1pm Module-I Pmbok6

1/29/2019
WELCOME TO ALL THE PARTICIPANTS
PROJECT MANAGEMENT TRAINING FOR PMP ®

PROVIDED BY
GA SERVICES PVT. LTD
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Serving Clients with Competitive Intelligence for Product, Process & Systems Innovation & Design
Sudeep Bhargava, GA Services Pvt. Ltd.
PMP Examination
• PMP exam would include 200 questions

• 25 questions would be pre-release questions. You would
not be evaluated on those questions
• The score would be calculated on the basis of 175
questions
• Passing marks are about 60% (105 questions out of 175)
Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation & Design
Slide No. 2 2
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PMP Examination
Project Management Area No. of questions (In %age)
Project initiation 13
Project Planning 24
Project Execution 30
Project Monitoring and Control 25
Project Closing 8
Slide No. 3 3
MODULE-I
Introduction to Project
Management
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What is a PROJECT?
• Described as a temporary endeavor undertaken to

create a unique product, service or result
• TEMPORARY
– Indicates definite beginning and end
– Does not apply to the outcome of the project
– End of project is achieved in following scenarios
• Project objectives have been met
• Project objectives cannot be met
• Need for the project no longer exists
• The customer wants to terminate the project
Slide No. 5 5
What is a PROJECT?
• UNIQUE PRODUCT, SERVICE OR RESULT

– The result should not be required to get repeated
– It should have been created only once
– The creation might lead to operations
• PROJECTS DRIVE CHANGE

– Moves the organization from the “current state” to the
“future state”
– The change enhances the total business value- both
tangible and intangible
Slide No. 6 6
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What is a PROJECT?
• PROJECT INITIATION CONTEXT

– Meet regulatory, legal or social requirements
– Satisfy stakeholder requests or needs
– Implement or change business or technological
strategies
– Create, improve or fix products, processes or services
Slide No. 7 7
What is a PROJECT?
• Each model that Maruti designs and produces can be

considered a project.
• The models differ from each other in their features and
are marketed to people with various needs. A Maruti SX4
serves a different purpose and Clientele than a Maruti
Alto
• The initial design and marketing of these models are
unique projects.
• However, the actual assembly of the cars shall be
considered as an operation
Slide No. 8 8
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How is PROJECT different from OPERATION
• Operations are ongoing and repetitive

• They involve work that is continuous without an ending
date, and you often repeat the same processes and
produce the same results
• The purpose of operations is to keep the organization
functioning, while the purpose of a project is to meet
its goals and to conclude
Slide No. 9 9
How is PROJECT different from OPERATION
Slide No. 10 10
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What is a PROJECT?
• Most projects have similar characteristics

– Demanding: Because of different requirements and
expectations of the stakeholders, there is bound to be
conflict
– Clear requirements: projects have clear set of
requirements
– Assumptions: They are the beliefs which are held to
be true but haven’t been proven
– Constraints: Scope, time and cost along with risk,
quality and resources are considered as constraints
Slide No. 11 11
What is a PROJECT?
Slide No. 12 12
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What is a PROJECT MANAGEMENT?
• Application of knowledge, skills, tools and techniques to

project activities to meet project requirements
• Accomplished through appropriate application and
integration of 47 logically grouped project
management processes and 5 process groups
• The process groups are
– Initiating
– Planning
– Executing
– Monitoring and controlling
– Closing
Slide No. 13 13
What is a PROJECT MANAGEMENT?
• Managing a project may include

– Identifying requirements
– Establishing clear and achievable objectives
– Balancing the competing demands for quality, scope,
time, cost, resources and risks
– Adapting the specifications, plans and approach to the
different concerns and expectation of the various
stakeholders
Slide No. 14 14
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Importance of PROJECT MANAGEMENT
• Effective project management leads to

– Meet business objectives
– Satisfy stakeholder expectations
– Optimize the use of the resources
– Manage the constraints
• Ineffective project management leads to

– Missed deadlines
– Poor quality and reworking
– Uncontrolled expansion of the project
Slide No. 15 15
Introduction to PROGRAM MANAGEMENT
• Groups of related projects, subprograms and activities

that are managed using the same techniques in
coordinated fashion is a PROGRAM
• This makes it possible to capitalize on benefits that

wouldn’t be achievable if they were managed separately
• The coordination may produce reduced risk, economies

of scale and improved management
Slide No. 16 16
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Introduction to portfolio management
• Collections of programs, sub-portfolios, projects and

operations that support a specific business goal or
objective is a PORTFOLIO
• Portfolio enveloped several programs and projects
• The overall objective of any program or project in this

portfolio is to meet the strategic objectives of the
portfolio
Slide No. 17 17
Introduction to portfolio management
Slide No. 18 18
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Project and strategic planning
• Program and project management deals with doing the

projects in the right way
• Portfolio management deals with doing the right projects
Slide No. 19 19
Organizational project management (OPM)
• Portfolio management aligns portfolios with

organizational strategies by selecting right programs and
projects
• Program management harmonizes the program

components and controls the interdependencies
• Project management enables the achievement of

organizational goals and objectives
Slide No. 20 20
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Project and development life cycle
• Predictive life cycle
– Project scope is defined at the beginning of project

– Plans are revisited and modified if any change to
scope is brought
– Work of each phase is distinct and not repeated in
next phase
– Each phase has an emphasis on different portion of
the project
Slide No. 21 21
• Iterative life cycle

– Project deliverables are defined early in life cycle and
progressively elaborated
– Schedule and cost are continually refined as the result
of the project is more clearly refined
– Each phase requires performing all project
management process groups
– Good choice for large projects
Slide No. 22 22
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• Incremental life cycle

– Deliverable is produced through series of iterations
– successively add functionalities within a time frame
– Deliverable contains the necessary and sufficient
capability to be considered complete after final
iteration
Slide No. 23 23
• Hybrid life cycle

– Combination of predictive and incremental life cycle
– Well known or established elements follow predictive
life cycle
– Elements that are in evolving stage follow the
incremental or iterative life cycle
Slide No. 24 24
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Project phases
• Phases are divisions within a project where extra control

is needed to effectively manage the completion of the
deliverable
• The phase structure allows the project to be segmented
into logical subsets
• When phases are sequential, close of phase ends with
some form of transfer as phase deliverable
• The work in each phase has a distinct focus which is
different from any other phase. It may also involve
different organizations and skill sets
Slide No. 25 25
Project phases
• A deliverable is a measurable, verifiable work

product
• The completion and approval of one or more
deliverable characterizes a project phase
• The work in a particular phase would have a distinct
focus that differs from any other phase.
• Depending on size, complexity, level of risk, phases can
be further subdivided into sub-phases
Slide No. 26 26
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Phase gate
• Project performance and progress are compared to

project and business documents
• Decision (go/ no-go) is made as a result to
– continue to the next phase
– continue to the next phase with modifications
– end the project
– remain in the phase
– repeat the phase
Slide No. 27 27
Project Management Processes
• The project management processes produce one or more

output from one or more inputs
• They apply globally across industries
• The processes fall in three categories
– used once or at a predefined points
– performed periodically as needed
– performed continuously during the project
Slide No. 28 28
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Project Management Process Groups
Slide No. 29 29
Project Management Knowledge Areas
• Project Integration Management

– Identify, define, combine, unify and coordinate various
processes
• Project Scope Management

– Ensures that project includes all the work and only the
work required to complete the project
• Project Cost Management

– Planning, estimating, budgeting, financing, funding,
managing and controlling cost
Slide No. 30 30
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• Project Time Management

– Planning, estimating, scheduling, managing and
controlling time
• Project Quality Management

– Ensures incorporating quality policy in order to meet
stakeholder’s expectations
• Project Resource Management

– Identify, acquire and manage the resources needed
for the successful completion
Slide No. 31 31
• Project Communication Management

– Collection, creation, distribution, storage, retrieval and
disposition of the project information
• Project Risk Management

– Involves processes of conducting risk management
planning, identification, analysis, response planning,
implementation and monitoring risk
Slide No. 32 32
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• Project Procurement Management

– Involves processes necessary to purchase products
or services needed from outside project team
• Project Stakeholder Management

– Identify, analyze stakeholder expectations and
engaging them in project decisions/ executions
Slide No. 33 33
Project Management Data and Information
• Significant amount of data is collected, analyzed and

transformed during the project
• Collected data are aggregated and transformed to
become project information
– Work performance data
• raw observations and measurement
– Wok performance information
• data analyzed and integrated based on
relationships
– Work performance reports
• Information compiled in project documents
Slide No. 34 34
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Project Management Business Documents
• Project Business Case

– documented economic feasibility study
– establishes the validity of he benefits
– used as a basis for authorization of the subsequent
activities
• Project benefits management plan

– Explains the process for creating, maximizing and
sustaining the benefits provided by the project
Slide No. 35 35
Tailoring
• The PMI guidelines are considered as good practices

• They may not be applied uniformly to all projects
• They may be tailored to meet the specific requirements of
the project
• This is done to address the competing constraints
• This is done keeping in view the levels of governance
and culture of the organization
Slide No. 36 36
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Thank You
Slide No. 37 37
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1/29/2019

WELCOME TO ALL THE PARTICIPANTS

PROJECT MANAGEMENT TRAINING FOR PMP ®

• PMP exam would include 200 questions

Project Management Area No. of questions (In %age)

Project Monitoring and Control 25

• Described as a temporary endeavor undertaken to

• UNIQUE PRODUCT, SERVICE OR RESULT

• PROJECTS DRIVE CHANGE

• PROJECT INITIATION CONTEXT

• Each model that Maruti designs and produces can be

How is PROJECT different from OPERATION

• Operations are ongoing and repetitive

How is PROJECT different from OPERATION

• Most projects have similar characteristics

What is a PROJECT MANAGEMENT?

• Application of knowledge, skills, tools and techniques to

What is a PROJECT MANAGEMENT?

• Managing a project may include

Importance of PROJECT MANAGEMENT

• Effective project management leads to

• Ineffective project management leads to

Introduction to PROGRAM MANAGEMENT

• Groups of related projects, subprograms and activities

• This makes it possible to capitalize on benefits that

• The coordination may produce reduced risk, economies

Introduction to portfolio management

• Collections of programs, sub-portfolios, projects and

• Portfolio enveloped several programs and projects

• The overall objective of any program or project in this

Introduction to portfolio management

Project and strategic planning

• Program and project management deals with doing the

• Portfolio management deals with doing the right projects

Organizational project management (OPM)

• Portfolio management aligns portfolios with

• Program management harmonizes the program

• Project management enables the achievement of

Project and development life cycle

• Predictive life cycle

– Project scope is defined at the beginning of project

Project and development life cycle

• Iterative life cycle

Project and development life cycle

• Incremental life cycle

Project and development life cycle

• Hybrid life cycle

• Phases are divisions within a project where extra control

• A deliverable is a measurable, verifiable work

• Project performance and progress are compared to

Project Management Processes

• The project management processes produce one or more

Project Management Process Groups

Project Management Knowledge Areas

• Project Integration Management

• Project Scope Management

• Project Cost Management

Project Management Knowledge Areas

• Project Time Management

• Project Quality Management

• Project Resource Management

Project Management Knowledge Areas

• Project Communication Management