The slideshow provides some insights into project management and the most common challenges that face project managers. www.softxpert.com

1. INTRODUCTION TO PMP
Project Management Professional

2. Introduction to PMP
Project Management Professional
Ahmed
Abdelhalim
General Manager,
Softxpert
PMP, SCJP, MCP
ICT board member
Abdelrahman
Karim
Development Unit
Manager
Qvision
PMP, MCP

3. Typical Project Management
Challenges
 During a team meeting, the team adds a specific
area of extra work to the project because they
have determined it would benefit the customer.

4. Typical Project Management
Challenges
 I have no idea how long it will take. I do not even
know what I am being asked to do. So what do I
say?
I will take my best guess and double it

5. Typical Project Management
Challenges
 We are done with the project development yet we
could not deliver the project because the stage
servers are damaged due to hardware failure.

6. Typical Project Management
Challenges
 This is the third time that the customer rejects the
deliverables!

7. Typical Project Management
Challenges
 I need a break! Every time I think we are done,
someone comes up with something else to add.

8. What you need to be a good PM?
 Knowledge
 Performance
 Personal Skills

9. What is PMP?
 Project Management Professional (PMP) is a
credential offered by the Project Management
Institute (PMI).
 PMI’s Project Management Professional
(PMP)® credential is the most important industry-
recognized certification for project managers.

10. Characteristics of Projects
 Projects are Temporary & Unique in nature
 Projects have definite start dates and definite end
dates
 The end is reached when the project objectives
have been achieved; the project is sometimes
terminated because its objectives cannot or will not
be met; the project may also be cancelled when
the need for the project no longer exists
 Every project creates a unique product, result or
service
 Progressive elaboration is used

11. Characteristics of Operations
 Operations are Ongoing and Repetitive in nature
 Work is continuous without a known ending date
 The purpose of the operations is to sustain the
business or to keep the organization functioning
 Often produce the same results or products

12. Quick Quiz
 Building an extension on a house?
 Watering your plants twice a week?
 Running an assembly line in a toy factory?
 Walking the dog everyday?
 Designing a prototype for a certain car model?
 Building cars on an assembly line?

13. Project Constraints
Time
Cost
Scope
Resource
s
Quality
Risk
Customer
-
Satisfactio

14. PMP Knowledge Areas
There are nine knowledge areas and each one covers its
own important part of the project.
 Integration Management
 Scope Management
 Time Management
 Cost Management
 Quality Management
 HR Management
 Communications Management
 Risk Management
 Procurement Management

15. Integration Management
 If each little part of the project is a tree,
Integration Management is the entire forest. It is
the practice of making certain that every part of
the project is coordinated.
 A project manager must be very good at
Integration Management or the project may very
well fail.

16. Integration Management - Perform
Integrated Change Control
Detailed process making changes:
1. Prevent the root cause of the change
2. Identify change
3. Look at the impact of the change
4. Create a change request

17. Integration Management – Perform
Integrated Change Control
5. Perform integrated change control
a. Assess the change
b. Look for options
c. The change is approved or rejected
d. Document the status of the change

18. Integration Management – Perform
Integrated Change Control
6. Update the project management plan and
documents
7. Manage stakeholders’ expectations by
communicating the change to stakeholders
affected by the change
8. Manage the project to the revised project
management plan and project documents

19. Scope Management
 Scope management is the process of defining
what work is required and then making sure
all of that work and only that work is done.

20. Scope Management – Collect Requirements
 Interviewing
 Focus Group
 Facilitated workshops
 Brainstorming
 Nominal Group Technique
 Delphi Technique
 Mind Maps
 Affinity Diagrams
 Questionnaire and Surveys
 Observation
 Prototypes

21. Time Management
 Time management is what most people think
of when they think of project managers. It’s
where deadlines are set and met.
 It starts with figuring out the work you need
to do
 How you will do it and what resources you
will use
 And how long it will take. From there it’s all
about developing and controlling that

22. HR Management
 Powers of project manager
 Formal:“YOU NEED TO LISTEN TO ME ,
BECAUSE I HAVE BEEN PUT IN CHARGE”
 Reward: “I understand that you want to participate
in the acceptance testing of the project. Because
of your great performance , I will assign you as
part of that team”

23. HR Management – Continue …
 Penalty: “If this was not done on time, I will
remove you from the group going to Paris for
the customer meeting”
 Expert: “we heard that she has been successful
in many similar projects”
 Referent: “He is the most liked and respected
project manager in the organization”

24. HR Management – Continue …
 Management and Leadership Styles
 Autocratic: Top-Down Approach
 Bureaucratic: Focuses on procedures
 Democratic or participative : Decision made
by the group
 Laissez faire (leave alone) : Manager is not
directly involved in the work of the team

25. HR Management – Continue …
 Team Building Activities:
 Taking classes together
 Milestone parties
 Birthday celebrations
 Getting every one involved in the project
planning
 War room

26. HR Management – Continue …
 Motivation theories
 Theory Of Needs :
 Achievement: These people should be given
tasks that are challenging, they like recognition
 Affiliation: These people work best when
cooperating with others, they seek approval
rather than recognition
 Power: socially oriented people , these people
like to organize and influence others

27. HR Management – Continue …
 Hygiene factors :
 Working conditions, salary, security
 Poor hygiene factors may destroy
motivation but improving them under most
circumstances will not improve them

28. HR Management – Continue …
 What motivates people at work is the
work itself
 Responsibility
 Self-actualization
 Professional growth
 Recognition

29. HR Management – Continue …
 Conflict resolution techniques
 Confronting
 Compromising
 Withdrawal
 Collaboration
 Forcing

30. HR Management – Questions
 What is the conflict resolution technique used in
this situation?
 “Let’s see what everyone think “
 “Since we can’t decide on the purchase, we will
have to wait until our meeting next month”
 “John you say we need new computers, and
Amanda you say we can use the existing ones. Let’s
have a test on the existing equipment to determine if
they need to be replaced”
 “Let us do a little of what both of you suggest”
 “Do it my way”

31. Communication Management
 Stakeholders
a person, group or organization with an interest in
a project
 Stakeholders have different pictures of the
future and that might cause conflict, reward, and
big changes, so PM MUST :
 Identify all stakeholders
 Ask all stakeholders what they expect
 Clarify the expectations that are not accurate or
realistic to all stakeholders
 Send status reports

32. Communication Management–
Questions
 A PM managed 3 projects all of them had low priority:
1) The project needed 2 extra resources than planned
and was over budget
2) Ended with a recommendation letter from the sponsor
because it was done ahead of schedule but the
product of the project was never used
3) Has lots of changes so it had to be terminated
What seems to be the real problem here?
A. Lack of experience
B. PM doesn’t effectively involve stakeholders
C. Unrealistic project planning
D. Low support for the projects since all of them had low
priority

33. Risk Management
 Risk Response strategies:
 Avoid: Eliminate the threat
 Mitigate: Decrease probability or impact
 Transfer : Make another party responsible
for the risk
 Accept : “If it happens it happens “

34. Keys for solving the common project
management problems:
 Stakeholders involvement
 Refusing constrains if they are not
realistic
 Creating appropriate project plan that
includes Scope, Cost, Communication,
HR , Risk, Quality and Procurement
 Working as a team
 Change control System

35. Thank you!