1. 1/24/2013
Welcome to
Project Management
Professional PMP
Preparation Course
Project Management
Framework
Section - 1
1

2. 1/24/2013
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Introduction to Project
Management
Introduction to Project Management
 Welcome to Project Management
Professional
 Exam Prep Course
 Lets Introduce each other

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3. 1/24/2013
Introduction to Project
Management

Some important points about PMP exam
61% is required to pass the exam
Exam contains 200 questions
25 questions are pretest questions,
which don’t count towards your score.
They are scattered throughout the
exam.
five basic domains contribute to exam
questions
Introduction to Project
Management

Some important points about PMP exam
They are
 Initiating process
13% - 23 questions
 Planning process
24% - 42 questions
 Executing process
30% - 53 questions
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4. 1/24/2013
Introduction to Project
Management
Some important points about PMP exam
 Monitoring and Controlling process
25% - 43 questions
 Closing process
8% - 14 questions
 Professional Responsibility
 Number of questions may vary ± 5% from
each domain

Introduction to Project
Management
Session Objectives…
 To understand and identify a Project
 What is Project Management
 What is a Program and Program
Management?
 What is Portfolio and Portfolio
Management?
 Why projects are undertaken
 What is Project Management Office?
 What qualifies a good Project Manager
4

5. 1/24/2013
Introduction to Project
Management
Session Objectives…
 Understand Project Life Cycle
 Identify characteristics of Project Life
Cycle
 Understand and identify characteristics of
Project Phase
 What is Project Governance
 To differentiate between a Project and an
Operation
Introduction to Project
Management
Session Objectives…
 Identify Project Stakeholders
 Understand importance of
stakeholders in influencing the project
 Understand different types of
organizations and their influences on
the project
 Enterprise Environmental Factors
 Organizational Process Assets
5

6. 1/24/2013
Introduction to Project
Management

What is a Project?
 Temporary
 Unique products or services
A PROJECT is a temporary
endeavor undertaken to create
unique products, services or result.
Introduction to Project
Management

Application of
 Skills
 Tools
and Techniques
Project Management is the
application of knowledge, skills,
tools and techniques to project
activities
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7. 1/24/2013
Introduction to Project
Management
Managing a Project means
 Identifying Requirements
 Setting Clear and Achievable Objectives
 Balancing TRIPLE Constraints
The TRIPLE
CONSTRAINTS are
SCOPE,TIME and COST

Project – Program - Portfolio
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8. 1/24/2013
Project – Program - Portfolio

Program
A Program is a group of related projects
managed in a coordinated way to obtain
benefits and control not available from
managing them individually.
Program management focuses on
interdependencies of projects and
describes the best approach to achieving
program objectives.
Project – Program - Portfolio

Portfolio
A Portfolio is a collection of projects or
programs and other work that are
grouped together to facilitate effective
management of the work to meet
strategic business objectives.
Portfolio management is an approach to
centralized management of collection of
programs, portfolios and other work, to
achieve organizational goals.
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9. 1/24/2013
Comparison
Program
Portfolio
• Projects have
defined
objective,
Scope is
progressively
elaborated
throughout
the project
life cycle
• Programs
have a larger
scope and
provide
more
significant
benefits
• Portfolios
have a
business
scope that
changes with
the strategic
goals of the
organization
Comparison
Project
Change
Scope
Project
Program
Portfolio
• Project
Managers
expect
change and
implement
processes to
keep change
managed and
controlled.
• The program
manager
must Expect
change from
both inside
and outside
the program
and be
prepared to
manage the
changes
• Portfolio
Manager
continually
Monitor
changes in
the broad
environment
9

10. 1/24/2013
Comparison
Planning
Project
Program
Portfolio
• Project
Managers
Progressively
elaborate highlevel
information
into detailed
plans
throughout the
project life
cycle.
• Program
managers
develop the
overall program
plan and create
high-level plans
to guide
detailed
planning at the
component
level
• Portfolio
managers
create and
maintain
necessary
processes and
communication
relative to the
aggregate
portfolio
Why Projects are undertaken?
 Market demand
 Organizational need
 Customer request
 Technological advancement
 Legal
requirement
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11. 1/24/2013
PMO

Project Management Office
 Coordinates resources
 Develops Project management
methodologies, best practices and
standards
 Repository of project templates and
documents
 Monitoring quality of projects
A Project Manager should
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12. 1/24/2013
A Project Manager should
Application Area Knowledge
o Standards and Regulations of the Area
 General Management Skills
o IT Skills
o Budgeting Skills
 Project Environment
o Cultural and Social
o International and Political
o Physical (Ecology)

A Project Manager should

Interpersonal Skills
o Communications Skills
o Organizational and Planning Skills
o Conflict Management Skills
o Negotiating and Influencing Skills
o Leadership and Motivating Skills
o Team Building Skills
o Problem Solving Skills
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13. 1/24/2013
Project Life Cycle

Initiating
Project life spans through
Planning
Starting the Organizing preparing
project
for the project
Executing
Monitoring&
Controlling
Carrying out the project work
Closing
Closing the
project
Phases
Project Life Cycle

Characteristics are
o Phases are sequential
o Cost and Staffing
 Low at the Start
 High in Intermediate
 Low at the End
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14. 1/24/2013
Project Life Cycle

Characteristics are
o Level of uncertainty
 High at the Start
 Drop to minimum
at End
o Stakeholders’ influence
 High at the Start
 Low at the End
Project Life Cycle
Characteristics are
o Cost of Changes
 Low at the Start
 Increases to
maximum
towards End

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15. 1/24/2013
Project Phase
Deliverable
A DELIVERABLE is a measurable,
verifiable
work product
Phase
The completion and approval of one or
more
deliverables characterizes a PROJECT
PHASE
Project Phase Characteristics
1.
2.
3.
4.
Phases are sequential
Work differs from one to another
End of each phase, a deliverable is
produced
Phase end deliverables are reviewed
whether to continue or to abort the
phase / project
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16. 1/24/2013
Project Phase
Sub-Phase
 Phases can be decomposed into sub-phases,
depending on the project size, complexity.
Phase End Review
 Evaluation of deliverables and project
Performance
 Determine if project should go to next
phase
Project Governance
Is a method of controlling the project and
ensuring its success
 The Phase structure provides basis for
control
 Project Manager & team determines
appropriate method of control
 Phase end Reviews are also known as
Phase Exit, Milestone, Phase Gates,
Decision Gates, Stage Gates or Kill Points

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17. 1/24/2013
Phase to Phase Relationships
1.
2.
3.
Sequential Relationship
Overlapping Relationship
Iterative Relationship
Projects Vs Operations
Both
 Performed by people
 Constrained by limitations
 Planned, executed and controlled
 Differ by
 Temporary
Project Operation
Performed by
 Unique
people

Project
-Temporary
-Unique
Constrained by
limitations
Planned,
Executed &
controlled
Operation
-Ongoing
-Repetitive
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18. 1/24/2013
Project Stakeholders



Identify Stakeholders
Determine requirements and Expectations
Influences
 Positive
 Negative
Project Stakeholders are individuals and
organizations who are actively involved in
the project, or whose interests may be
positively or negatively affected as a result
of project execution or successful
completion
Project Stakeholders
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19. 1/24/2013
Project Stakeholders

Key Stakeholders are:
 Customer
 Project Manager
 Performing Organization
 Project Team
 Project Management Team
 Sponsor
 Influencers (Positive and Negative)
 PMO
Organizational Culture
Organizational culture will have a direct
influence on the success of the project
 Organizational culture includes:
 Values
 Organizational policies and procedures
 View of authority relationships
 Work ethic and work hours

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20. 1/24/2013
Influence of Organization

Types of Organization
o Functional
o Matrix
 Weak
 Balanced
 Strong
o Projectized
Functional Organization
Chief
Executive
Functional
Manager
Project Coordination
Functional
Manager
Functional
Manager
Staff 1
Staff 4
Staff 7
Staff 2
Staff 5
Staff 8
Staff 3
Staff 6
Staff 9
Assigned to project
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21. 1/24/2013
Functional Organization
Project Manager’s Authority
 Little and known as Project
Coordinator / Project Expeditor
 Resources Availability
 Little
 Control of the Project
 Functional Manager
 Project Manager’s Role
 Part-Time
 Project Management Admin Staff
 Part-Time

Functional Organization
Advantages
 Clear reporting relationships
 Highly specialized expertise
 Drive for technical excellence
 Disadvantages
 Hierarchical decision and communication
processes
 Employee development opportunities limited
 PM is dependent on his personal influence
 Limitations to customer satisfaction and
influence

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22. 1/24/2013
Weak Matrix Organization
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff 1
Staff 4
Staff 7
Staff 2
Staff 5
Staff 8
Staff 3
Staff 6
Staff 9
Assigned to project
Project Coordination
Weak Matrix Organization





Project Manager’s Authority
 Limited and known as Project
Coordinator
Resources Availability
 Limited
Control of the Project
 Functional Manager
Project Manager’s Role
 Part-Time
Project Management Admin Staff
 Part-Time
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23. 1/24/2013
Balanced Matrix Organization
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff 1
Staff 4
Staff 7
Staff 2
Staff 5
Staff 8
Project
Manager
Staff 6
Staff 9
Assigned to project
Project Coordination
Balanced Matrix Organization
Project Manager’s Authority
 Low to Moderate
 Resources Availability
 Low to Moderate
 Control of the Project
 Mixed
 Project Manager’s Role
 Full-Time
 Project Management Admin Staff
 Part-Time

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24. 1/24/2013
Strong Matrix Organization
Chief
Executive
Functional
Manager
Manager of
projects
managers
Functional
Manager
Staff 4
Project
Manager
Staff 2
Staff 5
Project
Manager
Project
Manager
Staff 6
Project
Manager
Staff 1
Assigned to project
Project Coordination
Strong Matrix Organization
Project Manager’s Authority
 Moderate to High
 Resources Availability
 Moderate to High
 Control of the Project
 Project Manager
 Project Manager’s Role
 Full-Time
 Project Management Admin Staff
 Full-Time

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25. 1/24/2013
Projectized Organization
Project Coordination
Project
Manager
Chief
Executive
Project
Manager
Project
Manager
Staff 1
Staff 4
Staff 7
Staff 2
Staff 5
Staff 8
Staff 3
Staff 6
Staff 9
Assigned to project
Projectized Organization
Project Manager’s Authority
 Total
 Resources Availability
 Total
 Control of the Project
 Project Manager
 Project Manager’s Role
 Full-Time
 Project Management Admin Staff
 Full-Time

25

26. 1/24/2013
Projectized Organization
Advantages
 Clear accountability
 Decision making
 Customer relationships
 Disadvantages
 Focus on technical competence reduced
 Project Manager may be technical/nontechnical
 Project team is dissolved at the
completion of the
 project

Enterprise Environmental Factors
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Organizational Structure
Organizational Culture
Governmental/Industry standards
Infrastructure
Existing Human Resources
Personnel Administration
Organization’s Work Authorization System
Marketplace conditions
Stakeholders’ risk tolerance
Project Management Information System
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27. 1/24/2013
Organizational Process Assets
1.
2.
3.
4.
5.
6.
7.
8.
9.
Organizational processes, standards &
procedures
Templates
Organizational communications requirements
Financial controls procedures
Issues and Defect Management procedures
Change control procedures
Risk Control procedures
Procedures approving and issuing work
authorizations
Organizational knowledge base
Introduction to Project
Management

To Sum up…
o • We know what Project is
o • We know what Project Management is
o • We know what a Program and Program
Management is
o • We know what Portfolio and Portfolio
Management is
o • We know why projects are undertaken
o • We know what Project Management Office
is
o • We know what are qualifies of a good
Project Manager
27

28. 1/24/2013
Introduction to Project
Management
To Sum up …
 We know what Project Life Cycle is
 We know the characteristics of Project
Life Cycle
 We know characteristics of Project
Phase
 We know what Project Governance is
 We know differences between a Project
and an Operation
Introduction to Project
Management
To Sum up …
 We know to identify Project Stakeholders
 We know the importance of stakeholders
in influencing the project
 We know different types of organizations
and their influences on the project
 We know what Enterprise Environmental
Factors are
 We know what Organizational Process
Assets are
28

29. 1/24/2013
Questions ?
29