PMP Examination Preparatory Course Topic: Introduction, Project Life Cycle & Organization

PMP Examination Preparatory Course
Topic: Introduction, Project Life Cycle & Organization

Version 4.0
Overview
Introduction and Overview of PMI methodology and
PMBOK (4th Ed.)
Relationships between Project Management, Program
Management and Portfolio management
Project and Operations Management
Project Lifecycle
Differences between Product Management and Project

Management
Organizational Structures
PMP Workshop | Financial Services

All work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 1
Certification
PMP: for professionals experienced in Project Management
Eligibility (Partial List)
PM experience 4500 Hours (over last three years)

PM Education 35 Hours (this course)
Bachelors Degree
For a complete list please visit http://www.pmi.org

PMBOK, PMI and PMP Special Jargon and New Concepts

Preparing for PMP (or CAPM) certification means
Learning a new set of terms as well as new definitions for

words
Understanding new concepts and approaching problems from

a strictly PMI point-of-view
Mapping these new terms and concepts to your existing PM

experience
Analyze a scenario and explain what is happening
Understand the next steps will be ,or solve an existing

problem (put this in the notes).
PMBOK 4th Edition is the bible; Your Experience is a
good supplement
Project Management Myths
MS-Project plans (and Gantt charts in general) are project plans
Project life cycle is the same as the product management

lifecycle
Project managers are the same as functional managers
Project management is common sense
The Project Manager creates the Project Plan and the team
simply carries out the plan
The above statements are partially true from Project

Management perspective
Project Management Institute (PMI)
The Project Management Institute (PMI) is the

worlds foremost authority for the project
management profession. PMI sets industry
standards, conducts research, and provides
education, certification, and professional exchange
opportunities, designed to strengthen and further
establish the profession.

PMBOK is a PMI Standard

PMI Standard is a document
that defines what to measure against a document created by an
appropriate diverse group through an open consensus-building process
covering commonly accepted knowledge and/or practices and dealing
with core concepts for the practice of the profession
consistent with PMIs Standards Setting Process and published as a
project management standard

PMBOK - and also a Guide

The primary purpose of the PMBOK Guide is to identify
that subset of the Project Management Body of Knowledge
that is generally recognized as good practice.
Generally recognized means the knowledge and
practices described are applicable to most projects most of
the time, and there is consensus about their value and
usefulness.
Good practice means there is general agreement that the
application of these skills, tools and techniques can enhance
the chances of success over a wide range of Projects.
PMBOK - and also a Guide

It describes established norms, methods, processes and practices
It Summarizes processes, inputs, and outputs that are considered good
practices on most projects most of the time.
Provides and promotes common vocabulary
It is a fundamental project management reference for PMIs
professional development programs and certifications
It has interrelationships to other project management disciplines such

as program management and portfolio management
Please refer to PMIs Code of Ethics and Professional Conduct

What is a Project? (PMI Definition)

A project is a temporary endeavor undertaken to create a
unique product, service, or result.
PROJECT
has a beginning and end
creates a unique product, service or result
progressively elaborated
Temporary does not mean short in duration
Progressive Elaboration - Developing in steps and, continuing by increments.
Project Management (PM) - the application of knowledge, skills, tools and

techniques to project activities to meet the project requirements.

What is a Project? (PMI Definition)

A Project can create
A Product that can be either a component of another item or an end
item in itself
A capability to perform a service

A result such as an outcome or document
End of Project is reached when

Projects objectives have been achieved or
Its objectives will not or can not be met or
Need for the project no longer exists

Project and Strategic planning

Projects are typically authorized as a result of one or more of
the following strategic considerations
Market demand
Strategic opportunity / business need

Customer request
Technological advance
Legal requirements

Project Management
Project Management typically includes
Identifying requirements
Addressing the various needs, concerns and expectations

of the stakeholders as the project is carried out
Balancing the competing project constraints

Progressive Elaboration - Rolling Wave Planning

Developing in steps, and continuing by increments to
work out the details.
Early in the project, project scope will be more broadly
defined.
Project scope will become more explicit and detailed as the
PM team develops a better and more complete
understanding of the objectives and deliverables.
Both project specifications and product specifications may

be progressively elaborated.

Project / Program / Portfolio Management

Program
A Program is defined as a group of related projects managed in a
coordinated way to obtain benefits and control not available from
managing them individually.
Program Management
The centralized coordinated management of a program to achieve the
programs strategic objectives and benefits.


Portfolio
A portfolio refers to a collection of Projects or programs and other work
that are grouped together to facilitate effective management of that work
to meet strategic business objectives.
Portfolio Management
It refers to the centralized management of one or more portfolios, which
includes identifying, prioritizing, authorizing, managing and controlling
projects, programs, and other related work, to achieve specific business
objectives.



Projects
Scope
Projects have defined objectives.

Scope is progressively elaborated
throughout the project life cycle.
Programs
Portfolios
Programs have a large scope and

provide more significant benefits.
Portfolios have a business scope that

changes with the strategic goals of the
organization.
Change
Project Managers expect change and The program manager must expect
implement processes to keep change change from both inside and outside
managed and controlled.
the program and be prepared to
manage it.
Portfolio managers continually monitor

changes in the broad environment.
Planning
Project managers progressively

elaborate high-level information into
detailed plans throughout the project
life cycle.
Portfolio managers create and

maintain necessary processes and
communication relative to the
aggregate portfolio.
Program managers develop the overall

program plan and create high-level
plans to guide detailed planning at the
component level.
Project managers manage the project Program managers manage the

program staff and the project
Management team to meet the project objectives.
managers; they provide vision and
overall leadership.
Success
Success is measured by product and

project quality, timeliness, budget
compliance, and degree of customer
satisfaction.
Project managers monitor and control

the work of producing the products,
services or results that the project was
Monitoring undertaken to produce.
Portfolio managers may manage or

coordinate portfolio management staff.
Success is measured by the degree to Success is measured in terms of

which the program satisfies the needs aggregate performance of portfolio
and benefits for which it was
components.
undertaken.
Program managers monitor the
Portfolio managers monitor aggregate
progress of program components to
performance and value indicators.
ensure the overall goals, schedules,
budget, and benefits of the program will
be met.
Project Management Office

It is an organizational body or entity assigned various
responsibilities related to the centralized and coordinated
management of those projects under its domain.
The specific form, function and structure of a PMO is

dependent upon the needs of the organization that it
supports.
A primary function of a PMO is to support project managers
in a variety of ways. The responsibilities of a PMO can
range from providing project management support
functions to actually being responsible for the direct
management of the project.

Projects vs. Operations
Project has a beginning and end; creates a unique

product or service
Operation is ongoing and repetitive
Common characteristics:
Performed by individuals
Limited by constraints
Planned, executed, monitored and controlled
Performed to achieve organizational objectives or strategic plans

Project or Operation?
1. Running the year-end W-2 form processing for a companys
employees
2. Upgrading the database containing the employee payroll data from
Oracle 9i to Oracle 10i
3. Running a campaign for political office

4. An oil company rebuilds refineries destroyed by a hurricane
5. The operations team of the I.T. department installs a software patch
sent by the vendor

Project or Operation? Solution

1. W-2: operation
2. Oracle Upgrade: project
3. Political Campaign: project
4. Rebuild refineries: project

5. Install software patch: can be project or operation

Sample Question
Which of the following is not a project?

A. Buying clothes from the market on a special sale.
B. Planning for your friends wedding.
C. Building a bridge across the Krishna river.
D. Cleaning the office building every day.

What is Project Life Cycle?

The project life cycles generally define
The phases that connect the beginning of a project to its end.
What technical work to do in each phase
When the deliverable are to be generated
Who is involved in each phase

How to control and approval for each phase

Project Life Cycle Characteristics

At the start of the project:
Level of uncertainty is highest
Risk of failure to achieve objectives is greatest
Stakeholders influence on the final characteristics of projects

product and final cost is highest
Cost of changes and correcting errors is lowest

Typical Sequence of Phases in a Project Life Cycle

The completion and approval of one or more deliverables
characterizes a project phase.
Diagram Ref: PMBOK Guide 4th Version, Page 16 and 17 (Figure 2-1)

Project phases
An element of the Project life cycle
Divisions within a project where extra control is needed to effectively
manage the completion of a major deliverable
Allows the project to be segmented into logical subsets
Typically completed sequentially, but can overlap
It is not a Project Management Process group
The number of phases, need for phases and the degree of control
applied depend on the size, complexity and potential impact of the
project.

Project phases - Characteristics

Close of a phase ends with some form of transfer or handoff of the
work product produced as the phase deliverable
The work has a distinct focus that differs from any other phase
The primary deliverable or objective of the phase requires an extra
degree of control to be successfully achieved.
Diagram Ref: PMBOK Guide 4th Version, Page 19 Figure 2-3
One approach to managing the installation of a Telecommunications Network

Project Management Process Groups

Initiating: authorizing the project or phase
Planning: defining and refining the objectives; selecting the best

alternative courses of action to attain the objectives of the project
(planning the work)
Executing: integrates and coordinates people and other resources to
carry out the project management plan for the project (working the
plan)
Monitoring and Controlling: monitoring the project, measuring progress,
reporting status, identifying variances, taking corrective action
Closing: Formalizes the acceptance of the product, service or result
and brings the project or project phase to an end.
Process: a set of interrelated actions and activities performed to

achieve a specified set of products, results or services

PM Lifecycle Processes
While the PM processes

are presented (by PMI) as
discreet processes with
well-defined interfaces, in
practice they overlap and
interact.
This interaction is
presented in terms of the
plan-do-check-act cycle (as
described by Shewhart and
Deming).

Project Lifecycle

Project Governance
Provides a comprehensive, consistent method of controlling
the project and ensuring its success.
Governance approach to be described in project
management plan.
Must fit within the larger context of the program or
organization.
Project manager and project management team determines
Appropriate method of carrying out project
What resources are necessary
General approach to completing the work
Specific phased structure for the individual project

Project Phases
A sequential relationship
An overlapping relationship
An iterative relationship
Potential Approach to building a new factory
Design Phase
Construction Phase
Monitoring and Controlling Processes
Monitoring and Controlling Processes
Initiating Processes Planning Processes
Executing ProcessesClosing Processes

Initiating Processes Planning Processes
Executing ProcessesClosing Processes

Product Vs Project Life Cycles

Product life cycle
It consists of generally sequential, non overlapping product phases
determined by the manufacturing and control need of the organization.
Projects lifecycles occur in one or more phases of a product life cycle
One product may have many projects associated with it

Major PMI Concepts

The project manager is ultimately responsible for the project (planning,
work execution, controlling & monitoring and closing) including the overall
quality of the project.
The project team assists with the planning, executes the work, inspects
and controls the work. Team members are responsible for the quality of
project deliverables.
Conduct yourself professionally at all times. When in doubt, always take
the right path.
The people who do the work should estimate the work.
The project team should solve its own problems and resolve its own
issues whenever possible.
Major PMI Concepts

Closing processes should occur at the end of each project
phase, not just at the end of the project.
The success or failure of a project is determined during project
planning
If you fail to plan, you plan to fail

Sample Question
The most important task and skill of a project manager is:
A.
Negotiating
B.
Communicating
C.
Planning
D.
Leading
WHY?

Project stakeholders
Project Stakeholders are individuals and organizations that are actively
involved in the project, or whose interests may be affected as a result
of project execution or project completion.
Stakeholders are those who can affect or are affected by the project
Stakeholders may a have positive or negative influence on a project.
Key stakeholders on every project include:
Customer / User
Sponsor, PMO
Portfolio / Program Managers

Project Manager
Project team
Functional managers / Operations management
Sellers / business partners

Project stakeholders - Identification

Technique of systematically gathering and analyzing quantitative and
qualitative information to determine whose interest should be taken into
account throughout the project.
Steps
Identify all potential project stakeholders and relevant information (roles,
departments, interests, knowledge levels, expectations, and influence level)
Identify other stakeholders by interviewing identified stakeholders
Use expert judgment to ensure comprehensive identification and listing of
stakeholders
Identify the potential impact or support each stakeholder could generate and
classify them so as to define an approach strategy. (Refer to figure 10-4
Power / Interest grid)
Assess how key stakeholders are likely to react or respond in various
situations, in order to plan how to influence them to enhance their support
and mitigate potential negative impacts.
Organizational Influence on Project Management

Organizational cultures and styles
Organizational structure
Organization
Functional
Matrix
Projectized
Structure
Weak Matrix
Project
Balanced Matrix
Strong Matrix
Characteristics
Project Managers
Authority
Little or none
Limited
Low to moderate
Moderate to high
High to almost
total
Resource availability
Little or none
Limited
Low to moderate
Moderate to high
High to almost
total
Who controls the

project budget
Functional
manager
Functional
manager
Mixed
Project manager
Project manager
Project Managers role
Part-time
Part-time
Full-time
Full-time
Full-time
Project management
Part-time
Part-time
Part-time
Full-time
Full-time
Administrative staff

Organizational Structure
Functional Manager: in charge of a functional area, e.g., finance,
human resources, I.T. operations, training, marketing.
Someone with management authority over an organizational unit
within a functional organization. The manager of any group that
actually makes a product or performs a service. Sometimes called a
line manager.
Project Manager: The person assigned by the performing

organization to achieve the project objectives. Performing
Organization: The enterprise whose personnel are most directly
involved in doing the work of the project
Project Objectives: The result to be obtained, the product to be
produced or the purpose to be achieved by the project.

Functional Organization
Picture Ref: PMBOK Guide, 4th Version, Figure 2-7 Page 29

Weak Matrix Organization
Picture Ref: PMBOK Guide, 4th Version, Page 29

Strong Matrix Organization

Projectized Organization

Sample Question
You are the Project Manager of XYZ consultants. The Project team
members are from Finance and HR departments. The team members
report to Finance and HR Managers respectively, and you have
limited control over them. What type of organizational hierarchy does
XYZ consultants follow?
A. Matrix organization
B. Projectized organization
C. Functional organization
D. None of these.

Enterprise Environmental Factors

Considered as inputs to most planning processes
Refers to both internal and external environmental factors
that surround or influence a projects success
Comes from any or all of the enterprises involved in the

project
Enhances or constrain project management options
May have a positive or negative influence on the project

outcome

Organizational Process Assets

It may be grouped into two categories
Processes and procedures
Corporate knowledge base
It will include
All process related assets, from any or all of the organizations involved in the
project that can be used to influence the projects success
Formal and informal plans, policies, procedures and guidelines

Organizations knowledge base such as lessons learned and historical
information
Completed schedules, risk data, and earned value data

Recap
Project
Program
PMO
Operations
Stakeholders
Organization Structure
Project Lifecycle
Product Lifecycle

Review Questions Time

Review Questions

Thank You
www.capgemini.com/financialservices

PMP Examination Preparatory Course Topic: Introduction, Project Life Cycle & Organization

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

PMP Examination Preparatory Course Topic: Introduction, Project Life Cycle & Organization

Загружено:

Авторское право:

Доступные форматы

PMP Examination Preparatory Course

Topic: Introduction, Project Life Cycle & Organization

Differences between Product Management and Project

PMP Workshop | Financial Services

PM experience 4500 Hours (over last three years)

PMP Workshop | Financial Services

PMBOK, PMI and PMP Special Jargon and New Concepts

Learning a new set of terms as well as new definitions for

Understanding new concepts and approaching problems from

Mapping these new terms and concepts to your existing PM

Analyze a scenario and explain what is happening

Understand the next steps will be ,or solve an existing

Project Management Myths

MS-Project plans (and Gantt charts in general) are project plans

Project life cycle is the same as the product management

Project managers are the same as functional managers

Project management is common sense

The above statements are partially true from Project

Project Management Institute (PMI)

The Project Management Institute (PMI) is the

PMP Workshop | Financial Services

PMBOK is a PMI Standard

PMP Workshop | Financial Services

PMBOK - and also a Guide

PMBOK - and also a Guide

It has interrelationships to other project management disciplines such

Please refer to PMIs Code of Ethics and Professional Conduct

PMP Workshop | Financial Services

What is a Project? (PMI Definition)

Project Management (PM) - the application of knowledge, skills, tools and

PMP Workshop | Financial Services

What is a Project? (PMI Definition)

A capability to perform a service

End of Project is reached when

PMP Workshop | Financial Services

Project and Strategic planning

Strategic opportunity / business need

PMP Workshop | Financial Services

Addressing the various needs, concerns and expectations

PMP Workshop | Financial Services

Progressive Elaboration - Rolling Wave Planning

Both project specifications and product specifications may

PMP Workshop | Financial Services

Project / Program / Portfolio Management

PMP Workshop | Financial Services

Project / Program / Portfolio Management

PMP Workshop | Financial Services

Project / Program / Portfolio Management

PMP Workshop | Financial Services

Project / Program / Portfolio Management

Projects have defined objectives.

Programs have a large scope and

Portfolios have a business scope that

Portfolio managers continually monitor

Project managers progressively

Portfolio managers create and

Program managers develop the overall

Project managers manage the project Program managers manage the

Success is measured by product and

Project managers monitor and control

Portfolio managers may manage or

Success is measured by the degree to Success is measured in terms of

Project Management Office