Topics Covered in the presentation 1.What is a Project 2. How projects come into existence 3. Project selection Models, Methods and Techniques 4.ITTOs(Inputs-Tools and Techniques-Outputs) 5.Enterprise Environmental Factors 6..Organizational Process Assets 7. StakeHolders 8. Project Management LifgeCycle 9. Project Vs Product Lifecycle 10.Organizational Strucutures 11. PMO(Project Management Office) 12.Configuration and Change Management

1. PMP-Basics you Need to know
By: Pradeep Patel PMP

2. What is a Project
A project is a temporary endeavor undertaken to create a unique product or service.
Temporary means that every project has a definite beginning and a definite end.
Unique means that the product or service is different in some distinguishing way from all other products
or services.
Additional features that a project exhibits:
A project phase has deliverables.
These deliverables are spanned across various stages that every project goes through, namely
Initiating, planning, executing, monitoring and Control and finally Closing.
TRIPLE Constraints Cost
• Time
• Cost
• Scope
Time Scope
These three are called triple constraints as the project whole purpose of project management revolves
around these three.
These constraints are very tightly linked with each other, If one is altered, other two gets affected.
If the Scope of deliverables increases, the associated cost and time are bound to increase.
Alternatively, if Time is a constraint ,Scope of deliverables will be reduced, that will result in decreased
costs.

3. Project Management Life Cycle
• All projects follow a life cycle from start to close. Generic life cycle can be
thought of as Starting, Preparing, Executing and Closing.
• Project can have multiple phases. Each Phase is like a new project and
goes through Project Life cycle. Phases would generally have one of the
following relationships
• Sequential – New Phase can only start after completing current phase
• Overlapping – New Phase will start before ending current phase.
• Iterative – Only one phase is planned initially and new phase will be
planned later as the work continues in the current phase.
Monitoring
Initiating Planning Executing Closing
and Control

4. Project Phase Relationship Types
Sequential Relationship:
Phases happen one after another and do not overlap.
Next phase can’t start until the previous finishes i.e. the phases are highly interlinked
or interdependent.
Every phase end has a deliverable, that might (might not) serve as an input to the next
phase.
Overlapping Relationship:
The phases are not interdependent and can finish (follow all 5 processes) or start
independent of each other.
The whole team works at the same time.
Since all the work is happening at the same time, there is high RISK and the team
might need to do a lot of rework.
Iteration:
Executing the current phase and PLANNING the Next phase.(Agile Software
development is based on this approach). While the team’s in Executing for the first
phase, they’re also in Initiating and Planning for the second one.
Highly useful in the environment which is highly uncertain or where there are a lot of
RAPID changes. By the time the team is done with the first phase, the team is already

5. Basic Terminologies
Fast Tracking
Fast tracking means doing project phases in Parallel(rather than following Sequential
Processes approach).
Crashing: This is the approach in which additional resources are added to the project
to finish it on schedule. A corporate joke “Project manager is a person who thinks 9
ladies can produce a baby in one month” could have it’s roots from this .
Progressive Elaboration:
Move toward the project plan in incremental steps as the ideas about the final
product are refined and more and more information about the requirements is made
available in a progressive fashion.
Types of Progressive elaborations
Rolling Wave Planning/ Moving Window planning :
Planning the project progress as things make clear, while doing the work. In this
approach there can be repetitive project phases inside a project phase.
Consider an example, where scope of work is not clear in the beginning. We plan and
start the work, once we are inching towards the end of the phase, things become more
clear and we plan upcoming work and repeat the cycle again.
Prototypes: a Tangible working model or Mock up is created initially, on which
feedback is taken and, it is on this prototype that the further additions are made.

6. Organisation Types and Role of Project Manager
. Organization Functional Matrix Projectized
Structure
Project manager’s None to low Low to high High to full
authority
Project manager’s Part-time Part-time to full-time Full-time
role
Project None to part-time Part-time to full-time Full-time
management
administrative staff
Project budget Functional manager Functional manager Project Manager
controlled by project manager, or
both manager
Matrix organizations are further classified as Weak Matrix and Strong Matrix and
Balanced Matrix.
Weak matrix exhibits features of Functional organization while strong Matrix is inclined
towards Projectized organization. Balanced Matrix has mixed features of both Functional and
Projectized organization.

7. Organizational Structures
Organization Types Authority Team Reports To PE/PC
Functional FH FH PE/PC
Projectized PM PM ---------
Weak Matrix FH FH PE &PC
Balanced Matrix FH=PM PM& FH ----------
Strong Matrix PM PM &FH -----------
FH=Functional Head PM=Project Manager PE=Project Expeditor PC=Project Coordinator
Project expediter
The person documents what is happening on the project and does not have any
decision making powers. The person is not responsible for success/failure of the
project. The person’s main job is to keep everybody informed.
Project coordinators are like expediters, except that coordinators typically report to
higher-level managers and have some decision-making ability.
Coordinators usually report to somebody who is pretty high up in the organization,
while expediters are more like assistants to the functional manager.

8. How Projects Come into Existence

9. Inputs, Tools and Techniques ,Outputs-ITTO
All of 42 processes(refer to my earlier presentation ) will have some
Inputs, some tools and techniques and provide some Output(s).
ITTOs form a specific quantity of questions in the PMP exam and should be
well versed, before taking the exam.
ITTOs, against the general misconception, should not be memorized.Rather
there is always a logical relation between them that should be streesed
upon rather than cramming them.
Output from one process can serve as an Input to other.
There can be common Tools and Techniques across the processes.
Inputs Tools and Techniques Output

10. Enterprise Environmental Factors
Enterprise Environmental factors: These are the factors, tools and policies that
companies formulate or follow in daily routine functioning of the organization.
Some of the Enterprise Environmental Factors are listed below
Organizational culture & structure, Infrastructure,
Government rules, guidelines, regulations or industry standards,
Marketplace conditions,
Stakeholder risk tolerances,
Project management information systems(PMIS),
Existing human resources factors like skills, knowledge, disciplines,
Personnel administration like hiring, performance review guidelines, training,
Published commercial information or databases for estimations,risk data
Company work authorization system.
These factors play critical role in the project lifecycle. These factors are inputs to
almost all the processes across all process groups and Knowledge Areas()

11. Configuration Management System
PMIS
Configuration
Management
System
Change
Management
System
Configuration Management System is a part of the overall Project Management
Information System (PMIS). Change Management System is a subset of the
Configuration Management System.
Detailed Document about this would soon be available (in the process of creating it)

12. Organizational Process Assets
• Organizational process assets include any or all processes related to the assets
from an organization(s) involved in a project that can be used to influence the
project’s success.
• OPAs include the following
Any formal/informal plans
Organization’s standard processes, policies, procedures/methodologies,
Guidelines,
Lessons learned
Historical information (case studies or information gathered from similar projects in
the past.)
• Lessons Learned is the term that is very common in usage in PMP context.It is the
responsibility of the project team to document the details and the new lessons
learned during the Project.
This can serve as a valuable information for the future projects that are similar in
nature and can be used as a reference to start with.

13. Stakeholders
• Stakeholder, in simple terms is any one with an interest or impact on your
organization or Project or Business.
Going by the above definition, stakeholders can be categorized into
• Corporate stakeholders
• Project Stakeholders
• Corporate stakeholders are the individuals that form the
Organization(Right from TOP guns to lower clerical staff).
• Project Stakeholders are the inviduals who can add to or negate from
Project progress and Success.
• Stakeholder identification is a critical process that results in the list of
stakeholders. This list is sometimes referred to as Stakeholders Register.
• In corporate and Project level communication, the stakeholder register
forms the basis for formulation Communication Management
plan, policies and procedures.

14. Thank You!
For Any Queries/Suggestions
Please mail me at : pradeeppatelpmp@gmail.com
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