Scs Nov PMP Intro

Project Management Professional (PMP)
(PMBOK 6th)
Intro+ Environment+ PM Role
Mohamed Ali Mohamed, PhD, PMP, ITIL, CBA
November, 2018
‫معلوماتًالمدرب‬
‫الدكتور المهندس ‪ :‬محمد علي محمد‬
‫رئيس دائرة المشاريع – وزارة االتصاالت و التقانة – دمشق‪.‬‬ ‫•‬

‫محاضر في جامعة طرطوس ‪ ,‬جامعة النيل و جامعة ‪ MSA‬في مصر‪.‬‬ ‫•‬
‫دكتوراه في مشاريع نظم المعلومات ‪ -‬جامعة القاهرة‪.‬‬ ‫•‬
‫مدرب معتمد و مجاز من معهد إدارة المشاريع األمريكي ‪.PMI‬‬ ‫•‬
‫مدير مشروع ومحلل أعمال للعديد من المشاريع في سوريا ومصر وسلطنة عمان‪.‬‬ ‫•‬
‫خبرة تزيد عن ‪ 15‬عام في إدارة المشاريع و نظم المعلومات و البرمجيات‪.‬‬ ‫•‬
‫مجموعة من األبحاث المُحكمة المنشورة دولياً‪.‬‬ ‫•‬
‫عضو المعهد األمريكي الدارة المشاريع‪ ,‬الجمعية البريطانية للمعلوماتية‪.‬‬ ‫•‬
‫الشهادات االحترافية الدولية‬

‫شهادة مدير مشروع محترف ( ‪ )PMP‬معتمد من معهد ادارة المشاريع االمريكي (رقم ‪)1644719‬‬ ‫•‬
‫شهادة في ادارة خدمات تكنولوجيا المعلومات ( ‪ ,)ITIL‬الجمعية البريطانية للمعلوماتية (رقم ‪)990449523‬‬ ‫•‬
‫‪2‬‬
‫معلوماتًاالتصال‬
 Phone: 0935-898783
 Email: Mohamed4IT@gmail.com
3
Course Charter
 Feel free to ask when ever you need after each part.
 Make sure that you attend 80% to get your certificate of Attendance.
 Keep your Cell phone silent & take your necessary calls out.
 Dedicate the right time to do your homework well-done.
 Communicate effectively with colleagues.
4
Course Content
)Introduction( ‫مقدمة‬
)Project Environment(ًً‫بيئةًعملًالمشاريع‬
)Project Manger Roleً(ًًً‫دورًمديرًالمشروع‬
)Integration Management( ً‫إدارةًتكاملًالمشروع‬
) Scope Managementً( ً‫إدارةًنطاقًالمشروع‬
)Schedule Managementً( ‫إدارةًالجدولًالزمنيًللمشروع‬
)Cost Managementً( ‫إدارةًالتكلفةًللمشروع‬
) Quality Management( ‫إدارةًالجودةًللمشروع‬
) Resource Management( ‫إدارةًمواردًالمشروع‬
) Communication Management( ‫إدارةًاالتصاالتًللمشروع‬
) Risk Management( ً‫إدارةًالمخاطرًللمشروع‬
) Procurement Management( ‫إدارةًالمشترياتًللمشروع‬
) Stakeholders Management( ًًًً‫إدارةًالمعنيين‬
5
INTRODUCTION September 2015
Introduction
This course will rely on PMBOK “Project

Management Body of Knowledge
 Provides a common language.
 Serves as a reference resource.
 Recognized as a standard.
It describes the project management processes,

tools & techniques used to manage a project
towards a successful outcome.
6
Introduction
PMP Exam Requirements
1. 35 hours of project management education
 You will get these at the end of this course.
2. Education
 Bachelors Degree
– 4500 hours of PM Experience
• Three years within the last eight years
 High School Graduate
– 7500 hours of PM Experience
• Five years within the last eight years

7
Introduction
PMP Exam Format
 Passing score is 106 out of 175 questions approx. 61%
 May use assistant language
 Requires memorization & understanding of Inputs/Outputs/ Tools & Techniques
8
Introduction
PMP Certification Examination measures
The application of knowledge, tasks, skills, tools and techniques that are
utilized in the practice of project management.
Project Management is accomplished through the appropriate application and

integration of: the
49 logically grouped processes
comprising the
5 process groups
9
Introduction
Exam Guidelines
Closing
8% Initiation
13%
Controlling
25%
Planning
24%
Executing
30%
10
PMI &PMP Fees
11
Option
“1” USD$555
Option Initial Subscription PMP Exam Fees

“2” USD$129 USD$405
Gain 60 PDUs each 3 Years

for Certificate renewal
Extra fees for Exam reschedule USD$70

if reschedule less than 30Days
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12
13
TOTAL PMI Credential Holders Worldwide
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10 Countries with Highest Salaries for Project Managers 2011
Project
A project is a temporary endeavor undertaken to create a unique product or service.
A project is a sequence of unique and connected activities having one goal that must be
completed by a specific time, within a budget and according to specification.
Project characteristic
 Projects are temporary.
Has definite beginning and end, the end is reached when the project’s objective have
been achieved.
 Projects are unique.
Every project creates a unique product, service, or results.
 Projects drive change.
From current state to target state.
16
Project Examples
28
1. Developing a new product or Service.

2. Effecting a change in the structure , staffing or style of an
organization, Merging two organizations.
3. Developing or acquiring a new or modified information System,
4. Constructing a building or infrastructure ,or
5. Social Development –Support Project
17
Project Objectives
 Something toward which work is to be directed, a strategic position to be attained, or a
purpose to be achieved, a result to be obtained, a product to be produced, or a service to
be performed.
 Each project must have at LEAST one objective.

 The objectives of the project MUST be made known to all project personnel and all
managers, at every level of the organization.
 If this information is NOT communicated accurately, then it is entirely possible that
upper-level manager, project managers, and functional managers may all have a
different interpretation of the ultimate objective , a situation that invites Conflicts.
 Project objective MUST follow the SMART rule;

 S = specific
 M = measurable
 A = attainable
 R = relevant
 T = time bound
18
Project Constrains
• Identify all work required to
Scope
complete project successfully.
• Ensure the project is completed on

Time
time.
• Ensure the project is completed

Cost
within the approved budget.
• Effectively identify, analyze and

Risk
respond to the project risks.
• Ensure the project will satisfy the

Quality
customer requirement.
• Effective usage of needed resources

Resources
(manpower, equipment, and materials) Customer
Satisfaction
• Adapting and approach to the
Customer
different concerns and expectations
Satisfaction
of the various stakeholders.
19
Projects vs. Operations
Similarities Differences
 Performed by people.  Operations do NOT have any timelines.

Projects are temporary and have finite
 Constrained by limited resources. time duration.
 Planned executed and controlled.  Objective of Operations is usually to

sustain the business.
 Objective of a project is to attain the

objective and close the project.
20
Portfolio, Program, and Project Relationships
 Strategic plan
 The strategy of an organization is an action plan to achieve its business goals
and objectives. It’s also called a strategic plan or a strategic business plan.
 Portfolio
 A collection of projects, programs, sub-portfolios, and operations managed as a
group to achieve strategic objectives.
Stra tegic Pla n
 Program
 Grouped within a portfolio and are
comprised of subprograms, projects,
or other work that are managed in a
coordinated fashion in support of the
portfolio.
21
Portfolio, Programs, Projects, and Operations
22
Project Management
It is the application of knowledge, skills, tools, and techniques to project activities to
meet the project requirements.
 Managing a project includes:
 Identifying requirements.
 Establishing clear and achievable objectives.

 Balancing the competing demands for quality, scope, time, resource, risk and
budget.
 Adapting the specifications,
plans, and approach to the
different concerns and
expectations of the various
stakeholders.
23
Project Management
 Project Management is accomplished through the appropriate application and
integration of
 the 49 logically grouped

processes comprising
 the 5 PROCESS GROUPS
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Program Management
 The program is a group of related projects managed in a coordinated way to
obtain benefits and control not available from managing them individually.
 This coordination may provide decreased risk, economies of scale, and improved
management that could not be achieved if the projects were not managed as parts of
a program.
 Program management is the application of knowledge, skills, tools, and techniques
to a program in order to meet the program requirements and to obtain benefits and
control not available by managing projects individually.
INTRODUCTION September252015
Portfolio Management
 Portfolio is the collection of projects or programs and associated operational
work.
 Portfolio Management is the selection and support of projects or program
investments.
 Portfolio Management is important because :
 It satisfies the strategic business
objectives.
 Helps in selecting of appropriate projects
and programs to maximize the value
of the portfolio.
26
Project Management Office
 An organizational unit or body assigned responsibility to coordinate the
management of projects under its domain.
 There are several types of PMO structures in organizations:
 Supportive: Provide provide a consultative role to projects by supplying

templates, best practices, training, access to information and lessons learned from
other projects. The degree of control provided by the PMO is low.
 Controlling: Provide support and require compliance through various means. The
degree of control provided by the PMO is moderate.
 Directive: Take control of the projects by directly managing the projects. The
degree of control provided by the PMO is high.
27
Organizational Structures
 Projects are impacted by, and have impact on, the cultural norms, management policies,
and procedures of the organizations of which they are a part.
 The best project managers look for these influences and manage them for the benefit of
the project and the organization.
 One of the main forms of influence is how the company is organized.
 This will dictate who the project manager goes to for help with resources, how
communications must be handled, and many other components of project management.
 Types of organizations
 Functional organizations
 Projectized organizations
 Matrix organizations
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ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE
Organizational Structures – Functional
Project Coordination Chief Executive
Functional Functional Functional

Manager Manager Manager
Staff Staff Staff
Staff Staff Staff
Staff Staff Staff
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Organizational Structures – Projectized
Project Coordination Chief Executive
Project Manager Project Manager Project Manager
Staff Staff Staff
Staff Staff Staff
Staff Staff Staff
30
Organizational Structures – Week Matrix
Chief Executive

Staff Staff Staff
Staff Staff Staff
Staff Staff Staff
31
Organizational Structures – Balanced Matrix
Chief Executive

Staff Staff Staff
Staff Staff Staff
Project
Staff Staff
Manager
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Organizational Structures – Strong Matrix
Chief Executive
Functional PMO
Functional Functional
Project
Staff Staff Staff
Manager
Project
Staff Staff Staff
Manager
Project
Staff Staff Staff
Manager
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Organizational Structures
Organization Matrix
Structure
Functional Weak Balanced Strong Projectized
Project
Characteristics Matrix Matrix Matrix
Project Manager’s Low to Moderate to High to Almost

Little or None Limited
Authority Moderate High Total
Low to Moderate to High to Almost

Resource Availability Little or None Limited
Moderate High Total
Who controls the project Functional Functional Project Project

Mixed
budget Manager Manager Manager Manager
Project Manager's Role Part- time Part- time Full-time Full-time Full-time
Project Management
Part-time Part- time Part- time Full-time Full-time
Administrative Staff
34
Organizational Process Assets
 Information, tools, documents, or knowledge your organization possess that can
help you plan for your project:
 Anything that your organization owns or has developed that can help you on a
current or future project.
 Organizational process assets may be grouped into two categories;

1. Processes and Procedures
2. Corporate Knowledge Base
35
1. Processes and Procedures
 Standards, policies, standard product and project life cycles, and quality policies
and procedures.
 Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria.
 Templates.
 Guidelines and criteria for tailoring the organization’s set of standard processes.
 Organization communication requirements.
 Project closure guidelines or requirements
 Issue and defect management procedures.
 Change control procedures.
 Risk control procedures.
 Procedures for prioritizing, approving, and issuing work authorizations.
36
2. Corporate Knowledge Base
 Process measurement databases used to collect and make available
measurement data on processes and products.
 Project files.
 Historical information and lessons learned knowledge bases.
 Issue and defect management databases containing issue and defect status,
control information, issue and defect resolution, and action item results.
 Configuration management knowledge bases containing the versions and
baselines of all official company standards, policies, procedures, and any project
documents.
 Financial databases containing information such as labor hours, incurred costs,
budgets and any project cost overruns.
37
Enterprise Environmental Factors
 Appears as an input into most planning processes.
 Can be anything external to your project that affects your project.
 The things that impact your project that are not part of the project itself, such as:
 Company's organizational structure
 Organization's values and work ethic
 Government standards, laws and regulations where the work is being performed
or where the product will be used
 The characteristics of project's stakeholders (their expectations and willingness
to accept risk)
 Markets conditions and exchange rates

 Business infrastructure systems
 Personnel policies
 PMIS (Project Management Information Systems)
38
Stakeholders
 Stakeholders are people or organizations whose interests may be positively or
negatively impacted by the project.
 Positive stakeholders see positive outcomes from the existence of the project.
 Negative stakeholders see negative outcomes from the existence of the project.
 It is important to:
 Indentify all stakeholders.

 Determine all of their requirements.
 Determine all of their expectations.
 Communicate with them.
 Manage their influence.
39
Stakeholders
The Relationship Between Stakeholders and the Project
40
Stakeholders
 Key Stakeholders on Every Project such as
 Project Manager
 Customer
 Team Members
 Sponsor
 PMO
 Additional Categories of Stakeholders such as;
 Internal and external
 Owners and sources of funding
 Sellers and contractors
 Government agencies and media outlets
 Individual citizens
 Temp or permanent organizations
 Society at large
41
Stakeholders
 Project Manager
 The person ultimately responsible for the
outcome of the project – deliverables.
 Not required to be a technical expert.
 Formally empowered to use organizational
resources in control of the project.
 Authorized to make decisions and spend
the project's budget.
 Found in a strong, projectized

matrix organization.
42
Stakeholders
 Project Manager Key Management General Skills
Integrating
Influencing the
Organization
Negotiating
Problem Solving
Communicating
43
Stakeholders
 Project Coordinator
 In some organizations, project managers do not
exist; instead, they use the role of a project
coordinator.
 Weaker than a project manager. This person may
not be allowed to make budget decisions or overall
project decisions, but they may have some authority
to reassign resources.
 Acts as the communications link to Senior
Management and have some limited decision-
making abilities.
 Found in weak matrix or functional
organizations
44
Stakeholders
 Project Expeditor
 The weakest of the three project management roles.
 Staff assistant who has little or NO formal authority.

 This person reports to the executive who
ultimately has responsibility for the project.
 Performs activities such as verifying that some
assignment is complete, checking on the status of
some undertaking, and communicating the
information to senior management.
 Usually found in a functional organization - may
be only part-time in many organizations.
45
Stakeholders
 Sponsor
 The person paying for the project.
 May be internal or external to the company.
 Called the project champion.
 The sponsor and the customer may be the same person,
although the usual distinction is that the sponsor is internal
to the performing organization and the customer is
external.
 May provide valuable input on the project, such as due
dates and other milestones, important product features,
and constraints and assumptions.
 If a serious conflict arises between the project
manager and the customer, the sponsor may be called in
to help work with the customer and resolve the dispute.
46
Stakeholders
 Project Team or Project Staff
 The people who actually do the work that goes
toward meeting the scope of the project.
 Can be analysts, programmers, technical
writers, construction personnel, testers, etc.
 Project Manager assumes that they know
enough to manage their own workload without
the need for micromanagement. If team
members are unclear about their workload,
they can contact the Project Manager for
direction.
47
Stakeholders
 Senior Manager
 Role on the project is to help prioritize
projects and make sure the project
manager has the proper authority and
access to resources.
 Issues strategic plans & goals and makes
sure that the company's projects are
aligned with them.
 May be called upon to resolve conflicts
within the organization.
48
Stakeholders
 Functional Manager
 Departmental manager such as the manager of
engineering, director of marketing or information
technology manager.
 Usually "owns" the resources that are loaned to the
project, and has human resources responsibilities
for them.
 May be asked to approve the overall project plan.

 Functional managers can be a rich source of
expertise and information available to the project
manager and can make a valuable contribution to
the project.
49
Project Phases
A collection of logically related project activities usually culminating in the
completion and approval of a major deliverable.
Example of a Single-Phase Project
50
Project Management Process Groups
 Project management life cycle: describes what is required to manage the
project and follows PMI’s process groups (i.e. Initiating, planning, execution, control
and closeout).
Initiate
Plan
Execute
Control
Close Out
51
Project Management Process Groups
 Project management processes are mapped onto the lifecycle and organized into
groups:
Monitoring • Formalizes the

• Defines and Planning • Integrates
authorizes the and Control acceptance of
people and a project,
project or a • Defines and other • Measures
project phase. project phase,
refines resources to project or termination
objectives, and implement the progress to of the project.
the course of project identify
action required management variances from
to attain the plan. the plan.
scope of the
project.
Initiating
Execution Closing
The process groups are linked by the results
they produce; the results of one process
group becomes input to another.

52
Project Management Processes
A process is “a series of actions bringing about a result”
Tools and
Input Techniques Output
Process 1
Tools and
Input Techniques Output
Process 2
53
54
Initiating Process Group
 The initiating processes formally start a
Business need
new project or project phase by officially
authorizing the project and providing the Begin a new
Project has so
many problems
phase of the that you re-
project manager with the information project evaluate the
business need
necessary to begin the project.
Initiating
 In well-run organizations, there is a formal Process
project selection process or established Group
selection criteria.
 Once a project is selected, it is chartered  Project manager is assigned.
and, therefore, authorized.

 Stakeholders and the strategy to
manage are identified.
 The project charter is issued.
55
PROJECT MANAGEMENT PROCESSES September 2015
Planning Process Group
 Project planning determines whether
the objectives as stated in the Project
initiating is
project charter can be achieved, completed
as well as how the project will be

accomplished, and addresses all
appropriate project management Planning
processes and knowledge areas. Process
Group
 Project management plan
 Project documents.
56
Executing Process Group
 The executing process is a
Integrated change
process group that refers to Project planning is control results in a
completed changed project
management plan
integrates people and other
resources to implement the
Executing
project management plan and to Process
Group
meet the project objectives
 Executing means executing the project management

plan or the latest revision of the project management
plan.
 The focus is on managing people, following

processes, and distributing information.
57
Monitoring and Controlling Process Group
 Monitoring and controlling
means measuring the Project initiating
Deliverables to review the
performance of the project charter
Project
executing to
project to the project repair defects
Work and implement
management plan and performance approved
data changes,
including
approving change corrective or
preventive
requests, including actions.
recommended corrective Requested changes, Monitoring

including
and Project closing if
recommended the project is
and preventive actions corrective and
preventive actions
Controlling completed or
and defect repair Process terminated
Group
and defect repair from all sources
 A project manager spends time and focused

effort controlling scope, time,
communications, risks, etc
58
Closing Process Group
 The closing process is a process
group that refers to those processes Project Phase Procurement
is complete is complete
that have been conducted to formally
terminate and conclude all tasks,
Project or
activities, and component parts of a Project is
procurement
complete
Closing is terminated
particular project, or phase of a Process
Group
project.
 The final step of the closing process will then typically

involve either the transfer, acceptance, and
approval of the final deliverables to the assigning
party, or, in the event the activity did not end up
taking place, initiating and completing the
cancellation process.
59
‫المجاالت المعرفية إلدارة المشاريع‬
‫إضافة إلى مجموعات العمليات‪ ،‬تصنف العمليات أي ً‬
‫ضا حسب المجاالت المعرفية العشرة‬
‫المذكورة في دليل ‪:PMBOK‬‬
‫• إدارة تكامل المشروع‪ .‬تشمل العمليات واألنشطة الالزمة لتحديد وتعريف وتجميع‬
‫وتوحيد وتنسيق العمليات المختلفة وأنشطة إدارة المشاريع في مجموعات عمليات‬
‫إدارة المشاريع‪.‬‬
‫• إدارة نطاق المشروع‪ .‬تشمل العمليات الالزمة للتأكد من أن المشروع يشتمل على‬
‫جميع األعمال المطلوبة‪ ،‬والعمل المطلوب فقط‪ ،‬إلكمال المشروع بنجاح‪.‬‬
‫• إدارة الجدول الزمني للمشروع‪ .‬يشمل العمليات الالزمة إلدارة استكمال المشروع‬
‫في الوقت المناسب‪.‬‬
‫• إدارة تكلفة المشروع‪ .‬تشمل العمليات المشاركة في تخطيط التكاليف وتقديرها‬

‫مل المشروع في حدود الموازنة‬
‫يستك َ‬
‫ُ‬ ‫ووضع ميزانياتها وتمويلها وإدارتها وضبطها بحيث‬
‫المعتمدة‪.‬‬
‫• إدارة جودة المشروع‪ .‬تشمل العمليات الالزمة لدمج سياسة الجودة الخاصة‬
‫بالمؤسسة فيما يتعلق بتخطيط وإدارة وضبط المشروع ومتطلبات جودة المنتج من أجل‬
‫تلبية توقعات المعنيين بالمشروع‪.‬‬
‫‪60‬‬
‫• إدارة موارد المشروع‪ .‬تشمل عمليات تحديد الموارد الالزمة لالستكمال الناجح‬
‫للمشروع والحصول عليها وإدارتها‬
‫• إدارة التواصل بالمشروع‪ .‬تشمل العمليات الالزمة لضمان تخطيط معلومات‬

‫المشروع وجمعها وتوزيعها وتخزينها واسترجاعها والتصرف النهائي فيها في الوقت‬
‫المالئم وبصورة مناسبة‪.‬‬
‫• إدارة مخاطر المشروع‪ .‬تشمل عمليات اجراء تخطيط إدارة المخاطر‪ ،‬والتعرف‬
‫عليها‪ ،‬وتحليلها‪ ،‬وتخطيط االستجابة لها‪ ،‬وتطبيق االستجابة‪ ،‬ومراقبة المخاطر في‬
‫المشروع‪.‬‬
‫• إدارة مشتريات المشروع‪ .‬تشمل العمليات الالزمة لشراء أو جلب المنتجات و‬

‫الخدمات أوالنتائج الالزمة من خارج فريق العمل‪.‬‬
‫• إدارة المعنيين بالمشروع‪ .‬تشمل العمليات الالزمة لتحديد األفراد أو المجموعات‬

‫أو المؤسسات التي قد تؤثر أو تتأثر بالمشروع‪ ،‬وتحليل توقعاتهم وأثرهم على‬
‫المشروع‪ ،‬باإلضافة إلى وضع استراتيجية إدارة مناسبة إلشراك المعنيين بفعالية‬
‫في قرارات المشروع ومتابعة التنفيذ‬
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 THE ROLE OF THE PROJECT MANAGER
A simple analogy may help in understanding the roles of a project manager for a
large project by comparing them to the roles of a conductor for a large orchestra:
 Membership and roles.
 Responsibility for team.
 Knowledge and skills.
 PROJECT MANAGER COMPETENCES

 Technical project management. The knowledge, skills, and behaviors related
to specific domains of project, program, and portfolio management.
 Leadership. The knowledge, skills, and behaviors needed to guide, motivate,
and direct a team, to help an organization achieve its business goals.
 Strategic and business management. The knowledge of and expertise in the
industry and organization that enhanced performance and better delivers
business outcomes.
 PERFORMING INTEGRATION
 At the process level
 At the cognitive level
 At the context level 64
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Feedback (Q&A)
THANK YOU
Duration
15 min.
70

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Project Management Professional (PMP)

Intro+ Environment+ PM Role

Mohamed Ali Mohamed, PhD, PMP, ITIL, CBA

‫رئيس دائرة المشاريع – وزارة االتصاالت و التقانة – دمشق‪.‬‬ ‫•‬

‫الشهادات االحترافية الدولية‬

 Dedicate the right time to do your homework well-done.

 Communicate effectively with colleagues.

This course will rely on PMBOK “Project

 Provides a common language.

 Serves as a reference resource.

It describes the project management processes,

1. 35 hours of project management education

 You will get these at the end of this course.

– 4500 hours of PM Experience

• Three years within the last eight years

 High School Graduate

– 7500 hours of PM Experience

• Five years within the last eight years

 Passing score is 106 out of 175 questions approx. 61%

 May use assistant language

 Requires memorization & understanding of Inputs/Outputs/ Tools & Techniques

Project Management is accomplished through the appropriate application and

Option Initial Subscription PMP Exam Fees

Gain 60 PDUs each 3 Years

Extra fees for Exam reschedule USD$70

1. Developing a new product or Service.

3. Developing or acquiring a new or modified information System,

4. Constructing a building or infrastructure ,or

5. Social Development –Support Project

 Each project must have at LEAST one objective.

 Project objective MUST follow the SMART rule;

• Ensure the project is completed on

• Ensure the project is completed

• Effectively identify, analyze and

• Ensure the project will satisfy the

• Effective usage of needed resources

 Performed by people.  Operations do NOT have any timelines.

 Planned executed and controlled.  Objective of Operations is usually to

 Objective of a project is to attain the

meet the project requirements.

 Managing a project includes:

 Establishing clear and achievable objectives.

 the 49 logically grouped

 the 5 PROCESS GROUPS

 Program management is the application of knowledge, skills, tools, and techniques

control not available by managing projects individually.

 Portfolio Management is the selection and support of projects or program

 Portfolio Management is important because :

 It satisfies the strategic business

 Helps in selecting of appropriate projects

and programs to maximize the value

management of projects under its domain.

 There are several types of PMO structures in organizations:

 Supportive: Provide provide a consultative role to projects by supplying

 One of the main forms of influence is how the company is organized.

Functional Functional Functional

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Project Manager Project Manager Project Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff