pmp 4th - lecture 1
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7/28/2019 Pmp 4th - Lecture 1
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PMP ExamPMP ExamPreparationPreparation
Based OnBased On 44 t ht h EditionEdition
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PMI (Project Management Institute
uEstablished in 1969 with Global HQ inPennsylvania USA
u250 chapters in approx 70 countries
uRun by a group of volunteers
uPromotes Project Mgt best practices
uOffers Certifications which have become anindustry standard
u200 MCQs
u175 are scored, 25 are not scored
u106 correct out of 175 i.e. 61%
uOnly Pass or Fail
uQuestions will test knowledge, application &analysis
Format of PMP exam
u4 hours
u15 minutes familiarization
uBooks not allowed
uMobiles not allowed
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PROJECT
MANAGEMENT
FRAMEWORK
CH 1 & 2.
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PM Frame WorkWhat is the Project?
Project vs Operational Works.
Why Projects?
Life Cycles.Organization.
A project is a temporarya temporary endeavor undertaken to create aa
uniqueunique product, service, or result.
What is the projectWhat is the project
Start
END
TEMPORARY
UNIQUE PROGRESSIVELYELABORATED
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ProjectsProjects vsvs operationsoperations
-Resources-Planning , Execution , M&C
-Goals / Strategy-Activities
PROJECT .
Temporary.
Unique.
OPERATION.
Ongoing.Repetitive
n The application of knowledge, skills, tools, andtechniques to project activities in order to meetstakeholder needs and expectations.
n Managing a project includes:u Establishing Clear and achievable objectives
u Balancing the project constrains.
u Balancing the stake holders requirments.
What is Project Management?What is Project Management?
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What is Project Management?What is Project Management?continuecontinue
n Effective Project management requires thatproject management team understand anduse knowledge and skills of the followingfive areas of expertise:
Areas of ExpertiseAreas of Expertise
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REGULATION
is a government imposedrequirement which specifiesproduct, process or servicecharacteristics, including theapplicable administrativeprovisions, with whichcompliance is mandatory.Building codes are an exampleof regulations.
Areas of ExpertiseAreas of Expertisecontinuecontinue
STANDARD
document established byconsensus and approved by arecognized body , that provides ,for common and repeated use,rules , guidelines, orcharacteristics for activities or theirresults, aimed at the achievementof the optimum degree of order ina given context.
n Interpersonal Skills: The management ofinterpersonal relationships includes:
u Effective communication.
u Influencing the organization.u Leadership.
u Motivation.
u Negotiation and conflict management.
u Problem solving.
Areas of ExpertiseAreas of Expertisecontinuecontinue
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Project Management ContextProject Management Context
If the relation shipbetween the projectis only that of ashared technology orresources then theeffort should bemanaged as aportfolio rather than
program.
Project Management Office PMOProject Management Office PMO
PMOOffice
Providing Support , Training , Format and Template ,Procedures
Providing Support and follow up the projectperformance
Providing Project Manager , Support and Manage theproject and be responsible for the projectperformance
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Project Management Office PMOProject Management Office PMOcontinuecontinue
Project Manager PMO
Focus on specific project Focus on overall business objectives
Manages scope, time, resources,
budget for a specific project
Manages overall risk, overall
opportunities, interdependencies
among multiple projects
Reports project specific information May report on more projects & from
a corporate perspective
StakeholdersStakeholders
q+ve /ve Interest.
qNot All Equal.
q May affect the project while they are notexist or considered as a stakeholder
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WHY PROJECTS?WHY PROJECTS?
markeddemand
A customerrequest.
Legalrequirement.
technologicaladvanced.
Anorganizational
need
Life CyclesLife Cycles
Product life cycle
BusinessPlan
IDEA
PROJECTProduct Operation
Divestment/
retirement
Upgrade
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Life CyclesLife Cycles
Project life cycle
Phase 1Phase
2Phase
3
Management life cycle
Sequential / Overlapping
Typical Sequence of Phases inTypical Sequence of Phases ina Project Life Cyclea Project Life Cycle
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Project Life CycleProject Life Cycle
Project Management Life CycleProject Management Life Cycle
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Forms of OrganizationForms of Organization
Organization Structure
Function Matrix Projectized
Week Balanced Strong
Functional OrganizationFunctional Organization
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Projectized OrganizationProjectized Organization
Weak matrix OrganizationWeak matrix Organization
Expeditor
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Balanced MatrixBalanced Matrix
Strong MatrixStrong Matrix
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Composite OrganizationComposite Organization
Organization Structure versus ProjectOrganization Structure versus ProjectCharacteristicsCharacteristics
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Organizational Process Assets
Process And Procedures.
Corporate Knowledge Lesson Learned
Enterprise Environmental Factor
Organization structure , Culture.
Market condition.
Political condition.
Standard and rules.
Available resources.
OPM 3
Organization Project Management Maturity Module
Continuous Improvement
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PROJECT
MANAGEMENT
Process Group
CH 3.
Project Management ProcessesProject Management Processes
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Process GroupProcess Group
Overlapping the Project ManagementOverlapping the Project ManagementProcessesProcesses
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PROJECT MANAGEMENT PROCESS
The project manager, in collaboration with the project team, isalways responsible for determining which process are appropriateand the appropriate degree of rigor for each process in order to thesuccess of the project.
PROJECT MANAGEMENT PROCESS
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QUESTION ?
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