PMP_Project Management Framework

PPROJECT ROJECT MMANAGEMENTANAGEMENT

FFRAMEWORK RAMEWORK

Hisham Haridy, PMP, PMI-RMP, PMI-SPFebruary 2016

IINTRODUCTIONNTRODUCTION

Hisham Haridy, PMP, PMI-RMPFebruary 2016

Who Am I?

� Project Management Professional Certified (PMP).

� Risk Management Professional Certified (PMI-RMP).

� Scheduling Professional Certified (PMI-SP)

� BS in Civil Engineering.

� 17 years Construction and Project Management Experience.

INTRODUCTION February 2016

� Managing Safely in Construction Certified (IOSH).

� Primavera Project Management Certified.

� More than 1500 PM training hours.

� Freelance “Project Management Consultant”

� Ex-FP Program Manager (LafargeHolcim): Manage the Fire protection program for Middle

East and Africa Plants.

� Ex-Project Manager (LafargeHolcim): Carried out previous long assignments in different

countries from concept phase to operation.

Hisham Haridy Elsayh

Who Are You?


What’s your Expectations?


Course Content

Introduction

Organizational Influences and Project life cycle

Project Management Processes

Project Scope management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Reasource Management

Project Communication Management

Project Risk Management

Project Procurement Management

Project Integration Management

Project Stakeholder Management


Course Outline

Project Management Framework� Project and Project management� Portfolio, Program, and PMO� Organization Structure� Project life cycles � Areas of knowledge� Project management processes

Project Stakeholder Management� Stakeholder register and management strategy� Issue log � Manage and control stakeholder engagement.

Project Quality Management� Quality planning� Quality assurance� Quality control� Statistical process controlProject Human Resource Management� Motivation and leadership� Team developmentProject Communications Management� Communications planning� Information distribution� Performance reportsProject Risk Management

� Manage and control stakeholder engagement.Project Scope Management� Project initiation definition� Work breakdown structure (WBS)� Scope verification� Scope change controlProject Time Management � Duration estimation� Resource estimation and loading� Schedule network development� Resource leveling� Schedule compressionProject Cost Management� Definitions, types of costs� Economic analysis� Cost estimating and budgeting� Cost control� Earned value

Project Risk Management� Risk Planning� Risk identification� Qualitative and quantitative risk management� Risk response development and controlProject Procurement Management� Procurement planning� Solicitation and source selection� Contract administration and closeout Project Integration Management� Project plan development� Project plan execution� Overall change controlProfessional Responsibility� PMI® Code of Conduct� Professional responsibility performance domain� Legal, ethical and professional behaviors� International cultural sensitivities


Introduction

� The Project Management Professional (PMP)® certification is the profession’s most

globally recognized and respected certification credential.

� The PMP® designation following your name tells current and potential employers that

you have a solid foundation of project management knowledge that can be readily

applied in the workplace.

� Worldwide there are thousands of Project Management Professionals (PMPs)® who

provide project management services in 120 countries.

� Many corporations require that for individual advancement within the corporation or

for employment, the individual must have the PMP® credential.

� The Project Management Professional (PMP)® certification is the project management

credential of choice for numerous industries and companies.

� By attaining the PMP® credential your name will be included in the largest and most

prestigious group of certified professionals in the project management community.


Introduction

Who should attend?

� Project managers

� Project team members

� Professionals from various industries, such as IT,� Professionals from various industries, such as IT,

construction, etc.,

� Who are interested to become PMP certified.


Introduction

What will you get?

�Enhance the skills and give a details for the methods, techniques and tools to manage

projects more effectively.

�Increase participants understanding of managing projects with an emphasis on the�Increase participants understanding of managing projects with an emphasis on the

deliverables and discussion points.

�Participants will be able to reflect on their

experience managing projects, learning to build

on their strengths and identify areas for

improvement.


Introduction

�This program will rely on PMBOK “Project

Management Body of Knowledge

terminology for consistency across projects,

practices, organizations, and industries.

�Provides a common language.�Provides a common language.

�Serves as a reference resource.

�Recognized as a standard.

It describes the project managementprocesses, tools & techniques used tomanage a project towards a successfuloutcome.


Introduction

PMP Exam Requirements

1. 35 Contact Hours

� You will get these at the end of this course.

2. Education2. Education

� Bachelors Degree

– 4500 hours of PM Experience

• Three years within the last eight years

� High School Graduate

– 7500 hours of PM Experience

• Five years within the last eight years


Introduction

PMP Exam Format

No. of Scored QuestionsNo. of Pretest (Unscored)

Questions

Total Examination

Questions

175 25 200

� Passing score is 106 out of 175 questions (approx 61%)

� Questions may be poorly worded

� Requires memorization of Inputs/Outputs/ Tools & Techniques

Allotted Examination Time

4 hours


Introduction

PMP Certification Examination measures

The application of knowledge, tasks, skills, tools and techniques that are

utilized in the practice of project management.

Project Management is accomplished through the appropriate application and

integration of:

the 47 logically grouped processes

comprising the 5 PROCESS GROUPS


Introduction

Initiation

13%

Closing

7%

Exam Guidelines (Domains)

Planning

24%

Executing

31%

Controlling

25%


Why Why dodo we need Project Management?we need Project Management?





Project characteristic

� Projects are temporary.

Has definite beginning and end, the end is reached when the project’s objective havebeen achieved.

A project is a temporary endeavor undertaken to create a unique product or service.

A project is a sequence of unique and connected activities having one goal that must be

completed by a specific time, within a budget and according to specification.

PProjectroject

been achieved.

� Projects are unique.

Every project creates a unique product, service, or results.

� Progressively elaborated.

Progressively: proceeding in steps.

Elaborated: worked with care and detail.

Rolling Wave Planning: Rolling wave planning refers to the

progressive detailing of the project plan which is an iterative and

ongoing process.


PProjectroject OObjectivesbjectives

� Something toward which work is to be directed, a strategic position to be attained,

or a purpose to be achieved, a result to be obtained, a product to be produced, or a

service to be performed.

� Each project must have at LEAST one objective.

� The objectives of the project MUST be made known to all project personnel and all

managers, at every level of the organization.

� If this information is NOT communicated accurately, then it is entirely possible that� If this information is NOT communicated accurately, then it is entirely possible that

upper-level manager, project managers, and functional managers may all have a

different interpretation of the ultimate objective , a situation that invites Conflicts.

� Project objective MUST follow the SMART rule;

� S = specific

� M = measurable

� A = attainable

� R = realistic or relevant

� T = time bound


• Identify all work required to complete project successfully.

ScopeScope

• Ensure the project is completed on time.

TimeTime

• Ensure the project is completed within the approved budget.

CostCost

PProject roject CConstrainsonstrains

• Effectively identify, analyze and respond to the project risks.

RiskRisk

• Ensure the project will satisfy the customer requirement.

QualityQuality

• Effective usage of needed resources (manpower, equipment, and materials)

ResourcesResources

• Adapting and approach to the different concerns and expectations of the various stakeholders.

Customer Customer SatisfactionSatisfaction

Customer Customer SatisfactionSatisfactionCustomer Customer SatisfactionSatisfaction

SafetySafety


PProjects vs. rojects vs. OOperationsperations

Similarities Differences

� Performed by people. � Operations do NOT have any timelines.

Projects are temporary and have finite� Constrained by limited resources.

� Planned executed and controlled.

Projects are temporary and have finite

time duration.

� Objective of Operations is usually to

sustain the business.

� Objective of a project is to attain the

objective and close the project.


Strategic Plan

� Strategic plan

� The strategy of an organization is an action plan to achieve its business goals

and objectives.

� It’s also called a strategic plan or a strategic business plan.

PPortfolio, ortfolio, PProgram, and rogram, and PProject roject RRelationshipselationships

� Portfolio

� A collection of projects, programs, sub-

portfolios, and operations managed as a Strategic Planportfolios, and operations managed as a

group to achieve strategic objectives.

� Program

� Grouped within a portfolio and are

comprised of subprograms, projects, or

other work that are managed in a

coordinated fashion in support of the

portfolio.


It is the application of knowledge, skills, tools, and techniques to project activities to

meet the project requirements.

� Managing a project includes:

� Identifying requirements.

� Establishing clear and achievable objectives.

PProject roject MManagementanagement

� Balancing the competing demands for quality, scope, time, resource, risk and

budget.

� Adapting the specifications,

plans, and approach to the

different concerns and

expectations of the various

stakeholders.


PProject roject MManagementanagement

� Project Management is accomplished through the appropriate application and

integration of

� the 47 logically grouped

processes comprising the 5

PROCESS GROUPS


� The program is a group of related projects managed in a coordinated way to

obtain benefits and control not available from managing them individually.

� This coordination may provide decreased risk, economies of scale, and improved

management that could not be achieved if the projects were not managed as parts of

a program.

PProgram rogram MManagementanagement

a program.

� Program management is the application of knowledge, skills, tools, and techniques

to a program in order to meet the program requirements and to obtain benefits and

control not available by managing projects individually.


� Portfolio is the collection of projects or programs and associated operational

work.

� Portfolio Management is the selection and support of projects or program

investments.

� Portfolio Management is important because :

PPortfolio ortfolio MManagementanagement

� Portfolio Management is important because :

� It satisfies the strategic business

objectives.

� Helps in selecting of appropriate projects

and programs to maximize the value

of the portfolio.


� OPM is a strategy execution framework utilizing project, program, and portfolio

management as well as organizational enabling practices to consistently and

predictably deliver organizational strategy producing better performance, better

results, and a sustainable competitive advantage.

OOrganizational rganizational PProject roject MManagementanagement

� OPM provides a strategic framework to use and� OPM provides a strategic framework to use and

guide portfolio, program, and project management

to deliver organizational strategy.

� OPM3!

PMI’s organizational project management maturity

model


� An organizational unit or body assigned responsibility to coordinate the

management of projects under its domain.

� There are several types of PMO structures in organizations:

PProject roject MManagement anagement OOfficeffice

Supportive Controlling Directive

� Provide a consultative role � Provide support and � Take control of the projects


� Provide a consultative role

to projects by supplying

templates, best practices,

training, access to

information and lessons

learned from other projects.

� The degree of control

provided by the PMO is low.

� Provide support and

require compliance

through various means.


provided by the PMO is

moderate.

� Take control of the projects

by directly managing the

projects.


provided by the PMO is

high.

� Management by objectives (MBO) is a philosophy that aligns project goals with

organizational goals.

� This management philosophy has three steps:

1. Establish clear and realistic objectives.

2. Periodically evaluate if objectives are being met.

MManagement by anagement by OObjectives (bjectives (MBOMBO))

2. Periodically evaluate if objectives are being met.

3. Implement corrective action.

� Project Manager MUST know that if project is not aligned or support corporate

objectives, the project is likely to lose resources, assistance and attention.

� MBO only works if management supports it.


OORGANIZATION RGANIZATION IINFLUENCES AND NFLUENCES AND

PPROJECT ROJECT LLIFE IFE CCYCLEYCLE


OOrganizational rganizational SStructurestructures

� Projects are impacted by, and have impact on, the cultural norms, management

policies, and procedures of the organizations of which they are a part.

� The best project managers look for these influences and manage them for the

benefit of the project and the organization.

� One of the main forms of influence is how the company is organized.

� This will dictate who the project manager goes to for help with resources, how

communications must be handled, and many other components of project

management.

� Organizational structures can be defined in terms of the project manager's level

of authority.

� Types of organizations

� Functional organizations

� Projectized organizations

� Matrix organizations

ORGANIZATION INFLUENCES AND PROJECT LIFE CYCLE February 2016

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OOrganizational rganizational SStructurestructures ––WWeek eek MMatrixatrix

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OOrganizational rganizational SStructurestructures –– BBalanced alanced MMatrixatrix

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OOrganizational rganizational SStructurestructures –– SStrong trong MMatrixatrix

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OOrganizational rganizational IInfluencesnfluences onon PProjectsrojects

Organization Structure

Project Characteristics

Functional

Matrix

ProjectizedWeak Matrix

BalancedMatrix

StrongMatrix

Project Manager’s

AuthorityLittle or None Limited

Low to

Moderate

Moderate to

High

High to Almost

Total

Low to Moderate to High to Almost Resource Availability Little or None Limited

Low to

Moderate

Moderate to

High

High to Almost

Total

Who controls the project

budget

Functional

Manager

Functional

ManagerMixed

Project

Manager

Project

Manager

Project Manager's Role Part- time Part- time Full-time Full-time Full-time

Project Management

Administrative StaffPart-time Part- time Part- time Full-time Full-time


OOrganizational rganizational SStructurestructures –– CCompositeomposite

� Many organizations involve all these structures at various levels.

� Even a fundamentally functional organization may create a special project team to

handle a critical project.

� This special type of organization is called Composite organization.


OOrganizational rganizational PProcessrocess AAssetsssets

� Information, tools, documents, or knowledge your organization possess that can

help you plan for your project:

� Anything that your organization owns or has developed that can help you on a

current or future project.

� Organizational process assets may be grouped into two categories;

1. Processes and Procedures

2. Corporate Knowledge Base


EEnterprise nterprise EEnvironmentalnvironmental FFactorsactors

� Appears as an input into most planning processes.

� Can be anything external to your project that affects your project.

� The things that impact your project that are not part of the project itself, such as:

� Company's organizational structure

� Organization's values and work ethic

� Government standards, laws and regulations where the work is being performed

or where the product will be usedor where the product will be used

� The characteristics of project's stakeholders (their expectations and willingness

to accept risk)

� The overall state of the marketplace for the project

� Business infrastructure systems

� Personnel policies

� PMIS (Project Management Information Systems)



1. Processes and Procedures

� Standards, policies, standard product and project life cycles, and quality policies

and procedures.

� Standardized guidelines, work instructions, proposal evaluation criteria, and

performance measurement criteria.

� Templates.

� Guidelines and criteria for tailoring the organization’s set of standard processes.� Guidelines and criteria for tailoring the organization’s set of standard processes.

� Organization communication requirements.

� Project closure guidelines or requirements

� Financial controls procedures .

� Issue and defect management procedures.

� Change control procedures.

� Risk control procedures.

� Procedures for prioritizing, approving, and issuing work authorizations.



2. Corporate Knowledge Base

� Process measurement databases used to collect and make available

measurement data on processes and products.

� Project files.

� Historical information and lessons learned knowledge bases.

� Issue and defect management databases containing issue and defect status,

control information, issue and defect resolution, and action item results.control information, issue and defect resolution, and action item results.

� Configuration management knowledge bases containing the versions and

baselines of all official company standards, policies, procedures, and any project

documents.

� Financial databases containing information such as labor hours, incurred costs,

budgets and any project cost overruns.


StakeholdersStakeholders

� Stakeholders are people or organizations whose interests may be positively or

negatively impacted by the project.

� Positive stakeholders see positive outcomes from the existence of the project.

� Negative stakeholders see negative outcomes from the existence of the project.

� It is important to:

� Indentify all stakeholders.� Indentify all stakeholders.

� Determine all of their requirements.

� Determine all of their expectations.

� Communicate with them.

� Manage their influence.



The Relationship Between Stakeholders and the Project


StakeholdersStakeholders� Key Stakeholders on Every Project such as

� Project Manager

� Customer

� Performing Organization

� Team Members

� Sponsor

� PMO� PMO

� Additional Categories of Stakeholders such as;

� Internal and external

� Owners and sources of funding

� Sellers and contractors

� Government agencies and media outlets

� Individual citizens

� Temp or permanent organizations

� Society at large



� Project Manager

� The person ultimately responsible for the

outcome of the project – deliverables.

� Not required to be a technical expert.

� Formally empowered to use organizational� Formally empowered to use organizational

resources in control of the project.

� Authorized to make decisions and spend

the project's budget.

� Found in a matrix or projectized

organization.



� Project Manager Key Management General Skills

Negotiating

LeadingInfluencing the

Organization

Negotiating

Communicating

Problem Solving



EVOLUTION



� Project Coordinator

� In some organizations, project managers do not

exist; instead, they use the role of a project

coordinator.

� Weaker than a project manager. This person may

not be allowed to make budget decisions or overall

project decisions, but they may have some authority

to reassign resources.

� Acts as the communications link to Senior

Management and have some limited decision-

making abilities.

� Found in weak matrix or functional

organizations



� Project Expeditor

� The weakest of the three project management roles.

� Staff assistant who has little or NO formal authority.

� This person reports to the executive who

ultimately has responsibility for the project.

� Performs activities such as verifying that some

assignment is complete, checking on the status of

some undertaking, and communicating the

information to senior management.

� Usually found in a functional organization - may

be only part-time in many organizations.



� Sponsor

� The person paying for the project.

� May be internal or external to the company.

� Called the project champion.

� The sponsor and the customer may be the same person,

although the usual distinction is that the sponsor is internal

to the performing organization and the customer is

external.

� May provide valuable input on the project, such as due

dates and other milestones, important product features,

and constraints and assumptions.

� If a serious conflict arises between the project

manager and the customer, the sponsor may be called in

to help work with the customer and resolve the dispute.



� Project Team or Project Staff

� The people who actually do the work that goes

toward meeting the scope of the project.

� Can be analysts, programmers, technical

writers, construction personnel, testers, etc.

� Project Manager assumes that they know

enough to manage their own workload without

the need for micromanagement. If team

members are unclear about their

workload, they can contact the Project Manager

for direction.

� One main difference between team members

and other stakeholders is that a team member

typically bills (is a cost) to the project.



� Senior Manager

� Role on the project is to help prioritize

projects and make sure the project

manager has the proper authority and

access to resources.access to resources.

� Issues strategic plans & goals and makes

sure that the company's projects are

aligned with them.

� May be called upon to resolve conflicts

within the organization.



� Functional Manager

� Departmental manager such as the manager of

engineering, director of marketing or information

technology manager.

� Usually "owns" the resources that are loaned to the

project, and has human resources responsibilities

for them.

� May be asked to approve the overall project plan.

� Functional managers can be a rich source of

expertise and information available to the project

manager and can make a valuable contribution to

the project.

� Typically, you see this role conflicting with the

Project Manager and direction of the project.


PProject roject Life CycleLife Cycle

Opportunity

Collectively the project phases are known as the project life cycle.

Project life cycle includes all the phases required for a project – defines the

beginning and end of a project.

Feasibility

Tender

Implement

Close



Typical Cost and Staffing Levels Across the Project Life Cycle



Impact of Variable Based on Project Time


PProduct vs. roduct vs. PProject roject LLifecycle ifecycle RRelationshipselationships

New Idea,

Product Life Cycle(Life Cycle Management)

New Project

Transition to

Operations

New Idea, Upgrade, New

version

(Life Cycle Management)

Project Life Cycle

Begin Middle End

Initiated, Plan, Execute, Monitor and Control, Closed

Business Plan


PProject roject PPhaseshases

A collection of logically related project activities usually culminating in the

completion and approval of a major deliverable.

Example of a Single-Phase Project


PProject roject PPhaseshases

Example of a Three-Phase Project FigureExample of a Three-Phase Project Figure

Example of a Project with Overlapping Phases


� Project management life cycle: describes what is required to manage the

project and follows PMI’s process groups (i.e. Initiating, planning, execution, control

and closeout).

Initiate

PProject roject MManagement anagement PProcess rocess GGroupsroups

Plan

Execute

Control

Close Out

Continuous improvement


PProject roject MManagement anagement PProcess rocess GGroupsroups

• Defines and

authorizes the

project or a

project phase.• Defines and

refines

objectives, and

the course of

Planning • Integrates

people and

other

resources to

implement the

project

• Measures

project

progress to

identify

Monitoring

and Control• Formalizes the

acceptance of

a

project, project

phase, or

termination of

the project.

� Project management processes are mapped onto the lifecycle and organized into

groups:

Initiating

the course of

action required

to attain the

scope of the

project.

project

management

plan.

Execution

identify

variances from

the plan.

the project.

Closing

The process groups are linked by the results

they produce; the results of one process

group becomes input to another.


PProject roject MManagement anagement PProcessesrocesses

A process is “a series of actions bringing about a result”A process is “a series of actions bringing about a result”

InputTools and

Techniques Output

InputTools and

Techniques Output

Process 1

Process 2


Refreshments

Q1: All of the following are parts of the team's stakeholder management effort EXCEPT:

A. Giving stakeholders extras.

B. Identifying stakeholders.

C. Determining stakeholders' needs.

D. Managing stakeholders' expectations.

Q2: Operational work is different from project work in that it is:

A. Unique

B. Temporary

C. On-going and repetitive.

D. A part of every project activity.


Refreshments

Q3: A project manager is managing his second project. It started one month after the

first and both are ongoing. Though his first project is small, this one seems to be

growing in size every day. As each day passes, the project manager is beginning to feel

more and more in need of help. The project manager has recently heard that there was

another project in the company last year that is similar to his second project. What

should he do?

A. Contact the other project manager and ask for assistance.

B. Obtain historical records and guidance from the project management office (PMO).

C. Wait to see if the project is impacted by the growth in scope.

D. Make sure the scope for the project is agreed to by all the stakeholders.


Refreshments

Q4: A project manager is trying to complete a software development project, but

cannot get enough attention for the project. Resources are focused on completing

process-related work and the project manager has little authority to properly assign

resources. What form of organization must the project manager be working in?

A. Functional

B. MatrixB. Matrix

C. Expediter

D. Coordinator


Refreshments

Q5: Four project managers are having lunch together and discussing their projects.

Most of the time they are just complaining about how hard projects are to manage in

their company. Some complain about the stakeholders and the number of changes they

cause. Others talk about how hard it is to get people to cooperate and perform, One

project manager wants to focus on the advantages of the matrix-type organization they

all work in for their projects. Which of the following would he mention?

A. Improved project manager control over resources

B. More than one boss for project teams

C. Communications are easier

D. Reporting is easier


PPROJECT ROJECT MMANAGEMENTANAGEMENT

PPROCESSESROCESSES


PProject roject Management Management PProcess rocess GGroupsroups

Initiation (Start)

Planning (Plan)

Executing (Do)Executing (Do)

Monitoring and Controlling (check and Act)

Closing (End)

PROJECT MANAGEMENT PROCESSES February 2016


Controlling

Project Management Process Groups

Initiating ClosingPlanning Executing


PProject roject MManagement anagement PProcess rocess GGroups roups IInteractionsnteractions

Process 1



Project Boundaries


IInitiating nitiating PProcess rocess GGrouproup

Initiating Process Group

Begin a new phase of the

project

Business need

Project has so many problems that you re-evaluate the business need

� The initiating processes formally start a

new project or project phase by officially

authorizing the project and providing the

project manager with the information

necessary to begin the project.

� In well-run organizations, there is a formal

project selection process or established Groupproject selection process or established

selection criteria.

� Once a project is selected, it is chartered

and, therefore, authorized.

� Project manager is assigned.

� Stakeholders and the strategy to

manage are identified.

� The project charter is issued.


Planning Process

Project initiating is completed

PPlanning lanning PProcess rocess GGrouproup

� Project planning determines whether

the objectives as stated in the

project charter can be achieved,

as well as how the project will be

accomplished, and addresses all

appropriate project managementProcess Group

� Project management plan

� Project documents.

processes and knowledge areas.


Executing Process Group

Project planning is completed

Integrated change control results in a changed project management plan

EExecuting xecuting PProcess rocess GGrouproup

� The executing process is a

process group that refers to

integrates people and other

resources to implement the

project management plan and to

meet the project objectives

� Executing means executing the project management

plan or the latest revision of the project management

plan.

� The focus is on managing people, following

processes, and distributing information.


Work performance

data

DeliverablesProject initiating to review the project charter

Project executing to repair defects and implement

approved changes, including

corrective or preventive actions.

MMonitoringonitoring andand CControlling ontrolling PProcess rocess GGrouproup

� Monitoring and controlling

means measuring the

performance of the

project to the project

management plan and

approving change

requests, including

Monitoring and

Controlling Process Group

Requested changes, including

recommended corrective and

preventive actions and defect repair from all sources

actions.

Project closing if the project is completed or terminated

requests, including

recommended corrective

and preventive actions

and defect repair

� A project manager spends time and focused

effort controlling scope, time,

communications, risks, etc


Closing Process Group

Project is complete

Project Phase is complete

Procurement is complete

Project or procurement is terminated

CClosing losing PProcess rocess GGrouproup

� The closing process is a process

group that refers to those processes

that have been conducted to formally

terminate and conclude all tasks,

activities, and component parts of a

particular project, or phase of aGroup

project.

� The final step of the closing process will then typically

involve either the transfer, acceptance, and

approval of the final deliverables to the assigning

party, or, in the event the activity did not end up

taking place, initiating and completing the

cancellation process.


PProject roject WWork ork PPerformanceerformance

Work Performance

Data

Work Performance

Information

Work Performance

Reports

� The raw observations and

measurements identified during

activities performed to carry

out the project work.

� Examples include reported

� The performance data collected

from various controlling

processes, analyzed in context

and integrated based on

relationships across areas.

� The physical or electronic

representation of work performance

information compiled in project

documents, intended to generate

decisions or raise issues, actions, or� Examples include reported

percent of work physically

completed, quality and

technical performance

measures, start and finish

dates of schedule activities, etc

relationships across areas.

� Examples of performance

information are status of

deliverables, implementation

status for change requests, and

forecasted estimates to complete.

decisions or raise issues, actions, or

awareness.

� Examples include status reports,

memos, justifications, information

notes, electronic dashboards,

recommendations, and updates.


PProject roject Management Management KKnowledgenowledge AArearea

Project Scope management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Reasource ManagementProject Human Reasource Management

Project Communication Management

Project Risk Management

Project Procurement Management

Project Integration Management

Project Stakeholder Management


Processes

Knowledge AreasInitiating Planning Executing

Monitoring and Controlling

Closing

Integration (6)

1.Develop Project Charter

2. Develop Project Management Plan 2. Direct and Manage Project Work

4.Monitor and Control Project Work

5.Perform Integrated Change Control

6.Close Project or Phase

Scope (6)

1.Plan Scope Management2.Collect Requirements3.Define Scope4.Create WBS

5.Validate Scope6.Control Scope

Time (7)

1.Plan Project Schedule2.Define Activities3.Sequence Activities4.Estimate Activity Resource5.Estimate Activity Durations6.Develop Schedule

7.Control Schedule

PProjectroject MManagementanagement PProcesses rocesses GGroups and roups and KKnowledge nowledge AAreasreas

6.Develop Schedule

Cost (4)1.Plan Cost Management2.Estimate Costs3.Determine Budget

4.Control Costs

Quality (3) 1.Plan Quality Management 2.Perform Quality Assurance 3.Control Quality

Human Resources (4)

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

Communications (3) 1.Plan Communication Management 2.Manage Communication 3.Control Communication

Risk (6)

1.Plan Risk Management2.Identify Risks3.Perform Qualitative Risk Analysis4.Perform Quantitative Risk Analysis5.Plan Risk Responses

6.Control Risks

Procurement (4)1.Plan Procurement Management 2.Conduct Procurements 3.Control Procurements 4.Close

Procurements

Stakeholder (4)1.Identify Stakeholders

2.Plan Stakeholder 3.Manage Stakeholder Engagement

4.Control Stakeholder Engagement


InitiatingInitiating PlanningPlanning ExecutingExecutingMonitoring Monitoring

and and ControllingControlling

ClosingClosing

Processes GroupProcesses Group

Knowledge Area

Knowledge Area

PProjectroject MManagementanagement PProcesses rocesses GGroups and roups and KKnowledge nowledge AAreasreasKnowledge Area

Knowledge Area


Scope Management

“The processes involved in ensuring the project includes all the work required,

and only the work required, for completing the project successfully”

Plan Scope Management

Collect Requirements

Define Scope Create WBSValidate Scope

Control Scope


Time Management

Plan Define Sequence

Estimate Estimate Develop Control

“The processes that are used to help ensure the timely completion of the

project”

Plan Schedule

Management

Define Activities

Sequence Activities

Estimate Activity Resource

Estimate Activity Durations

Develop Schedule

Control Schedule


“The processes involved in estimating, budgeting, and controlling costs so

that the project can be completed within the approved budget”

Cost Management

Plan Cost Management

Estimates Costs

Determine Budget

Control Costs


“The processes involved in planning for, monitoring, controlling, and assuring

the quality requirements of the project are achieved”

Quality Management

Plan Quality Management

Perform Quality Assurance

Control Quality


Plan Human Resource

Acquire Project Develop Manage Project

“The processes involved in the planning, acquisition, development, and

management of the project team”

Human Resource Management

Resource Management

Acquire Project Team

Develop Project Team

Manage Project Team


Plan Communications Manage Control

“Processes required to ensure timely and appropriate development, collection,

dissemination, storage, and ultimately disposition of project information”

Communication Management

Plan Communications Management

Manage Communications

Control Communications


Plan Risk Identify Perform

Qualitative Perform

Quantitative Plan Risk Control

“The processes involved with identifying, analyzing, and controlling risks for

the project”

Risk Management

Plan Risk Management

Identify Risks

Qualitative Risk

Analysis

Quantitative Risk

Analysis

Plan Risk Responses

Control Risks


Plan Procurement

Conduct Control Close

“The processes involved with purchasing or acquiring products, services, or

results for the project”

Procurement Management

Procurement Management

Conduct Procurements

Control Procurements

Close Procurements


Develop Project

Develop Project

Management

Direct and Manage Project

Monitor and Control Project

Perform Integrated Change

Close Project or

“The processes and activities that integrate the various elements of project

management”

Integration Management

Project Charter

Management Plan

Project Work

Project Work

Change Control

Project or Phase


Identify Stakeholders

Plan Stakeholder Management

Manage Stakeholder

Control Stakeholder

Stakeholder Management

The processes required to identify the people, groups, or organizations that could

impact or be impacted by the project

Stakeholders ManagementStakeholder Engagement

Stakeholder Engagement



Refreshments

Q1: The project charter is created in which project management process group?

A. Executing

B. Planning

C. Closing

D. Initiating

Q2: Which of the following is NOT an input to the initiating process group?

A. Company processes

B. Company culture

C. Historical WBSs

D. Project scope statement


Refreshments

Q3: The WBS and WBS dictionary are completed. The project team has begun working

on identifying risks. The sponsor contacts the project manager, requesting that the

responsibility assignment matrix be issued. The project has a budget of US $100,000

and is taking place in three countries using 14 human resources. There is little risk

expected for the project, and the project manager has managed many projects similar

to this one. What is the NEXT thing to do?

A. Understand the experience of the sponsor on similar projects.

B. Create an activity list.

C. Make sure the project scope is defined.

D. Complete risk management and issue the responsibility assignment matrix.


Refreshments

Q4: A project manager gets a call from a team member notifying him that there is a

variance between the speed of a system on the project and the desired or planned

speed. The project manager is surprised because that performance measurement was

not identified in planning. If the project manager then evaluates whether the variance

warrants a response, he is in what project management process?

A. Initiating

B. Executing

C. Monitoring and controlling

D. Closing


Refreshments

Q5: Which process groups must be included in every project?

A. Planning, executing, and closing

B. Initiating, planning, and executing

C. Initiating, planning, executing, monitoring and controlling, and closing

D. Planning, executing, and monitoring and controlling


THANK YOU

Feedback (Q&A)Feedback (Q&A)

Duration

15 min.


THANK YOU


Leadership & Management

PMP_Project Management Framework