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Project Management Professional (PMP)

Project Management Professional (PMP). Certification Study Guide. PMI Certification Materials. To assist PMI candidates for completing the PMI certification exam administered by the Project Management Institute Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK)

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Project Management Professional (PMP)

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  1. Project Management Professional (PMP) Certification Study Guide

  2. PMI Certification Materials • To assist PMI candidates for completing the PMI certification exam administered by the Project Management Institute • Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK) • www.pmi.org

  3. Recurring Themes • Historical Records – need to collect and use for planning, estimating and risk • Kickoff meetings are important • Work Breakdown Structures • Do not introduce benefits that are not stated in requirements • Needs of all stakeholders should be taken into account during all projects • Team Members must be involved in project planning • Project Mangers must be pro-active

  4. Chapter 1 – Introduction • Project – temporary endeavor undertaken to create a unique product or service • Has a definite beginning and end and interrelated activities • Programs adopt new set of objectives and continue to work; projects cease when declared objectives have been attained

  5. Chapter 1 – Introduction • Projects are unique – characteristics are progressively elaborated • Progressively: proceeding in steps • Elaborated: worked with care and detail • Scope of project should remain constant even as characteristics are “progressively elaborated”

  6. Chapter 1 - Introduction • Project Management: the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project – balancing the following: • Scope, time, cost, and quality • Stakeholders’ expectations • Requirements (needs) vs. unidentified requirements (expectations)

  7. Chapter 1 - Introduction • Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually • Most programs have elements of ongoing operations • Series of repetitive or cyclical undertakings • Projects are often divided into “subprojects” for more manageability • Often contracted out to external organizations

  8. Chapter 2 – Project Management Context • Project Phases are marked by the completion of a deliverable • Tangible, verifiable work product • Review of deliverables and approval/denial are “phase exits, stage gates, or kill points” • Phases are collected into the Project Life Cycle • Set of defined work procedures to establish management control

  9. Chapter 2 – Project Management Context • Project Life Cycle defines: • Technical work performed in each phase • Who is involved in each phase • Project Phases can overlap – “Fast Tracking” • Common Characteristics of Project Life Cycles: • Cost and Staffing levels are low at start and move higher towards the end • Probability of successfully completing project is low at beginning, higher towards the end as project continues • Stakeholder influence is high at the beginning and progressively lowers as project continues

  10. Chapter 2 – Project Management Context • Stakeholders: individuals and organizations who are actively involved in the project • Often have conflicting expectations and objectives • In general, differences should be resolved in favor of the customer – individual(s) or organization(s) that will use the outcome of the project • Stakeholder management is a proactive task • Project Mangers must determine all stakeholders and incorporate their needs into the project

  11. Chapter 2 – Project Management Context • Stakeholders are: • Project Managers • Customers • Performing Organizations, owners • Sponsor • Team • Internal/External • End User • Society, citizens • Others: owner, funders, supplier, contractor

  12. Chapter 2 – Project Management Context • Organizational Systems: Project based vs. Non-Project Based • Project Based – derive revenues from performing projects for others (consultants, contractors),”management by projects” • Non-Project Based – seldom have management systems designed to support project needs (manufacturing, financial services)

  13. Chapter 2 – Project Management Context • Organizational Cultures and Styles: • Entrepreneurial firms more likely to adopt highly participative Project Manager – accept higher risk/reward • Hierarchical firms less likely to adopt participative Project Manager – take fewer risks

  14. Chapter 2 – Project Management Context • Organizational Structures • Functional (classical) marked by identifiable superiors. Staff grouped by specialty . Perceived scope of project limited by function (Engineering, HR). Typically have part-time Project Manager • Projectized Organization –blend functional and projectized characteristics. Mix cross-department personnel with full-time Project Manger

  15. Chapter 2 – Project Management Context • Project Management Skills • General Business Management (consistently producing results expected by stakeholders) • Leading (establishing direction, aligning resources, motivating) • Communicating (clear, unambiguous, and complete) • Negotiating (conferring with others to reach an agreement) • Problem Solving (definition and decision making) • Distinguish causes and symptoms • Identify viable solutions • Influencing Organization (understanding power and politics)

  16. Chapter 2 – Project Management Context • Socioeconomic Influences • Standards – document approved that provides common, repeated use, rules and guidelines • Compliance is not mandatory • Regulations – document that identifies products, services or characteristics • Compliance is mandatory • Standards often become “de facto” regulations • Internationalization • Cultural Influences

  17. Chapter 2 – Project Management Context • Organization Structure Pro’s and Con’s • Projectized • Efficient Organization – No “home” • Loyalty – Lack of Professionalism • Effective Communication – Duplication of functions, less efficient resource usage • Matrix • Visible Objectives – not cost effective • PM Control – More than 1 boss • More support – More complex to control • Utilize scarce resources – Tough resource allocation • Information distribution – Competition of priorities • Coordination – Policies & Procedures • Home based – Potential for conflict

  18. Chapter 2 – Project Management Context • Functional Organization • Specialists – More emphasis on functions • 1 supervisor – No career path in PM

  19. Chapter 3 – Project Management Processes • Project Management requires active management of Project Processes • Series of actions that achieve a result • Project Management Processes • Describing and organizing the work • Product-Oriented Processes • Specifying and creating the product

  20. Chapter 3 – Project Management Processes • Process Groups: • Initiating processes: recognizing a project or phase should begin • Planning processes: devising and maintaining a workable plan • Executing processes: coordinating resources to execute the plan • Controlling processes: ensuring project objectives are met; monitoring, correcting and measuring progress • Closing processes: formalized acceptance

  21. Chapter 3 – Project Management Processes • Process Groups are linked by the results each produces • Process Groups are overlapping activities with various levels of intensity • Process Group interactions cross phases – “rolling wave planning” • Provides details of work to complete current phase and provide preliminary description of work for subsequent phases • Individual processes have inputs, tools and techniques, and outputs (deliverables)

  22. Chapter 3 – Project Management Processes • Initiating and Planning Processes • Committing the organization to begin • Initiation, High-level planning, Charter • Amount of planning proportional to the scope of the project – Core Planning • Scope Planning – written statement • Scope Definition – subdividing major deliverables into more manageable units • Activity Definition – determine specific tasks needed to produce project deliverables • Activity Sequencing – plotting dependencies

  23. Chapter 3 – Project Management Processes • Core Planning (continued) • Activity Duration Estimating – determine amount of work needed to complete the activities • Schedule Development – analyze activity sequences, duration, and resource requirements • Resource Planning – identify what and how many resources are needed to perform the activities • Cost Estimating – develop resource and total project costs • Cost Budgeting – allocating project estimates to individual work items • Project Plan Development – taking results from other planning processes into a collective document

  24. Chapter 3 – Project Management Processes • Planning/Facilitating Processes – manage the interaction among the planning processes • Quality Planning – standards that are relevant to the project and determining how to meet standards • Organizational Planning – identify, document, and assigning project roles and responsibilities • Staff Acquisition – obtaining the human resources • Communications Planning – determining rules and reporting methods to stakeholders

  25. Chapter 3 – Project Management Processes • Planning/Facilitating Processes (continued) • Risk Identification – determining what is likely to affect the project and documenting these risks • Risk Quantification – evaluating risks and interactions to access the possible project outcomes • Risk Response Development – defining enhancement steps and change control measures • Procurement Planning – determining what to buy and when • Solicitation Planning – documenting product requirements and identifying possible sources

  26. Chapter 3 – Project Management Processes • Planning/Facilitating Processes (continued) • Order of events: • Scope Statement • Create Project Team • Work Breakdown Structure • WBS dictionary • Finalize the team • Network Diagram • Estimate Time and Cost • Critical Path • Schedule • Budget • Procurement Plan • Quality Plan • Risk Identification, quantification and response development • Change Control Plan • Communication Plan • Management Plan • Final Project Plan • Project Plan Approval • Kick off

  27. Chapter 3 – Project Management Processes • Executing Processes • Project Plan Execution – performing the activities • Complete Tasks/Work Packages • Information Distribution • Scope Verification – acceptance of project scope • Quality Assurance – evaluating overall project performance on a regular basis; meeting standards • Team Development – developing team and individual skill sets to enhance the project • Progress Meetings

  28. Chapter 3 – Project Management Processes • Executing Processes (continued) • Information Distribution – making project information available in a timely manner • Solicitation – obtaining quotes, bids, proposals as appropriate • Source Selection – deciding on appropriate suppliers • Contract Administration – managing vendor relationships

  29. Chapter 3 – Project Management Processes • Controlling Processes – needed to regularly measure project performance and to adjust project plan • Take preventive actions in anticipation of possible problems • Change Control – coordinating changes across the entire project plan • Scope Change Control – controlling “scope creep” • Schedule Control – adjusting time and project schedule of activities

  30. Chapter 3 – Project Management Processes • Controlling Processes (continued) • Cost Control – managing project budget • Quality Control – monitoring standards and specific project results; eliminating causes of unsatisfactory performance • Performance Reporting – status, forecasting, and progress reporting schedule • Risk Response Control – responding to changes in risk during the duration of the project

  31. Chapter 3 – Project Management Processes • Closing Processes • Administrative Closure – generating necessary information to formally recognize phase or project completion • Contract Close-out – completion and delivery of project deliverables and resolving open issues • Procurement Audits • Product Verification • Formal Acceptance • Lessons Learned • Update Records • Archive Records • Release Team

  32. Chapter 3 – Project Management Processes • Overall Processes • Influencing the organization • Leading • Problem Solving • Negotiating • Communicating • Meetings

  33. Chapter 3 – Project Management Processes • Project Selection Techniques • Comparative Approach (similar projects) • Benefit measurement method • Constrained Optimization (mathematical approach) • Key aspect of scope verification is customer acceptance • Only 26 % of projects succeed

  34. Chapter 4 – Project Integration Management • Project Integration Management • Ensures that the project processes are properly coordinated • Tradeoffs between competing objectives and alternatives in order to meet stakeholder approval • Project Plan Development • Project Plan Execution • Overall Change Control • These processes may occur repeatedly over the project duration • Historical Records are needed to perform project management well, they are inputs to continuous improvement • Files • Lessons Learned • Actual Costs • Time Estimates • WBS • Benchmarks • Risks

  35. Chapter 4 – Project Integration Management • Project Plan Development • Uses outputs from other planning processes to create consistent document to guide project execution and control • Iterated several times • Documents planning assumptions • Documents planning decisions that are chosen • Facilitates communication • Defines key management reviews • Provides a baseline to track progress measurement and project control

  36. Chapter 4 – Project Integration Management • Project Plan Development Inputs • Other planning outputs: primarily the planning process outputs (WBS, base documents, application area inputs) • Historical information – verify assumptions, records of past project performance • Organizational policies – quality management, personnel administration, Financial controls • Constraints – factors that limit performance, contractual provisions, budget • Assumptions – risk factors

  37. Chapter 4 – Project Integration Management • Tools & Techniques for Plan Development • Project Planning Methodology – any structured approach (software, templates, forms, start-up meetings • Stakeholder Skills & Knowledge – tap into plan development; use expertise for reasonableness • PMIS – Out of the box approach to support all project aspects through closure

  38. Chapter 4 – Project Integration Management • Project Plan Development Outputs • Project Plan is a collection that changes over time as more information about the project becomes available • Baseline will change only in response to approved scope change • Project Plan includes some or all of the following: • Project Charter • Project Management approach or strategy • Scope statement • Work Breakdown Structure (WBS) • Budget, schedule, risks • Key Staff, Major Milestones • Change Control Plan, Management and Communications Plan

  39. Chapter 4 – Project Integration Management • Project Plan Components (continued) • Cost Estimates, scheduled start dates and responsibility assignments • Performance measurement baselines • Major milestones and target dates • Required Staff • Risks, constraints and assumptions • Subsidiary management plans (scope, schedule) • Open Issues • Pending Decisions

  40. Chapter 4 – Project Integration Management • Supporting Details to the Project Plan • Outputs from planning processes • Technical documentation • Business requirements, specifications, and designs • Relevant standards • Additional information not previously known

  41. Chapter 4 – Project Integration Management • Project Plan Execution • Primary process for carrying out the project plan • Most costly aspect of project management • Direction of organizational resources and interfaces

  42. Chapter 4 – Project Integration Management • Project Plan Execution Inputs: • Project Plan • Supporting Detail • Organizational Policies • Corrective Action – anything to bring expected performance in line with the project plan

  43. Chapter 4 – Project Integration Management • Tools & Techniques for Plan Execution • General Management Skills • Product Skills and Knowledge – defined as part of planning, provided by staffing • Work Authorization System – formal procedure for sanctioning work to ensure completion – written or verbal authorization • Status review meetings – regular exchanges of information • Project Management Information System • Organizational Procedures

  44. Chapter 4 – Project Integration Management • Project Plan Execution Outputs • Work results – the outcome of activities performed is fed into the performance reporting process • Change Requests – expand/shrink project scope, modify costs and schedule estimates

  45. Chapter 4 – Project Integration Management • Overall Change Control • Influencing factors that create change to ensure beneficial results; ensure that change is beneficial • Determining that change has occurred • Managing actual changes as they occur • Evaluate impact of change • Meet with team to discuss alternatives • Meet with management to present decision • Change control requires • Maintaining integrity of performance measurement baselines (project plan) • Ensuring changes to scope are accurately recorded • Coordinating changes across knowledge areas (scheduling, risk, cost, quality, etc.) • Determine all factors that control change and pro-actively preventing the occurrence; evaluate the impact of change

  46. Chapter 4 – Project Integration Management • Inputs to Change Control • Project Plan – baseline performance • Performance Reports – issue tracking, risk management • Change Requests – orally or written, externally or internally initiates, legally mandated or optional

  47. Chapter 4 – Project Integration Management • Change Control Tools & Techniques • All Changes must be evaluated before a decision can be reached • Change Control System – collection of formal procedures, paperwork, tracking systems, approval levels • Change Control Board – decision making authority • Configuration Management – documented procedure to apply technical and administrative direction • ID and document functional and physical characteristics • Control changes to these characteristics • Record and report change and implementation status • Audit items and system to verify requirements

  48. Chapter 4 – Project Integration Management • Change Control Tools & Techniques • Performance Measurement – earned value, plan variance analysis • Additional Planning – revised cost estimates, modify activity sequences, plan adjustments • Project Management Information System • Change Control System may have • Change Control Plan • Change Control Board • Change Control Procedures, Corrective Action plans • Performance Statistics, Reports, Change forms • Specification reviews, Demonstrations, Testing, Meetings • Configuration Management

  49. Chapter 4 – Project Integration Management • Change Control Outputs • Project Plan Updates • Corrective Actions • Lessons Learned – variance causes and reasoning documented for historical purposes

  50. Chapter 4 – Project Integration Management • Configuration Management • Rigorous Change Management as it relates to scope • Subset of the change control system • Work Authorization System • Controls “gold plating”; defines what task is/is not • Meetings • Most are inefficient; keep minutes • Status can be determined without meeting

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