Sample participant booklet - PMGI-PMFT

PROJECT MANAGEMENT

FUNDAMENTALS AND TECHNIQUES

PMGI 700

Participant Guide

www.pmglobalinstitute.com

Project Management Global Institute

Training that gets you ahead

Version 1.02

http://www.pmglobalinstitute.com/

DPM1111 * Project Management Fundamentals & Techniques*Version 1.02

© Project Management Global Institute

Message from the Board of

Directors

t is my pleasure to welcome you on behalf of

the Project Management Global Institute’s

Board of Directors and staff.

We thank you for choosing us for your training

needs. We are committed to delivering outstanding

learner experience, which provides a lifetime of

great unforgettable memories, fostered by training

courses that not only equip you with high-level

skills and boost your employability, but also enrich

yourself of being.

The momentum we have gained as one of Jamaica’s most ambitious, innovative and research-

led project management training institutions has made us the choice for many individuals and

organisations. The many students trained by us - who have passed the external exams or gone

on to great achievements - are clear testimonies to our commitment and impact.

We believe that we have struck the right balance of excellent teaching and research, matched

by the ultimate positive learner experience. We will continue to provide you with globally

recognised project management learning solutions.

Please enjoy this journey with us!

Sincerely, Sherrone Blake Lobban

Board Chairman

I



1.2.4: REFLECTION STATION: Real World Projects

Think of your real-world project and list some of the projects that you have been working

on using the characteristics learnt so far.

Project Name Characteristics Gap Knowledge vs. Reality



Topic 1.3: The Project Manager & PMO

1.3.1: Project Management Office

In some organizations, a PMO will be created to oversee or support the management of

all programs, projects, and subprojects. The PMBOK® Guide defines the PMO as an

organizational body or entity assigned various responsibilities related to the centralized

and coordinated management of those projects under its domain. Some organizations

find the PMO critical to successful project management while others do not. Typically,

carry out responsibilities similar to those of a project manager, but applied across

multiple projects. PMOs often carry out additional, higher-level responsibilities that

promote an organisation's overall mission.

A PMO is often responsible for:

Management reporting

Process development and deployment

Education and training

Technology selection and support

Resource management

Quality management

Setting standards and monitoring compliance

Coaching and mentoring

Central reporting function

Pool of project managers for hire



Benefits of a PMO:

Predictable, reusable PM tools

Organizational improvement

Financial improvement

Main objective is to support PM



1.3.2: Defining the Project Manager

A PROJECT MANAGER is

Project Manager Expertise

In most cases, the project manager is not directly involved in the intricate details of the

work. Instead, her/his responsibilities involve managing at the overall level. Successful

project managers are generalists and use a variety of skills to handle diverse

responsibilities and expertise as shown below:

Problem Solving: Define problems, assessing alternatives, and making decisions

regarding issues that stand in the way of successful project completion

Facilitating clear communication: Enhance communication among stakeholders,

demonstrating exemplary personal communication skills

Organizing and planning: Form teams; setting milestones; planning meetings;

disseminating, tracking, and filing project documentation

Establishing and managing budgets: Performing cost estimates, tracking spending,

reconciling invoices, soliciting and evaluating vendor quotes, preparing purchase orders

“The person assigned by the performing

organization to achieve the project

objectives.” PMBOK

® Guide, Fifth Edition



Negotiating and influencing: Balance stakeholders' conflicting priorities; negotiating

regarding budgets, resources, and scope definition)

Module Summary

Project management is divided in five process groups

There are ten Knowledge Areas that describe project management knowledge

and practice

All projects have a beginning and an end, and no two projects are alike, as the

service or product a project creates is different in some way from other products

or services.

Project management is a discipline created in response to the successes and

failures of projects and applies knowledge, skills, tools, and techniques to

maximize the efficiency of project operations.

A successful project is one that meets the stakeholders’ requirements and

expectations.

The project manager is the individual responsible for applying project

management knowledge, skills, and tools and techniques to the management of a

project.

The project manager has many roles and responsibilities and must be committed

to certain standards of ethical behavior.



Things that may occur

before initiation:

Feasibility assessment

Identification of

competing resources

Impact analysis

Constraints

identification

High level risk and

assumption

identification

Topic 3.2: The Initiating Process Group

During the initiation stage of a project, the

project or phase is formally authorized. Initiation

can occur at the start of a project or phase.

Doing initiation at the start of a phase is quite

useful in large projects.

The following project management processes

take place during the Initiation Process and are

considered to be the inputs and outputs of this

process:

1. Develop Project Charter

2. Identify Stakeholders

3. Stakeholder Management Strategy

Project Charter

To Develop Project Charter the following are

achieved:

Project Objectives are defined

Return on Investment is determine

Feasibility is assessed

High-level risks are identified

Budget limit is set



Purpose of a project charter:

To make sure you understand the sponsor’s needs

To provide key information needed to get started

To provide a mechanism to make sure everyone is on the same page later in

the project

To provide a basis to plan the project

To make sure the sponsor’s needs are not forgotten later in the project

To protect the project manager by having a description of what the project

manager is being asked to do



Standard elements of a Project Charter

Project Title and Description (What is the project?)

Project Manager Assigned and Authority Level (Who is given authority to lead the

project, and can he/she determine, manage, and approve changes to budget,

schedule, staffing, etc.?)

Business Case (Why is the project being done? On what financial or other basis can

we justify doing this project? Describe the project purpose and justification.)

Resources Pre-assigned (How many or which resources will be provided?)

Stakeholders

Stakeholder requirements as known

Product description/deliverables

Measurable project objectives

Project approval requirements

Summary level milestones

High level project risks

Project sponsor signature

+ Summary Milestone Schedule; + Summary Budget



Develop SMART Objectives

Project objectives must be set during Initiation so as to facilitate the development of the

project charter and the entire project management process - SMARTS criteria can help

to achieve this:

S - specific

M - measurable

A - achievable

R - relevant

T - time bound

S - supported by the organization



3.2.1: GROUP EXERCISE: Develop Project Charter

Instruction: Complete the Project Charter for the Case Study by ensuring that all the

following are elements included:

Job Aids for this Topic

1. Project Charter Guide Template

Documents

Sample participant booklet - PMGI-PMFT