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PM BOK Table Of Contents


1.
2.

INTRODUCTION

10 KNOWLEDGE AREAS

ORGANIZATIONAL INFLUENCES AND

4.

PROJECT INTEGRATION
MANAGEMENT

PROJECT MANAGEMENT

5.

PROJECTSCOPE MANAGEMENT

PROCESSES

6.

PROJECT TIME MANAGEMENT

7.

PROJECT COST MANAGEMENT

8.
9.

PROJECT QUALITY MANAGEMENT

PROJECT LIFE CYCLE

3.

ANNEX Al THE STANDARD FOR PROJECT


MANAGEMENT OF A PROJECT
APPENDIX XI FIFTH EDITION CHANGES
APPENDIX X2 CONTRIBUTORS AND
REVIEWERS OF THE PMBOK@ GUIDE -

II
)

PROJECT HUMAN RESOURCE

! )

MANAGEMENT
10. PROJECT COMMUNICATIONS

MANAGEMENT

FIFTH EDITION

11. PROJECT RISK MANAGEMENT

APPENDIXX3 INTERPERSONAL SKILLS


REFERENCES

12. PROJECT PROCUREMENT


, MANAGEMENT

GLOSSARY

13. PROJECT STAKEHOLDER

MANAGEMENT

INDEX

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MUMBAI CHAPT
Introduction
Contents
1. Purpose of the PMBOK Guide
2. What is a Project?
-

The Relalion ships Among Portfolios, Programs, and Projecls

3. What is Project Management?


4. Relationships Among Portfolio Managel"T)ent, Program Management, Project
Management, and Organizational Project Management
-

Program Management.
Portfolio Management
Projects and Strategic Planning
Project Management Office

5. Relationship Between Project Management, Operations Management, and


Organizational Strategy
-

Operations and Project Management


Organizations and Project Management

6. Business Value
7. Role of the Project Manager
-

Responsibilities and competencies of the Projeci Manager


Interpersonal Skills of a Project Manager

8. Project Management Body Of Knowledge

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Introduction

1.1

I PMAPK

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Purpose of the PMBOK Guide


PMBOK Gulde is a subset of Proj~ct Management Body of Knowledge
that Is generally recognized as 'Good Practice'
Based on the generally accepted norms, methods and practices PMBOK
offers Inputs, Tools & Techniques and Outputs as guidelines for
managing individual projects
As with other professions such as law, medicine, and accounting, the body
of knowledga rests with the practitioners and academics who appl~ and
advance it continually.
Purpose of PMBOK is to
Identify and evangelize best practices in Project Management
Promote common vocabulary amongst PM professionals
Serve as a lexicon of Project Management terms

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Introduction

1.2

What is a Project?
Project Definition: A temporary endeavor undertaken to create a unique

product, service or result.


Characteristics
Temporary : Finite duration, project ceases when its objective is achieved. Does
not mean short duration. Normally, the producVservice will outline the project

Unique: Doing something which has not been done earlier.


Progressive Elaboration: Developing in steps, continuing in increments.
Development of details progressively.

Project Environment
Constantly changing
Generally Precedes Operations

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Introduction
What is Project Management?
-

Application of

Knowledge (e.g. Domain areas - IT, Pharmaceutical, Construction, etc.)


Skills (Managing)
Tools & Techniques (Software)
Project activities (e.g Time Management, Cost Management, etc.)

To achieve

Project Objectives
-

PM Is accomplished though processes

Initiating, Planning, Executing, Controlling, and Closing

Project work typically involves

Identifying requirements
Addressing stakeholders needs and expectations

Carrying out communications amongst stakeholders


Managing stakeholders towards meeting project requirements

Balancing constraints including but not limited to Scopa. Quality, Schedule. Budget. Resources and
Risk
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>'lUMBAI CHAPTER
Introduction

Why Project Management?


-

Enhance the probability of project success

Focus on objective - Scope, Time, Cost, Quality & Risk

Effective response to rapid changes

Manage utilization of resources effectively

Address stakeholders interests

Manage risks effectively

Achieve project goals

Stakeholders satisfaction
Achieve Financial Efficiency

Meet Objectives

Minimize Risks

Document the 'Lessons Learned' for future reference

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Introduction

14

I P.i.ia.ox, Jc:il

Program
Collection of group of related projects having common outcome or
collective capability
Managed in coordinated way to obtain benefits and control which is
not available managing them individually
Can involve managing resource constraints
Managing projects issues and change management with shared
structures

Portfolio
Collection of projects, programs, sub portfolios and operations
managed as a group grouped together to facilitate effective
management to meet strategic business objectives.
The projects or programs within the portfolio may not be

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interdependent or interrelated.

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1.4

Introduction

Project Management Office (PMO)


Management structure that standardizes the governance structure and
facilitates sharing of resources, methodologies, tools and techniques
across the organization.
Types of PMO structures are supportive, controlling, directive.
PMO should support project managers in many ways which may
include
-

Operates at the enterprise level


Alignment of PM goals with organizational goals
Sharing of information across projects
Central monitoring of all projects
Configuration management of all projects
Operation and management of project tools
PM exists within Program Management, Portfolio Management and Project
Management office

Project Life Cycle


-

e.g. Initial phase, design phase, prototype phase, production phase

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Introduction

Sfrat~gie Plan

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Project

Management
Office

Sub projects

Relationships Among Portfolio Management, Program Management, Project


Management, and Organizational Project Management

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BAI CHAPTER
Introduction
The Relationship Among Portfolio, Program and Project Management
The relationship among portfolios, programs, and projects is such that a
portfolio refers to a collection of projects, programs, subporttolios, and
operations managed as a group to achieve strategic objectives.
Programs are grouped within a portfolio and are comprised of subprograms,
projects, or other work that are managed in a coordinated fashion in support of
the portfolio.
Individual projects that are either within or outside of a program are still
considered part of a portfolio. Although the projects or programs within the
portfolio may not necessarily be interdependent or directly relatect, they are
linked to the organization's strategic plan by means of the organization's
portfolio.

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Introduction

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1.5 j

Introduction
Relationship Between Project Management, Operations
Management, and Organizational Strategy
Operations and Project Management
Projects can intersect with Operations during product lifecycle
Knowledge transfer takes place between projects and operations
Projects versus Operations
-

Operations : Ongoing , repetitive, for sustaining business

Projects : Temporary, unique.

Operations Management supports ongoing activities or operations


Operational Stakeholders in Project Management
Should be engaged.
examples of operational stakeholders (depending upon the business):
Plant operators, Manufacturing line supervisors, Help deskstaff, Production
system support analysts, Customer service representative, Salespersons,
Maintenance workers, Telephone sales personnel, Call center personnel,
Retail workers, Line managers, and Training officers.

15

Introduction
Organizations and Project Management
Projects need to change with organizational changes for successful
outcomes.

Project '3ased Organizations: created to carry out project work


like functional , matrix or projectized.

Project Management and Organizational Governance


Organization Governance Criteria can impose constraints on the
project
Project Manager must understand organizational policies and
procedures to be effective

Project Management and Organizational Strategy


-

Should provide guidance and direction to project management


)

Projects and Strategic Planning


)

Projects are result of strategic planning of an entity


Projects enable to achieve strategic goals of an entity, in its response to

market demands. technological advances. legal requirements. etc.

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161

Introduction
Business Value
Business value is defined as the entire value of the business. It
could be
Tangible - physical assets such as plant & machinery, equity, etc.,
Intangible - brand value, good will, trademarks , etc.,
Depending on the type of business entity, plan for building value
can be
Short-term
Medium-term
Long-term
An entity may chose to create its 'business value' through strategic
planning and implementing projects. For example
Increasing stock holder value remain as one of the main
considerations of 'for-profit' entity
In case of 'non-profit' organization (NGO's) engage themselves to
increase or uphold value of the society
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11

Introduction

Role Of Project Manager

- Understanding of Tools and Techniques (best practices) for effective


project management
- Domain specific skills
- General Management skills

Responsibilities and competencies


Knowledge: About project management

Performance: Ability to achieve project objectives

Personal Betiavlor of project manager that includes attitude, personality


characteristics and leadership - for guiding project team for achieving project
objectives

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Introduction

1.z I

IP~jPOIII~

Role Of Project Manager (continued)


Interpersonal Skills includes
Leadership,
Team building,
Motivation,
Communication,
Influencing,
Decision making,
Political and cultural awareness,
Negotiation,
Trust building,
Conflict management, and
Coaching.

'

Introduction
Project Management Body of Knowledge
PMBOK Guide contains standard to manage
Most projects
Most of the time
Across'many industries

The standard
Includes processes required to manage project towards a more successful
outcome

Is unique to project management and has interrelationship to other disciplines


such a program management and portfolio management

Limited to good practice for individual projects.

Other standards may be consulted for additional information


The Standard for Program Management

The Standard for Portfolio Management


Organizational Project Maturity Model (OPM3)

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Version 5.0 Copyrlgf1t 2013 by PM! Mumbai Chapter. All rights re served.

Introduction
Question No.

1
Question BanJt

The VP of marketing approaches you and requests that you change the visitor

logon screen on the company's website to include a usemame with at least six
characters. This is considered which of the following?

_)
A.

Project initiation

B.

Ongoing operations

C.

A project

D.

Project execution

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Introduction
Question No.

'

'

1
Q1.l'e,t;tion Bank

All of the following statements are true except for which one?

A.

Programs are groups of related projects.

B.

Project life cycles are collections of sequential and occasionally overlapping


project phases.

C.

A project may or may not be part of a program.

o.

Portfolios are collections of interdependent projects or programs.

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Introduction
Question No.

23

Question Bank

This is an example of a PMO

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A.

Controlling
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B.

Directive

C.

Supportive

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Introduction
Question No.

1
(:luestii>n B~nk

'

All of the following statements are true except for which one?

A.

Organizational governance can impose constraints on the projects.

B.

Organization strategy does not impact project activities.

C.

The development of organizational strategy could be the goal of a project.

D.

Organization strategy should provide guidance and direction to project


management

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Introduction
Question No.

25

1
Qll!l.s tfon ~;iaj<

All of the following statements are true except for which one?

)
A.

B.

Project Based Organizations conduct majority of their work as projects

Programs and Projects are undertaken to achieve strategic business


outcomes

C.

)
D.

,)

Portfolio management aligns programs, projects but not operations to the


organizational strategy
Projects can intersect with operations at various points during the project
lifecycle

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Introduction

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Answers to QueS11ons

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