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Aamir Thanawala PMP, Prince2 Practitioner, ITIL, CGEIT July 07, 2012
Your Name Why or what do you want to learn about Project Management?
Agenda
Registration & Introduction Introduction - Project j Management g Introduction to PMP Exam Framework PMI, PMBOK and PMP Exam Key Concepts of Project Management TEA BREAK Project Life Cycle and Organization Project Management Processes & Process Groups Knowledge Areas LUNCH BREAK
Agenda
Develop Project Charter Identify y Stakeholders Develop Project Management Plan TEA BREAK Collect Requirements Define Scope Create WBS PMP Exam Tips and Tricks
1 INTRODUCTION
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The above statements are partially true from Project Management perspective
PMI, PMBOK, PMP are registered marks of Project Management Institute, Inc. Recognizing Excellence in Project Management
The worlds world s leading notnot-for for-profit global professional organization for project management knowledge, information and professionalism with over 500,000 members. Established in 1969 and located in US.
PMI, PMBOK, PMP are registered marks of Project Management Institute, Inc. Recognizing Excellence in Project Management
The primary purpose of the PMBOK Guide is to identify that subset of the Project Management Body of Knowledge that is generally recognized as good practice. Generally recognized means the knowledge and practices described are applicable to most projects most of the time, and there is consensus about their value and usefulness. Good practice means there is general agreement that the application of th these skills, kill t tools l and dt techniques h i can enhance h the th chances h of f success over a wide range of Projects.
You need
Experience
Bachelor Degree/Diploma
Training
Recognizing Excellence in Project Management
Ed Education i
Industry y
PMP Exam
Exam Readiness
Apply 85% rule. rule Correctly answer at least 85% of sample questions in first attempt!
Types of Questions
1 Situational Questions 2 Formula based questions 3 Knowledge g based questions
5 Specific technique questions Test your ability to deduce a situation Identify techniques from diagram or inherent in situation
What is Project?
Project Characteristics
Temporary means : Definite beginning & end Does not mean short in duration creates a unique product, service or result i.e. has a unique purpose developed using progressive elaboration Requires resources, often from various areas Should have a primary customer/sponsor (usually provides direction & funding) Involves uncertainty
Temporary
Unique
Progressively elaborated
Projects are means to achieving organizations strategic plans and organizing activities that cannot be addressed within organizations g normal operational p limits Projects are typically authorized as a result of one or more of the following Strategic g considerations, Market Demand Strategic opportunity / Business need Customer request Technological advance Legal requirements
Hence, Projects (within programs or portfolios) are a means by which we achieve organizational goals and objectives within the context of strategic plan.
Project Management
Project j Management g
The application Th li ti of f KNOWLEDGE, KNOWLEDGE SKILLS SKILLS, TOOLS AND TECHNIQUES to project activities to meet the Project Requirements Project Management typically includes Identifying requirements Addressing the various needs, concerns and expectations of the stakeholders as the project is carried out Balancing the competing project constraints such as, S Scope Schedule g Budget Quality Resources, and Risk
Recognizing Excellence in Project Management
Project Management
Project Management is accomplished through the application and integration of the processes which are grouped in the 5 process groups: 1. Initiating g 2. Planning 3. Executing 4 Monitoring and Controlling 4. 5. Closing
Due to the nature of change, g managing g g project j is iterative and g goes through progressive elaboration throughout the projects lifecycle
Project
Temporar Temporary and unique niq e Purpose is to attain its objectives and then terminate Concludes when its specified objectives have been achieved
Operations
Ongoing and repetitive Purpose is to sustain the business Assumes new set of objectives and the work contin es continues
Project or Operation?
Running the year-end W-2 form processing for a companys Employees? W-2: operation p Upgrading the database containing the employee payroll data from Oracle 9i to Oracle 10i O Oracle l Upgrade: U d project j Political Campaign: project Rebuild refineries: project Running a campaign for political office An oil company rebuilds refineries destroyed by a hurricane The operations team of the I.T. department installs a software patch sent by the vendor Install software patch: can be project or operation
Project Success
There are different ways to define project success: The project met scope, time, and cost goals. The project satisfied the customer/sponsor customer/sponsor. The project produced the desired results.
Portfolio Management
It refers to the centralized management of one or more portfolios, which includes identifying, identifying prioritizing, prioritizing authorizing, authorizing managing and controlling projects programs, and other related work, to achieve specific business objectives Portfolio managers help their organizations make wise investment decisions by helping to select and analyze projects from a strategic perspective
Subprojects
Projects are frequently divided into more manageable components or subprojects. Subproject are often contracted to an external enterprise or to another functional unit in the performing organization. Subprojects can be referred to as projects and managed as such.
Project managers strive to meet the project constraints by balancing project scope, time, and cost goals and other project objectives.
Depending p g on the organization g structure , a p project j manager g may y report p to functional manager.
Stakeholders
Stakeholders are people involved or in affected by project activities.
S Stakeholders include : The project sponsor The project manager The project team Support staff Customers Users Suppliers Opponents to the project
Stakeholders
Stakeholders have varying levels of responsibility and authority and can change over the project life cycle cycle. Project management team must continuously identify both external and internal stakeholders. Project manager must manage the influence of various stakeholders in relation to the requirements and balance stakeholders stakeholders interest.
Stakeholders
Project Stakeholders - Example
Stakeholder risk tolerances Political climate Organizations established communications channels Commercial databases j management g Project information
Design & Approvals Financing Foundation Works Structure St uctu e Plumbing / Electrical Painting Internal Works Landscaping / Retaining Walls
Recognizing Excellence in Project Management
A project life cycle is a collection of generally sequential and sometimes overleaping project phases E.g. Peacekeeping Operations
Cease Fire Verification Combatant Demobilization Humanitarian Assistance Area Recon. Refugee Resettlement Elections
Recognizing Excellence in Project Management
Stakeholder influences, risk, and uncertainty t i t , are greatest t t at t the th start t t of f the project. These factors decrease over the life of the project.
The completion and approval of one or more deliverables characterizes a project phase.
Phase-to-Phase Relationships
There are three basic types of phase phasetophase to phase relationships : A Sequential relationship : where a phase can only start once the previous i phase h i is complete l t
Phase-to-Phase Relationships
An Overlapping relationship: where the phase starts prior to completion of the previous one (Fast tracking). Overlapping phase may increase risk and can result in rework .
Phase-to-Phase Relationships
An Iterative relationship : where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables. Useful in undefined, uncertain or rapidly changing environments. Example : Research projects
Product life cycle is a broader concept. p It begins with business plan, through idea, to product ongoing product, operations and ends with product di divestment. t t
Recognizing Excellence in Project Management
Organizational Structure
Functional Manager
In charge of a functional area e e.g. g Finance, Finance HR, IT Operations, Training, Marketing etc Someone with management authority over an organizational unit within a functional f organization The manager of any group that actually makes a product or performs a service. Sometimes called a line manager. manager.
Organizational Structure
Project Manager
The person assigned by the performing organization to achieve the project objectives. Performing Organization: The enterprise whose personnel are most t directly di tl i involved l di in d doing i th the work k of f th the project j t Project Objectives: The result to be obtained, the product produced or the p purpose p to be achieved by y the p project. j to be p
Functional Organization
Organization is grouped by areas of specialization e.g. Marketing, Marketing Engineering, Manufacturing, Finance, HR.
Projectized Organization
Entire company is organized by projects. Personnel are assigned and report to a project j manager. g Team members are collocated ll t d and d most t organizations resources are assigned to project work.
PROCESS
People, Skills, Expertise
Process Interaction
Project management processes are represented as discrete elements with well-defined i t f interface
P E
M&C
6 KNOWLEDGE AREAS
Integration I i management
Initiating Processes
Closing Processes
Executing Processes
Knowledge Area
Process Initiating Develop Project Charter Planning Develop Project Management Plan Executing Direct and Manage Project Execution Monitoring & Control Monitor and Control Project Work Perform Integrated Change Control Closing Close Project or phase
Integration
Initiating Processes
Closing Processes
Executing Processes
Knowledge Area
Scope
Initiating Processes
Closing Processes
Executing Processes
Knowledge Area
Process Initiating Planning Define Activities Sequence Activities Estimate Activity Resource Estimate Activity Durations D l Schedule Develop S h d l Executing Monitoring & Control Closing
Time
Control Schedule
Initiating Processes
Closing Processes
Executing Processes
Knowledge Area
Cost
Control Costs
Initiating Processes
Closing Processes
Executing Processes
Knowledge Area
Quality
Plan Quality
Initiating Processes
Closing Processes
Executing Processes
Process Knowledge Area Initiating Planning Executing Monitoring & Control Closing
Communication
Indentify Stakeholder
Plan Communication
Report Performance
Initiating Processes
Closing Processes
Executing Processes
Process Knowledge Area Initiating Planning Executing Monitoring & Control Closing
Human Resource
Initiating Processes
Closing Processes
Executing Processes
Knowledge Area
Executing
Closing
Risk
Initiating Processes
Closing Processes
Executing Processes
Process Knowledge Area Initiating Planning Pl Procurements Plan P t Executing Conduct C d t Procurements Monitoring & Control Administer Ad i i t Procurements Closing Close Cl Procurements
Procurement
Develop a document that formally authorizes a project or phase Documenting initial requirements that satisfy the stakeholders stakeholder s needs and expectations
Business Case
Provide the necessary information from business standpoint to determine whether or not the project is worth the required investment.
Defines the responsibilities and boundaries of both project manager and project
The project charter provides the project manager with the authority to use the budget and deploy the organizations resources
Product description
Approvals (corporate executive responsible for the creation of the d document t (external ( t l to t the project)
IDENTIFY STAKEHOLDERS
Identify Stakeholders
Identify y Stakeholders
Identifying all people or organizations impacted by the project Documenting their interests, involvement, and impact on project success
Identify Stakeholders
Inputs Project Charter Procurement documents Enterprise Environmental factors Organization process assets Tools and Techniques Stakeholder Analysis Expert Judgment Outputs Stakeholder Register Stakeholder management strategy
Identify Stakeholders
Procurement Documents
Required when project is result of procurement activity or based on an established contract.
High
F
Keep Satisfied
D
Manage Closely
Power
A H
Keep Informed
E
Low
Interest
High
Stakeholder
Process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans
Change_Managemen t_Plan_Template.doc
COLLECT REQUIREMENTS
Collect Requirements
Collect Requirements q
Collect Requirements
Collect C ll t Requirements R i t Key K P Points i t
Requirements can be categorized into Project Requirements Business Requirements j Management g Project Requirements Delivery Requirements etc
Product Requirements Information on technical requirements Security requirements Performance P f requirements i t etc t
Recognizing Excellence in Project Management
Collect Requirements
Inputs Project Charter Stakeholder Register Tools and Techniques Interviews Focus Groups Facilitated Workshops Group Creativity Techniques Group decision making Techniques Questionnaires and Surveys Observations Prototypes Outputs Requirements Documentation Requirements Management Plan Requirements Traceability Matrix
Collect Requirements
Stakeholder Register
Identify Id tif Stakeholders St k h ld that th t can provide id i information f ti on detailed project and product requirements
F Focus Groups G
Bring together prequalified stakeholders and subject matter experts to learn about their expectations A trained moderator guides the group through an interactive discussion
Prototypes ototypes
Working model of expected product before actually building it
Observation
Viewing individual in their environment Job Shadowing Participant observer performing process to uncover hidden requirement q
What you can do: Conflict resolution, team building, meeting, problem solving skills, escalation, , approval pp from stakeholder
Stakeholder request to do or add something that is not related to the reason of project created should be rejected!
DEFINE SCOPE
Define Scope
Define Scope p
Define Scope
Inputs Project Charter Requirement Documentation Organizational Process Assets Tools and Techniques Facilitated Workshops Expert Judgment Alternative identification Product Analysis Outputs Project scope statement Project Document updates
Define Scope
Product Analysis
Methods used to translate project objectives into tangible requirements and deliverables Example Product breakdown Structure systems engineering, systems analysis value engineering, value analysis, functional analysis
Scope_Statement_T emplate.doc
CREATE WBS
Create WBS
Create WBS
Process of P f subdividing bdi idi project j t deliverables d li bl and d Project P j t work k into Smaller and more manageable components
Create WBS
Inputs Project Scope statement Requirement Documentation Organizational Process Assets Tools and Techniques Decomposition Outputs WBS WBS Dictionary Scope baseline Project document updates
Create WBS
A Project Manager is Proactive Addressing the root cause of the problem so that problem doesnt come back