techniques

Outpu Project Charter


Project Charter Template

Project Charter

Project Name:

Date:

P i t f C t t


137/944


Point of Contact:

Organization Strategic Goals Project Objectives

Milestone Name Milestone Date

Summary of Scope Statement

Project Resource Details

Project Manager assigned and authority level.

Resources pre-assigned.

Project Assumptions

Project Constraints/High level Risks

Summary Budget


Planning Process Group

Planning Process develop Project Management Plan and the Project documents

h P j


138/944

to carry out the Project.

The Progressive detailing of the Project Management Plan is called Rolling wav The planning process helps gather information from many sources with each ha

of completeness and confidence.

These processes also identify, define and mature the projects scope, project cos

the project activities that occur within the project.

As new project information is discovered, additional dependencies, requiremen

opportunities, assumptions and constraints will be identified or resolved. It is an iterative process. While planning the project the project team should inv

appropriate stake holders.



Initiating Develop Project Cha

PROJECT INTEGRATION MANAGEM


139/944


Planning Develop Project Managem

Executing Direct and Manage Proje

Monitoring and Controlling Monitor and Control Proj

Monitoring and Controlling Perform Integrated Chang

Closing Close Project or Ph


Develop Project Management Plan


140/944


Inputs

Project Charter

Outputs from other processes



Tools & Techniques

Expert judgment

Facilitation Techniques

Outputs

Project Management Pla


141/944


Develop Project Management Plan

Activities performed for creating a Project Management Plan


142/944

The project management processes selected by the project management te

The level of implementation of each selected process

The descriptions of the Tools and Techniques to be used for accomplishing t

How the selected processes will be used to manage the specific project, inc

dependencies and interactions among those processes, and the essential in

outputs

How work will be executed to accomplish the project objectives How changes will be monitored and controlled

How configuration management will be performed



Develop Project Management Plan-Co

Activities performed for creating a Project Management Plan


143/944

How integrity of the performance measurement baselines

maintained and used

The need and Techniques for communication among stakeh

The selected project life cycle and the associated project ph

Key management reviews for content, extent, and timing to

addressing open issues and pending decisions



Executing process Group

Process performed to Complete the work defined in the Project Manto satisfy the Project specifications


144/944

to satisfy the Project specifications.

It involves coordinating people and resources , as well as integratingperforming the activities of the Project in accordance with the ProjeManagement Plan.

During Project execution the results may require planning updates alining.

A large portion of the projects Budget will be expended in perform

executing Process Group Process.






145/944








Direct and Manage Project Work

This process requires the project manager and project team to

lti l ti t t th j t t l t


146/944

multiple actions to execute the project management plan to ac

work defined in the project scope statement. Some of the actions include:

o Perform activities to accomplish project objectives

o Expend effort and spend funds to accomplish the project object

o Staff, train, and manage the project team members assigned to

o Obtain quotations, bids, offers, or proposals as appropriate



Direct and Manage Project Work -Co

o Select sellers by choosing from among potential sellers

o Obtain manage and use resources including materials Tools


147/944

o Obtain, manage and use resources including materials, Tools

and facilitieso Implement the planned methods and standards

o Create, control, verify and validate project deliverables

o Manage risks and implement risk response activities

o Manage Sellers

o Adapt approved changes into the projects scope, plans and e




o Establish and manage project communication channels, both external and internal to t

o Collect project data and report cost, schedule, technical and quality progress and statu


148/944

o Collect project data and report cost, schedule, technical and quality progress and statu

facilitate forecasting

o Collect and document lessons learned and implement approved process improvement

The project manager, along with the project management team and the proj

the performance of the planned project objectives, and manage the various

organizational interfaces in the project

Deliverables are produced as outputs from the processes performed to acco

project work planned and scheduled in the project management plan

This process also includes implementation of approved corrective, preventiv

approved defect repair requests.



Project Management Information Sys

PMIS consists of Tools and Techniques to gather, integrate a

di i t th t t f j t t


149/944

disseminate the outputs of project management processes

Used to support all aspects of the project from initiating to

Can include both manual and automated systems.

Is integral part of Communication Management Plan.




Tools & Techniques

Expert judgment


150/944


Inputs


Approved change requests



Expert judgment

Project Management

Information systems

Meetings

Outputs

Deliverables

Work Performance Dat

Change Requests

Project Management P Project documents upd


Monitoring and Controlling Process G

Process required to track , review and regulate the Progress a

performance of the Project


151/944

performance of the Project

Identify any areas in which Changes to the Plan are required.

The Key Benefit of this Process Group is that the Project Perfo

observed and measured regularly and consistently to identify

variances from the Project Management Plan.



Initiating Develop Project Ch



152/944


Planning Develop Project Manage

Executing Direct and Manage Proj

Monitoring and Controlling Monitor and Control Pro

Monitoring and Controlling Perform Integrated Chan



Monitor and Control Project Work

It is performed to monitor project processes associated with initplanning, executing and closing. Corrective or preventive actions

l h j f


153/944

control the project performance.

Monitoring is an aspect of project management performed throuproject.

Monitoring includes collecting, measuring, and disseminating peinformation, and assessing measurements and trends to effect p

improvements.



Monitor and Control Project Work -Co

Monitor and Control Project Work is concerned with:

o Comparing actual project performance against the project management plan


154/944

p g p j p g p j g p

o Assessing performance to determine whether any corrective or preventive aindicated and recommending those actions as necessary

o Analyzing, tracking, and monitoring project risks to make sure the risks are id

status is reported and appropriate risk response plans are being executed

o Maintaining an accurate, timely information base concerning the projects p

associated documentation through project completion

o Providing information to support status reporting, progress measurement, ao Providing forecasts to update current cost and current schedule information

o Monitoring implementation of approved changes when and as they occur



Monitor and Control Project Work

Tools & Techniques

Expert judgment

Analytical Techniques


155/944


Inputs


Schedule forecasts

Cost forecasts

Validated changes

Work performance information

Enterprise environmental factors Organizational process assets

Project Management

Information systems Meetings

Outputs

Change Requests

Work Performance repo

Project Management Pla

Project documents upda





156/944



Planning Develop Project Manage

Executing Direct and Manage Pro

Monitoring and Controlling Monitor and Control Pro

Monitoring and Controlling Perform Integrated ChanClosing Close Project or P


Perform Integrated Change Contro

Perform Integrated Change Control is the process of reviewing al

requests; approving changes and managing changes to deliverab


157/944

q ; pp g g g g g

organizational process assets, project documents, and the projecmanagement plan; and communicating their disposition. Perform

Change Control is the process of reviewing all change requests; a

changes and managing changes to deliverables, organizational pr

project documents, and the project management plan; and comm

their disposition. It reviews all requests for changes or modificatidocuments, deliverables, baselines, or the project management

approves or rejects the changes.



Perform Integrated Change Control -C

Tools & Techniques

Expert judgment


158/944


Inputs



Change requests

Enterprise environmental factors Organizational process assets

Expert judgment

Meetings Change Control Tools

Outputs

Approved Change Reques

Change Log


updates Project documents updat


Perform Integrated Change Control F


159/944


Different

Process

Perform

Integrated

Change

Control

Direct and

Manage

Project Work

Change

Request

Approved

Change

Request

Implem

Cha

Requ



This process is performed from project inception through It includes the following change management activities:


160/944

o Identifying that a change needs to occur or has occurredo Influencing the factors that circumvent integrated change co

only approved changes are implemented

o Reviewing and approving requested changes

o Managing the approved changes when and as they occur, by

the flow of requested changes



161/944



A Configuration Management System with integrated Change Control provide a s

effective and efficient way to centrally manage approved Changes and baselines


162/944

Configuration Control is focused on the specification of both the deliverables anChange Control is focused on identifying , documenting and Controlling Changes

and the Project Baseline.

Some of the Configuration management activities included in the integrated Cha

Process are

1. Configuration identification2. Configuration Status accounting

3. Configuration Verification and Audit



Change Control Process

Change analysis

performed

Change request

submitted


163/944


Project manager

or review board

makes decision

Recommendationsforwarded

Cha

incorNo further action

Approved

R

Not Approved

T

Communicate status


Steps to be Followed if a Change is Request

Customer1. Evaluate and Assess the change how is the change going to impact t

2 Discuss with team members about the best way to handle the change


164/944

2. Discuss with team members about the best way to handle the change

to crash, fast track etc.)? Also, try to determine what would be the im

change e.g. change in scope, schedule, cost, quality etc.

3. Inform customer about the implication of the changes.

4. If customer still wants the changes, discuss with the management, sp

stakeholders.

5. Based on their inputs, if the change is warranted, a change control wiformally opened, necessary approvals received and then the team can

required changes.



Change Control System

There are about 15 questions referring to Change Control S

exam so, this topic should be studied carefully.


165/944

Change control system is a collection of formal (note: not indocumented procedures that defines how project perform

monitored and evaluated.

Includes the a) paperwork, b) tracking systems, c) processe

approval levels needed for authorizing change. In many cases, the Change Control System of the performin

organization can be adopted as is for use by the project.



166/944


Closing Process Group

Consists of those processes performed to finalize all activities across all Pr

Management Process groups to formally complete the Project or Phase or

Obligations


167/944

Obligations

1. Obtain acceptance by the Customer or Sponsor

2. Conduct Post Project or Phase end Review

3. Record impacts of tailoring

4. Document Lessons Learnt

5. Archive all Project documents6. Close out Procurements






168/944






Closing Close Project or Pha


Close Project or Phase

Includes finalizing all activities completed across all Project ManaProcess Groups to formally close the project or project phase, ancompleted or cancelled project


169/944

completed or cancelled project

It establishes the procedures to coordinate and interact to formaacceptance of those deliverables by the customer or sponsor, aninvestigate and document the reasons for actions taken if a projeterminated before completion.

Procedures adopted are:

o Administrative closure procedureo Contract closure procedure



Close Project or Phase -Contd.

Tools & Techniques

Expert judgment


170/944


Inputs


Accepted deliverables


p j g

Analytical Techniques Meetings

Outputs

Final product, service or re

transition

Organization process asset



171/944

INTRODUCTION TO OTHKNOWLEDGE AREAS



Project Scope Management

Project Scope Management includes the processes required to ensu

project includes all the work and only the work required to complet


172/944

successfully. Project scope management involves

Constantly checking to ensure that all work gets completed

Saying No to work not within project scope and preventing extra

plating



Project Scope Management (PSM) Processes

Plan scope

management

Process of defining how project scope will be defined, validated a

Project Scope Management -Contd


173/944


g

Collect

Requirements

Defining and documenting stakeholders needs to meet the proje

Define Scope Developing detailed project scope statement as the basis of future

Create Work

Breakdown

Structure (WBS)

Sub-dividing major project deliverables and project work into sma

components

Verify Scope Formalizing acceptance of completed project delivera

Control Scope Controlling changes to project scope


Things to know in Scope Manageme

Project scope Vs. Product scope

Group creativity, group decision making ,Workshops are some Te


174/944

stakeholder requirements gathering Project selection methods Benefit measurement methods, con

optimization methods

Initiating a project Project selection, history collection, documescope analysis, resource identification, estimation, formal decisio

stakeholders on the charter etc. Project Constraints, scope statement, scope management plan



175/944


Sample WBS1.0

Value Management

System Project

1.1

Node Assessment

1.2

Standards Development1.3

Systems Engineering


176/944


1.1.2

Requirements

Determination

1.1.3

Alternatives

Development

1.1.1

Control System Audit

1.1.4

System Requirement

Development

1.1.1.1

Components

Identification

1.1.1.2Components Analysis

1.1.2.1

Gap

Assessments

1.1.2.2Requirements Charges

identification

1.1.3.1

Alternatives

identification

1.1.3.2Alternatives

Analysis

The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to

way to organize a WBS on this type of project.


Project Time ManagementProject Time Management describes the processes required to ensure timely completion

Project Time Management (PTM) Processes

Plan schedule management Process of establishing the policies, procedure and documen

developing, managing, executing and controlling the pro


177/944


Define Activities Identify specific schedule activities that should be performed

deliverables

Sequence Activities Identifying and documenting dependencies among sche

Estimate Activity Resource Estimate the type and no. of resources required to perform

Estimate Activity duration Estimating the duration / period to complete individual s

Develop Schedule Analyzing activity sequences, durations, resource requirem

constraints to create project schedule

Control Schedule Controlling changes to the project schedul


Things to know in Time Management -C

Scheduling Tools and their benefits Milestone charts, flowchart

charts, network diagram and charts


178/944

Methods to draw network diagrams

Schedule development Precedence diagramming methods

Dependencies, Leads and Lags

Estimating, resource calendars

Estimating methods CPM (Critical Path Method), PERT (Program

and Review Technique) Monte Carlo simulation (iterative)



Critical path, LAG, FLOAT

Analogous estimation use of parameters such as durationfrom a similar project as a basis for estimating

Things to know in Time Manageme


179/944

p j g

Parametric estimating, 3 point estimation

Shortening schedule duration compression, resource levescenario analysis

Re-estimating, crashing, fast tracking

Schedule compression (crashing, fast tracking)



Scheduling Overview


180/944



Project Cost ManagementProject Cost Management describes the processes required to ens

project gets completed within the approved budge

Project Cost Management (PCM) Processes


181/944


Plan Cost management Process of establishing the policies, procedure and documplanning, developing, managing, executing and controlling

cost.

Estimate Costs Developing an approximation of the costs of resources re

complete the project

Determine Budget Aggregating the estimated costs of individual activities

packages to establish cost baseline

Control Costs Influencing the factors that create cost variances and co

changes to the project budget


Things to know in Cost Managemen

Control account WBS component used for project cost accoun

Cost risk, resource planning, cost management plan

Reserve analysis, cost of quality


182/944

Cost estimating analogous estimating, bottom-up estimating, estimating, computerized estimating Tools, 3 point estimation (moptimistic, pessimistic)

Earned value analysis (EVA), net present value (NPV

Date post:	02-Jun-2018
Category:	Documents
Upload:	bkumar1979
View:	215 times
Download:	0 times

pmp notes5 goods

Documents