TABLE OF CONTENT

1 CAPM AND APPLICATION

2 ORGANIZATION AND PROJECT MANGENT

3 THE BASIC OF PROJECT MANGEMENT

4 PROJECT INTEGATION MANGEMENT

5 PROJECT SCOPE MANGEMENT

6 PROJECT SCHEDULE MANGEMENT

7 PROJECT COST MANGEMENT

8 PROJECT QUALITY MANGEMENT

9 PROJECT RESOURCE MANGEMENT

10 PROJECT RESOURCE MANGEMENT

11 PROJECT COMMUNICATION MANGEMENT

12 PROJECT RISK MANAGEMNT

13 PROJECT PROCUREMNT MANAGEMENT

14
CAPM – CERTIFIED ASSOCIATE IN PROJECT
MANGEMENT

PMI – PROJECT MANGEMENT INSTITUTE

PMI IS AN ORANIZATION

PMBOK – PROJECT MANGEMENT BODY OF

KNOWLEDGE

PMBOK IS THE TEXT BOOK FOR THE CAPM EXAM

A PROJECT IS A TEMPORARY ENDEAVOR
UNDERTAKEN TO CREATE A UNIGUE
PRODUCT, SERVICE OR RESULT

OR

A PLANNED ENDEAVOUR USUALLY WITH A

SPECIFIC GOAL AND ACCOMPLISHED IN
SEVERAL STEPS OR STAGES
ORGANIZATION PROJECT MANGEMENT

Functional
Matrix
Projectized
 FUNCTIONAL ORANIZATION
A functional organization is one where all the staff is organized by their job or
function.
In the functional
organization the project
manager has no authority
because the functional
manager has it all.
 ADVANTAGE of functional organization
Clear reporting relationships

Highly specialized expertise

Easier to manage

Homogeneous groups

Drive for technical excellence

Clear career path

 PROJECTIZED ORANIZATION
The opposite extreme from the functional organization is the projectized
organization. In a projectized organization the resources are organized based upon
the projects to which they are assigned.
AVANTAGES OF PROJECTIZED
Full-time administrative staff with clear accountability

Improves focus

Cost & performance tracking of projects

 Matrix organizations
Matrix organizations combine the elements of both functional and projectized
organizations. The weighting of functional and projectized characteristics allow
matrix organizations to be categorized into three types: Weak, Balanced, and
Strong.
In a weak matrix organization, the project manager has marginally more
power, something incrementally higher than zero.
In a weak matrix organization the title of the project manager is likely to
be that of project coordinator.
 BALANCED MATRIX ORGANIZATION

The absolute middle in the linear continuum of structures is the balanced matrix
organization. The balanced matrix attempts to take the best of both the
functional and projectized organizational structures in equal proportions. The
key “tell” for recognizing a balanced matrix organization is the title of the
project leader, in this case called a project manager, and whom they report to.
In
a balanced matrix organization, the project manager reports to a functional
head.
The balanced matrix organization is the only one where a titled project manager
reports to a functional head. Balanced matrix structures pull resources from
 BASIC OF PROJECT MANAGEMENT
project management is the management of a temporary endeavor undertaken to create a unique
product, service, or result.

PROJECT VS OPERATION

Characteristics of Project
Defined start and end dates

Develops a unique product or service

characteristics of operations
Maintains an existing set of practices

permanent
 PROJECT INTEGRATION MANGEMENT

Project integration management is a high-level that requires the project manger to

mange interdependencies among the other knowledge area

ROLE OF PROJECT MANAGER, TEAM SPONOSOR

Project Manager

The key role of the project manger is to integrate various activities of the project

Project Team

is to concentrate on completing the project activities

 Project Sponsor
The key role of a project is to protect the project team from unnecessary
changes and loss of resource

Project Selection Method

An Organization can undertake a project as a contract or driven by business needs

There should be a formal process for selecting project to ensure that the
limited co-orporate resource
 Project Process Selection Method

Present Value
Net present Value
Internal rate of return
Payback period
Benefit to cost Ratio
Return on investment
Opportunity cost
 PRESENT VALUE

Present value (pv) is the current value of future cash flows.

NET PRESENT VALUE

Net present Value (NPV) is the difference between value of the total benefit (income or
revenue) and the cost over a period of time . Present value of different items combined
gives the NPV

INTERNAL RATE OF RETURN

Internal Rate of Return (IRR) is the rate of discounting (used to reduce future cash
flows to their present value) at which the present value of cost match the present
value of benefits.

PAYBACK PERIOD
Payback period is the number of time periods it take to recover the investment from
the project before profits start accumulating
 BENEFIT COST RATIO (BCR)

Benefit is compares the present value of benefits to the present value of costs.
A benefit cost ratio of more than I means that the benefits are greater than the costs.

RETURN ON INVESTEMENT(ROI)

Return on investment is rate of return on the project normalized by the initial investment
it indicates the profitability of the project

OPPORTUNITY COST

Opportunity cost is the cost related to the next best choice available to after choosing from
among several mutually exclusive choices.it is therefore the opportunity given up by selecting one
project over another
Project management process
Initiating process

Planning process

Executing process

Monitoring & controlling

Closing phase
 PROJECT SCOPE MANGEMNET

Scope refers to all the work involved in creating the deliverables of the project and the
processes used to create them

Product Scope is the features and functions that characterized product services or result

How will it look like

How will it function

What are product features

Project Scope is the work perform to delivery a product, service or result with the
specific features or function

Meeting
Reports
Analysis
Design Document

Define the requirement of Product

Work required to create the product

Define what in the scope and what not

PROJECT SCHEDULE MANGEMENT

Project schedule Management processes are

- Planning
- Define Tasks
- Sequence Tasks
- Estimate Task Duration
- Develop schedule
- Control Schedule
 PROJECT SCHEDULING

- Project scheduling provides a detailed plan

- Serves as a tool for bench marking , communication and managing stake

holders expectation
 PRECEDENCE DIAGRAMMING METHOD

- The precedence Method is a technique used for constructing a project schedule

PRECEDENCE DIAGRAMMING METHOD (PDM) are

SF – Start to Finish
FS – Finish to Start
SS- Start to Start
FF – Finish to Start
 LEAD AND LAGS

- A lead is the amount of time a successor activity can be advanced with respect to a
Predecessor activity

- A lag is the amount of time a successor activity will be delayed with respect to a
predecessor activity

AN ACTIVITY
An activity is a scheduled phase in a project plan with a distinct beginning and end

TASK
Task is an activity that need to be accomplished within a defined period of time by a
deadline to work toward work related goals
In what type of organization is the project coordinator likely to be a part-time position with
almost no administrative support?
A. Balanced matrix
B. Weak matrix
C. Functional
D. Projectized