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8/19/2019 Pmp Basicsyouneedtoknow 120104231803 Phpapp01

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PMP-Basics you Need toknowBy: Pradeep Patel PMP


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What is a Project

A project is a temporary endeavor undertaken to create a unique product or service.

Temporary means that every project has a defnite e!innin! and a defnite end.

Unique means that the product or service is di"erent in some distin!uishin! way #rom all otherproducts or services.

$dditional #eatures that a project e%hiits:

$ project phase has deliverales.

&hese deliverales are spanned across various sta!es that every project !oes throu!h' namely(nitiatin!' plannin!' e%ecutin!' monitorin! and )ontrol and fnally )losin!.

TRIPLE Constraints

• &ime

• )ost

• *cope

&hese three are called triple constraints as the project whole purpose o# project mana!ementrevolves around these three.

&hese constraints are very ti!htly linked with each other' (# one is altered' other two !ets a"ected.

(# the *cope o# deliverales increases' the associated cost and time are ound to increase.

$lternatively' i# &ime is a constraint '*cope o# deliverales will e reduced' that will result indecreased costs.


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Project Mana!ement +i#e )ycle

• $ll projects #ollow a li#e cycle #rom start to close. ,enericli#e cycle can e thou!ht o# as *tartin!' Preparin!'%ecutin! and )losin!.

• Project can have multiple phases. ach Phase is like a newproject and !oes throu!h Project +i#e cycle. Phases would!enerally have one o# the #ollowin! relationships

• Sequential – New Phase can only start a#ter completin!current phase

• Overlappin New Phase will start e#ore endin! currentphase.

• Iterative /nly one phase is planned initially and newphase will e planned later as the work continues in thecurrent phase.

Initiating


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Project Phase 0elationship &ypes

Sequential Relationship:

Phases happen one after another and do not overlap.

Next phase can’t start until the previous finishes i.e. the phases are highly interlinked or

interdependent.

Every phase end has a deliverable, that might might not! serve as an input to the next

phase.

Overlapping Relationship:

"he phases are not interdependent and can finish follo# all $ processes! or start

independent of each other.

"he #hole team #orks at the same time.

%ince all the #ork is happening at the same time, there is high &I%' and the team

might need to do a lot of re#ork.

Iteration:

Executing the current phase and P()NNIN* the Next phase.)gile %oft#are

development is based on this approach!. +hile the team’s in Executing for the first

phase, they’re also in Initiating and Planning for the second one.

ighly useful in the environment #hich is highly uncertain or #here there are a lot ofRAPID changes. -y the time the team is done #ith the first phase, the team is already


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Basic &erminolo!ies

Fast Tracking

ast tracking means doing pro/ect phases in Parallelrather than follo#ing %e0uentialProcesses approach!.

Crashing: "his is the approach in #hich additional resources are added to the pro/ect

to finish it on schedule. ) corporate /oke 1Pro/ect manager is a person #ho thinks 2

ladies can produce a baby in one month3 could have it’s roots from this .

Progressive Elaoration:

4ove to#ard the pro/ect plan in incre!ental steps as the ideas about the final productare refined and more and more information about the re0uirements is made available in

a progressive fashion.

Types o" Progressive elaorations

Rolling #ave Planning$ %oving #in&o' planning :

Planning the pro/ect progress as things make clear, #hile doing the #ork. In this

approach there can be repetitive pro/ect phases inside a pro/ect phase.5onsider an example, #here scope of #ork is not clear in the beginning. +e plan and

start the #ork, once #e are inching to#ards the end of the phase, things become more

clear and #e plan upcoming #ork and repeat the cycle again.

Prototypes: a "angible #orking model or 4ock up is created initially, on #hich

feedback is taken and, it is on this prototype that the further additions are made.


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/r!anisation &ypes and 0ole o# Project Mana!er

. Orani!ation

Structure

"unctional #atri$ Projecti!ed

Projectmanaer%saut&ority

None to low +ow to hi!h 1i!h to #ull

Project

manaer%s role

Part-time Part-time to #ull-

time

2ull-time

Projectmanaementadministrativesta'

None to part-time

Part-time to #ull-time

2ull-time

Project (udetcontrolled (y

2unctionalmana!er

2unctionalmana!er projectmana!er' or othmana!er

Project

Mana!er

%atri( organi)ations are further classified as #eak %atri( and Strong %atri( an& *alance&

%atri(.

#eak !atri( exhibits features of unctional organi6ation #hile strong %atri( is inclined

to#ards Pro/ecti6ed organi6ation. *alance& %atri( has mixed features of both unctional andPro/ecti6ed organi6ation.


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/r!ani3ational *tructuresOrani!ation

Types

Aut&ority Team Reports

To

PE)PC

2unctional 21 21 P4P)

Projecti3ed PM PM ---------

Weak Matri% 21 21 P 5P)

Balanced Matri% 216PM PM5 21 ----------*tron! Matri% PM PM 521 -----------

2162unctional 1ead PM6Project Mana!er P6Project %peditorP)6Project )oordinatorPro+ect e(pe&iter

"he person documents #hat is happening on the pro/ect and does not have any

decision making po#ers. "he person is not responsible for success7failure of thepro/ect. "he person’s main /ob is to keep everybody informed.

Pro+ect coor&inators are like expediters, except that coordinators typically report to

higher8level managers and have some decision8making ability.

Coor&inators usually report to somebody #ho is pretty high up in the organi6ation,

#hile e(pe&iters are more like assistants to the functional manager.


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%istence


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Inputs* Tools and Tec&niques*Outputs+ITTO

$ll o# 78 processes9re#er to my earlier presentation will have

some (nputs' some tools and techni;ues and provide some/utput9s.

ITTOs #orm a specifc ;uantity o# ;uestions in the PMP e%amand should e well versed' e#ore takin! the e%am.

ITTOs' a!ainst the !eneral misconception' should not ememori3ed.0ather there is always a lo!ical relationetween them that should e streesed upon rather thancrammin! them.

Output #rom one process can serve as an (nput to other. &here can e common Tools and Tec&niques across the

processes.

Inputs


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nterprise nvironmental 2actorsEnterprise Environmental ,actors- T&ese are t&e ,actors* tools and

policies t&at companies ,ormulate or ,ollo. in daily routine,unctionin o, t&e orani!ation/

*ome o# the nterprise nvironmental 2actors are listed elow

/r!ani3ational culture 5 structure' (n#rastructure'

,overnment rules' !uidelines' re!ulations or industry standards'

Marketplace conditions' *takeholder risk tolerances'

Project mana!ement in#ormation systems9PM(*'

%istin! human resources #actors like skills' knowled!e' disciplines'

Personnel administration like hirin!' per#ormance review !uidelines' trainin!'

Pulished commercial in#ormation or dataases #or estimations'risk data

)ompany work authori3ation system.

&hese #actors play critical role in the project li#ecycle. &hese #actors are inputsto almost all the processes across all process !roups and


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)onf!uration Mana!ement *ystem

Con0uration #anaement System is a part o, t&e overall Project#anaement In,ormation System 1P#IS2/ )han!e Mana!ement *ystem is asuset o# the )onf!uration Mana!ement *ystem.

=etailed =ocument aout this would soon e availale 9in the process o# creatin! it

P4I%P4I%


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/r!ani3ational Process $ssets

• Orani!ational process assets include any or all processesrelated to t&e assets ,rom an orani!ation1s2 involved in aproject t&at can (e used to in3uence t&e project%s success/

• OPAs include the following

Any formal/informal plans

Organization’s standard processes, policies, procedures/methodologies,Guidelines,

Lessons learned

Historical information (case studies or information gathered from similar proects in the past!"

• Lessons Learned is the term that is #ery common in usage in P$Pconte%t!&t is the responsi'ility of the proect team to document thedetails and the new lessons learned during the Proect!

his can ser#e as a #alua'le information for the future proects that aresimilar in nature and can 'e used as a reference to start with!


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*takeholders

• *takeholder' in simple terms is any one with an interest or impact onyour or!ani3ation or Project or Business.

,oin! y the aove defnition' stakeholders can e cate!ori3ed into

• Corporate stake&olders

• Project Stake&olders

• Corporate stake&olders are the individuals that #orm the

/r!ani3ation90i!ht #rom &/P !uns to lower clerical sta".

• Project Stake&olders are the inviduals who can add to or ne!ate #romProject pro!ress and *uccess.

• Stake&older identi0cation is a critical process that results in the list

o# stakeholders. &his list is sometimes re#erred to as Stake&oldersReister/

• (n corporate and Project level communication' the stakeholder re!ister#orms the asis #or #ormulation )ommunication Mana!ement plan'policies and procedures.


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&hank >ou?

)or Any *ueries/+uggestions

Please mail me at :pradeeppatelpmp@!mail.com

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