Introduction - Project Management Professional

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Project ManagementProfessionalPrepared by

Kannan V


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35 contact hours + 4500 hours of expis must to apply for the exam

Total 200 objective type questions61% is the pass percentage (106 out o

questions)Questions will be randomly picked for

testTotal duration for the test is 4 hours

Always consider very big construction

Some Basics of PMP ex

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Total 12 chapters9 knowledge area chapters (Integratio

Scope, Time, Cost, Quality, HR,Communication, Risk & Procurement)

Project Management FrameworkProject Management ProcessProfessional and Social Responsibility

Chapters

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Chapters Relationships

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Chapter 1Project Management

Framework

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What is a project?What is project management?Project vs Program vs PortfolioRole of PMO?

Who is a stakeholder?Organizational structureRole of Project ManagerProject vs Product lifecycleProject Management vs Operations

Ch-1&2. Project ManagementFramework

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What is a project? A project is a temporary endeavor underta

create unique product, service or result. Project should be unique how? Project should be temporary how?

Ch-1. Project ManagementFramework

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What is project management?Project Management is the application of knoskills, tools and techniques to project activitiesmeet the project requirements

Project Management is accomplished through

logically integrated project management procecomprising Initiating, planning, executing, mo& control and closing process groups

Managing project - Scope, Quality, Schedule, B

Resources and Risks


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Ch-1. Project Management Framew

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Project vs Program vs PortfolioProgram group of related projectsPortfolio group of programs to achie

strategic business goal


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t t


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Project vs

Program vs

Portfolio

- . ro ect anagementFramework

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t t


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Project vs

Program vs

Portfolio

Comparativeoverview ofProject, Program

and Portfolio

- . ro ect anagementFramework

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Role of PMO (Project Management Off Provides the policies, methodologies and

templates for managing projects within thorganization

Provides support and guidance to others i

organization on how to manage projects, tothers in project management or PM softwassists with specific project management

Provides project managers for different prand is responsible for the results of those

(All projects or projects of certain size, typ


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Role of PMO (Project Management Off Manage the interdependencies between p Help provide resources Terminate projects Monitor compliance with org processes Help gather lessons learned and make the

available for other projects Provide templates and guidance Provide centralized communication about

Heavily involved in project initiating


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h j


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Who is a stakeholder?Stakeholders are people or organizations whointerests may be positively or negatively impathe project

Performing organization, Project Managem

Team, PMO, Sponser, Portfolio managers, managers, Functional managers, Operatiomanagers and sellers are some of the costakeholders


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Ch 1 P j M


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Who is a stakeholder?


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Ch 1 P j t M t


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Organizational structure Functional (silo) HR, Finance, Admin, IT Service

Functional manager has control of the project

Communication through functional managers

Projectized (no home) Members of all other funteam will work together for a project

Project manager has control of the projectCommunications occurs within the team

Matrix (two bosses) To maximize the strengthsfunctional and projectized structure


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Ch 1 P j t M t


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Organizational structure Strong Matrix Project manger controls the proje Weak Matrix Functional manager controls the p

Project Expeditor Acts as a communication coordincannot make any decision

Project Coordinator Project expeditor has authority

some decision Balanced Matrix Both Project manger and Func

manager controls the project


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Ch 1 P j t M t


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Organizational structure - comparison


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Ch 1 P j t M t


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Organizational structure Merits and

demerits


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Ch 1 P j t M t


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Role of Project Manager

Project Manager is the person assigned byperforming organization to achieve theproject objectives

Project Manager may report to a functionaprogram or portfolio manager depends on

organization structure There is a chance for little bit confusion he

as functional manager and operationsmanager.

Functional manager is focused on


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Ch 1 Project Management


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Project Lifecycle

Project life cycle is a collection of generallysequential and sometimes overlapping projectphases.


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Project Lifecycle Overlapping phases


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Project Lifecycle Cost and Staffing requirements


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Product Lifecycle Product life cycle lasts from the conception of a new product t

withdrawal. A product can require or spawn many projects over its life. A project during conception might be to determine the custom A project during maturity might be to analyze the competition


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Operations Management Operations managers are individuals who have a

management role in a core business area, such adesign, manufacturing, provisioning, testing ormaintenance.

Unlike functional managers, operations managedeal with producing and maintaining the saleabl

products or services. A formal handoff occurs upon completion of a pr

pass the details to the operations management


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Enterprise Environmental Factor (EEF) EEF refer to both internal and external factors th

surround or influence a projects success

Organization culture, structure and process

Government or Industry standards

Infrastructure like existing facilities and capital equ

Existing human resources, Personnel administration

Company work authorization systems

Marketplace conditions

Stakeholder risk tolerances

Political climate


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Organizational Process Assets (OPA) OPA includes all process related assets that can

to influence the projects success

Organization standard process, standards and policie

Standardized guidelines, work instructions, proposal criteria and performance measurement criteria

Templates

Communication templatesFinancial control procedures

Issues and defect management procedures

Change control procedurs


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Knowledge Area Initiating Planning Process Group Executing Monitoring & Con

Project Integration 1 Develop 2 Development Project Management 3 Direct and Manage 4 Monitor & Control Pro


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Project IntegrationManagement

1. DevelopProject Charter

2. Development Project ManagementPlan

3. Direct and ManageProject Execution

4. Monitor & Control Pro5. Perform Integrated CControl

Project ScopeManagement

1. Collect Requirements2. Define Scope3. Create WBS

4. Verify Scope5. Control Scope

Project TimeManagement

1. Define Activities2. Sequence Activities3. Estimate Activity Resources4. Estimate Activity Duration5. Develop Schedule

6. Control Schedule

Project CostManagement

1. Estimate Cost2. Estimate Budget

3. Control Cost

Project QualityManagement

1. Plan Quality 2. Perform QualityAssurance

3. Perform Quality Cont

Project Human ResourceManagement

1. Develop Human Resource Plan 2. Acquire Project Team3. Develop Project Team4. Manage Project Team

Project CommunicationManagement

1. IdentifyStakeholders

2. Plan Communications 3. Distribute Information4. Manage StakeholderExpectations

5. Report Performance

Project RiskManagement

1. Plan Risk Management2. Identify Risks1. Perform Qualitative Risk Analysis2. Perform Quantitative Risk Analysis3. Plan Risk Response

6. Monitor and Control

Project ProcurementManagement

1. Plan Procurements 2. Conduct Procurements 3. Administer Procurem

Ch-1 Project Management


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Questions


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Q estion pattern


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PM Process Group % of Questions

Project Initiation 11%

Project Planning 23%

Project Execution 27%

Project Monitoring and Control 21%

Project Closing 9%

Social Responsibilities 9%

Question pattern

Process Area Level of Difficulty

Monitoring & Control High

Low

Initiating

Executing

Planning

Closing

Professional and Social

Responsibilities

Knowledge Area Level D

Project ManagementProcess

Procurement Management

Risk Management

Integration Management

Quality Management

Time Management

Cost Management

Project ManagementFramework

Scope Management

HR Management

CommunicationManagement

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Documents

Introduction - Project Management Professional