PMP-V5 Chapter 1

7/23/2019 PMP-V5 Chapter 1

http://slidepdf.com/reader/full/pmp-v5-chapter-1 1/43

PMP Preparation Course

CH 1

By

Eng. Islam ElzayatMBA,PMP,MCT







Agenda

• Purpose of the PMBOK® Guide

• What is a Project?• What is Project Management?

• Relationships Among Portfolio, Program,Project, and Organizational ProjectManagement.

• Relationship Between Project, Operations,

and Organizational Strategy.• Business Value.

• Role of the Project Manager.• Project Management Body of Knowledge.



Why?

• Better control of financial, physical, andhuman resources

• Improved customer relations

•

Shorter development times• Lower costs

• Higher quality and increased reliability

• Higher profit margins

• Improved productivity• Better internal coordination• Higher worker morale (less stress)





Building Professional in Project

Management

Project Management Institute

• Established in 1969 and headquarteredoutside Philadelphia, Pennsylvania USA

,the Project Management Institute (PMI) isthe world’s leading non-for-projectmanagement professional association

with over 260,000 members in more than171countries and 180,000 PMP’sworldwide.



What is a Project ?

• A Project is a temporary endeavorundertaken to create a unique, product,service, or result.

•Temporary endeavor with a beginningand an end.

• Creates unique product, service or result.

• Is Progressively Elaborated. – Distinguishing characteristics of each unique

project will be progressively detailed as theproject is better understood.



Another definition of a Project

• "A project is a finite endeavor - havingspecific start and completion dates -undertaken to create a unique productor service which brings about beneficial

change or added value. This finitecharacteristic of projects stands in sharpcontrast to processes, or operations,which are permanent or semi-

permanent functional work torepetitively produce the same product orservice."



What is Project Management?

• The application of knowledge, skills,tools and technique to projectactivities to meet project requirements



Managing Projects

Managing a project includes:

• Identifying requirements.

• Establishing clear and achievable

objectives.• Balancing the competing demand of

quality, scope, time and cost.

• Addressing the various needs, concerns,

and expectations of the stakeholders inplanning and executing

• the project



Project Management Constrains

Resources

Scope

Risk

Time Qualitys

R

QT

R

PROJECT







Program management

A program is defined as a group of relatedprojects, subprograms, and program activities

managed in a coordinated way to obtain

benefits not available from managing themindividually.



Program management

focuses on the project interdependenciesand helps to determine the optimal

approach for managing them.

• Resolving resource constraints and/orconflicts that affect multiple projectswithin the program,

• Aligning organizational/strategicdirection that affects project andprogram goals and objectives, and

• Resolving issues and changemanagement within a sharedgovernance structure.



A portfolio refers to projects, programs,sub-portfolios, and operations managed

as a group to achieve strategic

objectives.

The projects or programs of the portfoliomay not necessarily be interdependent

or directly related



Portfolio Management

Infrastructure firm that has the strategicobjective of

“maximizing the return on itsinvestments” may put together a

portfolio that includes a mix of projectsin oil and gas, power, water, roads, rail,

and airports





Projects and Strategic Planning

• Market demand

• Strategic opportunity/business need

•

Social need• Environmental consideration

• Customer request

• Technological advance• Legal requirement



Project Management Office

is a management structure that standardizesthe project-related governance processes

and facilitates the sharing of resources,

methodologies, tools, and techniques.The responsibilities of a PMO can range from

providing project management supportfunctions to actually being responsible for the

direct management of one or more projects





PMO is to support project

managers in• Managing shared resources across all projects

administered by the PMO.

• Identifying and developing projectmanagement methodology, and standards.

• Coaching, mentoring, training.

• Monitoring project management standards,policies, procedures.

•

Developing templates, and other shareddocumentation

• Coordinating communication across projects.



Relationship Between ProjectManagement, Operations

Management, and Organizational

Strategy



Operations and Project

Management

Projects can intersect with operations atvarious points during the product life

cycle, such as:

• At each closeout phase• When developing a new product,

upgrading a product, or expanding

outputs• While improving operations or the

product development process



Operational Stakeholders in

Project Management • Plant operators• Manufacturing line supervisors• Help desk staff• Production system support analysts• Customer service representative• Salespersons• Maintenance workers• Telephone sales personnel• Call center personnel

• Retail workers• Line managers• Training officers.



Business Value

Business value is a concept that isunique to each organization. Businessvalue is defined as the entire value of

the business; the total sum of all tangibleand intangible elements



Role of the Project Manager

• The project manager is the person assignedby the performing organization to lead theteam that is responsible for achieving theproject objectives.

• The role of a project manager is distinct froma functional manager or operations manager.Typically the functional manager is focusedon providing management oversight for

functional or a business unit, and operationsmanagers are responsible for ensuring thatbusiness operations are efficient.





Interpersonal Skills

of a ProjectManager

























Contact ME

/imz199

@islamelzayat



Documents

PMP-V5 Chapter 1