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Day 1 - Project Management Methodology With PMP Exam Preparation Ver 1

Day 1 - Project Management Methodology With PMP Exam Preparation Ver 1

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Project P j t Management M t Methodology M th d l with ith PMP Exam Preparation – Day 1

Aamir Thanawala PMP, Prince2 Practitioner, ITIL, CGEIT July 07, 2012

Tell us about you

• •

Your Name Why or what do you want to learn about Project Management?

Recognizing Excellence in Project Management

A walk through the course outline

Recognizing Excellence in Project Management

Agenda ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ Registration & Introduction Introduction . PMBOK and PMP Exam Key Concepts of Project Management TEA BREAK Project Life Cycle and Organization Project Management Processes & Process Groups Knowledge Areas LUNCH BREAK Recognizing Excellence in Project Management .Project j Management g Introduction to PMP Exam Framework – PMI.

Agenda ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ Develop Project Charter Identify y Stakeholders Develop Project Management Plan TEA BREAK Collect Requirements Define Scope Create WBS PMP Exam – Tips and Tricks Recognizing Excellence in Project Management .

1 – INTRODUCTION .

The Standish Group – Project Management St ti ti (Ch Statistics (Chaos 2010) Successfully completed Challenged Failed 16% 53% 31% Recognizing Excellence in Project Management .

PMBOK.Project Management Myths • • • • • MS-Project plans (and Gantt charts in general) are project plans Project life cycle is the same as the product management Lifecycle Project managers are the same as functional managers Project management is “common sense” The Project Manager creates the Project Plan and the team simply carries out the plan The above statements are partially true from Project Management perspective PMI. Inc. PMP are registered marks of Project Management Institute. Recognizing Excellence in Project Management .

2 – INTRODUCTION TO PMP® EXAM FRAMEWORK .

Recognizing Excellence in Project Management . Established in 1969 and located in US. information and professionalism with over 500.Project Management Institute (PMI) ® The world’s world s leading notnot-for for-profit global professional organization for project management knowledge.000 members.

budget and resources.Project Management Professional (PMP) • Project Management Professional (PMP) credential recognizes demonstrated knowledge and d skill kill in i leading l di and d directing di ti project j tt teams and in delivering project results within the constraints of schedule. Recognizing Excellence in Project Management .

Project Management Professional (PMP) PMI. PMP are registered marks of Project Management Institute. Recognizing Excellence in Project Management . PMBOK. Inc.

Growth in PMP Certification – 1993 to 2006 Recognizing Excellence in Project Management .

ƒ It provides greater opportunity for advancement in your field. ƒ It increases your marketability.Why Become PMP Certified? • The following benefits are associated with becoming PMP certified: ƒ It demonstrates proof of professional achievement. ƒ It raises customer confidence in you and in your company’s services. Recognizing Excellence in Project Management .

Special Jargon and d New N Concepts C t Preparation for PMP certification means. PMI ® and PMP ® . ƒ Learning L i a new set t of ft terms as well ll as new d definition fi iti f for words d ƒ Understanding new concepts and approaching problems from a strictly PMI point-of-view ƒ Mapping these new terms and concepts to your existing PM experience i ƒ Analyze a scenario and explain what is happening PMBOK 4th Edition is the bible. Your Experience is a good supplement Recognizing Excellence in Project Management .PMBOK ®.

• It is consistent with PMI’s Standards Setting Process and published as a project p j management g standard. Recognizing Excellence in Project Management .PMBOK ® is a PMI Standard • PMI Standard is a document that defines what to measure against a document created by an appropriate diverse group through an open consensus-building process. • It covers commonly accepted knowledge and/or practices and dealing with core concepts for the practice of the profession.

Recognizing Excellence in Project Management . and there is consensus about their value and usefulness.PMBOK® – and also a Guide PMBOK® The primary purpose of the PMBOK® Guide is to identify that subset of the Project Management Body of Knowledge that is generally recognized as good practice. • “Generally recognized” means the knowledge and practices described are applicable to most projects most of the time. • “Good practice” means there is general agreement that the application of th these skills. kill t tools l and dt techniques h i can enhance h the th chances h of f success over a wide range of Projects.

This is called TAILORING! Recognizing Excellence in Project Management . Skills. . Hence. all the processes p may y not apply pp y uniformly y to all projects p j . Processes. it is the RESPONSIBILITY of your organization and/or the project management team to determine what is appropriate for any given project. ti • But. . T l and Tool d Techniques T h i th t are generally that ll recognized i d good d practice.PMBOK® – and also a Guide • The PMBOK® Guide provides Knowledge.

Who is Wh i eligible to take the PMP® Exam? Recognizing Excellence in Project Management .

You need… Experience Bachelor Degree/Diploma Training Recognizing Excellence in Project Management .

PMP Certification Eligibility Recognizing Excellence in Project Management .

Financial Benefits of PMI® membership Is PMI® membership mandatory? The Answer is NO But there are benefits.! Discount on application fees Free PDF copy of the PMBOK® Guide Recognizing Excellence in Project Management ..

Filling out the Application Step 1 : Filling online Application Contact Project Management experience hours Ed Education i Industry y Contact hours – Training or Education Programs .

Finalizing and Submitting the Application Step 3 : Pay the Fee Step 2 : Application Completeness Review Step 4 : Prepare for a Random Audit .

Schedule PMP® Exam Step 5 : Schedule your PMP Exam .

PMP® Exam 200 multiple-choice questions PMBOK® Guide concepts PMP Exam Preparation Guides .

Motivation 3 – Effective Study Get familiar with the topic Identify your motivation Transform yourself from a passive reader to an active researcher 4 – Disengage Break up your study sessions into smaller chunks .Study Plan – 4 Step Systemic approach 1 .Survey 2 .

Exam Readiness Apply 85% rule…. rule Correctly answer at least 85% of sample questions in first attempt! .

multiplechoice test .What to expect from Exam questions? PMP® Exam is not a p memoryy simple recall.

Types of Questions 1 – Situational Questions 2 – Formula based questions 3 – Knowledge g based questions Test your ability to identify relevant content 4 – Interpretational questions Test your knowledge of formula and calculations Test your knowledge about facts 5– Specific technique questions Test your ability to deduce a situation Identify techniques from diagram or inherent in situation .

3 – KEY CONCEPTS OF PROJECT MANAGEMENT .

What is Project? (PMI Definition)
Project j

“A project is a temporary endeavor undertaken to create a unique product, service, or result.”

Recognizing Excellence in Project Management

What is Project?
Project Characteristics
ƒ Temporary means : • Definite beginning & end • Does not mean short in duration ƒ creates a unique product, service or result i.e. has a unique purpose ƒ developed using progressive elaboration ƒ Requires resources, often from various areas ƒ Should have a primary customer/sponsor (usually provides direction & funding) ƒInvolves uncertainty

Recognizing Excellence in Project Management

Project Key Characteristics

Temporary

Unique

Progressively elaborated

Defined start and finish dates

Recognizing Excellence in Project Management

Can you name a few projects? ƒ Planning a wedding ƒ Designing and implementing a computer system ƒ Hosting a holiday party ƒ Designing and producing prod cing a brochure broch re ƒ Executing an environmental clean-up of a contaminated site ƒ Holding a high school reunion ƒ Performing a series of surgeries on an accident victim Recognizing Excellence in Project Management .

Recognizing Excellence in Project Management . tools and techniques to project activities to meet the project requirements.What is Project? (PMI Definition) Project Characteristics ƒ Project can create: • A Product that can be either a component p of another item or an end item in itself • A capability to perform a service or business function • A result such as an outcome or document ƒ End of Project is reached when: ƒ Project’s objectives have been achieved or ƒ Its objectives will not or can not be met or ƒ Need for the project no longer exists Project Management (PM) The application of knowledge. skills.

Recognizing Excellence in Project Management .e. ƒ Early in the project. and continuing by increments” to work out details.What is Project? (PMI Definition) Progressive Elaboration – Rolling Wave Planning ƒ “Developing in steps. beginning ƒ It becomes more detailed as project team progresses and develops better and more complete understanding of the project objectives and deliverables. project scope will be more broadly defined i. Project scope is High Level in the beginning.

Recognizing Excellence in Project Management .What is Project? (PMI Definition) Progressive Elaboration – Rolling Wave Planning ƒ Both project specifications and product specifications may be progressively p g y elaborated.

Projects (within programs or portfolios) are a means by which we achieve organizational goals and objectives within the context of strategic plan.Project and Strategic Planning P j t and Project d Strategic St t gi Plans Pl Projects are means to achieving organizations strategic plans and organizing activities that cannot be addressed within organization’s g normal operational p limits • Projects are typically authorized as a result of one or more of the following Strategic g considerations. • • • • • • Market Demand Strategic opportunity / Business need Customer request Technological advance Legal requirements Hence. Recognizing Excellence in Project Management .

and Risk Recognizing Excellence in Project Management . TOOLS AND TECHNIQUES to project activities to meet the Project Requirements • Project Management typically includes – • • • Identifying requirements Addressing the various needs. concerns and expectations of the stakeholders as the project is carried out Balancing the competing project constraints such as. KNOWLEDGE SKILLS SKILLS. • • • • • • S Scope Schedule g Budget Quality Resources.Project Management Project j Management g The application Th li ti of f KNOWLEDGE.

Executing 4 Monitoring and Controlling 4. Closing • Due to the nature of change.Project Management • Project Management is accomplished through the application and integration of the processes which are grouped in the 5 process groups: 1. Planning 3. 5. g managing g g project j is iterative and g goes through progressive elaboration throughout the project’s lifecycle Recognizing Excellence in Project Management . Initiating g 2.

monitored and controlled ƒ Performed to achieve organizational objectives or strategic plans Recognizing Excellence in Project Management .is ongoing and repetitive Common Characteristics ƒ Performed by individuals ƒ Limited by constraints including resource constraints ƒ Planned. executed. creates a unique product or service Operation .Project vs. Operations Project .has a beginning and end.

Project vs. Operations
Differences – Project and Operations

Project

• Temporar Temporary and unique niq e • Purpose is to attain its objectives and then terminate • Concludes when its specified objectives have been achieved

Operations

• Ongoing and repetitive • Purpose is to sustain the business • Assumes new set of objectives and the work contin es continues

Recognizing Excellence in Project Management

Project vs. Operations
Operations Examples: ƒ Manufacturing operations
ƒ Production operations ƒ Accounting operations ƒ Usage of the product of a project such as a software application or using network infrastructure

Recognizing Excellence in Project Management

Project vs. Operations
Projects Examples: ƒ Developing a new product or service ƒ Installing a new facility/ infrastructure ƒ Increasing productivity productivity, market share share, profitability ƒ Starting a new business, or expansion of the existing one ƒ Cost reduction (operation and maintenance) ƒ R & D projects ƒ Pharmaceutical projects ƒ Technology T h l up-gradation/ d ti / new technology t h l projects j t
Recognizing Excellence in Project Management

department installs a software patch sent by the vendor • Install software patch: can be project or operation Recognizing Excellence in Project Management .T.Project or Operation? • • Running the year-end W-2 form processing for a company’s Employees? • W-2: operation p Upgrading the database containing the employee payroll data from Oracle 9i to Oracle 10i • • • • • • O Oracle l Upgrade: U d project j Political Campaign: project Rebuild refineries: project Running a campaign for political office An oil company rebuilds refineries destroyed by a hurricane The operations team of the I.

Recognizing Excellence in Project Management . and cost goals. time. ƒ The project satisfied the customer/sponsor customer/sponsor. ƒ The project produced the desired results.Project Success • There are different ways to define project success: ƒ The project met scope.

ƒ Advantages d a ages ƒ Decreased risk ƒ Economies of Scale Recognizing Excellence in Project Management .Project / Program / Portfolio Management Program ƒ “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.” ƒ A program manager provides leadership and di direction ti for f the th project j t managers heading h di th the projects within the program.

and so on. facilities management. store placement. • So Sometimes e es programs p og a s involve o e aspec aspects so of o ongoing go g ope operations a o s as well. Recognizing Excellence in Project Management .Program Example • Many projects exist underneath this program. • All the projects are related and are managed together so that collective b benefits fit are realized li d and d controls t l are implemented i l t d and d managed d in i a coordinated fashion. such as excavation construction excavation. construction. interior design design. the management of the facility becomes the ongoing operations part of this program. • The management of this collection of projects is called program management.Project / Program / Portfolio Management Building a new shopping mall . e After e the shopping mall in our example is built. marketing.

Project / Program / Portfolio Management P Program Management M t The centralized coordinated management of a program to achieve the program’s strategic objectives and benefits. benefits Hierarchy . Program and Project Management Recognizing Excellence in Project Management .Portfolio.

prioritizing authorizing. and other related work. which includes identifying. to achieve specific business objectives ƒ Portfolio managers help their organizations • make wise investment decisions • by helping to select and analyze projects from a strategic perspective Recognizing Excellence in Project Management . authorizing managing and controlling projects programs. identifying prioritizing.Project / Program / Portfolio Management Portfolio “A portfolio refers to 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 Management ƒ It refers to the centralized management of one or more portfolios.

Project Management Compared to Project Portfolio Management Recognizing Excellence in Project Management .

Project / Program / Portfolio Management Construction Business . For example. ƒ The ep program og a with the e bu building d g of o the t e new e mall a (see p program og a example) is one of the programs that belongs to the retail portfolio. example implementing a waste management system for the retail facilities. Our organization has several business units: ƒ retail. single-family residential. • All projects j t and d programs associated i t d with ith th the retail t il business b i unit it belong to the retail portfolio.Portfolio Example • Let’s say our company is in the construction business. Recognizing Excellence in Project Management . and multifamily residential. ƒ Other programs and projects could be within this portfolio as well.

Project / Program / Portfolio Management Project Portfolio Approach .Example Recognizing Excellence in Project Management .

Example Recognizing Excellence in Project Management . Program and Project Management .Portfolio.Project / Program / Portfolio Management Hierarchy .

Recognizing Excellence in Project Management . ƒ Subprojects can be referred to as projects and managed as such.Subprojects • Projects are frequently divided into more manageable components or subprojects. ƒ Subproject are often contracted to an external enterprise or to another functional unit in the performing organization.

Project Management Office (PMO) • It is an organizational body or entity assigned various responsibilities related to the centralized and d coordinated di t d management t of f those th projects j t under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of the project. • A primary function of a PMO is to support project managers in a variety of ways. j t Recognizing Excellence in Project Management .

ƒ Project Support: Provide project management guidance to project managers in business units. ƒ Project Management Process/Methodology: Develop and implement a consistent and standardized process. ƒ Training: Conduct training programs or collect requirements for an outside company company. Recognizing Excellence in Project Management .Project Management Office (PMO) • It usually takes one of three roles depending upon organization need.

bl and d hiring hi i writers it and d photographers to produce local articles that would be published only once.Project Management Office (PMO) A Newspaper PMO. ƒ Every project manager at the chain was operating independently. developing individual solutions l ti to t problems.Example ƒ Problem ƒ A regional newspaper chain identified a business need to decrease editorial costs on special issues and features in all its editions. Recognizing Excellence in Project Management .

leveling. loading. generic articles from a wire service and publishing them in all editions simultaneously. ƒ The PMO in this case introduced standardized processes for calculating. such as buying inexpensive.Project Management Office (PMO) A Newspaper PMO. ƒ The PMO also planned for developing project data references and organized a best practices sharing session every month.Example ƒ Solution ƒ The project managers came out with new processes and economies of scale. and developing project budgets and also l h helped l d th the project j t managers with ith updating d ti the th project j t schedules h d l . Recognizing Excellence in Project Management .

Recognizing Excellence in Project Management . • Project managers strive to meet the project constraints by balancing project scope. time.Role of a Project Manager • The Project Manager is the person responsible for accomplishing the project objectives. • Depending p g on the organization g structure . and cost goals and other project objectives. a p project j manager g may y report p to functional manager.

Project Expediter and Coordinator • • Project manager’s role can very limited Project Expediter ƒ acts primarily as a staff assistant ƒ as communications coordinator. ƒ cannot personally make or enforce decisions. • Project Coordinator ƒ has some power to make decisions ƒ Has some authority ƒ reports to a higher-level manager Recognizing Excellence in Project Management .

Stakeholders • Stakeholders are people involved or in affected by project activities. • S Stakeholders include : ƒ The project sponsor ƒ The project manager ƒ The project team ƒ Support staff ƒ Customers ƒ Users ƒ Suppliers ƒ Opponents to the project Recognizing Excellence in Project Management .

Stakeholders • Stakeholders have varying levels of responsibility and authority and can change over the project life cycle cycle. Recognizing Excellence in Project Management . • Project management team must continuously identify both external and internal stakeholders. • Project manager must manage the influence of various stakeholders in relation to the requirements and balance stakeholders stakeholders’ interest.

Stakeholders Project Stakeholders .Example Recognizing Excellence in Project Management .

Enterprise Environmental Factors • Refer to both internal & external environmental factors that surround or influence a project’s project s success • • • • Comes from any or all the enterprises involved in the project May enhance or constrain project management options May have positive or negative influence on the outcome As an Input in almost All project management process Recognizing Excellence in Project Management .

and processes Government or industry standards t d d ƒ ƒ ƒ ƒ ƒ ƒ Infrastructure ƒ Existing human resources ƒ Personnel administration Company work authorization systems Marketplace conditions Recognizing Excellence in Project Management Enterprise Environmental factors ƒ Stakeholder risk tolerances Political climate Organization’s established communications channels Commercial databases j management g Project information ƒ ƒ .Enterprise Environmental Factors • Examples: ƒ Organizational culture structure culture. structure.

4 – PROJECT LIFE CYCLE AND ORGANIZATION .

The Project Life Cycle • Every project has its own Life Cycle Design & Approvals Financing Foundation Works Structure St uctu e Plumbing / Electrical Painting Internal Works Landscaping / Retaining Walls Recognizing Excellence in Project Management .

g.The Project Life Cycle P j t Life Project Lif Cycle Cy l A project life cycle is a collection of generally sequential and sometimes overleaping project phases E. Peacekeeping Operations Cease Fire Verification Combatant Demobilization Humanitarian Assistance Area Recon. Refugee Resettlement Elections Recognizing Excellence in Project Management .

ƒ What Wh t technical t h i l work k to t d do in i each h phase h ƒ When the deliverable are to be generated ƒ Who is involved in each phase ƒ How to control and approval for each phase Recognizing Excellence in Project Management .The Project Life Cycle • The project life cycles generally define ƒ The phases that connect the beginning of a project to its end.

large or small. and all projects.The Project Life Cycle • All projects are divided into phases. have a similar life cycle structure: ƒ Starting St ti the th project j t ƒ Organizing and preparing ƒ Carrying out the project work ƒ Closing the project Recognizing Excellence in Project Management .

Characteristics of Project Life Cycle ƒ Cost and staffing levels are low at the start. These factors decrease over the life of the project. are greatest t t at t the th start t t of f the project. and uncertainty t i t . ƒ Stakeholder influences. draws to a close. Recognizing Excellence in Project Management . peak as the work is carried out and drop rapidly as the project out. risk.

Characteristics of Project Life Cycle ƒ The cost of changes and correcting errors typically increases substantially as the project approaches completion. Recognizing Excellence in Project Management . ƒ The completion and approval of one or more deliverables characterizes a project phase.

Phase-to-Phase Relationships • There are three basic types of phase phase–to–phase to phase relationships : ƒ A Sequential relationship : where a phase can only start once the previous i phase h i is complete l t Recognizing Excellence in Project Management .

Phase-to-Phase Relationships
• An Overlapping relationship: where the phase starts prior to completion of the previous one (Fast tracking). Overlapping phase may increase risk and can result in rework .

Recognizing Excellence in Project Management

Phase-to-Phase Relationships
ƒ An Iterative relationship : where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables. Useful in undefined, uncertain or rapidly changing environments. ƒ Example : Research projects

Recognizing Excellence in Project Management

Project life cycle and project phases – Software Development Example

Recognizing Excellence in Project Management

Project life cycle and project phases – Software Development p Example p Recognizing Excellence in Project Management .

Project life cycle and project phases .Construction Project j Example p Recognizing Excellence in Project Management .

• Product life cycle is a broader concept. p It begins with business plan. Project Life Cycle • Project life cycle defines start and finish of a project p j with intermediate phases.Product vs. to product ongoing product. t t Recognizing Excellence in Project Management . through idea. operations and ends with product di divestment.

Organization Influence on Project Management • • Organizational cultures and styles Organizational structure Recognizing Excellence in Project Management .

Finance HR. Sometimes called a line manager.Organizational Structure Functional Manager ƒ In charge of a functional area e e. IT Operations.g. Training. g Finance. Recognizing Excellence in Project Management .” manager. Marketing etc ƒ Someone with management authority over an organizational unit within a functional f organization The manager of any group that actually makes a product or performs a service.

ƒPerforming Organization: The enterprise whose personnel are most t directly di tl i involved l di in d doing i th the work k of f th the project j t ƒProject Objectives: The result to be obtained.Organizational Structure Project Manager ƒThe person assigned by the performing organization to achieve the project objectives. j to be p Recognizing Excellence in Project Management . the product produced or the p purpose p to be achieved by y the p project.

• Project generally occur within a single department Recognizing Excellence in Project Management . Marketing Engineering. Marketing. Manufacturing.Functional Organization • Organization is grouped by areas of specialization e.g. Finance. HR.

Recognizing Excellence in Project Management .Weak Matrix Organization • Organization in which the balance of power rests with the functional manager and project manager is merely an expeditor or coordinator.

manager • Most organizations are Balanced Matrix these days. days Recognizing Excellence in Project Management .Balanced Matrix Organization • The power is shared between project manager and functional manager.

the balance of power rests with the project manager and not the functional manager. Here.Strong Matrix Organization • Strong matrix is more like projectized. Recognizing Excellence in Project Management .

• Personnel are assigned and report to a project j manager. Recognizing Excellence in Project Management . g • Team members are collocated ll t d and d most t organization’s resources are assigned to project work.Projectized Organization • Entire company is organized by projects.

work instruction. RBS. ƒ Processes P &P Procedures d • Organizational standard processes such as standards.Organizational Process Assets • • Asset that can be used to influence the success of a project.g. proposal evaluation criteria. WBS. (e g acco accounting nting codes etc) • Procedures for prioritizing.g. It may be grouped into two categories. policies (e. network diagram etc) • Financial control proced procedures res (e. approving. contract . PM policy. and issuing work authorization Recognizing Excellence in Project Management .g. security policy etc) • Standardized guidelines. and performance measurement criteria • Templates (e.

g. incurred i d costs. schedules. t project j t cost t overruns etc) Recognizing Excellence in Project Management . budgets etc) • Historical Hi t i l i information f ti & l lesson l learned dk knowledge l d b bases • Issue and defect management databases • Configuration management knowledge bases • Fi Financial i ld databases t b ( (e.g. performance baselines.Organizational Process Assets ƒ Corporate Knowledge Base • Process measurement databases • Project files (e.

5 – PROJECT MANAGEMENT PROCESS AND PROCESS GROUPS .

i. data. Expertise Recognizing Excellence in Project Management . equipment and g to p produce a desired end result. Methods Tools. Skills. methods. p product or service” tools are integrated Procedures. Equipment PROCESS People.Project Management Processes Process ƒ “The means by which people. procedures.e.

such as a report or an update or a list. Process outputs are usually tangible. Outputs Output [Process Output]: A product. you have to p start with the inputs. May be an output from a predecessor process Tools & Techniques Technique: A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service.Process: Inputs-Tools & Techniques-Outputs Inputs Input [Process Input]: Any item. result. . whether internal or external to the project that is required by a process before that process proceeds. and that may employ one or more tools. or service generated by a process. Tool: Something t tangible. ibl such h as a software program. May be an input to a successor process. for example. used in performing p g an activity to produce a product. To get to the output.

Project Management Process • Two categories of project process: • Product-oriented process • should h ld b be considered id d i in project j tb but t not t explained l i di in PMBOK ƒ Project management process Recognizing Excellence in Project Management .

These processes are performed by people and. • The PMBOK Guide (chapters 4 –12) describes five process groups used to accomplish this end. are interrelated and dependent on one another another.Project Management Processes • Project management processes organize and describe the work of the project. These are the five project management process groups that the PMBOK Guide documents: • Initiating • Planning • Executing • Monitoring and Controlling • Closing • . much like project phases phases.

• Projects start with the Initiating process and progress through all the project j t management t processes (Planning. (Pl i Executing.Project Management Processes • All these process groups have individual processes that collectively make up the group. and Closing process groups) until the project is successfully completed or it’s canceled. these process groups—including all their individual processes— make up the project management process. • Collectively. E ti Monitoring M it i and d Controlling. .

they overlap and interact Recognizing Excellence in Project Management .Process Interaction • Project management processes are represented as discrete elements with well-defined i t f interface I P E M&C C • In practice.

Interactions Recognizing Excellence in Project Management .Process Groups .

Process Groups .Interactions Recognizing Excellence in Project Management .

including the project charter become inputs into the Planning process group. • • . should begin. This process group grants the approval to commit the organization’s resources to working on the project or phase and authorizes the project manager to begin working on the project The outputs of the Initiating process group.Project Management Process Groups: High Level Overview Initiating [Process Group] • Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase phase. or the next project phase. Initiating acknowledges that a project.

define and refine the objectives. j . ƒ Creating the project management plan that will be used to achieve the goals the project was undertaken to address.Project Management Process Groups: High Level Overview Planning [Process Group]: • Those processes performed to establish the total scope of the effort. • The Planning process group also involves determining alternative courses of action and selecting from among the best of those to produce the project’s goals. and develop p the course of action required q to attain those objectives. goals • This process group is where the project requirements are fleshed out. .

. ƒ It’s here that the project manager will coordinate and direct project resources to meet the objectives of the project management plan.Project Management Process Groups: High Level Overview Executing [Process Group] • Those processes performed to complete the work defined in the project management plan to satisfy the project objectives.

if you y discover that variances exist. budgets. and so on. identify any areas in which changes to the plan are required. and regulate the progress and performance of the project. p . . . ƒ This might require additional passes through the Planning processes to adjust project activities.Project Management Process Groups: High Level Overview Monitoring and Controlling [Process Group] • Those processes required to track. i d and d initiate i iti t the th corresponding di changes. you’ll y apply pp y corrective action to get the project activities realigned with the project plan. schedules. review. ƒ For example. resources. h y problems p as soon as p possible and apply pp y corrective • The idea is to identify action to control the work of the project and assure successful outcomes.

and formal acceptance and approval are obtained from project stakeholders.Project Management Process Groups: High Level Overview Closing Processes [Process Group] • Those processes performed to finalize all activities across all Project Management Process Gro Groups ps to formall formally close the project • Closing g brings g a formal. orderly y end to the activities of a p project j p phase or to the project itself. . • The documentation collected during the Closing C process group can be reviewed and utilized to avert potential problems on future projects. • Contract closeout occurs here.

ƒ Project j management g process p groups g p organize and describe how the project activities will be completed in order to meet the goals of the project. ƒ The Plan-Do-Check-Act cycle is an underlying concept that shows the integrative nature of the process groups.Project Management Process Groups: Process Interactions • Before going any further. here’s a brief refresher: ƒ Project phases describe how the work required to produce the product of the project will be completed. .

6 – KNOWLEDGE AREAS .

j t Core Knowledge Areas (4): ƒ C Core knowledge areas lead to specific f project objectives. Communication. Core C processes have clear dependencies that require them to be performed in essentially the same order on the most projects • Scope. Procurement Integration Knowledge Area (1): ƒ Integration knowledge area affects and is affected by all of the other knowledge areas • Integration I i management . Quality Facilitating Knowledge Areas (4): ƒ Facilitating knowledge areas are the means through which the project objectives are achieved • Human Resources. Cost. Risk.Project Management Knowledge Areas Knowledge areas describe the key competencies or functions that project j t managers must t develop d l and d apply l t to a project. Time.

Project Management Framework Recognizing Excellence in Project Management .

Recognizing Excellence in Project Management .Project Integration Management • What is Integration? It is best described as p putting g all other management g processes p of the project into a cohesive whole.

Project Integration Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Knowledge Area Process Initiating • Develop Project Charter Planning • Develop Project Management Plan Executing • Direct and Manage Project Execution Monitoring & Control • Monitor and Control Project Work • Perform Integrated Change Control Closing • Close Project or phase Integration Recognizing Excellence in Project Management .

Project Scope Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Knowledge Area Process Initiating Planning Executing Monitoring & Control Closing Scope Collect Requirements Define Scope Create WBS Verify Scope Control Scope Recognizing Excellence in Project Management .

Project Time Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Knowledge Area Process Initiating Planning Define Activities Sequence Activities Estimate Activity Resource Estimate Activity Durations D l Schedule Develop S h d l Executing Monitoring & Control Closing Time Control Schedule Recognizing Excellence in Project Management .

Project Cost Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Knowledge Area Process Initiating Planning Executing Monitoring & Control Closing Cost Estimate Costs Determine Budget Control Costs Recognizing Excellence in Project Management .

Project Quality Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Knowledge Area Process Initiating Planning Executing Monitoring & Control Closing Quality Plan Quality Perform Quality Assurance Perform Quality Control Recognizing Excellence in Project Management .

Project Communication Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Process Knowledge Area Initiating Planning Executing Monitoring & Control Closing Communication Indentify Stakeholder Plan Communication Distribute Information Manage Stakeholders Expectations Report Performance Recognizing Excellence in Project Management .

Project Human Resource Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Process Knowledge Area Initiating Planning Executing Monitoring & Control Closing Human Resource Develop Human Resource Plan Acquire Project Team Develop Project Team Manage Project Team Recognizing Excellence in Project Management .

Project Risk Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Knowledge Area Process Initiating Planning Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Executing Monitoring & Contol Closing Risk Monitor and Control Risks Recognizing Excellence in Project Management .

Project Procurement Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Process Knowledge Area Initiating Planning Pl Procurements Plan P t Executing Conduct C d t Procurements Monitoring & Control Administer Ad i i t Procurements Closing Close Cl Procurements Procurement Recognizing Excellence in Project Management .

DEVELOP PROJECT CHARTER .

Recognizing Excellence in Project Management . ƒ Project charter can be created by them or delegated to Project Manager. ƒ Approved project charter formally initiates the project. ƒ Project are authorized by someone external to the project such as sponsor PMO sponsor. PMO.Develop Project Charter Develop p Project j Charter ‰Develop a document that formally authorizes a project or phase ‰Documenting initial requirements that satisfy the stakeholder’s stakeholder s needs and expectations • Develop Project Charter – Key Points ƒ Establishes a partnership between performing organization and requesting organization. portfolio steering committee committee.

Develop Project Charter Inputs ‰ Project statement of Work ‰ Business Case ‰ Contract ‰ Enterprise Environmental factors ‰ Organization process assets Tools and Techniques ‰ Expert judgment Outputs ‰ Project charter Recognizing Excellence in Project Management .

Develop Project Charter Recognizing Excellence in Project Management .

Inputs .Develop Project Charter • Project Statement of work (SOW) ƒ Description of products or services to be delivered by the project. Recognizing Excellence in Project Management . project ƒ The SOW references: • Business need • Product scope description • Strategic plan • Business Case ƒ Provide the necessary information from business standpoint to determine whether or not the project is worth the required investment.

Inputs .Develop Project Charter • Contract ƒ A contract is an input if the project is being done for an external customer customer. • Enterprise Environmental Factors ƒ Organization culture/structure ƒ Government or industry standards ƒ Marketplace conditions Recognizing Excellence in Project Management .

project management policy) ƒ Procedures ƒ Forms ƒ Lessons learned knowledge base ƒ Historical information ƒ Standards and guidelines Recognizing Excellence in Project Management .Develop Project Charter • Organization Process Assets ƒ Policies (e.Inputs . safety & health policy.g.

Tools & Techniques – Develop Project Charter • Expert Judgment ƒ Consultants ƒ Subject Matter Experts ƒ Industry groups ƒ Professional P f i l and d technical h i l associations i i ƒ Stakeholders including customer or sponsor ƒ PMO ƒ Other unit within organization Recognizing Excellence in Project Management .

Outputs– Develop Project Charter • Project Charter ƒ Issued by project initiator/sponsor (external to the project) ƒ Document that formally authorizes a project Think about it – Can a project exist without a charter? ƒ Documents business needs and the new product service or in other words the high level project requirements ƒ Links the project to the ongoing work of the organization Question – What about client projects? Document that officially acknowledges the existence of a project. Developed by corporate executive or sponsor p Defines the responsibilities and boundaries of both project manager and project The project charter provides the project manager with the authority to use the budget and deploy the organization’s resources Recognizing Excellence in Project Management .

Outputs– Develop Project Charter • Project Charter Components Project title Introduction Project manager and his/her responsibilities and levels of authority Basic needs of the work to be performed Product description High level schedule Initial cost estimates Initial resource needs Organizational support needs Project information management and control t l Approvals (corporate executive responsible for the creation of the d document t (external ( t l to t the project) Recognizing Excellence in Project Management .

Example Project j Charter Template.doc Recognizing Excellence in Project Management .Outputs– Develop Project Charter • Project Charter .

IDENTIFY STAKEHOLDERS

Identify Stakeholders
Identify y Stakeholders

‰Identifying all people or organizations impacted by the project ‰Documenting their interests, involvement, and impact on project success

• Identify Stakeholders – Key Points
ƒ It is critical for project success to identify the stakeholders early in the project ƒ Develop a strategy to analyze their level of interest and timing, expectations, importance and influence

Recognizing Excellence in Project Management

Identify Stakeholders
Inputs ‰ Project Charter ‰ Procurement documents ‰ Enterprise Environmental factors ‰ Organization process assets Tools and Techniques ‰ Stakeholder Analysis ‰ Expert Judgment Outputs ‰ Stakeholder Register ‰ Stakeholder management strategy

Recognizing Excellence in Project Management

Identify Stakeholders Recognizing Excellence in Project Management .

Inputs .Identify Stakeholders • Project Charter ƒ Provides information about internal and external parties involved and affected by the project ƒ Example : Sponsor. customers. and other organizations • Procurement Documents ƒ Required when project is result of procurement activity or based on an established contract. groups and departments. Recognizing Excellence in Project Management . team members.

Inputs .Identify Stakeholders • Enterprise Environmental Factors ƒ Organizational or company culture and structure ƒ Government or industry standards • Organization Process Assets ƒ Stakeholder register templates ƒ Lessons learned from previous projects ƒ Stakeholder registers from previous projects Recognizing Excellence in Project Management .

Step 3: Assess how key stakeholder are likely to react or respond in various situation Recognizing Excellence in Project Management High •F Keep Satisfied •D Manage Closely • Power •C •G •A •H Monitor (Minimum Effort) Keep Informed •B •E Low • Interest High Sample grid showing classification model . • Step p 1: Identify y all p potential p project j stakeholders and relevant information Step 2: Identify the potential impact or support each stakeholder could generate and classify them so as to define an approach strategy. Power/Influence grid etc can be used used. Classification models like Power/Interest grid.Tools & Techniques – Identify Stakeholders • A technique of systematically gathering and analyzing quantitative & qualitative information to determine whose interests should be taken into account throughout the project.

surveys etc.) Recognizing Excellence in Project Management .Tools & Techniques – Identify Stakeholders • Expert Judgment ƒ Involves groups or individuals with specialized training or knowledge knowledge. interviews. etc. Example: • SME in business or project area • Industry group and consultants • Project Manager who have worked on projects in same area • Professional and Technical associations ƒ Can be obtained through • individual consultations (one-to-one meetings.) • a panel format (focus groups.

Stakeholder interest(s) in the project Assessment of impact Potential strategies for gaining support or reducing obstacles Stakeholder Recognizing Excellence in Project Management .Outputs – Identify Stakeholders • Stakeholder Register ƒ Contains all details related to identified stakeholders like Name Role in Contact C t t Project Information Internal I t l/ External Company Impact Influence Main expectations Attitude Attit d about b t Major requirement the project • Stakeholder Management Strategy ƒ ƒ Defines f an approach to increase the support and minimize negative impacts of stakeholder. Common way of representing is by using stakeholder analysis matrix.

DEVELOP PROJECT MANAGEMENT PLAN .

Develop Project Management Plan Develop p Project j Management g Plan Process of documenting the actions necessary to define. prepare. integrate and coordinate all subsidiary plans • Develop p Project j Management g Plan – Key y Points ƒ Taking the results of other planning processes and putting them into a consistent. monitored & controlled ƒ Defines how the project is executed and closed ƒ Documents the collection of outputs This process results in a project management plan that is updated and revised through the Perform Integrated change control process Recognizing Excellence in Project Management . coherent document executed.

Develop Project Management Plan Inputs ‰ Project Charter ‰ Outputs from planning processes ‰ Enterprise Environmental factors ‰ Organization process assets Tools and Techniques ‰ Expert Judgment Outputs ‰ Project Management Plan Recognizing Excellence in Project Management .

Develop Project Management Plan Recognizing Excellence in Project Management .

Inputs .Develop Project Management Plan • Project Charter • Output from planning processes • Enterprise Environmental Factors ƒ Organization structure and culture ƒ PMIS ƒ Government or industry standards ƒ Infrastructure (existing facilities and capital equipments) ƒ Personnel administration Recognizing Excellence in Project Management .

proposal evaluation criteria criteria.Develop Project Management Plan • Organization Process Assets ƒ Standardized guidelines. work instructions.Inputs . and performance measurement criteria ƒ Project management plan templates ƒ Project files from past projects ƒ Historical Information ƒ Lessons learned ƒ Configuration management knowledge base Recognizing Excellence in Project Management .

Tools & Techniques – Develop Project Management Plan • Expert Judgment ƒ Tailor the process to meet project needs ƒ Determine level of configuration management to apply on project ƒ Determine resources and skill levels needed to perform project work ƒ Develop technical and management details to be included in project management plan Recognizing Excellence in Project Management .

Outputs – Develop Project Management Plan • Project Management Plan ƒ The formal. and can be composed of one or more subsidiary plans. l d • • • • Change management plan Configuration management plan Requirements management plan Process improvement plan Recognizing Excellence in Project Management . phase ƒ Can be either summary level or detailed. ƒ Also Al i includes. approved document integrating and consolidating all subsidiary management t plans l and d baselines b li used dt to manage & control t l project j t execution ƒ Includes the life cycle selected for the project and processes that will be applied to each phase.

Outputs – Develop Project Management Plan • Subsidiary Management Plan) y Plans (Project ( j g ) Scope Management Plan Requirements Management Plan Schedule Management Plan Cost Management Plan Quality Management Plan Process Improvement Plan Human Resource Plan Communication Management Plan Risk Management Plan Procurement Management g Plan Recognizing Excellence in Project Management .

schedule. work breakdown structure (WBS). against which the project manager will need to report project performance. Recognizing Excellence in Project Management . f ƒ Baseline created during planning. and WBS dictionary • Schedule baseline o The agreed-upon schedule. including the start and stop times • Cost baseline o The time-phased cost budget ƒ Deviations from baselines are often due to incomplete risk identification and risk management. and cost baselines.Outputs – Develop Project Management Plan • Performance measurement baseline (Project Management Plan) ƒ The project management plan contains scope. • Scope baseline o The project scope statement.

Outputs – Develop Project Management Plan Recognizing Excellence in Project Management .

Project Management Plan – Some Terms / Concepts • Work Authorization System ƒ Generally a system defined at the organizational level. • Project Management Plan Approval ƒ Since this is the document based on which project is executed it needs approval pp ƒ Sponsors and Stakeholders ƒ Sign-offs needed Recognizing Excellence in Project Management . ƒ Used to notify team members / sub-contractors that they may begin work on a work package package.

j Recognizing Excellence in Project Management . team. ƒ It is a communications and coordination meeting to make certain everyone is familiar with the details of the project and people working on the project.Project Management Plan – Some Terms / Concepts • Kick off Meeting ƒ A meeting of all project parties (customers. ƒ Held at the end of the planning process group before beginning g g work on the p project. sponsor) to make sure everyone is familiar with the project. g functional management. sellers. g agencies. senior management.

Covers for the p project j as whole.Change Management Plan • • • Describes how changes will be managed and controlled. May include: ƒ Change control procedures (how and who) ƒ The Th approval l levels l l f for authorizing th i i changes h ƒ The creation of a change control board to approve changes ƒ A plan outlining how changes will be managed and controlled ƒ Who should attend meetings regarding changes ƒ Tools to use to track and control changes • Each knowledge area are described in the individual management plans Recognizing Excellence in Project Management .

doc Recognizing Excellence in Project Management .Change Management Plan Change_Managemen t_Plan_Template.

How Everything so for Connects Recognizing Excellence in Project Management .

COLLECT REQUIREMENTS .

Schedule and Quality planning Recognizing Excellence in Project Management .Collect Requirements Collect Requirements q Process of defining and documenting Stakeholders’ needs to meet project objectives • Collect Requirements – Key Points ƒ Project’s success is directly influenced by the care taken in capturing and managing project and product requirements. Cost. ƒ Collecting requirements is defining and managing customer expectations ƒ Balance stakeholder’s stakeholder s requirement: prioritizing requirement & resolve conflicts ƒ Requirements become the foundation of the WBS.

Collect Requirements • Collect C ll t Requirements R i t – Key K P Points i t Requirements can be categorized into ƒ Project Requirements • Business Requirements j Management g • Project Requirements • Delivery Requirements etc ƒ Product Requirements • Information on technical requirements • Security requirements • Performance P f requirements i t etc t Recognizing Excellence in Project Management .

Collect Requirements Inputs ‰ Project Charter ‰ Stakeholder Register Tools and Techniques ‰ Interviews ‰ Focus Groups ‰ Facilitated Workshops ‰ Group Creativity Techniques ‰ Group decision making Techniques ‰ Questionnaires and Surveys ‰ Observations ‰ Prototypes Outputs ‰ Requirements Documentation ‰ Requirements Management Plan ‰ Requirements Traceability Matrix Recognizing Excellence in Project Management .

Collect Requirements Recognizing Excellence in Project Management .

Inputs .Collect Requirements • Project Charter ƒ High level Project requirements ƒ High level Product Description • Stakeholder Register ƒ Identify Id tif Stakeholders St k h ld that th t can provide id i information f ti on detailed project and product requirements Recognizing Excellence in Project Management .

Tools & Techniques – Collect Requirements • Interviews ƒ Formal or Informal information discovery y from stakeholders ƒ Performed by asking prepared and spontaneous questions and recording responses one-on-one on one ƒ Often conducted one • F Focus Groups G ƒ Bring together prequalified stakeholders and subject matter experts to learn about their expectations ƒ A trained moderator guides the group through an interactive discussion Recognizing Excellence in Project Management .

Tools & Techniques – Collect Requirements • Facilitated Workshops ƒ Bring cross functional stakeholders together to define product requirements ƒ This can build trust. foster relationship and improve communication leading to increased stakeholder consensus ƒ Example E l • Joint Application Development (JAD session) • Quality function deployment (QFD) session • Prototypes ototypes ƒ Working model of expected product before actually building it Recognizing Excellence in Project Management .

Tools & Techniques – Collect Requirements • Group Creativity Techniques ƒ Nominal Group Technique ƒ Brainstorming ƒ The Delphi Technique ƒ Idea/mind mapping ƒ Affinity Diagram • Group Decision Making Technique ƒ It is an assessment process of multiple alternatives with an expected outcome in the form of future actions resolution • • • • Unanimity y Majority (>50%) Plurality Dictatorship p Recognizing Excellence in Project Management .

Tools & Techniques – Collect Requirements • Questionnaires and Surveys ƒ Written sets of questions designed to accumulate information from wider respondents • Observation ƒ Viewing individual in their environment ƒ Job Shadowing ƒ Participant observer – performing process to uncover hidden requirement q Recognizing Excellence in Project Management .

project scope statement. meeting. team building. project charter charter.Tools & Techniques – Collect Requirements Balance Stakeholder’s Requirement • • • There is a need to balance stakeholder’s requirement Some issue are so complex p they y cannot be resolved by y PM alone Facilitate the resolution of competing requirement. project constraints What you can do: • Conflict resolution. . approval pp from stakeholder • Stakeholder request to do or add something that is not related to the reason of project created should be rejected! Recognizing Excellence in Project Management . problem solving skills. escalation. consider: • • • • • business case.

Acceptance Criteria.Outputs – Collect Requirements • Requirements Documentation ƒ Business Need or opportunity and P j t Objectives Project Obj ti ƒ Functional & Non Functional requirements ƒ Quality requirements. Business rules ƒ Impact to other organization areas and d entities titi ƒ Support and Training requirement ƒ Assumptions and constraints Recognizing Excellence in Project Management .

ƒ Planned. tracked and reported activities ƒ Configuration management activities ƒ Requirements Prioritization ƒ Product P d t Metrics M t i and d Traceability Structure etc. Recognizing Excellence in Project Management . documented and Managed ƒ Includes.Outputs – Collect Requirements • Requirements Management Plan ƒ Documents how requirements will be analyzed.

objectives • scope. test strategy and test scenarios etc scenarios. goals. product d t design d i • Product development.Outputs – Collect Requirements • Requirements Traceability Matrix ƒ Links requirements to their origin and traces the requirements to • Business need • opportunities. Recognizing Excellence in Project Management .

DEFINE SCOPE .

Define Scope Define Scope p Process of developing a detailed description of project and product • Define Scope – Key Points ƒ Builds upon the Major deliverables. assumptions and constraints ƒ The project scope is progressively elaborated during planning Recognizing Excellence in Project Management .

Define Scope Inputs ‰ Project Charter ‰ Requirement Documentation ‰ Organizational Process Assets Tools and Techniques ‰ Facilitated Workshops ‰ Expert Judgment ‰ Alternative identification ‰ Product Analysis Outputs ‰ Project scope statement ‰ Project Document updates Recognizing Excellence in Project Management .

Define Scope Recognizing Excellence in Project Management .

Inputs . procedures.Define Scope • Project Charter ƒ High Level project description and product characteristics ƒ Project approval requirements • • Requirement q Documentation – Described earlier Organization Process Assets ƒ Organizational policies. Templates for Project scope statement ƒ Previous project files ƒ Lessons Learnt from Previous Projects Recognizing Excellence in Project Management .

functional analysis Recognizing Excellence in Project Management .Tools & Techniques – Define Scope • Expert Judgment ƒ Use of experts to develop scope statement ƒ Example – ƒ Other units of Organizations. Subject Matter experts • Product Analysis ƒ Methods used to translate project objectives into tangible requirements and deliverables ƒ Example – ƒ Product breakdown Structure ƒ systems engineering. systems analysis ƒ value engineering. Industry groups. Stakeholders. Professional and technical associations. value analysis. consultants.

Tools & Techniques – Define Scope • Alternative Identification ƒ Helps generate different approaches to execute or perform work ƒ Example of techniques – ƒ Brainstorming ƒ Lateral thinking • Facilitated Workshops – Described earlier Recognizing Excellence in Project Management .

Outputs – Define Scope • Project Scope Statement ƒ Forms basis of future project d i i decisions ƒ Helps develop common understanding among stakeholders ƒ Is revised to reflect approved changes ƒ Includes or refers ƒ ƒ ƒ ƒ ƒ ƒ Product Scope description Product Acceptance Criteria Project Deliverables Project exclusions Project Constraints Project assumptions Recognizing Excellence in Project Management .

Outputs – Define Scope Scope_Statement_T emplate.doc Recognizing Excellence in Project Management .

Outputs – Define Scope • Project Document Updates ƒ Updates to ƒ Stakeholder Register ƒ Requirements Documentation ƒ Requirements traceability matrix ti Recognizing Excellence in Project Management .

CREATE WBS .

cost estimated.Create WBS Create WBS Process of P f subdividing bdi idi project j t deliverables d li bl and d Project P j t work k into Smaller and more manageable components • Create Work Breakdown Structure (WBS) – Key Points ƒ Deliverable-oriented hierarchal decomposition of work to be executed by project team to accomplish project objectives ƒ Defines total scope of project and create required deliverables ƒ Develops common understanding of the project scope ƒ Each descending level provides more detailed description of the deliverable ƒ Items at lowest level of WBS are called work-packages ƒ A work package can be scheduled. Dividing work package into activities is part of the time management process (Define A i ii ) Activities) Recognizing Excellence in Project Management . monitored and d controlled t ll d WBS does not show dependencies.

Create WBS Inputs ‰ Project Scope statement ‰ Requirement Documentation ‰ Organizational Process Assets Tools and Techniques ‰ Decomposition Outputs ‰ WBS ‰ WBS Dictionary ‰ Scope baseline ‰ Project document updates Recognizing Excellence in Project Management .

Create WBS Recognizing Excellence in Project Management .

Inputs .Create WBS • Project Scope Statement – Described earlier • Requirement Documentation – Described earlier • Organization Process Assets – Described earlier Recognizing Excellence in Project Management .

and is the point at which the cost and activity durations for the work can be reliably estimated and managed ƒ Activities in Decomposition • • • • • Identify Id tif and d analyze l the th deliverables d li bl and d related l t d work k Structuring and organizing the WBS Decomposing to the required detailed level D Developing l i and d assigning i i codes d f for WBS components t Verify the sufficiency of degree of decomposition Recognizing Excellence in Project Management . deliverables are defined to the work package level ƒ The work package level is lowest level in WBS.Tools & Techniques – Create WBS • Decomposition ƒ Decomposition is the subdivision of project deliverables into smaller more manageable components until the work and smaller.

Outputs – Create WBS • Work Breakdown Structure (WBS) – Example 1 Recognizing Excellence in Project Management .

Outputs – Create WBS • Work Breakdown Structure (WBS) – Example 2 Recognizing Excellence in Project Management .

Outputs – Create WBS • Work Breakdown Structure (WBS) – Example 3 Recognizing Excellence in Project Management .

Outputs – Create WBS • Work Breakdown Structure .Characteristics Recognizing Excellence in Project Management .

Outputs – Create WBS • WBS Dictionary : Supporting document containing details of WBS components. It includes (but not limited to) : ƒ ƒ ƒ ƒ ƒ Code of account identifier Description of work Responsible organization List of schedule milestone Associated schedule activities ƒ ƒ ƒ ƒ ƒ Cost estimates Quality requirements Acceptance criteria Resource required Contract Information Recognizing Excellence in Project Management .

Outputs – Create WBS • WBS Dictionary – Example 2 Recognizing Excellence in Project Management .

ƒ Project Scope S statement ƒ WBS ƒ WBS Dictionary • Project Documents update ƒ Updates to Requirement documentation Recognizing Excellence in Project Management .Outputs – Create WBS • Scope Baseline ƒ The components of Scope baseline are.

PMP® EXAM – TIPS AND TRICKS .

Approach to answering Exam Questions • Concepts • The PMBOK® Guide is Always Right • A Project Manager is Proactive – Addressing the root cause of the problem so that problem doesn’t come back Recognizing Excellence in Project Management .

Approach to answering Exam Questions • Techniques • Read the question first • Use your brain Recognizing Excellence in Project Management .

Approach to answering Exam Questions • Techniques • Bottom – up approach • Last sentence first Recognizing Excellence in Project Management .

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