Project Management

Hewlett-Packard Company is a company which has more than 70 years of history. For project management, they have a lot of experience on completion of the operation.

What is Project Management

Project management is a branch of the discipline of management, means the use of specific project activities in the knowledge, skills, tools and methods to enable the project to qualify under the conditions of limited resources and to achieve or exceed the set requirements and expectations. Project management is the successful conclusion of some set of objectives and related activities (such as tasks). This includes planning, scheduling and maintenance of the progress of the activities components. In the simplest terms, project management is one of the project life cycle, keep the failure to the smallest possible. Risk of failure of a project mainly causes from the uncertainty of the existence of various stages in the project. In another view, the purpose of project management is a uses resource (time, money, manpower, space, etc.) to achieve the most optimal way to define and achieve the goals of the subjects. Usually, project management is a project manager's scope of work and responsibility. These people usually not directly involved in specific production activities, but pay more attention to maintaining the progress of the project and the exchange between production of various parties, so to reduce the overall risk of project failure.

HP Project Management Strategy

Through the research, HP uses PMI's PMBOK methodology as their project management platform and is the organization with the largest number of PMPs certified globally.

PMBOK
The Project Management Body of Knowledge (PMBOK) () is an recognized internationally standard (like IEEE, ANSI ) that handle the application of knowledge, tools, skills, and techniques to achieve project requirements. PMBOK Guide defines a Project Life Cycle, 5 of Process Groups and 9 of Knowledge areas of the project management profession. According to PMBOK project team need to operate in 9 knowledge areas through a number of basic processes below: Integration. Scope Statement and Plan. Direct, Develop the Project Charter, Manage, Monitor and Control Project Change. Time. Definition, Sequencing, Schedule Development and Schedule Control, Resource and Duration Estimating. Cost. Cost Estimating, Resource Planning, Budgeting and Control. Quality. Quality Planning, Quality Control and Quality Assurance. Scope. Definition, Planning, Work Break-down Structure Creation, Verification and Control. Human Resources. Hiring, HR Planning, Developing and Managing Project Team. Communications. Communications Planning, Information Distribution, Managing Stakeholders, Performance Reporting. Risks. Risk Planning and Identification, Risk Analysis, Risk Response, Planning and Risk Monitoring and Control. Procurement. Acquisition and Contracting Plan, Contract Administration and Contract Closure, Sellers Responses and Selection.

For each process, activity, or practice, a description of tools, input, and technique and output is made.

STEPS IN PMBOK. PROCESS

A Project is accomplished through the integration of the project management processes. PMBOK uses a variation of the Deming Cycle for improvement continuous with a 5 step of lifecycle: Initiating. Main elements: Authorize the project Commit the organization to a project or phase Set the overall direction Define top-level project objectives Secure necessary approvals and resources Validate alignment with overall business objectives Assign project manager Integration management Planning. Main elements: Define project scope Refine project objectives Define all required deliverables Create framework for project schedule Provide forum environment for information sharing for team members and stakeholders Define all required activities Sequence all activities Identify required skills and resources Estimate work effort Risk analysis and avoidance Define and estimate all required costs Obtain project funding approval Communication plan Executing. Main elements: Coordinate the resources, team development Quality assurance Select and approach subcontractors Distribute information Work the plan Monitoring and Controlling. Main elements: Manage team, stakeholders, subcontractors Measuring progress and monitoring performance (overall, scope, costs, schedule, quality) Take corrective actions if and where needed. Issue resolution and escalation

Change request management Risk Management (technical, performance, quality, project management, organizational, external) Performance reports. Communications

Closing. Main elements: Finalize activities Administrative close out (gather, distribute, handle information to formalize project completion, evaluation, acceptance/signoff, member appraisals, lessons learned) Contract close out (completion of the project contract) The Project Manager is responsible for the project objectives to create the final product that has been defined, within the constraints of project scope, cost, time, and required quality.

STRENGTHS OF PMBOK. BENEFITS

PMBOK guide is a framework and de facto standard. It is process-oriented. It defines the knowledge that needed to manage the life cycle of any Project, Program and Portfolio through their processes. It defines for process each the necessary input, tools, output and techniques. It defines a body of knowledge which allows any industry to build it specific for best practices for its application area.

LIMITATIONS OF PMBOK. DISADVANTAGES

It complex for small projects. It has to be adapted to the application area industry, time and budget and quality constraints, project size and scope,.

ASSUMPTIONS OF PMBOK. CONDITIONS

Project management needs to have a standard that is applicable to any kind of project scope, culture and industry.

HP Services Program Management Career Path (PMCP)

HP also launched a PMCP program started on November 1, 2004. It is a career and development program for employees managing program and project. The goal of the program is to build a culture that values contribution and business results, rewards innovation, and provides job satisfaction for project managers. The program clearly defined job level criteria focused on business measurements

The Requirements of PMP Certification

PMP is recognized by the market HP as The global project management credential of choice. PMP Certification is required for PMCP participants for Expert level and above *Approved substitutes are: IPMA Level C AIPM Registered PM PgMP from PMI

Why is PMP Certification needed in HP

PMP certification are looking by the customer before entrusting their complex, mission critical projects to a project manager PMP Certification is a competitive differentiator in the marketplace PMs will let personal and also professional benefit from earning certification HP Services' overall profitability PMP certification helps all PMs even they already have highly experienced

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Reference
Website Hewlett Packard Development Company, 2008, HP Services Project Management, www.pmi-croatia.hr/fgs.axd?id=252 Books Project Management Institute, 2008, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fourth Edition