1.
PROJECT MANAGEMENT
Concepts and Cases
Certified Six Sigma Black Belt
Certified Project Management Professional (PMP)
BPM Practitioner
Jeremy Jay V. Lim

2.
What is a Project?
What is Project Life Cycle?
What are Project
Management Processes?
Project Management Pillars

3.
WHAT IS A PROJECT?

4.
A Project is...

5.
We do projects because..
Projects make it "possible"
BUT Operational processes give us the results
and benefits of the projects on an ongoing basis.

6.
A Project is a means to create ...

7.
A Project is...

8.
A Project is...

9.
A Project is...
A Project is A TEMPORARY ENDEAVOR
undertaken to create
A UNIQUE PRODUCT, SERVICE or RESULT!

10.
A Project is of ...

11.
Keep in mind...

12.
Keep in mind...

13.
Keep in mind...
There's always a challenge in a project
Pushing too much in one direction causes
problems on the other.
It's called the "Project Constraints"

14.
That's why Project Management is
so important..

15.
And the role and responsibilities of
a project manager are ..

16.
And the cross-cutting skills
and traits of an effective
project manager are ..

17.
And the cross-cutting skills
and traits of an effective
project manager are ..

18.
Now,
Your Idea
How many
projects can a
project manager
handle at one
time?

19.
WHAT IS A PROJECT
LIFE CYCLE?

20.
Project Life Cycle

21.
Project Life Cycle
Initiating Process Group.
Those processes performed to define a new project or a new phase of an
existing project by obtaining to start the project or phase.

22.
Project Life Cycle
Planning Process Group.
Those processes required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the objectives
that the project was undertaken to achieve.

23.
Project Life Cycle
Executing Process Group.
Those processes performed to complete the work defined in the project
management plan to satisfy the project specifications.

24.
Project Life Cycle
Monitoring & Controlling Process Group.
Those processes required to track, review, and regulate the progress
and performance of the project; identify any ares in which changes to
the plan are required; and initiate the corresponding changes.

25.
Project Life Cycle
Closing Process Group.
Those processes performed to finalize all activities across all Process Groups
to formally close the project or phase.

26.
Effort Spent in the Process Groups

27.
Now,
Your Idea
How do you save a
problematic or
troubled project
that no one wants
to take?

28.
WHAT ARE THE
PROJECT MANAGEMENT
PROCESSES?

29.
PROJECT MANAGEMENT CORE PROCESSES
Or Knowledge Areas
Quality
Cost
Human
Resources
Communication
Project Risk
Procurement
Integration
Scope
Schedule

30.
Stakeholder
Management
Making sure that
people concerned
with the project are
continuously
engaged and their
expectations met.

31.
6
6
7
4
3
4
3
6
4
4
47PM Processes

32.
Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Integration
Project Scope
Scheduling
Project Cost
Quality
Human Resource
Communications
Project Risk
Procurement
Stakeholder Mgt

33.
Project Integration: "Getting the job done"
4.1. Getting the project charter approved to be authorized to control the budget and assign resources
4.2. Planning all of the work that's going to happen throughout the project
4.3. Directing the work once it gets started
4.4. Monitoring the way the work progresses and looking for potential problems
4.5. Looking out for changes, understanding their impacts, and making sure they don't derail the
project
4.6. Closing out the project and making sure that there are no loose ends when it's over

34.
Project Integration: "Getting the job done"

35.
Steps when making a Project Charter
States the need,
expected project benefit
and the compelling
reason to do the project

36.
Steps after making a Project Charter
Identify Stakeholders is
part of Stakeholders
Management

37.
Project Scope: "Doing the right stuff"

38.
Steps when defining Project Scope

39.
When Project Scope is poorly defined

40.
Project Schedule: "Getting it done on time"

41.
Project Schedule: "Getting it done on time"

42.
Steps when defining Project Schedule

43.
Steps when defining Project Schedule

44.
Different techniques of Determining Activity Duration

45.
Computing Activity Duration with 3-Point Estimate

46.
Let's try identifying the technique used

47.
Project Cost: "Watching the Bottom Line"

48.
Inputs Needed when Creating the Project Budget

49.
Accuracy of Budget Forecast throughout the Life Cycle
Variance
100% - (-50%) = 150%
50% - (-30%) = 80%
-20% - (+30%) = 50%
20% - (-15%) = 80%
15% - (-10%) = 25*%

50.
Steps when Creating Project Budget

51.
Steps when Computing Project Costs

52.
Behavior of Project Cost

53.
Behavior of Project Cost (2)

54.
Behavior of Project Cost (3)

55.
Let's Compute Project Cost Performance

56.
How to Interpret Project Cost Performance

57.
Project Quality: "Getting it Right"

58.
Steps when defining Project Quality

59.
Human Resources: "Getting the team together"

60.
Steps when Forming the Project Team

61.
Tips when Forming the Project Team

62.
Tips when Assigning Roles and Responsibilities

63.
Steps when Forming the Project Team

64.
Project Comm'ns: "Getting the words out"

65.
90% of the Project Manager's job is
Communications

66.
Communication Techniques

67.
Ways of Communicating Out the Project Status

68.
More People, More Connections

69.
Let's try ...

70.
Project Risk: "Planning for the Unknown"

71.
Steps when Managing Project Risks

72.
Let's
Try...

73.
Let's
Try...

74.
Project Procurement: "Getting some Help"

75.
And remember,
in each failed contracted service
there is a frustrated project manager

76.
Procurement is an Intuitive Process
Plan what to contract
Plan how to contract
Contact Sellers re.
Requirements
Sellers bid for a contract
Select best Seller
Sign contract with Seller
Monitor adherence to
agreed contract
Close out Contract

77.
Let's
Try...

78.
Let's
Try...

79.
Steps when Managing Project Procurements

80.
Steps when Managing Project Procurements

81.
Stakeholders Mgt: "Managing Expectations"

82.
Now,
Your Idea
Knowing the PM
processes now, is
there anything you
would have done
differently?
Why?

83.
Now,
Your Idea
How do you work
with people not
familiar with Project
Management
practices?

84.
Updates on PMBOK from 4th Ed to 5th Ed

85.
References
2013