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PROJECT MANAGEMENT
&
PMI
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PMP Project Management Professional
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1. Introduction to PMP
2. Seven steps in the Journey towards PMP
3. Introduction to Project
List of Topics
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PMP Project Management Professional
INTRODUCTION TO PMP
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PMP Project Management Professional
References
A Guide to Project Management Body of Knowledge, Fifth Project Management Institute, Pennsylvania
S. Chandramouli. PMP Certification Excel with Ease. PEARSO
Publication., Second Edition.
Jack R. Meredith, Samuel J. Mantel, Jr. Project managemenManagerial Approach. John Wiley & Sons, Fourth Edition, 2
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PMP Project Management Professional
Purpose of Training
Prepare you for the PMP Certification Examination Provide you with the knowledge needed to successfully com
exam and also to manage the Projects successfully
Provide practical hints for answering questions correctly
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PMP Project Management Professional
PMI History
Started in 1969 with few Project Managers First Edition of A Guide to PMBOK in 1996
Second Edition of A Guide to PMBOK in 2000
Third Edition of A Guide to PMBOK in 2004
Fourth Edition of A Guide to PMBOK in 2009 Fifth Edition of A Guide to PMBOK in 2012
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PMP Project Management Professional
PMI Activities
REP Program Training orgs/Courses
Online Communities
Professional Standards (PMBOK, OPM3,PMCDF)
Educational Seminars/ Conferences
Professional Certifications
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PMP Project Management Professional
PMP Certification
PMI provides certification as a Project Management Profess
PMP means: sufficient project experience, agreed to follow
ethics, passed PMP exam
Number of PMPs community is growing very fast.
Other groups, like the Gartner Group and the Singapore Com
Society, have their own IT PM Certification programs
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PMP Project Management Professional
What Certifications PMI offers?
Program Management Professional (PgMP)
Agile Certified Professional (ACP)
Project Management Professional ( PMP)
PMI Risk management professional (PMI-RMP) PMI Scheduling Professional ( PMI-SP)
Certified associate in project Management (CAPM)
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PMP Project Management Professional
Advantage PMP
Demonstrates your seriousness in the profession. Certifies that you have FORMAL knowledge of the methodo
rather than just relying on hard work and organization skills
Distinguishes you from other PM candidates.
Screening tool for companies looking for PM candidates Average PMPs gets paid higher than non-PMPs
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PMP Project Management Professional
The PMP Certification Says
I am:o Able
o Capable
o Trained
o Interested
o Up-to-date
The PMP offers external validation beyond experience
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PMP Project Management Professional
SEVEN STEPS IN THE JOUR
TOWARDS PMP
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PMP
Become a PMI member. Cost 129 US $
Time span : On line1
Mandatory training/PM education fo
35 hours of credits (chapter, university, institute or REP2
Submit PMP Examination ApplicationCost : 405 US $ Time : Two week
3
Receipt of PMP examination eligibility lette
from PMI (Time : two weeks4
Prepare for the exam
Time : 1 to 3 month5
Contact local Prometric center tofix up examination dat6
Execute, Succeed & Celebrat
Time : 4 Hour7
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PMP Project Management Professional
Step 1-PMI Membership and Benef
Reconfirm the need to become a PMP If yes, become a PMI member by simple online enrollment
www.pmi.org
PMI membership is not mandatory for the PMP certificatio
recommended. You get monthly magazine - PM Network, a
research journal and monthly news letter (for a year) + disc
PMI books
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PMP Project Management Professional
Step 1-PMI Membership and Benefits
Membership is annual (129US $ for the initial membership
$ for renewals)
Keep the e-receipt for reimbursement purpose
Also become the member of your nearest local chapter forPMP certification. Add local chapter subscription to the init
membership enrollment
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PMP Project Management Professional
Step 2-Mandatory Training/PM Educa
Mandatory to have 35 hours of formal PMBOK education co
process groups
You can attend classroom training or complete 35 hours tro
learning
While submitting the application kit for PMP exam, the deta
training need to be furnished
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PMP Project Management Professional
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Program Management Professional (PgMPSM) Examination Fees
Examination and Renewal Fees
Member Nonm
Computer-based Testing $1,500.00(US)/ 1,250.00 $1,800.00(U
Paper-based Training $1,200.00(US)/ 1,000.00 $1,500.00(U
Re-examination Computer-based $500.00(US)/ 420.00 $600.00(U
Re-examination Paper-based $400.00(US)/ 335.00 $500.00(U
Multi-rater assessment Retake $400.00(US)/ 335.00 $500.00(U
Project Management Professional (PMP) Examination Fees
Member Nonm
Computer-based Testing $405.00(US)/ 340.00 $555.00(U
Paper-based Training $250.00(US)/ 205.00 $400.00(U
Re-examination Computer-based $275.00(US)/ 230.00 $375.00(U
Re-examination Paper-based $150.00(US)/ 125.00 $300.00(U
Certified Associate in Project Management (CAPM) Examination FeesMember Nonm
Initial Certification Fee $225.00(US)/ 185.00 $300.00(U
Re-examination Fee $150.00(US)/ 125.00 $200.00(U
Renewal Fees
Member Nonm
Certification Renewal Fee $60.00(US) $150.
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PMP Project Management Professional
Step 3-Submit PMP Examination Appli
Fill up online application for examination registration. Before filli
application, keep the following details:
o A detailed split of for the 4500 hours of PM experience project w
the project, reporting line, brief description and hours split up a
initiation/planning/execution/monitoring & controlling and clos
o PMI membership ID
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PMP Project Management Professional
Application fee is 405 US$ for PMI Member
Keep the e-receipt for reimbursement purpose
You can save the information in-between and continue late
After submission you will get acknowledgement through e
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Step 3-Submit PMP Examination Applic
Contd.
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PMP Project Management Professional
Step 4 Receipt of PMP Examination Elig
Letter from PMI After submitting the application within a week you get the
letter through e-mail
This letter is valid for 12 months to appear for the examina
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PMP Project Management Professional
Step-5 Prepare for the Exam
Key step: requires substantial TIME investments from you (Hours)
Prepare systematically through various references
Main focus should be on PMBOK with supporting info from
references
Map with real life experiences while reading. The questions
direct. Most questions focus on ability of Project Manager t
decision in a situation
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PMP Project Management Professional
How to Prepare for the Exam
Read the PMBOK (at least thrice) and pay special attention to th
Buy some PM reference and study books and/or materials, e.g.,
o PMP Certification Excel with ease by S. Chandramouli
Take as many practice exams as you can get your hands on (som
through the internet)
Take a refresher class
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j g
Step-6 Contact local Prometric center and f
examination date When confident for examination, contact the nearest Prometric c
up appointment for examination (10-15 days)
For details about the location and other details in India, call: 91-1
Examination centers are available at the following locations
o AHMEDABAD, ALLAHABAD, BANGALORE
o CALCUTTA, CHENNAI, HYDERABAD
o MUMBAI, NEW DELHI, TRIVANDRUM
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Step-7 Execute, Succeed and Celebr
Examination is for four hours, to answer 200 questions
Out of 200 questions, 25 questions will be for pretest and w
included in your score
To pass you must get 106 correct out of 175 score able que
No negative marks
The result will be announced soon after the exam (online)
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j g
Execute, Succeed and Celebrate Co
You can go back to questions that are giving you trouble so skip o(mark them for Review Later) and answer the ones you know t
first. Sometimes a subsequent question or answer can jog your m
ways to review later:
o Take your best guess and mark for later review (best) or
o Leave blank and call up unanswered questions later.o You get your score immediately after completing the test.
o Certification documentation will be sent to you within 3 to 4 weeks
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Tips/Suggestions
Do all the sample exams that you can find! Shoot to score 90% o
them.
STUDY! Allow 40 to 80 hours to read the PMBOK and other stud
Hint:
o Form a self-study group and take advantage of the groups synergy t
tests together.
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Tips/Suggestions Contd.
Remember it is a pass-fail exam. You have to get the passand no one but you ever knows your score! So dont worry
knowing everything about everything!
RELAX! Taking the test is stressful! But you have 240 minu
answer 200 questions. (And an additional 15 minutes at bedemonstration of the testing software is also allocated.) M
finished the test in two and a half hours so you have plenty
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INTRODUCTION TO PROJE
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What is a Project
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A temporary endeavor undertaken to create a unique product
Temporary Has a definite beginning and end, not an
on-going effort.
Ceases when objectives have been attained.
Team disbanded upon completion.
Unique The product or service is different in
some way from other products or services.
Product characteristics are progressively
elaborated.
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Progressive Elaboration
Progressive elaborationo Developing in steps; and
o Continuous improvement
Project scope will be broadly described early in the project an
explicit and detailed as the project team develops a better andcomplete understanding of the objectives and deliverables.
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Project Vs.. Operation
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Oper
Ong
Rep
People Performs
Limited Resources
Planned, Executed and
Controlled
Common Characteristics
Project
Temporary
Unique
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Projects Vs.. Operational Work
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Projects and Strategic Planning
Projects are a means of organizing activities that cannot be ad
within the organizations normal operational limits
Projects are often utilized as a means of achieving an organiza
strategic plan, whether the project team is employed by the o
or is a contracted service provider
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Projects and Strategic PlanningCon
Strategic considerations
o A market demand
o An organization need
o A customer request
o A technological advanceo A legal requirement
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Project Management
Project Management is the application of knowledge, skills, Tools an
to project activities in order to meet project requirements
Project Management is accomplished through the application and in
PM processes of initiation, planning, executing, monitoring and cont
closing
The project manager is the person responsible for accomplishing the
objectives
Source: A Guide to Project Management Body of Knowledge, fifth Edition, Project Management Institute, Pennsylvania, USA.
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Managing a Project
Includes:o Identifying requirements
o Establishing clear and achievable objectives.
o Balancing the competing demands for quality, scope, time an
o Adapting the specifications, plans, and approach to the differ
and expectations of the various stakeholders.
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Understanding Project Management Envi
Cultural and social environment. The team needs to understandproject affects people and how people affect the project.
International and political environment. Some team members
be familiar with applicable international, national, regional, and
customs, as well as the political climate that could affect the pro
Physical environment. If the project will affect its physical surro
team members should be knowledgeable about the local ecolog
geography that could affect the project or be affected by the pro
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Enterprise Environmental Factors
It refers both internal and External environmental factors tor influence Project Success
These factors may come from any or all of the enterprise ithe Project
It may have Positive or negative influence on the outcome
Project They are considered as input to most of the Planning proc
Example : Infrastructure , Existing human resources , Organiz, structure, Process, Political Climate, Commercial databases.
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General Management Knowledge and Sk Financial management and accounting
Purchasing and procurement Sales and marketing
Contracts and commercial law
Manufacturing and distribution
Logistics and supply chain
Strategic planning, tactical planning, and operational planning
Organizational structures, organizational behavior, personnel administrat
compensation, benefits, and career paths
Health and safety practices
Information technology.
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I l Skill (S f kill )
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Interpersonal Skills (Soft skills)
Effective communication. The exchange of information
Influencing the organization. The ability to get things done
Leadership. Developing a vision and strategy, and motivating people to
vision and strategy
Motivation. Energizing people to achieve high levels of performance an
barriers to change
Negotiation and conflict management. Conferring with others to come them or to reach an agreement
Problem solving. The combination of problem definition, alternatives id
analysis, and decision-making.
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Advantages of Using Formal Project Mana
Better control of financial, physical, and human 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
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Benefits of Project Management for t
Organization
Identifies problem areas
Clarifies project goals and project scope
Quantifies project risk
Constant monitoring and corrections
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Benefits of PM for the Individual
Provides future source of company leaders
Creates high visibility of project results
Enhances both professional and personal
growth opportunities
Builds ones reputation and network Develops portable skills and experience
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A good Project Manager
Spends time upfront understanding project and getting commitm
stakeholders
Communicates with all stakeholders openly and honestly
Explains and gets agreement from people on what they need to d
Listens
Understand scope and objectives and keeps them in mind when decisions
Builds the team and makes the most of members skills
Keeps Project Team involved and motivated
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A good Project ManagerContd. Plans thoroughly keeps workload, resources and timescales in balance
Is accountable for all aspects of the project Makes decisions based on the information available
Puts the project before any other allegiances
Is honest with themselves and others
Uses common sense
Is prepared to take calculated risks
Is a good negotiator
Anticipates, prioritizes and addresses potential and real problems as soo
become apparent
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Program
A Program is a group of Projects managed in a coordinated w
benefits not available from managing them individually. P
includes some elements of ongoing operations.
Source: A Guide to Project Management Body of Knowledge, Fifth Edition, Project Management Institut
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Project Portfolio Management
A Portfolio refers to a collection of Projects or Programs and other
grouped together to facilitate effective management of that w
strategic business Objectives.
Source: A Guide to Project Management Body of Knowledge, Fifth Edition, Proje
Institute, Pennsylvania, USA.
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Organizational Project
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Organizational Project
ManagementPROJECTS PROGRAMS PORTFO
Scope
Projects have defined objectives.
Scope is progressively elaborated
throughout the project lifecycle.
Programs have a larger scope
and provide more significant
benefits.
Portfolios h
organizational
changes with th
objectives
organizat
Change
Project managers expect change
and implement processes to keep
change managed and controlled .
Project managers expect change
from both inside and outside
the program and are prepared
to manage it.
Portfolio ma
continuously
changes in the
internal and
environm
Planning
Project managers progressively
elaborate high-level information
into detailed plans throughout the
project life cycle.
Program managers develop the
overall program plan and create
high-level plans to guide
detailed planning at the
component level.
Portfolio mana
and maintain
processe
communication
the aggregate
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PROJECTS PROGRAMS P
Management
Project managers manage the project
team to meet the project objectives.
Program managers manage the
program staff and the projectmanagers; they provide vision and
overall leadership.
Portfolio m
coordinatestaff, or pro
that m
responsib
Success
Success is measured by product and
project quality, timeliness, budget
compliance and degree of customer
satisfaction.
Success is measured by degree to
which the program satisfies the
needs and benefits for which it was
undertaken.
Success is
the agg
perfor
realizat
Monitoring
Project managers monitor and control
the work of producing the products,
services or results that the project was
undertaken to produce.
Program managers monitor the
progress of the program component
to ensure the overall goals,
schedules, budget and benefits of the
program will be met .
Portfoli
strategic c
resource a
results an
Organizational Project
Management-Contd.
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Project Management Office (PMO
A Project Management Office is an organizational unit to cecoordinate the management of projects under its domain
PMOs can operate on a continuum, from providing project
management support functions in the form of training, soft
standardized policies and procedures, to actual direct mana
responsibility for achieving the project objectives
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Standard Vs.. Regulation
A standard is a document established by consensus and ap
recognized body that provides, for common and repeated u
guidelines or characteristics for activities or their results, ai
achievement of the optimum degree of order in a given con
A regulation is a government-imposed requirement, which
product, process or service characteristics,
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END OF THE SESSION
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PROJECT LIFE CYCLE AND
ORGANIZATION CONTEXT
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List of Topics
1. Project Lifecycle
2. Models of Project Lifecycle
3. What Helps Projects Succeed?
4. Organizational Influences
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PROJECT LIFECYCLE
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Projects cannot be run in Isolation
Projects must operate in a broad organizational environme
Project managers need to take a holistic or systems view of
and understand how it is situated within the larger organiza
Senior managers must make sure projects continue to sup
business needs
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Project Life Cycle
Collection of project phases
Serves to define the beginning and end of a project
Helps to define the processes for a specific project product
Top management is responsible for the periodic review of
This should be accomplished, at a minimum, at the compl
each life-cycle phase.
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Project Life CycleContd.
Defines
o What technical work to do in each phase
o When the deliverables are to be generated in each phase and
will be reviewed, verified and validated
o Who is involved in each phase
o How to control and approve each phase
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Project Lifecycle Characteristics
Projects vary in Size and Complexity. All Projects can be mapped to t
Life Cycle Structure
1. Starting the Project
2. Organizing and preparing
3. Carrying out the Project work , and
4. Closing the Project
This generic Life Cycle structure is often referred to when communicupper management or other entities less familiar with the details o
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Project Lifecycle Characteristics-Con
Cost and staffing levels Risk and uncertainty
Stakeholders ability to influence
Cost of changes
Probability of completing the project
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Why Project Phases?
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To provide appropriate lin
ongoing operations of per
organizations for Resource
requirements, Funds requ
and common functionaliti
Purchase, Stores, Adminis
etc.
Projects are
Unique
Phasingfacilitate
better
Management &
Control
Projects
involves
Uncertainty
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Need for Phases in Project Life Cyc
Each phase gives a tangible and verifiable work product
Projects are divided into phases for better management an
At the end of each phase, stakeholders can
o Decide if project should continue
o Detect and correct errors cost effectively
These points are Phase Exits, Stage Gates or Kill Points
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Phase to Phase relationship
There are 3 different types of Phase to Phase relationship
1. Sequential Relationship
2. Overlapping Relationship (may increase Risk and result in Rewo
3. An iterative Relationship (useful in largely undefined , uncertain
changing environments such as Research)For multiphase Projects more than one relationship can occur during
Life Cycle
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MODELS OF PROJECT
LIFECYCLE
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Waterfall Model
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Requirements
Design
Coding
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Iterative Model
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Requirements
Design
Coding
Testing
Requirements
Design
Coding
Testing
Requirements
Design
C
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WHAT HELPS PROJECT
SUCCEED?
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Wh t h l P j t S d?
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What helps Projects Succeed?
According to the Standish Groups report CHAOS 2001: A Recipe for
following items help IT projects succeed, in order of importance:
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Executive support
User involvement
Experience project manager
Clear business objectives
Minimized scope
Standard software infrastructure
Firm basic requiremen
Formal methodology
Reliable estimates
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Predictive and Adaptive
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P j t St k h ld
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Project Stakeholders
Project stakeholders are individuals and organizations who areinvolved in the project, or whose interests may be positively o
affected as a result of project execution or successful project c
Source: A Guide to Project Management Body of Knowledge, Fifth Edition, Projec
Institute, Pennsylvania, USA.
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Project StakeholdersContd.
Project Manager
Customer: Individual or Org that will use the project's product Performing organization
Project team members
Sponsor
Shareholders
Govt./statutory agencies
Suppliers and contractors
Media, general public and society at large
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Identif ing Stakeholders
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Identifying Stakeholders
It is a Continuous Process and difficult
Understanding their degree of influence on the Project is c
An important part of a Project managers responsibility is to
stakeholder expectations
Stakeholders are often have very different and Conflicting O
Project manager occupies the center of interactions betwestakeholders and the Project itself
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Project Stakeholders
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Project Stakeholders
Managing stakeholders expectations is very difficult because sta
often have very different objectives that may come into conflictFor example, a customer wants to set up a process industry at a clo
of a city. Even though they satisfy the pollution control norms some
organization may not be willing to accept the proposal. Public may
opinion. It is a challenge for the project manager to integrate the ex
all the stakeholders to a common platform.
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Recognize the Importance of Project Stak
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Recognize the Importance of Project Stak
Recall that project stakeholders are the people involved in o
by project activities
Project managers must take time to identify, understand, a
relationships with all project stakeholders
Senior executives are very important stakeholders
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Skills Project Managers Need
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Skills Project Managers Need
Communication
Organizational Budgeting
Problem solving
Negotiation and influencing
Leading Team building
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ORGANIZATIONAL INFLUE
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Organizational Influences
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Organizational Influences
On micro level, virtually all organizations are either marketing-
engineering, or manufacturing-driven. But on a macro level, oare either project- or non-project-driven.
Not all companies need project management, Ex slow evolving
(cement, steel)
Some companies can do with informal project management
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Organizational Influences-Contd
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Organizational Influences-Contd.
Organizations can be defined as groups of people who must c
their activities to meet Organizational objectives.
Organizational structures are dictated by such factors as tech
its rate of change, complexity, resource availability, products
services, completion and decision making requirements.
There is no such thing as a good and bad organizational struare only appropriate or inappropriate ones.
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Forms of Organization
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Forms of Organization
Functional
Projectized
Matrix
o Weak
o Balance
o Strong
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Functional, Project, & Matrix Organizat
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, j , g
Structures
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PM Framework
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PM FrameworkWeak Matrix Organization
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PM Framework - Contd.
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PM Framework Contd.
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Balanced Matrix Organization
PMP Project Management Professional
Functional Organization Potential Adva
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Functional Organization Potential Adva
Easier budgeting and cost control are possible
Clear reporting relationships and good control over person
Communication channel are vertical and well established
Highly specialized & drive for technical excellence
Specialist can be grouped to share knowledge and respons
Clear career path
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Functional Organization Potential Iss
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Functional Organization Potential Iss
No one individual is directly responsible for the total proje
formal authority; committee solutions)
Does not provide the project-oriented emphasis necessary
accomplish project tasks
Response to customer need is slow
Hierarchical decision and communication processes Decisions normally favor the strongest functional group
Multiple projects compete for limited resources and priori
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Matrix Organization Potential Advant
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g
The project manager maintains maximum project control (through t
managers) over resources Policies and procedures can be set up independently for each projec
PM has the authority to commit company resources
Rapid responses are possible to changes, conflict resolution, and pro
technology or schedule)
A functional organizations exists primarily as support for the project Each person has a home after project completion. People are susc
motivation and end - item identification
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Matrix Organization
P t ti l Ad t C td
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Potential AdvantagesContd. As key people can be shared, the program cost is minimized
A strong technical base can be developed, and much more time cdevoted to complex problem solving
Knowledge is available to all projects on an equal basis
Conflicts are minimized and those requiring hierarchical referralseasily resolved
There is a better balance among time cost, and performance
Authority and responsibility are shared Stress is distributed among the team (and the functional manage
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Matrix Organization Potential Issue
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g
Multidimensional information and work flow
Dual reporting leading to difficulty in monitoring and contr
Potential for continuous conflict and conflict resolution
Each project organization operated independently. Care muthat duplication of efforts does not occur
Employees and managers are more susceptible to role ambin traditional form
More effort and time are needed initially to define policy aprocedure, compared to traditional form
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Project-Based Organization Potential Adv
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j g
Provides complete line authority over project
A focal point is developed for out of company customer rel
Strong communication channel
Flexibility in determining schedule, cost and performance
Interface management becomes easier as unit size is reduc
Personnel demonstrate loyalty to the project
Participants work directly for the PM. Unprofitable product
easily identified and can be eliminated.
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Project-Based Organization Potential I
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Inefficient usage of resources
A tendency to retain personnel on a project long after they
Technology suffers because, without strong functional grouof future to improve companys capabilities for new prograhampered
Control of functional (i.e. organizational) specialties requirecoordination
Lack of career continuity and opportunities for project pers
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END OF THE SESSION
PMP Project Management Professional
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PM PROCESSES AND
INTEGRATION MANAGEMEN
PMP Project Management Professional
List of Topics
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Project Management Process
Process Group Interactions
Project Integration Management (Knowledge Area)
Introduction to other Knowledge Areas
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PROJECT MANAGEMEN
PROCESS
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Major Sections
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1. Project processes2. Process groups
3. Process interactions
4. Customizing process interactions
5. Mapping of project management processes
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Project Management Processes
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Highlights
Number of processes 47
Number of Process Groups 5
Number of knowledge areas 10
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Project Processes
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Project are composed of processes
A process is a series of actions bringing about a result.Project process generally falls into one of two major categories
Project Management Process
Describe, Organize and complete the work of the project
Applicable to most of the projects, most of the time
Product oriented processes
Specify and creates the projects product
Generally referred as Project Life Cycle (PLC)
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Project Processes
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Project Management Process and Product oriented Process ov
interact throughout the Life cycle of the Project
Product Oriented Process should not be ignored by the Projec
PMI standardize the Project Management Process
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Project Management Processes
Process is a set of interrelated actions and activities performed
ifi d d t i lt
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pre-specified product, service or result.
Each process is characterized by its inputs, Tools and Techniques
applied and the resulting outputs.
For a project to be successful, the project team must::
o Select appropriate processes required to meet the project ob
o Use a defined approach that can be adopted to meet require
o
Comply with requirements to meet stakeholder needs and exand
o Balance the competing demands of scope, time, cost, quality
and risk to produce the specified product, service or result.
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PM Process Groups
Project Management Processes are organized into five process groups
I iti ti P D fi d th i j t j t h
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Initiating Processes Defines and authorizes a project or a project phase
Planning Processes Establish the scope, Refine the objectives, define the
required to attain the objectives that the project was undertaken to achieveExecuting Processes Complete the work defined in the project manageme
satisfy the project specifications
Monitoring and Controlling Processes Track, review and regulate the prog
performance of the project; Regularly monitor and measure project progre
changes and initiate changes when required
Closing Processes Formalizes acceptance of the project or a phase and br
end to the project
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Process Groups
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ProcessGroups
Initiation
Planning
ExecutingMonitoring
andControlling
Closing
PMP Project Management Professional
Knowledge Areas
Scope
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IntegrationManagement(6)
pManagement (6)
TimeManagement (7)
Man
Qual
Managem
RiskManagement (6)
Procurement
Management (4)
CommunicationManagement(3)
StakeholderManagement (4)
HRManagement(4)
PMP Project Management Professional
Project Management Process
Distribution
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PROCESS GROUP INTERACT
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PMP Project Management Professional
Common Project Management Process Intera
Contd
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Contd.
The application of Project Management Process is both iteratIntegrative
The integrative nature of Project Management requires the M
and Control Process Groups to interact with other Process gro
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Overlap of Process Groups
ExecutingPlanningInitiating Monitoring
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Source: A Guide to Project Management Body of Knowledge, Fifth Edition, Project Management Institu
Pennsylvania, USA.
Executing
Process
Group
Planning
Process
Group
Initiating
Process
Group
TimePhase start
Monitoring
And Control
Process Group
PMP Project Management Professional
Overlap of Process Groups
in Phases
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Executing Process Executing Process Executin
Planning
Process
Planning
ProcessPlanning
Process
Controlling
Process
Initiating
Process
Level
of
Activity
Phase Start Time
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PM Processes Interactions
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Initiating
Process
Closing
Process
Planning Processes
Executing Processes
Monitoring &
Controlling Processes
Enter Phase/
Start Project
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Project Initiating Process
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Project Initiating Process is about
Recognizing that a project or phase should begin and comfinancial resources to do so
Project Phase Initiating Process (Project Phase) involves
Committing the organization to begin the next phase of th
Initiating processes may be formal or informal
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Project Initiating Process Group
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Project Planning Process
Project Planning process involves processes performed to establish the tota
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Project Planning process involves processes performed to establish the tota
effort, define and refine the objectives, and develop the course of action re
those objectives. This process is of major importance because the project involves doing som
not been done before. It creates project management plan which is a key d
throughout the life of the project
As more and more information is gathered on the project, there is a need t
planning processes and this iterative detailing of the project management p
rolling wave planning. Highest number of Project Management Processes are with planning.
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Project Planning Process -Contd.
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Project Execution Process
P j E i i l h f d
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Project Execution process involves those processes performed to co
work defined in the project management plan to satisfy the specific
Involves coordinating people and resources as well as integrating an
the activities of the project in accordance with the project managem
During project execution, results may require planning updates and
This includes variance that may affect the project management pla
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Project Execution Process -Contd.Project Human R
manageme
Project Stakeholder management
13.3
Manage Stakeholder
9.2
Acquire Project T
Project Hum
Resource manag
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The dashed circular arrow indicates that the process is part of the project
management knowledge area. This knowledge area coordinates and unifies the
other knowledge area.
Project Integration management
4.3
Direct and Manage
Project work
Project Procurement
management
12.2
Conduct Procurements
Project Quality management
8.2
Perform Quality
Assurance
g
EngagementAcquire Project T
9.3
Develop Project
9.4
Manage Project T
Project Commu
managem
10.2Manage Commun
PMP Project Management Professional
Project Monitoring and Control ProcProject Monitoring and control process involves those processes required to track, re
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Project Monitoring and control process involves those processes required to track, re
regulate the progress and performance of the project, identify the areas where chan
are required and make those changes.
The project performance is observed and measured regularly and consistently to ide
and take corrective actions
The Monitoring and controlling process group includes:
Controlling changes and recommending preventive action in anticipation of poss
Monitoring the ongoing project activities against the project management plan
performance baseline, and Influencing the factors that could circumvent integrated change control so only
changes are implemented.
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Project Monitoring and Control Process-Contd.
Project Stakeholder
management
13.3
Project Scope
Management
Project Cost Management
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Project Integration
management
4.4. Monitor and
control Project
Project Stakeholder
management
13.4 Control
Stakeholder
Management
Project Procurement
management12.3 Control
Procurement
Manage Stakeholder
Engagement5.5 Validate Scope
5.5 Control Scope
Project Communicatio
management
10.35
Control Communications
Project Risk
management
11.6 Control Risks
10.2
Manage Communications
Project Quality managem
8.3 Control Quality
4.5 Perform
Integrated Change
control
The dashed circular arrow indicates that the process is part of the project integration management knowledge are
coordinates and unifies the processes from other knowledge area.
PMP Project Management Professional
Project Closing ProcessProject Closing process involves those processes required to finalize all activities
project management groups to formally complete the project, phase or contract
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This process group verifies that the defined processes are completed within all t
groups to close the project or a phase and formally establishes that the project o
complete.
At project or phase closure, the following may occur
Obtain acceptance by the customer or sponsor
Conduct postproject or phase-end review
Record impacts of tailoring to any process
Document lessons learned Apply appropriate updates to organizational process assets
Archive all relevant project documents
Close out procurements.
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Project Closing Process -Contd.
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PROJECT INTEGRATIONMANAGEMENT (KNOWLED
AREA)
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PROJECT INTEGRATION MANAGE
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Project Integration Management (PI
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Is crucial to project completion
Includes processes and activities that are PRIMARILY INTEG
o Identifies, defines, combines, unifies, and coordinates the va
processes and project management activities within the Pro
Management Process Groups
Use of decision making to meet/exceed stakeholder expec Facilitates coordination of the project and the operations
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Project Integration Management
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Project Integration Management describes t
required to ensure that the various element
project are properly coordinated. It includes
consolidation, articulation, project integrativ
making trade-offs among competing objectiv
alternatives to meet the stakeholders expec
Project Integration management entails maninterdependencies amongst the knowledge a
PMP Project Management Professional
Project Integration Management -Con
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Project Integration ManagementProject Integration Management Overview
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4.1 Development Project Charter
Inputs Project Statement of work
Business case
Agreements
Enterprise environmental
factors
Tools and Techniques
Expert judgment Facilitation techniques
Outputs Project charter
4.2 Development Project Management
Plan
Inputs Project Charter
Outputs from other processes
Enterprise environmental
factors
Organizational process assets
Tools and Techniques Expert judgment
Facilitation techniques
Outputs Project Management Plan
4.3 Direct and M
In
Project manag
Approved chan
Enterprise env
Organizational
Tools and
Expert judgme
Project manag
system
Meetings
Ou
Deliverables
Work performa
Change reques
Project manag
Updates projec
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Project Integration ManagementProject Integration Management Overview
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4.4 Monitor and Control Project Work
Inputs Project Management Plan
Schedule forecast
Cost forecast
Validated changes
Work performance information
Enterprise environmental factors
Organizational process assets
Tools and Techniques
Expert judgment
Analytical techniques
Project management information
systems Meetings
Outputs
Change requests
Work performance reports
Project management plan updates
Project documents updates
4.5 Perform Integrated Control
Inputs Project Management Plan
Work performance reports
Change requests
Enterprise environmental factors
Organizational process assets
Tools and Techniques Expert judgment
Meetings
Change control toolsOutputs
Final product, service or result
transition
Organizational process assets
updates
4.6 Close P
In Project Man
Acceptable d
Organization
Tools a
Expert Judgme
Analytical tech
Meetings
Ou
Final, product,
transition
Organizationa
updates
PMP Project Management Professional
Things to know in Integration Manage
Project manager as integrator Project Charter has
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Project manager as integrator
Project planning methodology, Project
plan Project management information
system
Work authorization, change control,managing change
Integrated change control
Corrective action, Preventive action,defect repair
Project Charter haso Project Purpose or just
o Measurable project obsuccess criteria
o High level requirement
o High level project desc
o High level risks
o Summary milestone sc
o
Summary budgeto Project approval requir
o Assigned PM
o Sponsor details
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Project Management Plan
Project Management Plan includes
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j g
Selected Project life cycle and the processes that will be applied tcycle
Tools and Techniques selected to accomplish the processes
Management of dependencies, interactions, outputs and inputs
Methodology of work execution
Change management plan
Configuration management plan
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Project Management PlanContd
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How integrity of performance management baselines will be ma
Techniques of stakeholder communication
How to manage open issues and pending decisions
Project baselines (cost, schedule, scope)
Subsidiary plans (scope, requirements management, schedule, cprocess improvement plan, HR, communication, risk and procur
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Develop Project Charter
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Inputs
Project statement of work
Business Case
Agreements
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Expert judgment
Facilitation Techniques
Outpu Project Charter
PMP Project Management Professional
Project Charter Template
Project Charter
Project Name:
Date:
P i t f C t t
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Point of Contact:
Organization Strategic Goals Project Objectives
Milestone Name Milestone Date
Summary of Scope Statement
Project Resource Details
Project Manager assigned and authority level.
Resources pre-assigned.
Project Assumptions
Project Constraints/High level Risks
Summary Budget
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Planning Process Group
Planning Process develop Project Management Plan and the Project documents
h P j
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to carry out the Project.
The Progressive detailing of the Project Management Plan is called Rolling wav The planning process helps gather information from many sources with each ha
of completeness and confidence.
These processes also identify, define and mature the projects scope, project cos
the project activities that occur within the project.
As new project information is discovered, additional dependencies, requiremen
opportunities, assumptions and constraints will be identified or resolved. It is an iterative process. While planning the project the project team should inv
appropriate stake holders.
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Initiating Develop Project Cha
PROJECT INTEGRATION MANAGEM
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Planning Develop Project Managem
Executing Direct and Manage Proje
Monitoring and Controlling Monitor and Control Proj
Monitoring and Controlling Perform Integrated Chang
Closing Close Project or Ph
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Develop Project Management Plan
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Inputs
Project Charter
Outputs from other processes
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Expert judgment
Facilitation Techniques
Outputs
Project Management Pla
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PMP Project Management Professional
Develop Project Management Plan
Activities performed for creating a Project Management Plan
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The project management processes selected by the project management te
The level of implementation of each selected process
The descriptions of the Tools and Techniques to be used for accomplishing t
How the selected processes will be used to manage the specific project, inc
dependencies and interactions among those processes, and the essential in
outputs
How work will be executed to accomplish the project objectives How changes will be monitored and controlled
How configuration management will be performed
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Develop Project Management Plan-Co
Activities performed for creating a Project Management Plan
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How integrity of the performance measurement baselines
maintained and used
The need and Techniques for communication among stakeh
The selected project life cycle and the associated project ph
Key management reviews for content, extent, and timing to
addressing open issues and pending decisions
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Executing process Group
Process performed to Complete the work defined in the Project Manto satisfy the Project specifications
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to satisfy the Project specifications.
It involves coordinating people and resources , as well as integratingperforming the activities of the Project in accordance with the ProjeManagement Plan.
During Project execution the results may require planning updates alining.
A large portion of the projects Budget will be expended in perform
executing Process Group Process.
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Initiating Develop Project Cha
PROJECT INTEGRATION MANAGEM
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Planning Develop Project Managem
Executing Direct and Manage Proje
Monitoring and Controlling Monitor and Control Proj
Monitoring and Controlling Perform Integrated Chang
Closing Close Project or Ph
PMP Project Management Professional
Direct and Manage Project Work
This process requires the project manager and project team to
lti l ti t t th j t t l t
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multiple actions to execute the project management plan to ac
work defined in the project scope statement. Some of the actions include:
o Perform activities to accomplish project objectives
o Expend effort and spend funds to accomplish the project object
o Staff, train, and manage the project team members assigned to
o Obtain quotations, bids, offers, or proposals as appropriate
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Direct and Manage Project Work -Co
o Select sellers by choosing from among potential sellers
o Obtain manage and use resources including materials Tools
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o Obtain, manage and use resources including materials, Tools
and facilitieso Implement the planned methods and standards
o Create, control, verify and validate project deliverables
o Manage risks and implement risk response activities
o Manage Sellers
o Adapt approved changes into the projects scope, plans and e
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Direct and Manage Project Work
o Establish and manage project communication channels, both external and internal to t
o Collect project data and report cost, schedule, technical and quality progress and statu
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o Collect project data and report cost, schedule, technical and quality progress and statu
facilitate forecasting
o Collect and document lessons learned and implement approved process improvement
The project manager, along with the project management team and the proj
the performance of the planned project objectives, and manage the various
organizational interfaces in the project
Deliverables are produced as outputs from the processes performed to acco
project work planned and scheduled in the project management plan
This process also includes implementation of approved corrective, preventiv
approved defect repair requests.
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Project Management Information Sys
PMIS consists of Tools and Techniques to gather, integrate a
di i t th t t f j t t
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disseminate the outputs of project management processes
Used to support all aspects of the project from initiating to
Can include both manual and automated systems.
Is integral part of Communication Management Plan.
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Direct and Manage Project Work
Tools & Techniques
Expert judgment
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Inputs
Project Management Plan
Approved change requests
Enterprise environmental factors
Organizational process assets
Expert judgment
Project Management
Information systems
Meetings
Outputs
Deliverables
Work Performance Dat
Change Requests
Project Management P Project documents upd
PMP Project Management Professional
Monitoring and Controlling Process G
Process required to track , review and regulate the Progress a
performance of the Project
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performance of the Project
Identify any areas in which Changes to the Plan are required.
The Key Benefit of this Process Group is that the Project Perfo
observed and measured regularly and consistently to identify
variances from the Project Management Plan.
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Initiating Develop Project Ch
PROJECT INTEGRATION MANAGEM
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Planning Develop Project Manage
Executing Direct and Manage Proj
Monitoring and Controlling Monitor and Control Pro
Monitoring and Controlling Perform Integrated Chan
Closing Close Project or Ph
PMP Project Management Professional
Monitor and Control Project Work
It is performed to monitor project processes associated with initplanning, executing and closing. Corrective or preventive actions
l h j f
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control the project performance.
Monitoring is an aspect of project management performed throuproject.
Monitoring includes collecting, measuring, and disseminating peinformation, and assessing measurements and trends to effect p
improvements.
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Monitor and Control Project Work -Co
Monitor and Control Project Work is concerned with:
o Comparing actual project performance against the project management plan
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o Assessing performance to determine whether any corrective or preventive aindicated and recommending those actions as necessary
o Analyzing, tracking, and monitoring project risks to make sure the risks are id
status is reported and appropriate risk response plans are being executed
o Maintaining an accurate, timely information base concerning the projects p
associated documentation through project completion
o Providing information to support status reporting, progress measurement, ao Providing forecasts to update current cost and current schedule information
o Monitoring implementation of approved changes when and as they occur
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Monitor and Control Project Work
Tools & Techniques
Expert judgment
Analytical Techniques
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Inputs
Project Management Plan
Schedule forecasts
Cost forecasts
Validated changes
Work performance information
Enterprise environmental factors Organizational process assets
Project Management
Information systems Meetings
Outputs
Change Requests
Work Performance repo
Project Management Pla
Project documents upda
PMP Project Management Professional
PROJECT INTEGRATION MANAGEM
Initiating Develop Project Ch
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Initiating Develop Project Ch
Planning Develop Project Manage
Executing Direct and Manage Pro
Monitoring and Controlling Monitor and Control Pro
Monitoring and Controlling Perform Integrated ChanClosing Close Project or P
PMP Project Management Professional
Perform Integrated Change Contro
Perform Integrated Change Control is the process of reviewing al
requests; approving changes and managing changes to deliverab
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organizational process assets, project documents, and the projecmanagement plan; and communicating their disposition. Perform
Change Control is the process of reviewing all change requests; a
changes and managing changes to deliverables, organizational pr
project documents, and the project management plan; and comm
their disposition. It reviews all requests for changes or modificatidocuments, deliverables, baselines, or the project management
approves or rejects the changes.
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Perform Integrated Change Control -C
Tools & Techniques
Expert judgment
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Inputs
Project Management Plan
Work performance reports
Change requests
Enterprise environmental factors Organizational process assets
Expert judgment
Meetings Change Control Tools
Outputs
Approved Change Reques
Change Log
Project Management Plan
updates Project documents updat
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Perform Integrated Change Control F
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Different
Process
Perform
Integrated
Change
Control
Direct and
Manage
Project Work
Change
Request
Approved
Change
Request
Implem
Cha
Requ
PMP Project Management Professional
Perform Integrated Change Contro
This process is performed from project inception through It includes the following change management activities:
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o Identifying that a change needs to occur or has occurredo Influencing the factors that circumvent integrated change co
only approved changes are implemented
o Reviewing and approving requested changes
o Managing the approved changes when and as they occur, by
the flow of requested changes
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PMP Project Management Professional
Perform Integrated Change Contro
A Configuration Management System with integrated Change Control provide a s
effective and efficient way to centrally manage approved Changes and baselines
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Configuration Control is focused on the specification of both the deliverables anChange Control is focused on identifying , documenting and Controlling Changes
and the Project Baseline.
Some of the Configuration management activities included in the integrated Cha
Process are
1. Configuration identification2. Configuration Status accounting
3. Configuration Verification and Audit
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Change Control Process
Change analysis
performed
Change request
submitted
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Project manager
or review board
makes decision
Recommendationsforwarded
Cha
incorNo further action
Approved
R
Not Approved
T
Communicate status
PMP Project Management Professional
Steps to be Followed if a Change is Request
Customer1. Evaluate and Assess the change how is the change going to impact t
2 Discuss with team members about the best way to handle the change
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2. Discuss with team members about the best way to handle the change
to crash, fast track etc.)? Also, try to determine what would be the im
change e.g. change in scope, schedule, cost, quality etc.
3. Inform customer about the implication of the changes.
4. If customer still wants the changes, discuss with the management, sp
stakeholders.
5. Based on their inputs, if the change is warranted, a change control wiformally opened, necessary approvals received and then the team can
required changes.
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Change Control System
There are about 15 questions referring to Change Control S
exam so, this topic should be studied carefully.
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Change control system is a collection of formal (note: not indocumented procedures that defines how project perform
monitored and evaluated.
Includes the a) paperwork, b) tracking systems, c) processe
approval levels needed for authorizing change. In many cases, the Change Control System of the performin
organization can be adopted as is for use by the project.
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PMP Project Management Professional
Closing Process Group
Consists of those processes performed to finalize all activities across all Pr
Management Process groups to formally complete the Project or Phase or
Obligations
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Obligations
1. Obtain acceptance by the Customer or Sponsor
2. Conduct Post Project or Phase end Review
3. Record impacts of tailoring
4. Document Lessons Learnt
5. Archive all Project documents6. Close out Procurements
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PROJECT INTEGRATION MANAGEM
Initiating Develop Project Cha
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Planning Develop Project Managem
Executing Direct and Manage Proje
Monitoring and Controlling Monitor and Control Proj
Monitoring and Controlling Perform Integrated Chang
Closing Close Project or Pha
PMP Project Management Professional
Close Project or Phase
Includes finalizing all activities completed across all Project ManaProcess Groups to formally close the project or project phase, ancompleted or cancelled project
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completed or cancelled project
It establishes the procedures to coordinate and interact to formaacceptance of those deliverables by the customer or sponsor, aninvestigate and document the reasons for actions taken if a projeterminated before completion.
Procedures adopted are:
o Administrative closure procedureo Contract closure procedure
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Close Project or Phase -Contd.
Tools & Techniques
Expert judgment
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Inputs
Project Management Plan
Accepted deliverables
Organizational process assets
p j g
Analytical Techniques Meetings
Outputs
Final product, service or re
transition
Organization process asset
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INTRODUCTION TO OTHKNOWLEDGE AREAS
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Project Scope Management
Project Scope Management includes the processes required to ensu
project includes all the work and only the work required to complet
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successfully. Project scope management involves
Constantly checking to ensure that all work gets completed
Saying No to work not within project scope and preventing extra
plating
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Project Scope Management (PSM) Processes
Plan scope
management
Process of defining how project scope will be defined, validated a
Project Scope Management -Contd
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g
Collect
Requirements
Defining and documenting stakeholders needs to meet the proje
Define Scope Developing detailed project scope statement as the basis of future
Create Work
Breakdown
Structure (WBS)
Sub-dividing major project deliverables and project work into sma
components
Verify Scope Formalizing acceptance of completed project delivera
Control Scope Controlling changes to project scope
PMP Project Management Professional
Things to know in Scope Manageme
Project scope Vs. Product scope
Group creativity, group decision making ,Workshops are some Te
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stakeholder requirements gathering Project selection methods Benefit measurement methods, con
optimization methods
Initiating a project Project selection, history collection, documescope analysis, resource identification, estimation, formal decisio
stakeholders on the charter etc. Project Constraints, scope statement, scope management plan
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PMP Project Management Professional
Sample WBS1.0
Value Management
System Project
1.1
Node Assessment
1.2
Standards Development1.3
Systems Engineering
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1.1.2
Requirements
Determination
1.1.3
Alternatives
Development
1.1.1
Control System Audit
1.1.4
System Requirement
Development
1.1.1.1
Components
Identification
1.1.1.2Components Analysis
1.1.2.1
Gap
Assessments
1.1.2.2Requirements Charges
identification
1.1.3.1
Alternatives
identification
1.1.3.2Alternatives
Analysis
The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to
way to organize a WBS on this type of project.
PMP Project Management Professional
Project Time ManagementProject Time Management describes the processes required to ensure timely completion
Project Time Management (PTM) Processes
Plan schedule management Process of establishing the policies, procedure and documen
developing, managing, executing and controlling the pro
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Define Activities Identify specific schedule activities that should be performed
deliverables
Sequence Activities Identifying and documenting dependencies among sche
Estimate Activity Resource Estimate the type and no. of resources required to perform
Estimate Activity duration Estimating the duration / period to complete individual s
Develop Schedule Analyzing activity sequences, durations, resource requirem
constraints to create project schedule
Control Schedule Controlling changes to the project schedul
PMP Project Management Professional
Things to know in Time Management -C
Scheduling Tools and their benefits Milestone charts, flowchart
charts, network diagram and charts
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Methods to draw network diagrams
Schedule development Precedence diagramming methods
Dependencies, Leads and Lags
Estimating, resource calendars
Estimating methods CPM (Critical Path Method), PERT (Program
and Review Technique) Monte Carlo simulation (iterative)
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Critical path, LAG, FLOAT
Analogous estimation use of parameters such as durationfrom a similar project as a basis for estimating
Things to know in Time Manageme
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Parametric estimating, 3 point estimation
Shortening schedule duration compression, resource levescenario analysis
Re-estimating, crashing, fast tracking
Schedule compression (crashing, fast tracking)
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Scheduling Overview
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PMP Project Management Professional
Project Cost ManagementProject Cost Management describes the processes required to ens
project gets completed within the approved budge
Project Cost Management (PCM) Processes
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Plan Cost management Process of establishing the policies, procedure and documplanning, developing, managing, executing and controlling
cost.
Estimate Costs Developing an approximation of the costs of resources re
complete the project
Determine Budget Aggregating the estimated costs of individual activities
packages to establish cost baseline
Control Costs Influencing the factors that create cost variances and co
changes to the project budget
PMP Project Management Professional
Things to know in Cost Managemen
Control account WBS component used for project cost accoun
Cost risk, resource planning, cost management plan
Reserve analysis, cost of quality
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Cost estimating analogous estimating, bottom-up estimating, estimating, computerized estimating Tools, 3 point estimation (moptimistic, pessimistic)
Earned value analysis (EVA), net present value (NPV