Professional Documents
Culture Documents
• Introduction
• PMP Exam Prep, Rita’s Course in a Book for passing the PMP Exam
Sixth Edition
© 2009 Rita Mulcahy, PMP
1 – INTRODUCTION
What is Project?
• A project:
– Has a unique purpose
– Is temporary
– Is developed using progressive elaboration
– Requires resources, often from various areas
– Should have a primary customer or sponsor
• The project sponsor usually provides the direction and funding
for the project
– Involves uncertainty
Project vs. Operational Work
Projects Operations
• To attain its objectives and terminate • To sustain the business
• Create own character, organization, and • Semi permanent charter, organization,
goals and goals
• Catalyst for change • Maintain status quo
• Unique product or services • Standard product or services
• Heterogeneous teams • Homogeneous teams
• Start and end date • Ongoing
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
What is Project Management?
• The application of knowledge, skills, tools and technique to project activities to
meet project requirements
•
Project Constraints
• Every project is constrained in different ways by its:
– Scope
– Schedule/Time
– Cost/Budget
– Quality
– Resources
– Risk
The Triple Constraint
or
The Trade-off Triangle
SCOPE/QUALITY
• If any one factor changes, at least one other factor is likely to be affected.
• It is the project manager’s duty to balance these competing constraints.
Projects and Strategic Planning
• Projects are means of
– Achieving organization’s strategic plan.
– Organizing activities that cannot be addressed within the organizations normal
operational limits.
– Project scope management involves defining and managing all the work required to
complete the project successfully.
– 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.
Project Management Knowledge Areas
• Four facilitating knowledge areas are.
– Project human resource management is concerned with making effective use of the
people involved with the project.
– Project communications management involves generating, collecting, disseminating,
and storing project information.
– Project risk management includes identifying, analyzing, and responding to risks
related to the project.
– Project procurement management involves acquiring or procuring goods and
services for a project from outside the performing organization.
– Project Management
– Program Management
– Portfolio Management
Portfolio
PMO
Projects & Operation
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.”
• A program manager provides leadership and direction for the project managers
heading the projects within the program.
• ADVANTAGES
– Decreased risk
– Economies of Scale
Portfolios and Portfolio Management
• Home for project managers: Maintain a centralized office from which project
managers are loaned out to work on projects.
• Project managers strive to meet the triple constraint by balancing project scope,
time, and cost goals
• 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
Project Expediter and Coordinator
• Project manager’s role can very limited
• Project Expediter
– acts primarily as a staff assistant
– as communications coordinator.
– cannot personally make or enforce decisions.
• Project Coordinator
– has some power to make decisions
– Has some authority
– reports to a higher-level manager
Stakeholders
• Stakeholders are persons or organizations who are actively involved in the
project or whose interests may positively or negatively affected by the
performance or completion of the project.
• Project management team must continuously identify both external and internal
stakeholders
Projectized
• Entire company is organized by
projects
• Personnel are assigned and
report to a project manager
Types of Organizational Structures (2)
Weak Matrix
• Power rest with the functional
manager
• Power of project manager =
coordinator or expediter
Balanced Matrix
• Power is shared between the
project manager and the
functional manager
Types of Organizational Structures (3)
Strong Matrix
• Power rest with the project
manager
• Composite
Organizational Structure
Monitoring &
Controlling Processes
Planning
Processes
Executing
Processes
Project
Boundaries
Process Interaction
I P
• Project management
E processes are
represented as discrete
elements with well-defined
M&C C interface