Pmi pmp certification pmbok made easy-basics

PMI PMP Certification

PMBOK reading made Easy

Debasis Das www.consult-debasis.com 1

This Presentation By
Debasis Das

Notes on Project Management
Knowledge


Project Management
Preliminaries


Project Management Knowledge
Essential Issues to Understand

• Difference between project
management, program management and
portfolio management
• Role of a project manager
• Enterprise environmental factors
• Organizational knowledge assets
• Stakeholder influences


Stakeholders
• Stakeholders are persons or organizations
• Internal as well as external
• People whose interests may be affected by the
outcome of the project
• Who exerts influences on the project
outcomes directly and indirectly
• Customers, sponsor, the performing
organization, the public at large

Stakeholder Influences
• Customers/users, sponsors, portfolio managers/ portfolio review boards,
program managers, project management office are some categories of
stakeholders
• The project manager and the project team
• Functional managers, operation management, sellers and partners
Persons and organization that are going to use the project's outcome
• A sponsor initially helps the project take shape and promote it
• nurture the project along by providing the funding and act as an escalation
point in times of problems
• Project manager, Program manager , Portfolio management and review
board members are stakeholders
• The PMO office when assigned to the project can provide several services
including administrative support by way of policies, methodologies and
templates; resource alignment for project staff and a central
communication infrastructure. Provide training, mentoring and coaching
of project managers.


Projects, Programs, Portfolios


Projects, Programs, Portfolios
• A portfolio is a collection of
programs, projects and even other portfolios
• A program is a set of related projects, could be
just one project
• A project is set of activities undertaken for a
limited period of time (not on-going activities
like the manufacture of a product on a regular
basis) to achieve a unique result, a specific
service or a particular product.


Project Life Cycle


Project Life Cycle
• A project will have distinct parts in its life
– Start
– Organizing & preparing
– Carrying out
– Closing
• A project may have more than one phase,
each of which have these same distinct parts
in them


Phase gate/ Exit/Milestone/Kill point
• Called a phase gate, it is at this time decisions
to continue to next phase, any moderations/
changes are decided
• A point in time when one phase has ended
and it is time to start the next phase. This is
also the logical point to take decision if the
project should be continued (hence kill point)
• It is just a planned milestone when some
intermediate deliverables has been achieved.


Project Phases Relationships


Project Phases Relationships
• Sequential: where phases follow one after
another in strict time sequence
• Overlapped: where some of the stages of the
project phase may overlap
• Iterative: where carrying out of one part
affects another part of the pervious phase.
They evolve iteratively


Processes
• Well defined activities to complete tasks
• More well defined the process is the more
repeatable, hence higher quality results/
products/services
• Quality tenet says “if you can take care of the
process, product/ outcome will take care of
itself”
• If processes are well defined, one cannot make
mistakes and hence affect the quality of the
outcome/product/result, etc.

Process Groups
• Multiple processes that are necessary to get a
part of the project life done well.
• These are known by the part of the project life
cycle they are applicable to.
• Processes applicable to initiation part of the
project, for example is known as the Initiation
process group


Process Groups
• Initiating Process Group
• Planning Process Group
• Executing Process Group
• Monitoring & Controlling Process
Group
• Closing Process Group

Process Groups and Project Life Phases


Typical Processes in
Initiating Process Group

• Develop project charter
• Identify stakeholders
• Define initial scope
• Commitment of initial resources


Planning Process Group
• Develop project management plan
• Collect requirements
• Define scope, create WBS,
• Define activities, sequence activities
• Estimate activity resources, estimate resources durations, develop
schedule,
• Estimate costs, determine budget
• Plan quality
• Develop human resources plan, Plan communications
• Plan risk management, identify risks, perform qualitative risk
analysis, perform quantitative risk analysis, plan risk responses
• Plan procurements processes.


Executing Process Group
• Direct and manage project execution
• Acquire project team
• Develop project team, manage project team
• Distribute information
• Perform quality assurance
• Manage stakeholders’ expectations
• Conduct procurement


Monitoring & Control Process Group
• Monitor and control project work
• Perform integrated change control
• Verify scope, control scope
• Control costs, control schedule
• Perform quality control, report performance
• Monitor and control risks
• Administer procurements


Closing Process Group
• Formal acceptance
• Reviews, recording the results of any
tailoring done to processes
• Lessons learned and appropriate updates
to the process assets
• Archival of project related data


WANT TO READ MORE!!

Notes on Project
management Knowledge


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