00 PMP Basisi

Introduction and
PMI framework
Table of Contents
11.What’s a Project & Project Management?

22.The Environment in Which Projects Operate.
33.Business Environment & Business Documents.
44.Product and Project Life Cycles.
55.PMI Framework & Pm Processes.
• PMI Framework
• PM Processes
• PM Common T&T
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What’s a Project
& Project
Management?
Lesson 1
Lesson 1 What’s a Project?
the definition of a project
A temporary group of related tasks undertaken to create a unique product, service, or result
A project has three Major characteristics: Unique, Temporary & Progressively elaborated
• Unique: A different product. service, or result is being created by the project (e.g.,
construction of a shopping mall is a project but manufacturing car parts is not a project).
• Temporary: A project has a definite beginning and end; the project completes once
objectives are achieved. Ongoing and administrative work in departments like Human
Resource, Manufacturing, and Finance, are not projects.
• Progressively elaborated: The project scope is broadly described early in the project and
made more explicit as the project progresses. So progressive elaboration is working on a
project in steps and continuing with increments.
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What’s a Project
A Project Is Not Operational Work
Sometimes Called Business As Usual (BAU)
• Operational work is part of the standard organization’s structure, roles and

responsibilities.
• The outcome of Operational work won’t deliver organizational change and won’t deliver
new benefit to the business – just ongoing agreed benefits
Exercise
Categorize each entry according to its type, by putting a cross in the second or third column:
Description Project Operations
Setting up a car wash operation

Monitoring the team to ensure weekly targets are met
Production of the Performance Report for Quarter 4
Redesign of the web site to incorporate a new fulfilment mechanism
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What’s a Project
So What Is A Program? & What is A Portfolio?
Program A Definition of a program is “……. A Group of related projects and program

activities that are Co-ordinated and managed as a unit such that they
achieve outcomes and realize benefits that are of strategic importance.”
A program is a group of projects. Their management is coordinated

because they may use the same resources, the results of one project
feed into another.
Portfolio A Portfolio is a Group of projects and programs carried out under the
sponsorship of an organization
Portfolios can be managed at an organizational or functional level
Portfolio Management is the Selection and Management of all of an

organization’s projects, programs and related business – as – usual
activities taking into account resource constraints
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What’s a Project
portfolio Structure
PORTFOLIO MANAGEMENT
Strategic Objectives and Targets
Strategic Benefits
Program A Program B
Project A Project B Project C Project D Project E

Sub-Project A1 Sub-Project B1
Business as usual
Sub-Project A2 Sub-Project B2
…often used by senior management seeking a mix of projects & programs to deliver
strategic objectives constrained by limited resources…
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What’s a Project
exercises
1 Identify which of the following is a project, operation, program, or portfolio:
A. Maintaining the IT infrastructure of the immigration division of the government.

B. Creating a new search engine for the company’s customer service department.
C. $100 million IT outsourcing projects from manufacturing companies.
D. Design of a new car model.
E. Development and launch of a NASA satellite.
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What’s a Project
Constraints and Assumptions
Constraints are anything that either restricts or dictates the actions of the project team.
The original triple constraint of time, cost and Scope has been expanded:
Schedule
TIME
Expanded
SCOPE COST Benefits
They ALL INTERACT – use for planning and changes

Resources
These constraints MUST be Prioritized and Discussed with Management
…as a project manager, one of your most challenging jobs is to balance the project constraints
while meeting the expectations of your stakeholders…
Assumption are conditions that are presumed to be true and they should be validated
whenever possible
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What’s a Project
What is project Management ?
“Project Management is using skills, Knowledge, and Tools/ Techniques to satisfy Project
Requirements”
Knowledge = Project Management Knowledge
Tools & Tech = how knowledge will be implemented
Skills = Personal Skills
• It’s NOT a software package!

• It’s NOT just “Managing”
• It IS a Process, a Science, and an Art
The Project Manager Ultimately responsible for the

output of the project
Fix Carry out

Problems Responsibilities
Empowered to use organizational resources
Authorized decision-maker
11
What’s a Project
the project management skill- set
LEADERSHIP COMMUNICATION
Setting the direction, and Exchanging information

aligning people to that clearly and correctly is
direction – then motivating and critical to the success of
inspiring them to commit the project
PROBLEM SOLVING
INFLUENCING
The ability to define the
Gaining an outcome
problem and deal with the
formally without
factors that contribute to or
necessarily having
cause the problem
formal power
NEGOTIATING
Working to reach a mutual

win/win outcome that is
sustainable for all parties
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What’s a Project
Project Stakeholders
Project Stakeholders are people, groups, or organizations:

❑ who are actively involved in the project or
❑ Whose could impact or be impacted by the project (positively or negatively).
Examples of negatively impacted stakeholders are:

• People who will be displaced because of the construction of a new dam.
• People who will lose their jobs because a new project.
The Project Manager and The project management team:
A The Project Manager: Is the person assigned by the performing organization

to lead the team that is responsible for achieving the project objectives.
B Project Management team: is a part of the project team. It includes the

project manager and a few other key team members who are directly
involved in managing the project.
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What’s a Project
The most important Stakeholders that the project manager should work to satisfy
them and succeed in engaging them in the work
A Functional manager: focuses on providing management oversight for a functional

or business unit.
B Operations managers are responsible for ensuring that business operations are
efficient.
C The Project Sponsor

Provides resources and support for the project and is ultimately accountable for
success; also serves as an escalation point for important issues.
D Customer E User
Acquires the project’s Directly uses the
product, service, or result. project’s product.
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What’s a Project
The project management team

Role of the Project Manager, Project Team, and Project Sponsor
Given below are the key roles of the project manager, project team, and the project sponsor:
Project Sponsor
The key role of a project sponsor is to protect the project team from unnecessary
changes and loss of resources.
Project Manager
The key role of a project manager is to integrate various activities of the project.
Project Team
The key role of a project team is to concentrate on completing the project activities.
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What’s a Project
Thinks and answer

• Customers and users may be ……………. or external
• At times, the same person or organization may play multiple stakeholder ………., e.g., the spon-
sor and the ……………….. may be the same.
• Stakeholders exert influence over the project, its ………………., and project team
members.
• The project manager must try to identify all stakeholders, both positive and negative and deter-
mine all their …………………….
• The project manager must aim to find …………………… to differences between different stakehold-
ers. In general, differences among stakeholders must be resolved in favor of the customer.
• Involving stakeholders in the project phases improves ………………….. of satisfying

customer requirements and ensures the buy-in or shared ownership of the project by the stake-
holders.
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What’s a Project
Project Management Activities

A Day In The Life Of A Project Manager
We can categorize everything a project manager does every day into three categories:
1 Identifying project
requirements: 2 Managing stakeholders: 3 Balancing project constraints:
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What’s a Project
Tailoring
Usually, project managers apply a project management methodology to their work.
A methodology is a system of practices, techniques, procedures, and rules.
The appropriate project management methodology should be selected to manage a

project. This selection activity is known as tailoring project management to the project.
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.
The project manager tailors the approach for managing project constraints based on the
project environment, organizational culture, stakeholder needs, and other variables.
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The Environment
in Which Projects
Operate
Lesson 2
The Environment
Lesson 2 in Which Projects Operate
Environmental Factors - 1
Enterprise Environmental Factors - Factors outside of the project itself that have, or may
have, significant influence on the success of the project...
These are the organization's culture and existing systems that the project will have to
deal with, work within, or make use of
Organizational
An organization’s styles and structures influence how
culture And
project work is carried out (for example delegation)
structure
Industry Regulatory, quality, product, workmanship, safety, etc.- these are some
standards examples of the standards that the project may need to work within …..
Refers to the organization's facilities, capital equipment, information

Infrastructure
technology, services, etc.
Human Resources Existing staff’s skills, knowledge, and experience
Personnel Guidelines for hiring, firing, training, development, and employee

Administration performance reviews
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The Environment in which projects operate
Environmental Factors - 2
Organizational work
How the work of the project is authorized
authorization system
Marketplace Supply-and-Demand theories apply here along with other

conditions economic and financial factors
Stakeholder risk
The level of risk stakeholders are willing to take on
tolerance
Commercial databases Industry specific information such as risk, competition, etc.
Typically software-based that allows you to schedule activities and

Project Management
resources, manage and control, and collect/distribute project
information systems
information
...all these factors will influence how you manage the project — and in some cases, affect
the outcomes of the project...
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Organizational Process Assets
Tools and historical data that odd value to the

project…..can be very useful for starting a new 1. Policy
project or reviewing a project at key points….
These are the organization’s processes, 2. Processes & Procedures
procedures and historical information. These 3. Corporate Knowledge Base
help the project benefit from past company
experience
Many project managers don’t understand the role of lessons learned. The following graphic
helps to explain their function
Other Current
Projects
Lessons Learned
Recorded in Project
Company Your Project Lessons
Organizational Learned Update Company
Process assets Organizational
Process assets
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Influences
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Business
Environment
& Business
Documents
Lesson 3
Business Environment
Lesson 3 & Business Documents
Project Business Environment
Project Initiation Context:

• Organizational leaders initiate projects in response to factors acting upon their
organizations. There are four fundamental categories for these factors (shown in the
figure), which illustrate the context of a project.
• Projects provide the means for organizations to successfully make the changes necessary
to deal with these factors.
• These factors ultimately should link to the strategic objectives of the organization and the
business value of each project.
why projects be initiated?
Meet Regulatory, Legal, Satisfy Stakeholder

or Social Requirements Requests or Needs
Project
Create, Improve, or Fix Implement or Change

Products, or Processes, or Business or
Services Technological Strategies
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Business Environment & Business Documents
Project Business Environment

PROJECT CHARACTERISTICS AND BUSINESS VALUE
1. Projects drive change in organizations.
❖ From a business perspective, a project is aimed at moving an organization from one

state to another state in order to achieve a specific objective.
❖ Before the project begins, the organization is commonly referred to as being in the
current state. The desired result of the change driven by the project is described as the
future state.
❖ The successful completion of a project results in the organization moving to the future
state and achieving the specific objective.
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2. Projects enable business value creation.
❖ A Project has an output (unique product, service or result).
❖ the result of the change derived from using the project's outputs is an Outcome which
defined in advance
❖ Outcome will deliver benefit to the business
EXAMPLE
Output New sales system

Outcome Sales orders are processed more quickly and accurately
Costs are reduced by 10%, volume of sales orders increased by 15% and
Benefits
revenue increased by 10% annually.
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• The benefit from projects may be tangible, intangible, or both.

o Examples of tangible elements include:
✓ Monetary assets,
✓ Stockholder equity, and
✓ Market share.
o Examples of intangible elements include:
➢ Goodwill,
➢ Brand recognition,
➢ Trademarks,
➢ Strategic alignment, and
➢ Reputation.
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❖ Benefits will contribute to meeting a business strategy Project

PROJECT CHARACTERISTICS❖AND BUSINESS
Assuming VALUE
strategic alignment is achieved, the realized
benefits should translate into an increase in value.
Output
❖ Benefits will
❖ PMI defines business value as the net quantifiable benefit
contribute to meeting
derived fromaa business strategy
business endeavor.
Project
❖ business value is proportional to the ratio of benefits Used by
❖ Assuming strategic alignment is achieved, the realized
resulted from the product, to the cost of creating the Organization
benefits should translate into an increase
product. in value.
Value = Benefit/Cost
❖ The goal is not maximizing benefits, but to maximize value,

Output
❖ PMI defines business value and
as consequently
the net quantifiable
optimize benefits.benefit Outcome
derived from a business endeavor.
❖ business value is proportional to the ratio of benefits Used by

Strategic
Alignment
resulted from the product, to the cost of creating the Organization
product. Value = Benefit/Cost
Benefits
❖ The goal is not maximizing benefits, but to maximize value,
and consequently optimize benefits. Outcome
Quantifiable
Value
Strategic
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Alignment
------------------
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- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Quantifiable
-------------------
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Value
----------------
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BUSINESS JUSTIFICATION
BUSINESS JUSTIFICATION
❑ At the start of any project, the client will have an idea of what the project is intended to
❑ At the start of any project, the client will have an idea of what the project is intended to
achieve. On the other hand,
achieve. On thethe
otherseller also
hand, the has
seller also the business
has the reasons
business reasons of this
of doing doing this project.
project.
❑ As a project manager, you should take the enough time to gather and analyze the
❑ As a project manager, you should take the enough time to gather and analyze the
business needs/requirements to understand the main output, outcome and key benefits
business needs/requirements to understand
and also to understand the about
as much as possible mainhow output,
these willoutcome and
be delivered in key benefits
practice.
and also to understand as much as possible about how these will be delivered in practice.
❑ Embarking on the project without a clear idea of the business objectives and the benefits
can easily become a waste of time and effort.
❑ Embarking on the project
❑ The finalizedwithout a clear idea
business requirements of the
represent business
an agreement objectives
between andanthe benefits
all those with
can easily become a waste of time and effort.
interest in the project (the stakeholders) and should help them understand the totality of
what to expect once the project is completed, and will ensure that the end-product does
❑ The finalized business requirements
actually represent
deliver the expected antheagreement
outcomes and target benefit tobetween
the business.all those with an
interest in the project (the stakeholders) and should help them understand the totality of
what to expect once the project is completed, and will ensure that the end-product does
actually deliver the expected outcomes and the target benefit to the business.
Customer
Project Seller or Service
Provider
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Project should be compliant
One of the greatest challenges in projects is the need to comply with certain rules and
regulations, both internal and external to the organization executing them. Traditionally,
compliance is documented as requirements (typically non-functional) during the project
planning phase; however, there are organizational elements that make this compliance
even more complex.
❑ PMI added an additional layer to the traditional practices of project management to

achieve greater visibility of compliance aspects. the use of the concept of “compliance”
emerged as the best choice to achieving positive results.
❑ Compliance is a term that can be used to describe the need for projects to match certain
rules, regulations, or standards, in correspondence with certain requirements of
stakeholders in the project.
❑ For example, it is assumed that a project deploying technological components must comply
with the security policies established in the organization, according to ISO-27000 standards.
It is assumed that the organization has a corporate strategy in accordance with these
standards. This means that there are policies and documented procedures and that the
implications of any technological implementation are clearly known.
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33
Project Management Business Documents
Project Business Documents:
❑ Project Business Case.
❑ Project Benefits
Management Plan.
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Business Case
The Business Case answers Creating the Business case is

01 02
questions like: The process of defining:
• Why are we doing this
• the business need.
project?
• analyzing the situation.
• What are the business
• making recommendations.
reasons?
• and defining evaluation.
• What are the benefits for
the organization?
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Project Benefits Management Plan
❑ The project benefits management plan is the 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.
❑ Benefits must be known, clear, and measurable, and the benefits need to be delivered.
The benefits management plan describes key elements of the benefits and may
include but is not limited to documenting the following:
• Target benefits • Metrics

• Strategic alignment • Assumptions
• Timeframe for realizing benefits • Risks
• Benefits owner
The benefits management plan and the project management plan include
• a description of how the business value resulting from the
01 project becomes part of the organization’s ongoing operations,
• including the metrics to be used. The metrics provide verification
of the business value and validation of the project’s success.
Development and maintenance of the project benefits management plan is an

02 iterative activity.
The project manager works with the sponsor to ensure that the project charter,
03 project management plan, and the benefits management plan remain in
alignment throughout the life cycle of the project.
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Project Success Measures
❑ One of the most common challenges in project management is determining whether or

not a project is successful.
❑ Traditionally, the project management metrics of time, cost, scope, and quality have
been the most important factors in defining the success of a project.
❑ More recently, practitioners have determined that project success should also be
measured with consideration toward achievement of the project objectives.
❑ Project success may include additional criteria linked to the organizational strategy and
to the delivery of business results.
❑ It is critical to clearly document the project objectives and to select objectives that are
measurable. Three questions that the key stakeholders and the project manager should
answer are:
▪ What does success look like for this project?
▪ How will success be measured?
▪ What factors may impact success?
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Project Manager’s Strategic and Business Skills

Strategic And Business Management Skills involve the ability to see the high-level overview
of the organization and effectively negotiate and implement decisions and actions that
support strategic alignment and innovation.
The following are skills from the list that relate to this area:
❑ Benefits realization ❑ Situational awareness

❑ Business acumen ❑ Customer satisfaction metrics
❑ Decision-making ❑ Relationship management
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38
Product and
Project
Life Cycles
Lesson 4
Lesson 4 Product & Project Life Cycles
Project Life Cycle & The PM Process
Product Life Cycle
❑ A product life cycle is undertaken to

launch a product.
❑ A product life cycle may have
several projects and operations.
❑ The product phases are generally
sequential and non-overlapping,
e.g., a project undertaken to design
a new desktop computer is only
one phase in the product life cycle.
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Product & Project Life Cycles
Project Life Cycle
❑ A project life cycle includes all the phases required for a project to create a product,
service, or result, e.g.
❑ The project life cycle is industry specific and can be different for each project.
❑ It includes the transitional activities at the beginning and end of the project.
❑ The project life cycle is divided into project phases.
❑ Project phases are mainly completed sequentially, but they can overlap in some project
situations. Therefore; The two basic types of relationships are a) sequential and b)
overlapping.
❑ The number of phases depends on the project complexity and the industry.
❑ Each phase has a specific deliverable, or multiple deliverables, that marks the end of
the phase.
❑ Phase Gate
✓ A phase-end review allows those involved with the work to determine
whether the project should continue to the next phase. Based on this
information, a go or no-go decision can be made at the end of the phase.
✓ A phase-end review can also be used to terminate the project if necessary.
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Factors that increase throughout the project,

then decrease sharply when the project nears completion:
»» Cost of the project

»» Resource levels / usage
»» Probability of successfully completing the project

»» Cost of changes
»» Cost of repairing defects
»» Uncertainty about the project (Risk)

»» Stakeholders’ influence or ability to change the project’s product.
»» Stakeholders’ influence or ability to change the cost of the project
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Project Management Life Cycle
Product Life Cycle
Operation
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PMI Framework &
PM Processes
Lesson 5
Lesson 5 PMI Framework & PM Processes
General Concept
as per the PMI, if you want to manage your project successfully,

you should implement these 49 processes or most of them. This
refers to a PMI project management framework.
Each process has pre-requisites (known as inputs), tools and techniques

you can use to actually do the process, and then outputs: one of more
things that you get as a result of having done the process.
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PMI FRAMEWORK & PM PROCESSES
Project Management Phases and Themes
The PMI has categorized these 49 processes by two different ways:

» Professional fields or Knowledge Areas
» The project management life cycle stages or Process Groups
So What Exactly is the DIFFERENCE Between
Knowledge Areas Process Groups help you apply Process Groups

what knowledge you have
They cover what
about the different professional They cover what
you need to you need to DO
KNOW areas of project management.
They let you take your
knowledge and step you and
your team through exactly what
you have to do at each point.
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Project Management Processes Chart
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49
PMI Framework
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50
PMI Framework Relations - (mkamal Chart)
Integration
Risk
Risk
Time Resources
Scope
Requirements Work Procurement

Communication with
Cost (Project Information)
Quality
Risk Stakeholders
Planning
Initiation Execution Closing
Monitor & Control
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Project Management Process Groups
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---------------------------
Initiating
Process Groups – Multiple Phase

START
---------------------------
---------------------------
---------------------------
Planning
---------------------------
----------------------------
STAGE ONE
---------------------------
Monitoring &
Controlling
Executing
---------------------------
---------------------------
---------------------------
---------------------------
Closing
FINISH
----------------------------
---------------------------
---------------------------
GATE
---------------------------
Initiating
---------------------------
START
----------------------------
---------------------------
Planning
---------------------------
• Installation Phase
• Test Phase
• Design Phase
For Example:
STAGE TWO
---------------------------
---------------------------
Monitoring &
Controlling
---------------------------
Executing
----------------------------
---------------------------
---------------------------
Closing
FINISH
---------------------------
---------------------------
53

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Introduction and

11.What’s a Project & Project Management?

the definition of a project

A Project Is Not Operational Work

Sometimes Called Business As Usual (BAU)

• Operational work is part of the standard organization’s structure, roles and

Description Project Operations

Setting up a car wash operation

So What Is A Program? & What is A Portfolio?

Program A Definition of a program is “……. A Group of related projects and program

A program is a group of projects. Their management is coordinated

Portfolios can be managed at an organizational or functional level

Portfolio Management is the Selection and Management of all of an

Strategic Objectives and Targets

Project A Project B Project C Project D Project E

A. Maintaining the IT infrastructure of the immigration division of the government.

Constraints and Assumptions

They ALL INTERACT – use for planning and changes

These constraints MUST be Prioritized and Discussed with Management

What is project Management ?

Knowledge = Project Management Knowledge

Tools & Tech = how knowledge will be implemented

Skills = Personal Skills

• It’s NOT a software package!

The Project Manager Ultimately responsible for the

Fix Carry out

Empowered to use organizational resources

the project management skill- set

Setting the direction, and Exchanging information

Working to reach a mutual

Project Stakeholders are people, groups, or organizations:

Examples of negatively impacted stakeholders are:

The Project Manager and The project management team:

A The Project Manager: Is the person assigned by the performing organization

B Project Management team: is a part of the project team. It includes the

A Functional manager: focuses on providing management oversight for a functional

C The Project Sponsor

The project management team

Thinks and answer

• Involving stakeholders in the project phases improves ………………….. of satisfying

Project Management Activities

A methodology is a system of practices, techniques, procedures, and rules.

The appropriate project management methodology should be selected to manage a

Refers to the organization's facilities, capital equipment, information

Human Resources Existing staff’s skills, knowledge, and experience

Personnel Guidelines for hiring, firing, training, development, and employee

Marketplace Supply-and-Demand theories apply here along with other

Commercial databases Industry specific information such as risk, competition, etc.

Typically software-based that allows you to schedule activities and

Organizational Process Assets

Tools and historical data that odd value to the

Project Business Environment

Project Initiation Context:

why projects be initiated?

Meet Regulatory, Legal, Satisfy Stakeholder

Create, Improve, or Fix Implement or Change

Project Business Environment

1. Projects drive change in organizations.

❖ From a business perspective, a project is aimed at moving an organization from one

PROJECT CHARACTERISTICS AND BUSINESS VALUE

2. Projects enable business value creation.

❖ A Project has an output (unique product, service or result).