Project Management Professional (PMP)®

Jayaraj Peter

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 1
 Agenda

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 2
 Project Management Context

Project management is the application of knowledge, skills, tools, and techniques to

project activities to meet the project requirements.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 3
 Project Management Context

Program is a group of related projects.

Program management focuses on the interdependencies between projects, and

between projects and the program level to determine the optimal approach for
managing them.

A portfolio is defined as projects, programs, subsidiary portfolios, and operations

managed as a group to achieve strategic objectives.

Portfolio management is defined as the centralized management of one or more

portfolios to achieve strategic objectives.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 4
 Project Management Context

If an architecture firm was

venturing into remodeling
existing buildings as well as
designing new ones, it might
split its efforts into separate New
Construction and Remodeling
portfolios, since the goals for The firm knows from experience
each are quite different. that creating huge skyscrapers is
dramatically different than building
residential homes, so residential
home construction would be its
own separate program.
Building a house is a classic
example of a project. Projects can
be part of programs or portfolios,
but portfolios and programs can’t
be part of a project.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 5
 Project Management Context

Portfolios, programs, and projects are aligned with or driven by organizational

strategies and differ in the way each contributes to the achievement of strategic goals.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 6
 PMO

An Organizational entity that centralizes and coordinates the management of Projects.

Types of PMOs in organizations varies in the degree

of control and influence it has on projects within the
organization.

1. Supportive
2. Controlling
3. Directive

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 7
 PMO

✓ Make recommendations
✓ Lead knowledge transfer
✓ Terminate projects
✓ Take other actions

✓ Managing shared resources

✓ Identifying and developing PM methodology, best practices, and standards
✓ Coaching, mentoring, training, and oversight
✓ Monitoring compliance by means of project audits
✓ Developing and managing project policies, procedures, templates, and other shared
documentation
✓ Coordinating communication across projects

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 8
 Project Life Cycle

A project life cycle is the series of phases

that a project passes through from its start
to its completion. It provides the basic
framework for managing the project.

A project phase is a collection of logically

related project activities that culminates in
the completion of one or more deliverables.

Concept development  Feasibility study  Customer requirements  Solution development 

Design Prototype  Build  Test  Transition  Commissioning  Milestone review  Lessons
learned.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 9
 Project Life Cycle

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 10
 Project Life Cycle

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 11
 Project Life Cycle

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 12
 Project Life Cycle

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 13
 Project Life Cycle

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 14
 Project Life Cycle

Each phase has a specific deliverable, or multiple deliverables that marks the end of the
phase.

Phase ending reviews are also known by other names: , Phase Exists, or Kill
Points.

A deliverable is an output that must be produced, reviewed and approved to bring the
phase or project to completion.

Deliverables are tangible and can be measured and easily proved.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 15
 Project Life Cycle

Document that describes how and when the benefits of the project will be delivered, and
describes the mechanisms that should be in place to measure those benefits.

Document issued by the project sponsor that formally authorizes the existence of a project
and provides the project manager with the authority to apply organizational resources to
project activities.

Document that describes how the project will be executed, monitored, and controlled.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 16
 Project Life Cycle

Traditionally, the project management metrics of time, cost, scope, and quality have been
the most important factors in defining the success of a project.

Additional criteria linked to the organizational strategy and to the delivery of business
results such as:

✓ Completing the project benefits management plan and financial measures such as Net
present value (NPV), Return on investment (ROI), Internal rate of return (IRR), Payback period
(PBP), and Benefit-cost ratio (BCR).
✓ Completing movement of an organization from its current state to the desired future state.
✓ Meeting organizational strategy, goals, and objectives.
✓ Acceptable customer/end-user adoption.
✓ Achieving stakeholder satisfaction.
✓ Meeting governance criteria.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 17
 Project Influences

Projects exist and operate in

environments that may have an
influence on them.

These influences can have a

favorable or unfavorable impact
on the project.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 18
 Project Influences

It refer to conditions, not under the control of the project team. These factors may enhance
or constrain project management options.

Inputs to many project management processes, specifically for most planning processes.

✓ Organizational culture, structure, and governance ✓ Marketplace conditions

✓ Geographic distribution of facilities and resources ✓ Social and cultural influences and issues
✓ Infrastructure ✓ Legal restrictions
✓ Information technology software ✓ Commercial databases
✓ Resource availability ✓ Academic research
✓ Employee capability ✓ Government or industry standards
✓ Financial considerations
✓ Physical environmental elements

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 19
 Project Influences

The plans, processes, policies, procedures, and knowledge bases specific to and used by the
performing organization.

Inputs to many project management processes.

Usually established by the project management Updated throughout the project with project
office (PMO) or another function outside of the information.
project.
Why Not benefit from other experience?

✓ Information on lessons learned

✓ Performance metrics
✓ Risks, and issues

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 20
 Organizational Systems

Projects operate within the constraints imposed by the organization through their Structure
and Governance Framework.

✓ To understand where responsibility, accountability, and authority reside within the

organization.

✓ Help the project manager effectively use their power, influence, competence, leadership,
and political capabilities to successfully complete the project.

Framework within which authority is exercised in organizations such as Rules, Policies,

Procedures, Processes.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 21
 Organizational Systems

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 22
 Organizational Systems

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 23
 Organizational Systems

✓ Organization is grouped by areas of specialization or domains or departments.

✓ Projects generally belong to a single department.
✓ Any help required from any other department will be routed through senior management to the
department head.

✓ Entire organization is organized by projects.

✓ Once the project is completed, the team members would be released from the current project.
And they would be added to the resource pool to allocate to other projects.
✓ Communication is generally occurs with in the project team.

✓ Both functional and project managers have equal powers.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 24
 Organizational Systems

✓ Most likely Project manager reports to functional managers in these kind of organizations.
✓ Project managers play a role of Project coordinators and expediters.

Project Expediter: Cannot take Project Coordinator: Similar to

decisions. Coordinates meetings, Project Expediter except has some
Records status time to time, update power to take decision.
status.

✓ Project manager have complete power and authority over the project constraints. However
functional manager would have control on the resources.
✓ Project manager would report to someone in PMO or senior project managers.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 25
 Project Stakeholders

The people, groups, or organizations that could impact or be impacted by the project.

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 26
 RECAP

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 27
 Q&A

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 28
 Q&A

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 29
 Q&A

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 30
 Q&A

Jayaraj Peter ✓ These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) – Sixth Edition 31
Jayaraj Peter