PMP Chapter 1

PMP® Notes based PMBOK® Guide 6th Edition
PMP Notes
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Disclaimer:"PMP®","PMI®", "PMI-ACP®" and "PMBOK®" are registered marks of the Project Management Institute,
Inc.
Introduction
1
1. What is Project? Few
Examples of Project.
2. What is Project,Program
and Portfolio
Management
3. Project Life Cycles?
What are Different Types
of it
4. Project Management
Processes
Section 1 JustAcademy
Project What is Project?

“ A Project is a temporary endeavor undertaken to create a
unique product, service or result”
A project is temporary in that it has a defined beginning and end

in time, and therefore defined scope and resources and a pro-
ject is unique in that it is not a routine operation, but a specific
Project
set of operations designed to accomplish a singular goal.
1. What is Project? Few Examples of Project. Few Examples of Project:
2. Project Drive Change • Developing new factory unit for Automobile company
3. Factors that lead to Project • Upgrading existing IT infrastructure
• Exploring new gas field in region
Temporary Endeavor : It means that Project has definite Begin-

ning date and End Date, it can not infinite.
Temporary does not necessarily mean a project has a short du-

ration
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Project Drive Change?

• From a business perspective, project helps to an organization to move from one state into another state in order to achieve specific
objective.
• Before Project begins, the organization is commonly referred to as being in the current state.
• The successful completion of a project results in the organization moving to the future state and achieving the specific objective
The successful completion of a project results in the organization moving to the future state and achieving the specific objective
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Project enables Business Value Creation

Business value in projects refers to the benefit that the results of a specific project provide to its stakeholders  
 
The benefits from projects may be tangible, intangible, or both.  
Factors that lead to Project.

Projects are typically authorized based on one or more strategic consideration
• Market demand – e.g. Requirements of big size car for family
• Strategic opportunity/business need e.g. Launch new Android app for existing E- commerce sites
• Social need e.g. Providing free internet service to remote areas

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• Environmental consideration e.g. Launch of Electric car to reduce environmental
• Customer request e.g. Develop sports car for car racing company
• Technological advance e.g. Upgrade of existing server capability to provide high speed internet
• Legal requirements e.g. Aligned with new rules of emission system of Car
Project,Program What is Project Management?

“Project Management is the application of knowl-
and Portfolio edge,skills,tools and techniques applied to project activities to

meet the project requirements.”
Project Management also need generic management skills and

professional ethics
Project, Program And Portfolio Management Importance of Project Management

Effective project management helps to:
1. Project Management. Importance of Project
Management • Meet business objectives
2. Program Management • Satisfy stakeholder expectations
3. Portfolio Management and Organizational Project • Deliver the right products at the right time
Management (OPM)
• Respond to risks in a timely manner
• Manage constraints (e.g., scope, quality, schedule, costs, re-

sources)
Poorly managed projects or the absence of project manage-

ment may result in
• Missed deadlines
• Cost overruns
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• Poor quality
• Uncontrolled expansion of the project
• Unsatisfied stakeholders
What is Program Management?

• A program is a group of related projects.
• By grouping related projects into a program, an organization can coordinate the management of those projects
• A space launch is usually a program. It provides several individual projects related to manufacturing, testing, creating the launch
pad, R&D etc.
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Portfolio Management.
• A portfolio includes a group of programs, individual projects, and other related operational work that are prioritized and implemented
to achieve a specific strategic business goal.
• The Program and projects that make up the portfolio may not be related, other than fact that they are helping to achieve a common
strategic goal.
• E.g. NASA has portfolio of Research and Innovation in Airspace market which comprises of program such as Launching satellite to
space station.  
Launching satellite Program can have multiple Projects involved such as Develop Rocket, Prepare Satellite etc.
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Organizational Project Management (OPM)

• Provides a strategic framework to use and guide portfolio, program and project management to deliver organizational strategy.
• It normally consists of group of Directors from different unit within Org.
• The purpose of OPM is to ensure that the organization undertakes the right projects and allocates critical resources appropriately
• OPM also helps to ensure that all levels in the organization understand the strategic vision, the initiatives that support the vision, the
objectives, and the deliverables
•  
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Organizational Project Management (OPM) and Strategies.

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:
Portfolio management aligns portfolios with organizational strategies by selecting the right programs or projects, prioritizing the work,
and providing the needed resources.
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Relationship Among Portfolio, Program and Project Management

• Portfolio Management – A suite of business programs managed to optimize overall enterprise value
• Program Management – A set of related projects designed to produce clearly identified business value.
• Project Management – A structural set of activities concerned with developing a defined capability based on an agreed schedule and
budget
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Relationships Between Project, Operations Management and Organizational Strat-

egy
Operations Management - Concerned with ongoing production of good and/or services.  
Projects can intersect with operations at various points during the product life cycle, such as:
1. At each closeout phase;
2. When developing a new product, upgrading a product, or expanding outputs;
3. While improving operations or the product development process; or #
4. At the end of the product life cycle.
Project and Project Life Cycle

• Life cycles helps in determining work to be completed in each
Development Life phase of the project
• All Projects go through into phases, and all projects, large or

small, have a similar life Cycle structure
Project And Development Life Cycle
• A Project life cycle is the series of phases that a project
passes through from its initiation to its closure.
1. What is Project Life Cycle?
2. Product Life Cycle
3. Diff between Project and Product Life Cycle
4. Types of Project Cycle
5. What is Hybrid Model?
6. Project Phase and Phase Gate
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Product Life Cycle

A product life cycle is the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity,
and to retirement.
Product life cycle may start much before the project
Project vs. Product Life Cycle

Project Life Cycle: A project life cycle is the series of phases that a project passes through from its initiation to its closure
Product Life Cycle: A new product progresses through a sequence of stages from introduction to growth, maturity, and decline. This se-
quence is known as the product life cycle
IMPORTANT :  
Every product moves through a life cycle right from project initiation stage through developing a product till it reaches the end of the life
cycle.  
Every product in different stages of product life cycle goes through each phases of project
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Cost and Staffing levels in Project Life Cycle
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Types of Project Life Cycle.

• Project life cycles can be Predictive or Adaptive. Within a project life cycle, there are generally one or more phases that are associ-
ated with the development of the product, service, or result. These are called a Development life cycle.
• Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model:
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Predictive Life Cycles

Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver
that scope, are determined as early in the project life cycle as practically possible
Iterative and Incremental Life Cycles

Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project ac-
tivities as the project team’s understanding of the product increases
• In these types of project life cycles the project phases ( also called iteration ) intentionally repeat one or more project activities as the
project team understanding of the product increases
• Iterations develops the project, product through a series of repeated cycle while increments successively add to the functionality of
the product
• Iterations may be performed in a sequentially or overlapping fashion
• Future iterations may enhance earlier deliverable or may create new ones.
• Incremental delivers a complete, usable portion of product for each iteration
• With iterative, the complete concept is built in successive levels of detail to create the end result
• Often Large and complex project are executed in iterative fashion to reduce risk by allowing the team to incorporate feedback and
lesson learned between iterations
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Adaptive Life Cycles

Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing
stakeholder involvement.
• Also known as Change-driven or agile method
• They intend to respond to high levels of change  

and ongoing stakeholder involvement
• They are also iterative and incremental but difference here is that the iterations are rapid (2-4 weeks ) and fixed in time and cost
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• Product backlog: Here the overall project scope is decomposed into set of requirements and work to be performed
• Adaptive method is preferred when requirements and scope are difficult to define in advance or when project is dealing with a rapidly
changing environment, or when it is possible to define small incremental improvements that will deliver value to the stakeholders.
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Hybrid Model
• A Hybrid life cycle is a combination of a predictive and an adaptive life cycle.
• Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle,
• and those elements that are still evolving follow an adaptive development life cycle.
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Project Phase
A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables.
Projects may be separated into distinct phases or subcomponents.
Projects may be separated into distinct phases or subcomponents. These phases or subcomponents are generally given names that
indicate the type of work done in that phase.
Concept development,Feasibility study, Customer requirements,Solution development,Design, Prototype, Build,Test, 

Transition, Commissioning, Milestone review, and Lessons learned.
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Phase Gate
A phase gate, is held at the end of a phase. The project’s performance and progress are compared to project and business documents
including but not limited to
# 1.# Project business case
# 2.# Project charter
# 3.# Project management plan
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# 4.# Benefits management plan
A decision (e.g., go/no-go decision) is made as a result of this comparison to
# 1.# Continue to the next phase,
# 2.# Continue to the next phase with modification
# 3.# End the project
# 4.# Remain in the phase, or
# 5.# Repeat the phase or elements of it.  
Project Management What is Process?

Process – It is a set of actions and activities to achieve a prod-
Processes uct, result or service.
Project Management is an Interactive endeavor – It means that

an action or failure in one area will usually affect other areas
Project Management Processes

Introduction of Process
1. Initiating Process Group There are 49 project management process in the PMBOK®
guide 6th Edition
2. Planning Process Group
These 49 processes are grouped under 5 process groups i.e.
3. Executing Process Group Initiation, Planning, Executing,
4. Monitoring and Controlling Process Group Monitoring and Controlling and Closing Each process receives
5. Closing Process Group Input and generates Outputs.
6. Logical flow of Project Project Management Knowledge areas
7. WPD,WPI and WPR There are 10 knowledge Areas covered in PMBOK® guide 6th
Edition. These 10 Knowledge areas.
8. Tailoring
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
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4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
Initiating Process Group – “Why”

• Performed to define new project or new phase of an existing project by obtaining authorization to start the project or phase
• When Project charter is approved, the project is officially authorized
• Business case may identify “WHY”
• Project Manager identified and given approval to apply resources.
• Two major processes are involved during initiation process groups.
• Develop Project Charter v Identify Stakeholders
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Planning Process Group “What, Who, When and How”

Consists of those processes performed to establish the total scope of the effort, define and refine objectives, and develop the course of
action required to attain those objectives
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Executing Process Group - “DO”

• Consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifica-
tions
• Involves coordinating people and resources, managing stakeholder expectations, as well as integrating and performing the activities
of the project in accordance with the project management plan
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Monitoring and Controlling Process Group

• Consists of those processes required to track, review and score the progress and performance of the project
• Identify any areas in which changes to the plan are required §
• Initiate the corresponding changes
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Close Process Group - “Celebrate”

1. Consists of those processes performed to conclude all activities across all Project Management Process Groups to formally com-
plete the project, phase.
2. At project or phase closure, the following may occur:
3. Obtain acceptance by the customer or sponsor to formally close the project or phase
4. Conduct post-project or phase-end review
5. Record impacts of tailoring to any process
6. Document lessons learned
7. Apply appropriate updates to organizational process assets
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Logical Flow of Project
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Diff between WPD,WPI and WPR
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Tailoring
The appropriate project management processes,inputs,tools,techniques,outputs,and lifecycle phases should be selected to manage a
project. This selection activity is known as tailoring project management to the project.
The project manager works with the project team,sponsor,organizational management during the tailoring.
Tailoring is necessary because each project is unique; not every process,tool,technique,input,or output identified in the PMBOK®
Guide is required on every project.  
Project Management Business Documents

Project Business Documents are two types.  
Project Business Case-The project business case is a documented economic feasibility study used to establish the validity of the bene-
fits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management
activities  
Project benefits management plan-The documented explanation defining the processes for creating, maximizing, and sustaining the
benefits provided by a project.  
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PMP® Notes based PMBOK® Guide 6th Edition

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Project What is Project?

A project is temporary in that it has a defined beginning and end

1. What is Project? Few Examples of Project. Few Examples of Project:

3. Factors that lead to Project • Upgrading existing IT infrastructure

• Exploring new gas field in region

Temporary Endeavor : It means that Project has definite Begin-

Temporary does not necessarily mean a project has a short du-

Project Drive Change?

Project enables Business Value Creation

Factors that lead to Project.

• Market demand – e.g. Requirements of big size car for family

• Social need e.g. Providing free internet service to remote areas

• Environmental consideration e.g. Launch of Electric car to reduce environmental

Project,Program What is Project Management?

and Portfolio edge,skills,tools and techniques applied to project activities to

Project Management also need generic management skills and

Project, Program And Portfolio Management Importance of Project Management

2. Program Management • Satisfy stakeholder expectations

• Manage constraints (e.g., scope, quality, schedule, costs, re-

Poorly managed projects or the absence of project manage-

• Uncontrolled expansion of the project

What is Program Management?

Organizational Project Management (OPM)

• It normally consists of group of Directors from different unit within Org.

Organizational Project Management (OPM) and Strategies.

Relationship Among Portfolio, Program and Project Management

Relationships Between Project, Operations Management and Organizational Strat-

1. At each closeout phase;

2. When developing a new product, upgrading a product, or expanding outputs;

3. While improving operations or the product development process; or #

4. At the end of the product life cycle.

Project and Project Life Cycle

• All Projects go through into phases, and all projects, large or

2. Product Life Cycle

3. Diff between Project and Product Life Cycle

4. Types of Project Cycle

5. What is Hybrid Model?

6. Project Phase and Phase Gate

Product Life Cycle

Product life cycle may start much before the project

Project vs. Product Life Cycle

Cost and Staffing levels in Project Life Cycle

Types of Project Life Cycle.

Predictive Life Cycles

Iterative and Incremental Life Cycles

• Iterations may be performed in a sequentially or overlapping fashion

• Incremental delivers a complete, usable portion of product for each iteration

Adaptive Life Cycles

• Also known as Change-driven or agile method

• They intend to respond to high levels of change

Projects may be separated into distinct phases or subcomponents.

Concept development,Feasibility study, Customer requirements,Solution development,Design, Prototype, Build,Test,

# 1.# Project business case

# 2.# Project charter

# 3.# Project management plan

# 4.# Benefits management plan

A decision (e.g., go/no-go decision) is made as a result of this comparison to

# 1.# Continue to the next phase,

# 2.# Continue to the next phase with modification

# 3.# End the project

# 4.# Remain in the phase, or

# 5.# Repeat the phase or elements of it.

• They intend to respond to high levels of change  

Concept development,Feasibility study, Customer requirements,Solution development,Design, Prototype, Build,Test, 

# 5.# Repeat the phase or elements of it.  