![1.3 What is project
management?
What is interdependency of constraints?
The relationship among these factors [the constraints] is such
that if any one factor changes, at least one other factor is
likely to be affected.
Example:
For example, if the schedule is shortened, often the budget
needs to be increased to add additional resources to complete
the same amount of work in less time. If a budget increase is
not possible, the scope or quality may be reduced to deliver a
product in less time for the same budget.](https://image.slidesharecdn.com/pmbok4thedition-chapter1-110826170157-phpapp02-241008163639-ca703728/85/pmbok4thedition-chapter1-110826170157-phpapp02-ppt-31-320.jpg)
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pmbok4thedition-chapter1-110826170157-phpapp02.ppt
- 2. Value of PMP Certification 1. One of few certifications for Project Management Adopted by IEEE standards – 1490 Run by PMI, non profit body, you can participate in PMI activities as a member ‐ 2. Proof of Project Management expertise Not easy to get PMP certified Increased Confidence 3. Better Salary PMP credential holders earn an average salary of about 100k 15.6 percent higher than non credentialed colleagues with same experience ‐ 4. More Job Opportunities Desired requirement for a PM job – gets an edge Increasingly essential requirement for a PMO based organization 5. Greater respect from management and colleagues
- 3. Project Manager Positions Project Administrator / Coordinator Assistant Project Manager Project Manager / Program Manager Executive Program Manager Director - PMO V.P. Program Development President - CEO 3
- 4. Project Manager Skills Contemporary Project Management requires the following skills: •Common sense and an ability to think logically. •An ability to work under pressure. •Good time management and organizational abilities. •Excellent diplomatic and negotiation skills 4
- 5. A walk through the course outline
- 6. The 5 Project Management Process Groups Each process is described by (ITTO’s): 17 Inputs Tools & Techniques Outputs
- 7. The 9 Knowledge Areas 18 Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management
- 8. Time Cost Scope Management Management Management Integration Management Quality Management HR Management Risk Communication Procurement Management Management Management Integration Management – pulling it all together
- 9. What if it’s not Integrated? Time Management Cost Management Scope Management Integration Management Quality Management HR Management Communication Management Procurement Management Risk Management
- 10. 1. Project Integration Management Effective integration of the processes required to accomplish project objectives Processes include: 1.project charter development 2.project management plan development 3.project execution 4.monitoring and control of project work 5.Close project 10
- 11. 2. Project Scope Management Defines and controls what is and is not included in the project processes include: 1.scope planning 2.scope definition 3.creation of a Work Breakdown Schedule 4.scope verification 5.scope control 11
- 12. 3. Project Time Management includes processes required for the timely completion of a project processes include 1.defining activities 2.sequencing activities 3.estimating resource activities 4.estimating duration of activities 5.developing the project schedule 6.controlling the project schedule 12
- 13. 4. Project Cost Management planning, estimating, budgeting and controlling costs to ensure the project can be completed within the approved budget processes include 1.cost estimating 2.cost budgeting 3.cost control 13
- 14. 5. Project Quality Management all activities that determine quality policies, objectives and responsibilities for the project to satisfy the needs for which it was undertaken processes include 1.quality planning 2.performing quality assurance 3.performing quality control 14
- 15. 6. Project Human Resource Management processes that organize and manage the project team processes include: 1.human resource planning 2.acquiring the project team 3.developing the project team 4.managing the project team 15
- 16. 7. Project Communications Management activities to ensure project information is timely and appropriately generated, collected, distributed, stored, retrieved and disposed of processes include 1.communications planning 2.information distribution 3.performance reporting 4.managing stakeholders 16
- 17. 8. Project Risk Management Processes to increase the probability and impact of positive events and decrease the probability and impact of negative events •updated throughout the project •processes include 1. risk management planning 2. risk identification 3. qualitative risk analysis 4. quantitative risk analysis 5. risk response planning 6. risk monitoring and control 17
- 18. 9. Project Procurement Management •processes to purchase/acquire the products, services or results needed to perform the project work •includes contract management and change control processes to administer contracts or purchase orders •processes include: 1. planning purchases and acquisitions 2. contract planning 3. requesting seller responses 4. selecting sellers 5. contract administration 6. contract closure 18
- 19. The Four Project Dimensions People Process Product Technolog y 19
- 20. Project Phases All projects are divided into phases All phases together are known as the Project Life Cycle Each phase is marked by completion of Deliverables 20
- 21. Why Do Projects Succeed? – Executive support – User involvement – Experienced project manager – Clear business objectives – Minimized scope – Standard software infrastructure – Firm basic requirements – Formal methodology – Reliable estimates 21
- 23. Introduction What is PMBOK Guide? PMBOK Guide is a recognized standard for the project management profession. What is a standard? A standard is a formal document that describes established norms, methods, processes, and practices. How did it evolve? The knowledge contained in this standard evolved from the recognized good practices of project management practitioners who contributed to the development of this standard.
- 24. Introduction The PMBOK Guide provides guidelines for managing individual projects. The PMBOK Guide defines project management and related concepts, and describes the project management life cycle and the related processes
- 25. 1.2 What is a project? Definition A project is a temporary endeavor undertaken to create a unique product, service, or result. Temporary endeavor with a definite beginning and end. The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists.
- 26. 1.2 What is a project? Definition – “unique” Every project creates a unique product, service, or result. Although repetitive elements may be present in some project deliverables, this repetition does not change the fundamental uniqueness of the project work. An ongoing work effort is generally a repetitive process because it follows an organization’s existing procedures.
- 27. 1.2 What is a project? Examples of Projects Examples of projects include, but are not limited to: Developing a new product or service, Effecting a change in the structure, staffing, or style of an organization, developing or acquiring a new or modified information system, Constructing a building or infrastructure, or Implementing a new business process or procedure.
- 28. 1.3 What is project management? What is Project Management? Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
- 29. 1.3 What is project management? How is project Management accomplished? Project management is accomplished through the appropriate application and integration of the 42 logically grouped project management processes. The 42 project management processes are logically grouped in to five “Process Groups”. These Process Groups are: Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
- 30. 1.3 What is project management? What does a project typically include? Identifying requirements Addressing the various needs, concerns, & expectations of stakeholders as the project is planned & carried out, Balancing the competing project constraints including, but not limited to: Scope, Quality, Schedule, Budget, Resources, and Risk.
- 31. 1.3 What is project management? What is interdependency of constraints? The relationship among these factors [the constraints] is such that if any one factor changes, at least one other factor is likely to be affected. Example: For example, if the schedule is shortened, often the budget needs to be increased to add additional resources to complete the same amount of work in less time. If a budget increase is not possible, the scope or quality may be reduced to deliver a product in less time for the same budget.
- 32. 1.3 What is project management? Constraints – Key points Project stakeholders may have differing ideas as to which factors are the most important, creating an even greater challenge. Changing the project requirements may create additional risks. The project team must be able to assess the situation and balance the demands in order to deliver a successful project.
- 33. 1.3 What is project management? Because of the potential for change, the project management plan is iterative and goes through progressive elaboration throughout the project’s life cycle. What is iteration? What is progressive elaboration? Progressive elaboration involves continuously improving and detailing a plan as more-detailed and specific information and more accurate estimates become available. Progressive elaboration allows a project management team to manage to a greater level of detail as the project evolves.
- 34. 1.5 Project Management and Operations Management Definition: Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service. Examples: Production operations, manufacturing operations, and accounting operations, etc. Key Points: Though temporary in nature, projects can help achieve the organizational goals when they are aligned with the organization’s strategy. Organizations sometimes change their operations, products, or systems by creating strategic business initiatives.
- 35. 1.5 Project Management and Operations Management Projects require project management while operations require business process mgt. or operations management. Projects can intersect with operations at various points during the product life cycle, such as: At each closeout phase; When developing a new product, upgrading a product, or expanding outputs; Improvement of operations or the product development process; or Until the divestment of the operations at the end of the product life cycle.
- 36. 1.5 Project Management and Operations Management Key Points: At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. This occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project at the start. Operations are permanent endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of operations, projects are temporary endeavors.
- 37. 1.8 Enterprise Environmental Factors Definition: Enterprise environmental factors refer to both internal and external environmental factors that surround or influence a project’s success. These factors may come from any or all of the enterprises involved in the project. Enterprise environmental factors may enhance or constrain project management options and may have a positive or negative influence on the outcome. They are considered as inputs to most planning processes.
- 38. 1.8 Enterprise Environmental Factors Enterprise environmental factors include, but are not limited to: Organizational culture, structure, and processes; Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards); Infrastructure (e.g., existing facilities and capital equipment); Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, law, contracting, and purchasing) Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training records, overtime policy, and time tracking);
- 39. 1.8 Enterprise Environmental Factors – Company work authorization systems; – Marketplace conditions; – Stakeholder risk tolerances; – Political climate; – Organization’s established communications channels; – Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases); and – Project management information systems (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).
- 40. Questions???