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1. Sound project management processes. 2. Senior management commitment. 3. Detailed requirements. 4. Realistic schedule. 5. Good stakeholder relationships. 6. Empowered project manager. 7. Skilled and appropriate team members with defined roles and responsibilities.
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Based on PMBOK
Certificate Exams
PMP -Project Management Professional
CAPM
What is a Project?
Temporary Unique products or services A PROJECT is a temporary endeavor undertaken to create unique products, services or result.
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Application of
Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
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Identifying Requirements Setting Clear and Achievable Objectives Balancing TRIPLE Constraints
The TRIPLE CONSTRAINTS are SCOPE, TIME and COST
TIME
SCOPE
QUALITY
COST
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Organization
Other Work
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Program
A Program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Program management focuses on interdependencies of projects and describes the best approach to achieving program objectives
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Portfolio
A Portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of the work to meet strategic business objectives. Portfolio management is an approach to centralized management of collection of programs, portfolios and other work, to achieve organizational goals.
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Project S c o p e
Projects have defined objective, Scope is progressively elaborated throughout the project life cycle
Program
Programs have a larger scope and provide more significant benefits
Portfolio
Portfolios have a business scope that changes with the strategic goals of the organization
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Project C h a n g e
Project Managers expect change and implement processes to keep change managed and controlled.
Program
The program manager must expect change from both inside and outside the program and be prepared to manage the changes
Portfolio
Portfolio manager continually monitor changes in the broad environment
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Project P l a n n i n g
Project Managers progressively elaborate highlevel information into detailed plans throughout the project life cycle
Program
Program managers develop the overall program plan and create high-level plans to guide detailed planning at the component level
Portfolio
Portfolio managers create and maintain necessary processes and communication relative to the aggregate portfolio
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Project
Program
Program Managers manage the program staff and the project managers, they provide vision and overall leadership
Portfolio
Portfolio Managers may manage or coordinate portfolio management staff
M a n a g e m e n t
Project Managers manage the project teams to meet the project objectives
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Project S u c c e s s
Success is measured by product and project quality, timeliness, budget compliance and degree of customer satisfaction
Program
Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken
Portfolio
Success is measured in terms of aggregate performance of portfolio components
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Project
Program
Program Managers monitor the progress of program components to ensure the overall goals, schedules, budgets, and benefits of the program will be met
Portfolio
Portfolio Managers monitor aggregate performance and value indicators
M o n i t o r i n g
Project Managers monitor and control the work of producing the products, services or results that the project was undertaken to produce
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Market demand Organizational need Customer request Technological advancement Legal requirement
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PMO
Project manager
Understanding project
environment
Interpersonal skills
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Project Environment
Cultural and Social International and Political Physical (Ecology)
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Interpersonal Skills
Communications Skills Organizational and Planning Skills Conflict Management Skills Negotiating and Influencing Skills Leadership and Motivating Skills Team Building Skills Problem Solving Skills
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Planning
Executing
Organizing & Carrying out the Project Preparing for Work the Project
Phases
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Characteristics are
Phases are sequential Cost and Staffing
Start
Intermediate
End
Time
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Characteristics are
Level of uncertainty
Stakeholders influence
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Characteristics are
Cost of Changes
High
Cost of Changes
Low
Project Time
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Deliverable
A DELIVERABLE is a measurable, verifiable work product
Phase
The completion and approval of one or more deliverables characterizes a PROJECT PHASE
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1. 2. 3. 4.
Phases are sequential Work differs from one to another End of each phase, a deliverable is produced Phase end deliverables are reviewed whether to continue or to abort the phase / project
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Both
Differ by
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Project Stakeholders are individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful completion
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Project Sponsor Project Manager Project Management Team Project Team Portfolio Manager Project Stakeholders
Project
Other Stakeholders
Customer
Program Manager
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Customer Project Manager Performing Organization Project Team Project Management Team Sponsor Influencers (Positive and Negative)
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PMO Operational Management Vendors & Partners Program Manager Portfolio Manger Other Stakeholders
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Organizational culture will have a direct influence on the success of the project Organizational culture includes: Values Organizational policies and procedures View of authority relationships Work ethic and work hours
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Types of Organization
Functional Matrix
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Chief Executive
Project Coordination
Functional Manager
Functional Manager
Functional Manager
Staff1
Staff4
Staff7
Staff2
Staff5
Staff8
Staff6
Staff9
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Resources Availability
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Clear reporting relationships Highly specialized expertise Drive for technical excellence Hierarchical decision and communication processes Employee development opportunities limited PM is dependent on his personal influence Limitations to customer satisfaction and influence
Advantages
Disadvantages
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Chief Executive
Project Manager
Project Manager
Staff1
Staff4
Staff7
Staff2
Assigned to Project
Staff5
Staff8
Staff3
Staff6
Staff9
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Project Managers Authority Resources Availability Control of the Project Project Managers Role
Full-Time Total
Total
Project Manager
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Advantages
Clear accountability Decision making Customer relationships
Disadvantages
Focus on technical competence reduced Project Manager may be technical/nontechnical Project team is dissolved at the completion of the project
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Chief Executive
Functional Manager
Functional Manager
Functional Manager
Staff1
Staff4
Staff7
Staff2
Staff5
Staff8
Staff6
Staff9
Project Coordination
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Functional Manager
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Chief Executive
Functional Manager
Functional Manager
Functional Manager
Staff1
Staff4
Staff7
Staff2
Staff5
Staff8
Staff6
Staff9
Project Coordination
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Low to Moderate
Mixed
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Chief Executive
Functional Manager
Functional Manager
Staff1
Staff4
Project Manager
Staff2
Staff5
Project Manager
Staff6
Project Manager
Project Coordination
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Project Managers Authority Resources Availability Control of the Project Project Managers Role
Full-Time Moderate to High Moderate to High
Project Manager
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1. Organizational Structure 2. Organizational Culture 3. Governmental/Industry standards 4. Infrastructure 5. Existing Human Resources 6. Personnel Administration 7. Organizations Work Authorization System 8. Marketplace conditions 9. Stakeholders risk tolerance 10. Project Management Information System
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1. 2. 3. 4. 5. 6. 7. 8.
Organizational processes, standards & procedures Templates Organizational communications requirements Financial controls procedures Issues and Defect Management procedures Change control procedures Risk Control procedures Procedures approving and issuing work authorizations 9. Organizational knowledge base
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To Sum up We know what Project is We know what Project Management is We know what a Program and Program Management is We know what Portfolio and Portfolio Management is We know why projects are undertaken We know what Project Management Office is We know w hat are qualifies of a good Project Manager
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To Sum up
We know what Project Life Cycle is We know the characteristics of Project Life Cycle We know characteristics of Project Phase We know differences between a Project and an Operation
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To Sum up We know to identify Project Stakeholders We know the importance of stakeholders in influencing the project We know different types of organizations and their influences on the project We know what Enterprise Environmental Factors are We know what Organizational Process Assets are
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What is a Process?
A PROCESS is set of interrelated activities that are performed to achieve pre-specified set of products, services or results.
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Project Manager must consider Organizational Process Assets and Enterprise Environmental Factors for every process Organizational Process Assets provide guidelines and criteria for tailoring organizational processes to the specific needs of the project Enterprise Environmental Factors may constrain Project Managers options
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Start
Time
Finish
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Lets identify the activities at the start of a project: Business needs Feasibility study Project objectives defined Alternative approaches Initial Scope Description Authorizing the Project
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Integration Scope Time Cost Quality Human Resources Communication Risk Procurement
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THANK YOU
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