1、Project Management Professional (PMP),Certification Study Guide,PMI Certification Materials,To assist PMI candidates for completing the PMI certification exam administered by the Project Management Institute Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK) www.pmi.org,Re
2、curring Themes,Historical Records need to collect and use for planning, estimating and risk Kickoff meetings are important Work Breakdown Structures Do not introduce benefits that are not stated in requirements Needs of all stakeholders should be taken into account during all projects Team Members m
3、ust be involved in project planning Project Mangers must be pro-active,Chapter 1 Introduction,Project temporary endeavor undertaken to create a unique product or service Has a definite beginning and end and interrelated activities Programs adopt new set of objectives and continue to work; projects c
4、ease when declared objectives have been attained,Chapter 1 Introduction,Projects are unique characteristics are progressively elaborated Progressively: proceeding in steps Elaborated: worked with care and detail Scope of project should remain constant even as characteristics are “progressively elabo
5、rated”,Chapter 1 - Introduction,Project Management: the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project balancing the following: Scope, time, cost, and quality Stakeholders expectations
6、Requirements (needs) vs. unidentified requirements (expectations),Chapter 1 - Introduction,Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually Most programs have elements of ongoing operations Series of repetitive or c
7、yclical undertakings Projects are often divided into “subprojects” for more manageability Often contracted out to external organizations,Chapter 2 Project Management Context,Project Phases are marked by the completion of a deliverable Tangible, verifiable work product Review of deliverables and appr
8、oval/denial are “phase exits, stage gates, or kill points” Phases are collected into the Project Life Cycle Set of defined work procedures to establish management control,Chapter 2 Project Management Context,Project Life Cycle defines: Technical work performed in each phase Who is involved in each p
9、hase Project Phases can overlap “Fast Tracking” Common Characteristics of Project Life Cycles: Cost and Staffing levels are low at start and move higher towards the end Probability of successfully completing project is low at beginning, higher towards the end as project continues Stakeholder influen
10、ce is high at the beginning and progressively lowers as project continues,Chapter 2 Project Management Context,Stakeholders: individuals and organizations who are actively involved in the project Often have conflicting expectations and objectives In general, differences should be resolved in favor o
11、f the customer individual(s) or organization(s) that will use the outcome of the project Stakeholder management is a proactive task Project Mangers must determine all stakeholders and incorporate their needs into the project,Chapter 2 Project Management Context,Stakeholders are: Project Managers Cus
12、tomers Performing Organizations, owners Sponsor Team Internal/External End User Society, citizens Others: owner, funders, supplier, contractor,Chapter 2 Project Management Context,Organizational Systems: Project based vs. Non-Project Based Project Based derive revenues from performing projects for o
13、thers (consultants, contractors),”management by projects” Non-Project Based seldom have management systems designed to support project needs (manufacturing, financial services),Chapter 2 Project Management Context,Organizational Cultures and Styles: Entrepreneurial firms more likely to adopt highly
14、participative Project Manager accept higher risk/reward Hierarchical firms less likely to adopt participative Project Manager take fewer risks,Chapter 2 Project Management Context,Organizational Structures Functional (classical) marked by identifiable superiors. Staff grouped by specialty . Perceive
15、d scope of project limited by function (Engineering, HR). Typically have part-time Project Manager Projectized Organization blend functional and projectized characteristics. Mix cross-department personnel with full-time Project Manger,Chapter 2 Project Management Context,Project Management Skills Ge
16、neral Business Management (consistently producing results expected by stakeholders) Leading (establishing direction, aligning resources, motivating) Communicating (clear, unambiguous, and complete) Negotiating (conferring with others to reach an agreement) Problem Solving (definition and decision ma
17、king) Distinguish causes and symptoms Identify viable solutions Influencing Organization (understanding power and politics),Chapter 2 Project Management Context,Socioeconomic Influences Standards document approved that provides common, repeated use, rules and guidelines Compliance is not mandatory R
18、egulations document that identifies products, services or characteristics Compliance is mandatory Standards often become “de facto” regulations Internationalization Cultural Influences,Chapter 2 Project Management Context,Organization Structure Pros and Cons Projectized Efficient Organization No “ho
19、me” Loyalty Lack of Professionalism Effective Communication Duplication of functions, less efficient resource usage Matrix Visible Objectives not cost effective PM Control More than 1 boss More support More complex to control Utilize scarce resources Tough resource allocation Information distributio
20、n Competition of priorities Coordination Policies & Procedures Home based Potential for conflict,Chapter 2 Project Management Context,Functional Organization Specialists More emphasis on functions 1 supervisor No career path in PM,Chapter 3 Project Management Processes,Project Management requires ac
21、tive management of Project Processes Series of actions that achieve a result Project Management Processes Describing and organizing the work Product-Oriented Processes Specifying and creating the product,Chapter 3 Project Management Processes,Process Groups: Initiating processes: recognizing a proje
22、ct or phase should begin Planning processes: devising and maintaining a workable plan Executing processes: coordinating resources to execute the plan Controlling processes: ensuring project objectives are met; monitoring, correcting and measuring progress Closing processes: formalized acceptance,Cha
23、pter 3 Project Management Processes,Process Groups are linked by the results each produces Process Groups are overlapping activities with various levels of intensity Process Group interactions cross phases “rolling wave planning” Provides details of work to complete current phase and provide prelimi
24、nary description of work for subsequent phases Individual processes have inputs, tools and techniques, and outputs (deliverables),Chapter 3 Project Management Processes,Initiating and Planning Processes Committing the organization to begin Initiation, High-level planning, Charter Amount of planning
25、proportional to the scope of the project Core Planning Scope Planning written statement Scope Definition subdividing major deliverables into more manageable units Activity Definition determine specific tasks needed to produce project deliverables Activity Sequencing plotting dependencies,Chapter 3 P
26、roject Management Processes,Core Planning (continued) Activity Duration Estimating determine amount of work needed to complete the activities Schedule Development analyze activity sequences, duration, and resource requirements Resource Planning identify what and how many resources are needed to perf
27、orm the activities Cost Estimating develop resource and total project costs Cost Budgeting allocating project estimates to individual work items Project Plan Development taking results from other planning processes into a collective document,Chapter 3 Project Management Processes,Planning/Facilitati
28、ng Processes manage the interaction among the planning processes Quality Planning standards that are relevant to the project and determining how to meet standards Organizational Planning identify, document, and assigning project roles and responsibilities Staff Acquisition obtaining the human resour
29、ces Communications Planning determining rules and reporting methods to stakeholders,Chapter 3 Project Management Processes,Planning/Facilitating Processes (continued) Risk Identification determining what is likely to affect the project and documenting these risks Risk Quantification evaluating risks
30、 and interactions to access the possible project outcomes Risk Response Development defining enhancement steps and change control measures Procurement Planning determining what to buy and when Solicitation Planning documenting product requirements and identifying possible sources,Chapter 3 Project M
31、anagement Processes,Planning/Facilitating Processes (continued) Order of events: Scope Statement Create Project Team Work Breakdown Structure WBS dictionary Finalize the team Network Diagram Estimate Time and Cost Critical Path Schedule Budget Procurement Plan Quality Plan Risk Identification, quant
32、ification and response development Change Control Plan Communication Plan Management Plan Final Project Plan Project Plan Approval Kick off,Chapter 3 Project Management Processes,Executing Processes Project Plan Execution performing the activities Complete Tasks/Work Packages Information Distributio
33、n Scope Verification acceptance of project scope Quality Assurance evaluating overall project performance on a regular basis; meeting standards Team Development developing team and individual skill sets to enhance the project Progress Meetings,Chapter 3 Project Management Processes,Executing Process
34、es (continued) Information Distribution making project information available in a timely manner Solicitation obtaining quotes, bids, proposals as appropriate Source Selection deciding on appropriate suppliers Contract Administration managing vendor relationships,Chapter 3 Project Management Processe
35、s,Controlling Processes needed to regularly measure project performance and to adjust project plan Take preventive actions in anticipation of possible problems Change Control coordinating changes across the entire project plan Scope Change Control controlling “scope creep” Schedule Control adjusting
36、 time and project schedule of activities,Chapter 3 Project Management Processes,Controlling Processes (continued) Cost Control managing project budget Quality Control monitoring standards and specific project results; eliminating causes of unsatisfactory performance Performance Reporting status, for
37、ecasting, and progress reporting schedule Risk Response Control responding to changes in risk during the duration of the project,Chapter 3 Project Management Processes,Closing Processes Administrative Closure generating necessary information to formally recognize phase or project completion Contract
38、 Close-out completion and delivery of project deliverables and resolving open issues Procurement Audits Product Verification Formal Acceptance Lessons Learned Update Records Archive Records Release Team,Chapter 3 Project Management Processes,Overall Processes Influencing the organization Leading Pro
39、blem Solving Negotiating Communicating Meetings,Chapter 3 Project Management Processes,Project Selection Techniques Comparative Approach (similar projects) Benefit measurement method Constrained Optimization (mathematical approach) Key aspect of scope verification is customer acceptance Only 26 % of
40、 projects succeed,Chapter 4 Project Integration Management,Project Integration Management Ensures that the project processes are properly coordinated Tradeoffs between competing objectives and alternatives in order to meet stakeholder approval Project Plan Development Project Plan Execution Overall
41、Change Control These processes may occur repeatedly over the project duration Historical Records are needed to perform project management well, they are inputs to continuous improvement Files Lessons Learned Actual Costs Time Estimates WBS Benchmarks Risks,Chapter 4 Project Integration Management,Pr
42、oject Plan Development Uses outputs from other planning processes to create consistent document to guide project execution and control Iterated several times Documents planning assumptions Documents planning decisions that are chosen Facilitates communication Defines key management reviews Provides
43、a baseline to track progress measurement and project control,Chapter 4 Project Integration Management,Project Plan Development Inputs Other planning outputs: primarily the planning process outputs (WBS, base documents, application area inputs) Historical information verify assumptions, records of pa
44、st project performance Organizational policies quality management, personnel administration, Financial controls Constraints factors that limit performance, contractual provisions, budget Assumptions risk factors,Chapter 4 Project Integration Management,Tools use expertise for reasonableness PMIS Out
45、 of the box approach to support all project aspects through closure,Chapter 4 Project Integration Management,Project Plan Development Outputs Project Plan is a collection that changes over time as more information about the project becomes available Baseline will change only in response to approved
46、scope change Project Plan includes some or all of the following: Project Charter Project Management approach or strategy Scope statement Work Breakdown Structure (WBS) Budget, schedule, risks Key Staff, Major Milestones Change Control Plan, Management and Communications Plan,Chapter 4 Project Integr
47、ation Management,Project Plan Components (continued) Cost Estimates, scheduled start dates and responsibility assignments Performance measurement baselines Major milestones and target dates Required Staff Risks, constraints and assumptions Subsidiary management plans (scope, schedule) Open Issues Pe
48、nding Decisions,Chapter 4 Project Integration Management,Supporting Details to the Project Plan Outputs from planning processes Technical documentation Business requirements, specifications, and designs Relevant standards Additional information not previously known,Chapter 4 Project Integration Mana
49、gement,Project Plan Execution Primary process for carrying out the project plan Most costly aspect of project management Direction of organizational resources and interfaces,Chapter 4 Project Integration Management,Project Plan Execution Inputs: Project Plan Supporting Detail Organizational Policies Corrective Action anything to bring expected performance in line with the project plan,
