PROJECT MANAGEMENT PROFESSIONAL
Course Content
1. PMP Exam Requirements
2. Exam Content Outline
3. Project management Introduction
4. Project Environments
5. Role of the Project Manager
• Knowledge Areas:
6. Integration management
7. Scope management
8. Schedule management
9. Cost management
10. Quality Management
• Knowledge Areas (Cont’d):
11. Resource Management
12. Communication Management
13. Risk Management
14. Procurement management
15. Stakeholder management
16.PMI code of ethics and Professional
conduct
 CHAPTER 1
INTRODUCTION
ADVANTAGES OF USING FORMAL
PROJECT MANAGEMENT

• Better control of financial, physical, • Higher profit margins

and human resources • Improved productivity

• Improved customer relations • Better internal coordination

• Shorter development times • Higher worker morale

• Lower costs

• Higher quality and increased

reliability
 WHAT DIFFERENCE PMP MAKES IN PROJECT
MANAGEMENT

6
WHAT IS A PROJECT?

A project is “a temporary endeavor undertaken to create a unique product,

service, or result” (PMBOK® Guide, 6TH Edition, 2018).
• has a unique purpose

• is temporary

• is developed using progressive elaboration

• requires resources, often from various areas

• should have a primary customer or sponsor

• involves uncertainty
FUNDAMENTAL ELEMENTS OF PROJECT
• Projects drive change the project moving an organization from one state to another state.

• Projects enable business value creation By create benefits to Organization.

• Benefits may be tangible or intangible or both

• Tangible: money, utility, tools and market share

• Intangible: goodwill, brand recognition, reputation and trademarks

PROJECT INITIATION CONTEXT (Project initiating Factors)

• Meet legal, or social requirements;

• Satisfy stakeholder requests.

• Implement or change business or technological strategies.

• Create, improve, or fix products, processes, or services

WHAT IS PROJECT MANAGEMENT?

Project management is “the application of knowledge, skills, tools and techniques to

project activities to meet project requirements”

Project managers strive to meet the triple constraint (project scope, time, and cost goals) and also facilitate the entire
process to meet the needs and expectations of project stakeholders.
IMPORTANCE OF PROJECT MANAGEMENT
PROPER MANAGEMENT POOR MANAGEMENT
• Meet business objectives; • Missed deadlines,
• Satisfy stakeholder expectations; • Cost overruns,
• Be more predictable; • Poor quality,
• Increase chances of success; • Rework,
• Deliver the right products at the right time; • Uncontrolled expansion of the project,
• Resolve problems and issues; • Loss of reputation for the organization,
• Respond to risks in a timely manner; • Unsatisfied stakeholders, and
• Optimize the use of organizational resources; • Failure in achieving the objectives for which the
• Identify, recover, or terminate failing projects; project was undertaken
• Manage constraints (e.g., scope, quality,
schedule, costs, resources);
• Balance the influence of constraints on the
project (e.g., increased scope may increase cost
or schedule); and
• Manage change in a better manner.
PROGRAM AND PORTFOLIO
Program: group of related projects managed in a coordinated way to obtain benefits and control not available
from managing them individually (PMBOK® Guide, 6th Edition, 2018).

Program Management: is defined as the application of knowledge, skills, and principles to a program to achieve
the program objectives and to obtain benefits and control not available by managing program components
individually (PMBOK® Guide, 6th Edition, 2018)

Portfolio: is defined as projects, programs, subsidiary portfolios, and operations managed as a group to achieve
strategic objectives (PMBOK® Guide, 6th Edition, 2018).

Portfolio Management: Portfolio management is defined as the centralized management of one or more
portfolios to achieve strategic objectives. The programs or projects of the portfolio may not necessarily be
interdependent or directly related. Portfolio managers help their organizations make wise investment decisions by
helping to select and analyze projects from a strategic perspective.
PROGRAM AND PORTFOLIO
RELATION BETWEEN PROJECT, PROGRAM,
PORTFOLIO,& OPERATIONS
• Concerned with ongoing production of goods and/or services
OPERATIONS • Ensures that business operations counties efficiently by using the optimal
MANAGEMENT
resources to transform input to output.

PROGRAM AND PROJECT • Focus on doing programs and projects the “right” way.
MANAGEMENT

PORTFOLIO • Focuses on doing the “right” programs and projects.

MANAGEMENT

• Defined as a framework in which portfolio, program, and project management

are integrated with organizational enablers in order to achieve strategic
ORGANIZATIONAL objectives.
PROJECT MANAGEMENT • Ensure that the organization undertakes the right projects.
(OPM). • Allocates critical resources appropriately.
• Ensure that all levels in the organization understand the strategic vision, the
initiatives that support the vision, the objectives, and the deliverables.
PROJECT LIFE CYCLES
A project life cycle is a series of project phases passes from its start to its completion that defines:
• what work will be performed in each phase
• what deliverables will be produced and when
• who is involved in each phase, and
• how management will control and approve work produced in each phase

The phases may be sequential, iterative, or overlapping

PROJECT PHASES
A project may be divided into any number of The project phases may be established based on :

phases. A project phase is a collection of logically • Management needs;

related project activities that culminates in the • Nature of the project;

completion of one or more deliverables. • Unique characteristics of the organization,

PHASE GATE industry, or technology;

A phase gate, is held at the end of a phase. • Project elements including, but not limited to,

May be called (phase review, stage gate, kill point). A technology, engineering, business, process, or

decision (e.g., go/no-go decision) is made legal; and

• Decision points (e.g., funding, project go/no-go,

Depending on the organization
and milestone review).
PROJECT PHASES

PROJECT MONITORING
PLANNING EXECUTION CLOSING
INITITAION & CONTROL

• Project Charter • Scope & Budget • Status • Performance • Final Deliverable

• Stake Holder • Gantt Chart • KPI • Effort and Cost • Closure Report
Register • Risk and Quality • Quality Metrics Tracking
Plan • Change Control
• Procurement Plan
• Communication
Plans
• Resource Plan
PROJECT LIFE CYCLES
Project Development life cycles can be:

1.Predictive Life Cycles (plan-driven, Waterfall),

2.Incremental Life Cycles

3.Iterative Life Cycles

4.Adaptive Life Cycles (Change-driven)

5.Hybrid Life Cycles

PROJECT LIFE CYCLES
(Also known as fully plan-driven or Waterfall) are ones in which the project scope, and the time
PREDICTIVE and cost required to deliver that scope, are determined as early in the project life cycle as
practically possible (Changes are not welcomed and carefully managed).

The project scope is generally determined early in the project life cycle, but time and cost
ITERATIVE estimates are routinely modified as the project team’s understanding of the product increases
(Allows feedback for partially completed works) (Single Delivery).

The deliverable is produced through a series of iterations that successively add functionality
within a predetermined time frame. The deliverable contains the necessary and sufficient
INCREMENTAL
capability to be considered complete only after the final iteration. (Deliver a Minimum Viable
Product (MVP)) (Multiple delivery).

Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined and
ADAPTIVE approved before the start of an iteration. Adaptive life cycles are also referred to as agile or
change-driven life cycles.

HYBRID Mix of Predictive and Adaptive.

ADAPTIVE PROJECT LIFE CYCLES
Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined and
ADAPTIVE approved before the start of an iteration. Adaptive life cycles are also referred to as agile or
change-driven life cycles.

• Projects on the more adaptive side of the continuum make use of two recurring patterns of project
phase:
• Sequential Iteration-Based Phases
• Continuous Overlapping Phases
ADAPTIVE PROJECT LIFE CYCLES
• Sequential Iteration-Based Phases:
• decomposed into a sequence of phases called Iterations
• Iterations are Timeboxed pre-agreed, consistent duration
• Used in projects with high degrees of complexity, uncertainty, and change
ADAPTIVE PROJECT LIFE CYCLES
• Continuous Overlapping Phases
• continuously pull tasks from a prioritized list of work (Product Backlog)
• perform all of the project management process groups continuously throughout the project life
cycle
PROJECT MANAGEMENT PROCESS
The project life cycle is managed by executing a series of project management activities known as project
management processes. Every project management process produces one or more outputs from one or
more inputs by using appropriate project management tools and techniques. The output can be a
deliverable or an outcome. Outcomes are an end result of a process. Project management processes apply
globally across industries. Processes generally fall into one of three categories:
• Processes used once or at predefined points in the project.
• Processes that are performed periodically as needed
• Processes that are performed continuously throughout the project

INPUTS TOOLS & TECHNIQUES OUTPUTS

PROJECT MANAGEMENT PROCESS GROUPS
INITIATING PROCESS Those processes performed to define a new project or a new phase of an existing project
GROUP by obtaining authorization to start the project or phase.

Those processes required to establish the scope of the project, refine the objectives,
PLANNING PROCESS
and define the course of action required to attain the objectives that the project was
GROUP
undertaken to achieve.

EXECUTING PROCESS Those processes performed to complete the work defined in the project management
GROUP plan to satisfy the project requirements.

MONITORING AND Those processes required to track, review, and regulate the progress and performance
CONTROLLING PROCESS of the project; identify any areas in which changes to the plan are required; and initiate
GROUP the corresponding changes.

Those processes performed to formally complete or close the project, phase, or

CLOSING PROCESS GROUP
contract.
PROJECT MANAGEMENT KNOWLEDGE AREAS
Project Integration Management

Project Scope Management

Project Schedule Management

Project Cost Management

Project Quality Management

Project Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management

Project Stakeholder Management

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PROJECT MANAGEMENT DATA AND INFORMATION

Work performance data. The raw observations and

measurements identified during activities performed to

carry out the project work.

Work performance information. The performance

data collected from various controlling processes,

analyzed in context and integrated based on

relationships across areas

Work performance reports. The physical or electronic

representation of work performance information.

PROJECT MANAGEMENT DATA AND INFORMATION

Work performance data. The raw observations and

measurements identified during activities performed to

carry out the project work.

Work performance information. The performance

data collected from various controlling processes,

analyzed in context and integrated based on

relationships across areas

Work performance reports. The physical or electronic

representation of work performance information.

TAILORING
TAILORING is a selection of the appropriate project management processes, inputs, tools, techniques,
outputs, and life cycle phases.
• Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output
identified.
• Tailoring should address the competing constraints of scope, schedule, cost, resources, quality, and risk.
• The project manager collaborates with the project team, sponsor, organizational management, or some
combination thereof.

TAILORING CONSIDERATIONS
In tailoring project management, the project manager should also
consider the varying levels of governance that may be required
and within which the project will operate, as well as considering
the culture of the organization.
PROJECT BUSINESS DOCUMENTS

A business case provides a justification for a project along with associated risks, situational

analysis, solution options and recommendations. Related assumptions and constraints are also

stated.

A benefits management plan on the other hand documents how and when benefits will be

delivered by the project (usually many will be delivered after the project is completed). Owners

and measures will also be documented apart from risks and assumptions.
BENEFITS MANAGEMENT PLAN

The benefits management plan describes key elements of the benefits and may include
documenting the following:
• Target benefits
• Strategic alignment
• The timeframe for realizing benefits
• Benefits owner
• Metrics
• Assumptions
• Risks
PROJECT SUCCESS MEASURES

• Achievement of the Project Objectives

• Project management metrics: Time, Cost, Scope, and Quality
• Financial Measure Such as:
• NPV (Net Present Value)
• ROI (Return of Investment)
• IRR (Internal Rate of Return)
• PBP (Payback Period)
• BCR (Benefit Cost Ratio)
PROJECT CHARTERS
A project charter is a formal, typically short document that describes your project in its
entirety — including what the objectives are, how it will be carried out, and who the
stakeholders are. It is a crucial ingredient in planning out the project because it is used
throughout the project lifecycle.
The project charter typically documents:
• Reasons for the project
• Objectives and constraints of the project
• Who the main stakeholders are
• Risks identified
• Benefits of the project
• General overview of the budge
PROJECT CHARTERS
PROJECT SUCCESS MEASURES
• Completing the project benefits management plan.
• Meeting the agreed-upon financial measures documented in the
business case.
• Meeting business case nonfinancial objectives.
• Completing movement of an organization from its current state to the
desired state.
• Fulfilling contract terms and conditions.
• Meeting organizational strategy, goals, and objectives.
• Achieving stakeholder satisfaction.
• Achieving agreed-upon quality of delivery.
• Meeting governance criteria.
• Achieving other agreed-upon success measures or criteria (e.g., process
throughout).
AGILE PRACTICES
• Agile is an umbrella term used for different adaptive project life cycle
• Developed for software Engineers but also being used product designers,
doctors, teachers…etc.
• Usually used for:
• High-uncertainty projects
• High rates of change,
• High complexity,
• High risk
AGILE PRACTICES
• Manifesto for Agile Software Development in 2001
• 4 Values
• 12 Principles
• Various Practices
AGILE PRACTICES
• Manifesto Values (4 values)
• Individuals & Interactions over processes and tools
• Working Software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
AGILE PRACTICES
• Manifesto Principles (12 Principles)
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the
customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the
shorter timescale.
4. Business-people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need and trust them
to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-
to-face conversation.
AGILE PRACTICES
• Manifesto Principles (12 Principles)
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity—the art of maximizing the amount of work not done—is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.
AGILE vs. PREDICTIVE
• Agile builds in increment vs. one build at the end
• Agile planning done throughout the project vs. done early in the project
• Customers sees value in increment vs. at the end
• Agile encourages changes vs. discourages changes