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project management
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20/04/2013
1
Project Management Framework
For the PMP® Exam using PMBOK® Guide 5th Edition
© Khaled El-Nakib, PMP 2013
PMI®, PMP®, PMBOK® Guide are registered trade marks of Project Management Institute, Inc.
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© Khaled El-Nakib, PMP 2013
Contacts
• Name: Khaled El-Nakib, PMP
• URL: http://www.khaledelnakib.com
• E-mail: [email protected]
• Mobile: 0100 166 5 136
© Khaled El-Nakib, PMP 2013
Course Objectives
• This program will rely on PMBOK terminology for consistency across projects, practices, organizations, and industries.
• The overall goal of the project management diploma program is to enhance the transferable skills that can lead to project management certification.
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© Khaled El-Nakib, PMP 2013
Exam prerequisites
•Minimum of 4500 hours of project management experience. •Project management experience dating back at least three years from application submittal date. •Project management experience not dating back further than eight years from the application submittal date. •Minimum of 36 months of project management experience (gaps in experience and overlapping experience will not be counted).
© Khaled El-Nakib, PMP 2013
Exam prerequisites (continued)
• Project management experience is required in each of the following process areas when all projects are totaled, but not on each project: (Initiating, Planning, Executing, Monitoring and Controlling, and Closing)
• 35 hours project management education
• Bachelor degree
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© Khaled El-Nakib, PMP 2013
Exam layout
• 200 questions
• 25 not included in exam score
• 106 questions out of 175 question are required to pass the exam
© Khaled El-Nakib, PMP 2013
Questions allocation in Exam
Process AreaInitiating
Planning
Executing
Monitor and Control
Closing
%13
24
30
25
8
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© Khaled El-Nakib, PMP 2013
Get prepared for the Exam
• Study Chapter by Chapter
• Study according to Process Areas
• Practice PMP online exams
• Revisit knowledge areas with weak score
• Apply for the exam
• Reschedule when ever you still fell unready
© Khaled El-Nakib, PMP 2013
What do you need to memorize?
• Glossary
• Tools and techniques
• Common inputs and outputs
• Processes definitions
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© Khaled El-Nakib, PMP 2013
Maintaining PMP license
• PMP certificate warrant a three years license
• To maintain license, you must collect at least 60 Professional Development Units (PDU’s)
© Khaled El-Nakib, PMP 2013
What is a Project?
• A temporary endeavor undertaken to create a unique product, service, or result.
•Temporary means that every project has a definite start and definite end.
•Unique product, service, or result� Product e.g. new car model� Service e.g. business consultancy� Result e.g. research project
•Progressive elaboration; Developing in steps
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© Khaled El-Nakib, PMP 2013
Additional project elements
• Uncertainty
• Requires cross-functional team
• Agreement
© Khaled El-Nakib, PMP 2013
Project Vs Operation
• The project is completed when its goals and objectives are accomplished
• Operations are ongoing and repetitive.
• The purpose of operations is to keep the organization functioning
Both share the following characteristics:•Performed by people•Constrained by limited resources•Planned, executed, and controlled•Performed to achieve organizational objectives
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© Khaled El-Nakib, PMP 2013
Triple Constraints concept
© Khaled El-Nakib, PMP 2013
Modern Triple Constraints concept
A.K.A Competing Project Constraints
Customer Satisfaction
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© Khaled El-Nakib, PMP 2013
!Project
© Khaled El-Nakib, PMP 2013
What is project management?• Project management is the application of
knowledge, skills, tools, and techniques to project activities to meet project requirements.
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© Khaled El-Nakib, PMP 2013
What does project manager need?
© Khaled El-Nakib, PMP 2013
Knowledge areas
� Project Scope Management
� Project Time Management
� Project Cost Management
� Project Quality Management
� Project Human Resource Management
� Project Communication Management
� Project Procurement Management
� Project Risk Management
� Project Integration Management
� Project Stakeholders Management
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© Khaled El-Nakib, PMP 2013
Skills
� General Management Skills
� Financial and accounting
� Purchasing and procurement
� Information technology
� Interpersonal Skills� Negotiation skills� Communication skills� Problem solving� Leadership
© Khaled El-Nakib, PMP 2013
What is a Program• A Program is defined as a group of related
projects, sub-programs, and program activities managed in a coordinated way to obtain benefits and control not available from managing them individually.
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© Khaled El-Nakib, PMP 2013
What is a Portfolio• Portfolios are collections of programs and
projects and other work that meet a strategic business objective.
© Khaled El-Nakib, PMP 2013
Project Management Office (PMO)• A Project Management Office is a management
structure that standardizes the project-related governance processes and facilities the sharing of resources, methodologies, tools, and techniques.
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© Khaled El-Nakib, PMP 2013
Project Management Office (PMO)
• Identify Project Management Methodology
• Coaching an mentoring
• Managing shared resources
• Perform project audits
• Developing and managing organizational process assets
• Coordinating communications across projects
© Khaled El-Nakib, PMP 2013
• Enterprise environmental factors are both internal and external factors that surround or influence a project success. These factors may enhance or eliminate project management options and may have positive or negative influence on the outcome.
� Stakeholders Risk Tolerance
� Infrastructure (Existing facilities, or equipments)
� Existing Human Resources (skills, knowledge)
� Personnel administration (training records)
Enterprise environmental factors
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© Khaled El-Nakib, PMP 2013
Project life cycle
• Starting a project
• Preparing and organizing
• Carrying out the work
• Closing the project
© Khaled El-Nakib, PMP 2013
Project life cycle characteristics
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© Khaled El-Nakib, PMP 2013
Project life cycle characteristics
© Khaled El-Nakib, PMP 2013
Project life cycle characteristics
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© Khaled El-Nakib, PMP 2013
Project Phase
• Project phase structure allows the project to be segmented into logical subsets for ease of management, planning, and control
© Khaled El-Nakib, PMP 2013
Project Phase
• Project phases are typically sequential, but can overlap in some situations
• Ending a phase does not necessarily mean start of another one
• Work is distinct from one phase to another
• Repetition of five process areas in each phase
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© Khaled El-Nakib, PMP 2013
Phase to Phase relationships
• Sequential relationship
▫ Less uncertainty – No schedule compression
• Overlapping relationship
▫ More Risk – Fast tracking
© Khaled El-Nakib, PMP 2013
Project Life Cycle
• Predictive Life Cycles
• Iterative and Incremental Life Cycle
• Adaptive Life Cycle
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© Khaled El-Nakib, PMP 2013
Project Stakeholders
• Stakeholder is an individual, group, or organization who may affect, be affected by, or perceived itself to be affected by a decision, activity, or out come of a project.
© Khaled El-Nakib, PMP 2013
Project Stakeholders
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© Khaled El-Nakib, PMP 2013
Organization structures
© Khaled El-Nakib, PMP 2013
Weak Matrix
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© Khaled El-Nakib, PMP 2013
• Processes and procedures
▫ Organizational process assets include formal and informal plans, policies, procedures, templates, work instructions and guidelines
• Corporate knowledge base
▫ Process assets also include organization’s knowledge base such as lessons learned, historical information, risk data, and earned value data.
Organizational Process Assets
© Khaled El-Nakib, PMP 2013
Project Management Process Groups
� Initiating Process Group
� Planning Process Group
� Executing Process Group
� Monitoring and Controlling Process Group
� Closing Process Group
Start the cycle
Plan the work
Do planned work
Check the work while being Done
End the cycle
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© Khaled El-Nakib, PMP 2013
Project Management Process Groups
(Continued)
Plan-Do-Check-Act cycle defined by Shewhart and modified by Deming
© Khaled El-Nakib, PMP 2013
Project Boundaries