Professional Documents
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Welcome To PMP Exam Preparation Welcome To PMP Exam Preparation
Welcome To PMP Exam Preparation Welcome To PMP Exam Preparation
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General Information
Parking
Refreshment
No-Smoking
Copyrighted Slides
Support:
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I am
PMP EXAM??????? Confused
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Refer Flowchart
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Types of Questions
Situational Questions
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Interactive Class
Bring Highlighter
Keep an open mind & do not always link the concepts with your job
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Section I
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Chapter 1 Introduction
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CHAPTER 1
Introduction
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Session Objective
Understand the growing need for better project management
Explain what a project is, provide examples of projects, list various attributes of
projects, and describe the triple constraint of projects
Describe project management and discuss key elements of the project management
framework, including project stakeholders, the project management knowledge areas,
common tools and techniques, and project success
Discuss the relationship between project, program, and portfolio management and
the contributions they each make to enterprise success
Understand the role of the project manager by describing what project managers do,
what skills they need, and what the career field is like for information technology
project managers
Describe the project management profession, including its history, the role of
professional organizations like the Project Management Institute, the importance of
certification and ethics, and the advancement of project management software
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Introduction
Many organizations today have a new or renewed interest in
project management.
The U.S. spends $2.3 trillion on projects every year, or one-quarter of its gross
domestic product, and the world as a whole spends nearly $10 trillion of its
$40.7 gross product on projects of all kinds.*
In 2003, the average senior project manager in the U.S. earned almost
$90,000 per year, and the average project management office director earned
more than the average chief information officer ($118,633 vs. $103,925).**
*PMI, Inc., The PMI Project Management Fact Book, Second Edition, 2001.
**PMI, Inc., Project Management Salary Survey, Third Edition, 2003.
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Introduction
Trying to manage a project without
project management is like trying to
play a football game without a game
plan.
K. Tate
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Is Progressively Elaborated.
Distinguishing characteristics of each unique project will be
progressively detailed as the project is better understood.
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Project Attributes
A project:
Is temporary
Involves uncertainty
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Examples Examples
Producing a News letter Responding to customers requests
Writing and publishing a book Writing a letter to a Prospect
Implementing a LAN Hooking up a Printer to a computer
Hiring a sales man Meeting with an employee
Arrange for a conference Attending a conference
Opening for a new shop Opening the shop
Producing the annual report Writing a progress update memo
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Planning
Executing
Closing
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Managing Project
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Triple Constraints
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Project time management includes estimating how long it will take to complete the
work, developing an acceptable project schedule, and ensuring timely completion
of the project.
Project cost management consists of preparing and managing the budget for the
project.
Project quality management ensures that the project will satisfy the stated or
implied needs for which it was undertaken.
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Net present value, cost estimates, and earned value management (cost)
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Super Tools
Super tools are those tools that have high use and high
potential for improving project success, such as:
Software for task scheduling (such as project management software)
Scope statements
Requirements analyses
Lessons-learned reports
Tools already extensively used that have been found to
improve project importance include:
Progress reports
Kick-off meetings
Gantt charts
Change requests
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The reasons for the increase in successful projects vary. First, the
average cost of a project has been more than cut in half. Better tools
have been created to monitor and control progress and better
skilled project managers with better management processes are
being used. The fact that there are processes is significant in itself.*
*The Standish Group, CHAOS 2001: A Recipe for Success (2001).
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Project Success
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Program Management
Portfolio Management
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What is a Program?
A program is:
a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually.*
ADVANTAGES
Decreased risk
Economies of Scale
Improved Management
*Project Management Institute, Inc., A Guide to the Project Management Body of Knowledge (PMBOK Guide) (2004), p. 8. 32
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A Customer Request
A Technological Advancement
A Legal Requirement
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Subprojects
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Authority of PMO
Manage the interdependencies between projects
Terminate projects
Provide templates
Provide guidance
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In other cases project manager may be one of the several project managers
who report to a portfolio or program manager that is ultimately responsible for
enterprise wide projects . In this type of structure, the project manager works
closely with the portfolio or program manager to achieve the project
objectives
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General management
Human relations
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Summary
A project is a temporary endeavor undertaken to create a unique
product, service, or result.
Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet project requirements.
A program is a group of related projects managed in a coordinated
way to obtain benefits and control not available from managing them
individually.
Project portfolio management involves organizing and managing
projects and programs as a portfolio of investments that contribute to
the entire enterprises success.
The project management profession continues to grow and mature.
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CHAPTER 2
Project Life Cycle and Organization
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Session Objective
2.2 Stakeholders
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All projects are divided into phases, and all projects, large or
small, have a similar life cycle structure.: Starting the project ,
organizing and preparing , carrying out the project work and
closing the project
Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Startup
IT Project: Requirement -> Design -> Program -> Test -> Implement
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Handoffs
Project phases evolve through the life cycle in a series of
phases sequences called handoffs, or technical
transfers. The end of one phase sequence typically
marks the beginning of the next.
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Phase Completion
A Guide to the PMBOK states that phase ending reviews are also known
by a new other names: Phase Exits, Phase Gates, or Kill Points.
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Fast Tracking
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Phase-to-Phase Relationships
There are three basic types of phase to phase relationships :
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Typical Project Cost and Staffing Level Across the Project Life Cycle
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Major
Contracts
Let
Project
GO
decision
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2.2 Stakeholders
A stakeholder is someone whose interest may be positively or
negatively impacted by the project.
Key stakeholders
The project manager
Customer
Performing organization
Project Team
Project Management Team
Sponsor
Influencers
The Project Management Office
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Key Stakeholders
Project Manager Manages the Project
Performing Organization Whose employees are most directly involved in doing the
projects work
Project team members Group performing the projects work
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Stakeholders Grid
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Organizational Systems
Organizational Structure
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Organizational Structure
The structure of the performing organization often constraints
the availability of resources in a spectrum from Functional to
Projectized, with a variety of matrix structure in between.
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Functional
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Projectized Organization
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Strong Matrix
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Composite Organization
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Projectized
Advantages Disadvantages
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Discussion
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Completed Schedules ,
Processes and Procedures
risk data , & earned value data
Unit 1: Examination
17 Questions
Keep Silence
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Section II
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CHAPTER 3
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Session Objective
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What is a process ?
A Process is a set of interrelated actions and activities that are
performed to achieve a pre-specified set of products, results, or
services.
Project Processes are performed by Project Team
Project Management Process : Ensure the effective flow of the
project throughout its existence . They encompasses the tools and
techniques involved in applying the skills and capabilities described in
the knowledge areas
Tailoring
The project manager and project team are responsible for determining which
processes within each process group are appropriate for the project you're working on.
This is called Tailoring.
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The project life cycle describes what you need to do the work,
the project management process describes what you need to
do to manage the project. It includes:
Initiating
Planning
Executing
Closing
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Please Refer to
Table on page 43
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Project Initiation
Initiating a project includes recognizing and starting a new project or
project phase.
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Project Planning
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Project Executing
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Project Closing
Involves gaining stakeholder and customer acceptance of
the final products and services
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Summary
The five project management process groups are
initiating, planning, executing, monitoring and controlling,
and closing
Assignment
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