1 PMP-Introduction PDF

PMP Preparation Course
Project Management Professional
(PMP)
Introduction
PMBOK GUIDE-2013 Fifth EDITION
Eng. Husam Saud, MBA, MSc
PMP, ITIL, PRINCE2, MSP, MoP, P3O, PMOC
e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3
Project Management Overview
- What is a Project?
- Portfolios, Programs, and Sub
Sub--projects
- Project Stakeholders
- Factors that influence a project
- Organizational Structure
- Project Characteristics
- Projects versus operational work
Project
Project
Management
Risk Management
Overview
What is a Project?
What is a Project?
What is a Project?
The goal a Project may be to respond to increase

or decrease in market demands (car manufactures
research and design fuel-efficient cars to meet
market demand for greener products)
What is a Project?
Projects may help organizations satisfy customer

requests. A call center may use a project to
upgrade its computer systems. Based on requests
for faster response times
What is a Project?
Projects can help meet changes in organizational

requirements. So a company may renovate an old
office building to create a new office space for its
expanding workforce
What is a Project?
Projects may be initiated to incorporate or adapt to

technological advances. A software developer may
use a project to create plugs-ins for the latest
version of an operating system
What is a Project?
Projects goal may be to ensure compliance with

laws. A hospital may launch a project to update its
record-keeping processes to meet the legal
requirements set by new federal laws
What is a project?
Project Characteristics
A Project is a Temporary endeavor undertaken to produce a unique product, services, or results

What is a project?
Projects Examples
A Hospital Payroll System Project
Sales Remote Access Project
New Production line Project
What is a project?
What is a project?
What is a project?
Projects Vs Operational work
What is a project?
What is a project?
What is a project?
-What is Project management?

-Key competences of a Project manager
Responsibilities and Knowledge Competencies
Project management is the application of knowledge, skills, tools, and techniques to

project activities to meet the project requirements
Responsibilities
Responsibilities
Responsibilities
Responsibilities
Responsibilities
Competencies
Competencies
Knowledge Areas in PMBOK
Performance Competencies
Performance Competencies
Personal Competencies
Leadership, Team building, Communication, Influencing, Decision-making, Political and cultural

awareness, Negotiation, trust building, Conflict management, and Coaching.
Projects in a context
To better understand how a project works, you need to understand the project in its context within an
organization
This context affects everything that happen in a project from the nature of the product to how the
work is planned to how resources are applied.
Organizations group work in ways that enable them to manage it more efficiently. Typically, groups
of work are classified as Portfolios, Programs, Projects , and sub-projects
Placing related projects and ongoing work in a single program enables better management of
schedules, priorities and shared resources. It ensures more consolidated control of related work
Programs increase management control because projects also feed back to programs. You can identify
a change to one project and then adjust all affected projects and ongoing work accordingly
A Portfolio is a collection of projects, programs, and ongoing work. They are created to make it easier
to manage work in a way that ensures strategic business objectives are met.
Organizations run portfolios based on their strategic plans. For example. If a company has a strategic
objective of increasing its reputation as ecologically friendly. It may have a portfolio to reflect this.
Identify Stakeholders
Managing project isnt just about managing work. Its also about managing work in relation to peoples
expectations
All projects involve people with interests and priorities in the project. These people are known as
stakeholders
A stakeholder is a person or organization that is affected by a project or that influence the project.
Examples of stakeholder are the projects sponsor, vendors or business partners, the project manager
and team, and customers or end users
Working with Stakeholders
Different Stakeholders typically have conflicting interests or requirements in a project in addition,

stakeholders can have positive or negative influence on a project. They can encourage and support
the project or they can work against it. Positive stakeholders normally expect to benefit if a project is
successful. Examples are the company that runs the project, potential employees of a new factory, or
business leaders who may benefit from a boost in the economy.
Negative stakeholders expect the success of a project to lead to harm or negative consequences.
Examples could be competitions or environmental groups that believe a project will harm the
environment
There are three best practices to remember when managing stakeholder expectations. Before the
project starts, you need to communicate clearly to all stakeholders what the expected end results of
the project will be
Then, throughout the project, you need to keep stakeholders informed about how the project is
going. This is especially important if there are significant changes to the project
Finally, you need to resolve issues with the stakeholders in a timely fashion. This is especially true for
those stakeholders who have a lot of influence
Betty is managing a project for a cosmetics company, the project aims to provide the sales team with
remote access to customer information and sales records
The customers in this case are the members of the internal sales team. Theyre expected to outline
whats needed from the software. They also need to highlight any potential risks or problems. For
example, they may point out the risk of compromising customer privacy or the problems that may
occur when handing simultaneous sales.
The vendor in this project is a software development company that is customizing remote software for
the sales team. Its role is to provide the software on time and within specifications.
A senior executive at the company is the project sponsor. Initially, his role was to champion the
project, define its initial scope, and provide sufficient resources and funds to run the project
There are several organizational stakeholders in this project. First of all, there are the salespeople who
will use the new software, and also training officers who will train salespeople on using the new
program. There are also quality specialists who will test the new product throughout development
The PM and team have the most hands-on roles in a project. So its vital that they have a clear and
accurate understanding of their roles and responsibilities.
Each member of the team requires the skills and talents to carry out their tasks. The role of team
members is to work and communicate well together. They need to accept and work with the strengths
and weaknesses of each others

The Project Manager
As a project manager, you are in charge of all aspects of a project and are responsible for its success. A
project manager has several responsibilities
Organizational Stakeholders
Recognizing a projects organizational stakeholders and their interests can help you ensure a project
succeeds. The people and groups in an organization may contribute to, or threaten a project..
Organizational stakeholders have different interests from project stakeholders. For example. In a retailoutlet construction project, a project stakeholder could be a specific consumer group. This group is
likely to be interested in the location of the location of the retail outlet and in the amenities it will
An organizational stakeholder would focus on how the retail outlet will improve the companys
sales, increase buying power, and generally increase market share
How a business is structured affects the variety and levels of organizational stakeholders. At the
executive level, you are likely to find a project management office also known as the PMO, a
portfolio review board, and a portfolio manager. The sponsor and the program manager are
positioned on the second level. Other organizational stakeholders may be functional managers or
operation managers.
A sponsor can be both a project and an organizational stakeholder. As a member of the project team
and of upper management, the sponsor can act as a liaison between the two. As he is interested in
how a project will contribute to the companys strategic goals.
The project sponsor is particularly interested in project governance
Project Governance
project governance is the alignment of the projects objectives with those of stakeholders and the
organization. It ensures that the decisions made by the project manager will satisfy both stakeholder
expectations and organizational expectations
Project Governance
During project execution, you notice some issues starting to arise. Staff resources from various departments
are not available to the extent that their respective managers originally promised;
Requirements are changing significantly due to unforeseen circumstances; and functional areas are
beginning to protect their own interests, resulting in two or more departments not agreeing on a process or
solution. How can you mitigate these issues as a project manager?
Examples of governance constraints include project success criteria, decisionmaking and problemsolving approaches, the project lifecycle approach, and methods for communicating information.
The goal of an Enterprise PMO, also known as EPMO, is to meet business objectives at the enterprise
level. The responsibilities of an ordinary PMO can range from providing project management support
functions to directly managing a project.
PMO
Organizational Stakeholders, PMO
Generally, a PMO is responsible for managing and coordinating shared resources, risks, policies, and
documentation among projects. It may audit a project to monitor its compliance with project
management standard policies, procedures, and templates
A PMO may also coordinate communication across projects, and facilitate coaching, training, and
oversight
Organizational Stakeholders, Portfolio review board
Project selection, and prioritization of projects (ROI, Risks,)
Organizational Stakeholders, Portfolio manager
Review projects in term of its value, risk, and ROI, he authorizes and prioritizes the project
Organizational Stakeholders, Program manager
Managing and controlling group of related projects, he insures the program is on schedule and within
budget, his main interest is to achieve the program benefit rather than the individual project
benefits
Organizational Stakeholders, Functional manager
Functional managers oversee administrative functions rather than the core operational work of a
business. They are responsible for providing services directly to project teams. They generally have
no interaction with other project stakeholders
The services a functional manager provides depend on the managers functional area. For example,
HR managers provide human resource services and finance managers provide financial services.
Organizational Stakeholders, Operational manager
Operational managers oversee the divisions of the company that directly produce and maintain
products or services. They generally provide a project with skilled employees who possess the
required technical expertise or knowledge for the project.
Organizational Stakeholders, Operational Stakeholders
Plant operators, Manufacturing line supervisors, Help desk staff, Customer, Maintenance workers, and
Training officers.
Operational managers and their crews may also work with customers, users, or suppliers on
behalf of a project team
(PMP)
2- ORGANIZATIONAL INFLUENCES AND PROJECT

LIFE CYCLE
Factors that Influence the Project
Projects do not occur in isolation. They are created and run within the context of an organization. So
what influence does the organization have on projects? Three main organizational influences are
culture, enterprise environmental factors, and organizational process assets.
Organizational culture can be difficult to define. To understand it better, you need to know its
elements. These include values, norms, beliefs, informal policies and procedures, and organizational
views of authority
A hospital requires a hospital management information system to automate its day-to-day activities.
Tracy is hired as the project manager. The decision to hire outside of the organization was an
unpopular one, and the project team actively resist Tracys authority.
Because the members of the project team dont respect Tracys authority, she is likely to find it difficult
to get the work done on time and to specification.
She first notices a problem when she doesnt get timely feedback on how the project is going. As a
result, she is unaware of project issues that could jeopardize the success of the project
One of the organizational norms that Tracy is not aware of is the informal rule of flextime in the
organization. She enforced a strict nine-to-five schedule, and this had a negative impact on the
project and on team moral.
Although Tracy was able to infer the values of the company, she was not aware of company norms.
She also wasnt familiar with the accepted procedure for obtaining additional project resources. This
lack of understanding could have placed the project in jeopardy if she hadnt
Culture arises from the accumulated shared learning of a group, so coming in from the outside can be
difficult. And are part of the organization and its culture, your beliefs and ways of doing things may be
ingrained that they are difficult to define or communicate.
factors or conditions that may affect project outcomes.

Enterprise environmental factors are almost always outside the control of the project team. That is
being aware is essential to identifying potential risks and requirements.
The term enterprise environmental factors conveys the two directions from which these factors
originate. First of all, they can be from within the enterprise, or organization. Examples include the
organizational structure within its lines of authority, personnel and administrative policies,
technology used to manage projects, such as databases and scheduling software.
Influencing factors may also originate from the external environment. Examples include government
or industry standards, conditions in the marketplace that determine consumer attitudes and
competition, the economy, and the socio-political situation of the area in the which the project will
be carried out

Organizational Process Assets
An organizations history determines its structure and culture. It also determines the available process
assets that can contribute to the success of a project. Processes and procedures are one category of
process assets. This category includes project plans, standard processes and procedures, and project
management templates




Organizational process assets can influence projects by saving time and by improving the quality of
plans and forecasts
Organizational Structure
Organizational structure is one of the key influences on a project. Lines of authority and reporting
structures impact everything from how decisions are made to loyalty team members feel to the
project manager.
How an organization is structured can have a profound influence on how a project is run, and on its
chances of success. Tow basic organizational structures are Projectised and Functional.
In a classic projectised organization, project team members are typically located in the same office.
Project managers tend to have high levels of independence and authority, and the majority of the
organizations resources are involved in project work. These organizations may have units termed
departments that provide centralized administrative support. However, these generally report
directly to the project manager
In a classic functional organization, each employee has one clear superior to report to. Employees are
divided according to their specifications for example, marketing, engineering, or finance. Each
functional department works separately from the other departments and completes its project tasks
independently
Both basic types of organizational structures have specific disadvantages for project managers.
If the organizational structure is functional, the project manager has little or no decision-making authority. This
can make it difficult to resolve project issues quickly as they arise. Also, projects tend to get bogged down in red
tape.
Alack of centralized administration support limits the ability of a project manager to manage a project
effectively. e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3
If the organization structure is projectised, a project manager could get into trouble due to a lack of direction from
the program or portfolio managers. If the project manager makes staffing or resource decisions without regards to
other groups in the organization, it could hurt the company as a whole
The optimal organizational structure is one that combines the functional and projectised structures. This blend
minimizes the problems and maximizes the benefits of both structures
Matrix Organizational Structure
There are 3 types of matrix structures. A weak matrix organization is still very similar to a functional structure. But
allows for some degree of project coordination and the use of personal from various departments to staff
projects.
A balanced matrix organization is also very similar to functional organization. This organization allow for project
managers, however they report to functional managers. This greatly limits the project managers decisionmaking authority and control over funding.
The strong matrix organization is most similar to projectised structure. there are still functional managers with
staff but there are also full-time project managers with a direct reporting line to upper executives
In most cases, organizations involve a blend of organizational structures at various levels and at various times. For
example, a functional manager creates a special project team from the members of her staff to handle a critical
project. A project manager oversees the project. And the team is dedicated full time to the project - -operating like
any team in a projectised organization. The team reports to the project manager who update functional manager
regularly on progress. When structures blend in different ways it is called a composite organization.
Administrative staff tend to be part-time in weak and balanced matrix structure, and full time in strong
organization , because of different work load distribution which may limit support for project management
(PMP)
2.4 Project Lifecycle

Anatomy of the project

Project Lifecycle
Project Phases
Introduction to Project Management process Groups
Introduction to Project Lifecycle, phases, processes group and

knowledge areas
Project involves many activities and it is better to break up the whole work into manageable pieces
Project Lifecycle
Consists of all the work required to bring the product of the project (product, services, or result)
Each stage in the lifecycle has particular characteristics

knowledge areas
The work needed in each stage differs on what the project must achieve

knowledge areas
We can then divide the project into Phases which contain a set of activities.
activities
Each Phase has its deliverable(s),
deliverable(s it helps us to know how the project will be executed
Thus, we need Processes to identify theses activities, these Processes take the way throughout the
project and some one take place in specific time

knowledge areas
To make it easier these Processes are organized into five Process Group (Initiating, Planning,
Executing, Monitoring & Controlling, and Closing)

knowledge areas
These Processes are also classified according to their types since the Project Management does not
consist of a single area of expertise, but it has ten knowledge areas (Risk, HR, Procurement, etc..)

knowledge areas
Project Lifecycle
Lifecycle, Phases, Process Groups, and Knowledge areas are all interact

knowledge areas
This project concepts have been developed over years by the PMI
PMI created the Project Management Body Of Knowledge (PMBOK)
Project Lifecycle
These characteristics are:

-cost and staffing
- Uncertainty
-Cost of change
Project Lifecycle
Project Lifecycle
Product Lifecycle
The Project lifecycle consists of the work required to produce a product or service, but the product
itself has its own life cycle
Product Lifecycle
The product lifecycle consists of all activities that take place from a product creation to the end of its
production and use
Product Lifecycle
Product Lifecycle vs. Project lifecycle
The project lifecycle can finish before the product lifecycle
Smaller projects make up a single product lifecycle e.g. initiating new project to improve existing
product features
Project Phases
Each phase has a distinctive deliverables
Project Phases
Project Phases
Project Phases
Project Phases
Project Phases
Project Phases
Is used to asses the project overall progress, the phase ends when it deliver its deliverable, or when cancel
the project, when the project is terminated, or to authorize the next phase.
This end point is called : phase exist, phase gates, or decision phase.
Project Phases
Characteristics of the Project Phases
Project Phases
Types of Project Lifecycle
Project Management Process Group
Characteristics of the Project Management Process Group
Example
Example
Example
Example
Example
Example
Example
Example
(PMP)
3. Project Management Processes

Instructor: Eng. Mohammed Abduallah Mohammed, MBA, PMP, CPE, FAAPM,OSHA

Instructor: Eng. Husam Saud, MBA, PMP, ITIL, PRINCE2, MSP, P3O
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Processes
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group

1 PMP-Introduction PDF

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

1 PMP-Introduction PDF

Hochgeladen von

Copyright:

Verfügbare Formate

PMP Preparation Course

Project Management Professional

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

The goal a Project may be to respond to increase

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

Projects may help organizations satisfy customer

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

Projects can help meet changes in organizational

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

Projects may be initiated to incorporate or adapt to

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

Projects goal may be to ensure compliance with

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

A Project is a Temporary endeavor undertaken to produce a unique product, services, or results

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

A Hospital Payroll System Project

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

Sales Remote Access Project

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

New Production line Project

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

-What is Project management?

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview

Responsibilities and Knowledge Competencies

Project management is the application of knowledge, skills, tools, and techniques to

Project Management Overview

e-mail: info@PMDimension.org web: www.PMDimension.org tel: +249 123408001-2-3

Project Management Overview