2-Pmp Processes Pmbokv4

PMP Preparatory Course Main Title Main Examination Title (Arial -Maximum 2 (Arial narrow, narrow, 28pt -Maximum
2 lines) lines) Topic: Project28pt Management Processes

Version Version4.0 4.0 Sub-title
(date, name)
Arial narrow, 20pt - maximum 2 lines)
What is covered
Project Management Processes Process Groups Project Management Knowledge Areas Process Mapping
PMP Workshop | Financial Services

All work described was performed by Capgemini or a Capgemini affiliate 2009 Capgemini - All rights reserved 1
Project Management Processes Process set of interrelated actions and activities that are performed to achieve a pre-specified set of products or results or services Project management processes ensure the effective flow of project throughout its existence. Product-oriented processes specify and create the projects product.
These Thesetwo twoprocesses processesoverlap overlapand andinteract interactthroughout throughoutthe theproject project

Project Management Processes (Contd.) 42 processes are defined and mapped into 5 Process groups 9 Knowledge Management areas

Project Management Processes (Contd.) Inputs -> Tools/Techniques -> Outputs Each of the 42 processes have inputs, tools & techniques and outputs
Key inputs to the process. These are often outputs from another process
Tools and techniques used to create the results or outputs of the process
Key outputs, results and deliverables

Project Management Processes (Contd.) Inputs -> Tools/Techniques -> Outputs Example (Perform Quality Assurance Process)
INPUTS
TOOLS / TECHNIQUES
OUTPUTS

Process Groups
5 Process groups Initiating Planning Executing Monitoring and Controlling Closing Logical grouping of PM processes with clear dependencies Performed in the same sequence on each project / phase Independent of application areas or industry focus They are not project Phases
Process Groups Interaction

Commitment to executing project Approach to executing project
Initiating Initiating Processes Processes
Planning Planning Processes Processes
Coordinating people and other resources
Monitoring, measuring, and taking corrective action
Controlling Controlling Processes Processes Closing Closing Processes Processes
Executing Executing Processes Processes

Formal product acceptance and end of project
Project Management Knowledge Area Project Management Knowledge Area: an identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools and techniques

The Nine Knowledge Areas Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management
Use of Mnemonics for memorizing knowledge areas If She Takes Cash, Question Her Current Rent Payment (Knowledge Areas)

Project Integration Management Develop Project Charter (I) Develop Project Management Plan (P) Direct and Manage Project Execution (E) Monitor and Control Project Work (M) Perform Integrated Change Control (M) Close Project or Phase (C)
Project ProjectIntegration IntegrationManagement Managementincludes includesthe theprocesses processesand andactivities activitiesthat that integrate various elements of project management which are identified, defined, integrate various elements of project management which are identified, defined, combined, combined,unified unifiedand andcoordinated coordinatedwithin withinthe the[five] [five]Project ProjectManagement ManagementProcess Process Groups Groups
Project Integration Management (Contd.)
SCOPE
The Project Integration Management Knowledge Area integrates the processes of the other 8 Knowledge Areas
TIME PROCUREMENT
RISK MANAGEMENT
INTEGRATION MANAGEMENT
COST
QUALITY COMMUNICATIONS HUMAN RESOURCES
The TheDevelop DevelopProject ProjectCharter Charter(I) (I)process process(part (partof ofthe theInitiating InitiatingProcess Process Group) is the first process of the project life cycle Group) is the first process of the project life cycle
Project Scope Management Collect Requirements (P) Define Scope (P) Create WBS (P) Verify Scope (M) Control Scope (M)
Project ProjectScope ScopeManagement Managementincludes includesthe theprocesses processesrequired requiredto toensure ensure that thatthe theproject projectincludes includesall allwork workrequired requiredand andonly onlythe thework workrequired, required,to to complete the project successfully complete the project successfully
Project Scope Management WBS Work Breakdown Structure (WBS) A deliverable oriented, hierarchical grouping of project tasks with increasing detail in each descending level It is used to define the project in levels of detail to allow the project team to determine the project's complexity and to assist in the process of estimating resource requirements, duration of tasks, and project risk It is NOT a list of tasks but, rather, a grouping of tasks usually by major component (work package), deliverable, or phase

Project Time Management Define Activities (P) Sequence Activities (P) Estimate Activity Resources (P) Estimate Activity Durations (P) Develop Schedule (P) Control Schedule (M)
Remember: Remember:A AGantt Ganttchart chartis is NOT a project plan NOT a project plan
Project ProjectTime TimeManagement Managementincludes includesthe theprocesses processesconcerning concerningthe the timely timelycompletion completionof ofthe theproject project
Project Time Management Questions 1. The critical path in a network is the path that a. Has the greatest degree of risk b. Will elongate the project if the activities on this path takes longer than anticipated c. Must be completed before all other paths 2. The duration of most activities will be significantly influenced by the resources assigned to them a. True b. False

Project Cost Management Estimate Costs (P) Determine Budget (P) Control Costs (M)
Project ProjectCost CostManagement Managementis isconcerned concernedwith withthe theprocesses processesinvolved involved in inplanning, planning,estimating, estimating,budgeting budgetingand andcontrolling controllingcosts costsso sothat thatthe theproject projectcan can be completed within the approved budget be completed within the approved budget
Project Quality Management Plan Quality (P) Perform Quality Assurance (E) Perform Quality Control (M)
Project ProjectQuality QualityManagement Managementis isconcerned concernedwith withthe theprocesses processes required requiredto toensure ensurethe theproject projectwill willsatisfy satisfycustomer customerobjectives objectivesfor for which whichititwas wasundertaken undertaken
Quality Qualityis isPLANNED, PLANNED,not not inspected in inspected in Quality Qualityis isconformance conformanceto tospecifications specifications and andfitness fitnessto touse use
Project Human Resource Management Develop Human Resource Plan (P) Acquire Project Team (E) Develop Project Team (E) Manage Project Team (E)
Project ProjectHuman HumanResource Resourceincludes includesprocesses processesthat thatorganize, organize, manage, manage,and andlead leadthe theproject projectteam team
Project Communications Management Identify Stakeholders (I) Plan Communications (P) Distribute Information (E) Manage Stakeholder Expectations (E) Report Performance (M)
Project ProjectCommunications CommunicationsManagement Managementis isconcerned concernedwith withthe theprocess processthat that ensure ensuretimely timelyand andappropriate appropriategeneration, generation,collection, collection,delivery, delivery,storage storage and anddisposition dispositionof ofproject projectinformation information
Project Communication Management Identify Stakeholders Positive Stakeholders: Will benefit if your project succeeds More likely to give you support Negative Stakeholders: May suffer if your project succeeds Unlikely to give you support and may even work against you

Stakeholders Question ? 1. How do you work with negative stakeholders? a. Keep your friends close and your stakeholders closer b. Identify what this stakeholder's goals really are; see if there are any of this persons goals that you can satisfy without negatively impacting your project c. Open up a dialog; keep the communication channels open d. Always be honest and play straight; even if a win/win situation is not possible, you give the stakeholder an incentive to play straight in return

Project Risk Management Plan Risk Management (P) Identify Risks (P) Perform Qualitative Risk Analysis (P) Perform Quantitative Risk Analysis (P) Plan Risk Responses (P) Monitor and Control Risks (M)
Project ProjectRisk RiskManagement Managementis isconcerned concernedwith withthe theidentification identificationand and planning planningfor forpotential potentialrisks risksthat thatmay mayimpact impactthe theproject project(both (bothpositive positive and andnegative negativeimpacts) impacts)
Project Procurement Management Plan Procurements (P) Conduct Procurements (E) Administer Procurements (M) Close Procurements (C)
Project ProjectProcurement ProcurementManagement Managementis isconcerned concernedwith withplanning planningfor forand and acquiring acquiringthe theproducts productsand andservices servicesor orresults resultsneeded neededfrom fromoutside outside the theproject projectteam teamto toperform performthe thework. work.
Professional Responsibility Always take the high road Follow the law Follow the regulations of your company
When Whenis isit itOK OKto tooffer offera abribe bribeto toan anofficial officialin inorder orderto toget getthe the permits permitsyou youneed needto toproceed proceedwith withyour yourproject? project? Discussion DiscussionTopic Topic
Professional Responsibility Questions

1. During an informal meeting with your project client you are offered a substantial monetary incentive to alter the configuration of the product to meet the client's personal need. This change may result in additional project costs and schedule delays. The appropriate action to take would be: a. Refrain from accepting the offer and advise the customer to submit a request to the change control board b. Accept the offer and issue an internal configuration change request to the design group c. Obtain additional information about the request and the customer's personal need before accepting the offer d. Delay acceptance of the offer until you can ensure that you can protect yourself from any legal liabilities
Professional Responsibility Questions (Contd.)

2. Your project is running out of cash and significant work remains. You are directed by senior management to instruct your people to use another project's charge numbers while working on your project. You should: a. Follow instructions b. Inform the corporate auditors c. Understand the background of management's instructions before taking any action d. Shut down the project, if possible 3. Your executives, in appreciation for the success of your project, have given you a $10,000 bonus to be disbursed among your five-team members. One of the five, who is a substandard worker and accomplished very little on your project, is in your car pool. You should: a. Provide everyone with an equal share b. Provide everyone a share based upon their performance c. Ask the workers to decide among themselves how the bonus should be subdivided d. Ask the sponsor to make the decision
Process Mapping

Recap
Process Groups
Knowledge Areas Closing
Initiating
Integration Management Risk Management Monitoring & Controlling
Scope Management WBS

Summary Questions

Thank You
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PMP Preparatory Course Main Title Main Examination Title (Arial -Maximum 2 (Arial narrow, narrow, 28pt -Maximum

2 lines) lines) Topic: Project28pt Management Processes

Arial narrow, 20pt - maximum 2 lines)

PMP Workshop | Financial Services

PMP Workshop | Financial Services

PMP Workshop | Financial Services

Key outputs, results and deliverables

PMP Workshop | Financial Services

PMP Workshop | Financial Services

Process Groups Interaction

Initiating Initiating Processes Processes

Planning Planning Processes Processes

Coordinating people and other resources

Monitoring, measuring, and taking corrective action

Controlling Controlling Processes Processes Closing Closing Processes Processes

Executing Executing Processes Processes

PMP Workshop | Financial Services

PMP Workshop | Financial Services

Project Integration Management (Contd.)

QUALITY COMMUNICATIONS HUMAN RESOURCES

PMP Workshop | Financial Services

PMP Workshop | Financial Services

PMP Workshop | Financial Services

PMP Workshop | Financial Services

Professional Responsibility Questions

Professional Responsibility Questions (Contd.)

PMP Workshop | Financial Services

Knowledge Areas Closing

Scope Management WBS

PMP Workshop | Financial Services

PMP Workshop | Financial Services

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