Project Management Introduction

1. Project Management Introduction

2. What is PMI? • Founded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide. • 200,000 members representing 125 countries • Establishes project management standards, provide seminars, educational programs and professional certification. • www.pmi.org

3. What is the Project Management Professional (PMP) Certification? • The PMP certification is the most widely recognized and respected certification in the field of project management. The purpose and goal of this certification program is the development, maintenance, evaluation, promotion, and administration of a rigorous, examination-based, professional certification program of the highest caliber. • Worldwide there are over 50,000 PMPs who provide project management services in 26 countries.

4. Overview of Certification Test Eligibility Requirements • Category 2 • High School diploma/equivalent degree • Minimum of 7,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing) • 5 years of project management experience within the last 8 years (60 months of non-overlapping months of PM experience). • 35 contact hours of project management education. • Category 1 • Baccalaureate/equivalent degree • Minimum of 4,500 hours of project management experience within the five process groups (Initiation, Planning, Execution, Control, Closing) • 3 years of project management experience within the last 6 years (36 months of non-overlapping months of PM experience). • 35 contact hours of project management education.

5. What is Required of You After Passing Examination? • Each PMP must satisfy the PMI Continuing Certification Requirements Program (formerly called Professional Development Program) in order to maintain the PMP certification. • Attain no less than 60 Professional Development Units (PDUs) within a three-year cycle. • Agree to continue to adhere to PMI’s Professional Code of Conduct.

6. PROJECT MANAGEMENT Framework

7. What Is a Project? • Temporary endeavor • Every project has a definite beginning and a definite end • Does not mean short duration • Undertaken to create a unique product, service or result • A product or artifact that is produced, is quantifiable, and can be either an end item in itself or a component item • A capability to perform a service, such as business functions supporting production or distribution • A result, such as outcomes or documents • Progressive Elaboration • Developing in steps, and continuing in increments

8. What Is a Program? • A group of projects… • Managed in a coordinated way… • To obtain benefits not available from managing them individually

9. What Is a Portfolio? • A collection of projects or programs and other work … • grouped together to facilitate effective management of that work… • To meet strategic business objectives • The projects or programs may not be necessarily interdependent or directly related

10. Portfolio, Program and project management interactions

11. What Is Project Management? • Application of knowledge, skills, tools, and techniques to project activities to meet project requirements • Project manager must balance the competing project constrains which are: • Scope • Quality • Schedule • Budget • Resources • Risk Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 2008 Edition, Project Management Institute, Inc., 2008

12. What Is a Subproject? • A manageable component of a project • May be performed by a separate organization • Could be a project phase • Subprojects are typically referred to as projects and managed as such

13. Time Project Phases and the Project Life Cycle • A project can be divided up into phases • The completion of a phase is marked by a deliverable • Collectively the project phases make up the project life cycle Intermediate Phase Cost and Staffing Level Final Phase Initial Phase Start Finish

14. Typical cost and staffing levels across the project life cycle

15. High Influence of stakeholders Cost of changes Low Start Finish Project Time Stakeholders Influence • Stakeholders are individuals or organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion

16. Standard vs. Regulation • A Standard is : • A document approved by a recognized body providing a set of rules to achieve an optimum degree of order in a given context. • There is no penalty for non-compliance. • A regulation is: • A requirement which specifies the characteristics of a product/ service . • Compliance is mandatory.

17. The Project Environment: • Cultural and social environment: economic- demographic- religious, etc.. • International and political environment: International, national , local, etc.. • Physical environment: physical geography. • Progressive Elaboration: the project scope will be broadly described early in the project and made more explicit and detailed with time due to the team’s better and more complete understanding of objectives and deliverables.

18. Project Management Skills • General Management knowledge and skills:Planning, organizing, staffing, executing and controlling. • Interpersonal skills: • Effective Communication. • Influencing the organization: “ getting things done” • Leadership: Vision – strategy -Direction. • Motivating people: Energizing people. • Negotiation and conflict management. • Problem solving: Problem definition, alternatives identification and decision making.

19. Project Management Office (PMO) • An organizational unit to centralize and coordinate the management of projects under its domain. • Involved in the selection, management, redeployment of shared project personnel. • Provides dedicated training for project managers. • Provides enterprise- wide project management software. • Centrally monitors all PMO timelines and budgets. • Coordinates overall project quality standards.

20. What Is a Deliverable? • A tangible, verifiable product, result or capability to perform a service that must be produced to complete a process, phase, or project. • A deliverable often marks the end of a phase of the project • Phase end = Phase exit, stage gates, or kill points

21. Organizational Structures • Functional • Projectized • Weak Matrix • Balanced Matrix • Strong Matrix

22. Functional Organization Project Coordination Chief Executive Functional Manager Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004 Edition, Project Management Institute, Inc., 2004

23. Projectized Organization Chief Executive Project Manager Project Manager Project Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004 Edition, Project Management Institute, Inc., 2004

24. Weak Matrix Organization Chief Executive Functional Manager Functional Manager Functional Manager Staff Staff Staff Project Coordination Staff Staff Staff Staff Staff Staff Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004 Edition, Project Management Institute, Inc., 2004

25. Balanced Matrix Organization Chief Executive Functional Manager Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Manager Staff Staff Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004 Edition, Project Management Institute, Inc., 2004

26. Strong Matrix Organization Chief Executive Functional Manager Functional Manager Functional Manager Manager of Project Managers Staff Staff Staff Project Manager Staff Staff Staff Project Manager Staff Staff Staff Project Manager Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004 Edition, Project Management Institute, Inc., 2004

27. OrganizationType ProjectCharacteristics Organizational Structure Influences on Projects CommunicationTop-Down Lateral Lateral Lateral Top-Down/ Pattern Bottom-Up Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004 Edition, Project Management Institute, Inc., 2004

28. Advantages and disadvantages of organizations Functional Organization: is grouped by areas of specialization/ functions. Power is with the functional leader. • Advantages: Access to specialists; members reporting to only one supervisor, clearly defined career paths • Disadvantages: less focus on project deliverables, no career path on Project Management, PM has no authority II. Projectized Organization: Organization is by projects. Personnel report to PM/has total power. Advantages: Efficient project organization - Loyalty to the project -effective communications. • Disadvantages: No “home” after the project is completed - duplication of facilities.

29. Advantages and disadvantages of organizations Matrix Organization: Power varies between Project & Functional managers according to whether it a strong – balanced or weak matrix. • Advantages: Maximum utilization of scarce resources- Efficient horizontal and vertical dissemination of information - Team members maintain a “home”. • Disadvantages: costly extra administrative personnel incur extra costs - dual reporting -complex to monitor and control IV. Project Expeditor: Staff assistant/ communications coordinator; has no power in decision making V. Project Coordinator: has some power to make decisions- Reports to a higher level manager.

30. Balance of Power in an Organization Project Influence in Decision Making Functional Influence in Decision Making PureFunctional Weak Matrix BalancedMatrix StrongMatrix PureProjectized

31. Product Life Cycle vs. Project Management Life Cycle: • A Project is undertaken to present only one aspect of the Product life cycle. • The product life cycle is composed of several projects. • Project Management Life Cycle vs. Project Life Cycle: • Project life cycle is customizable for each project; example; eg. Plan – design – implement – test: in IT projects. • Each step of the Project Life Cycle may contain the whole project management life cycle.

32. Project Management Process Groups Monitoring & Controlling Processes Planning Processes Initiating Processes Closing Processes Executing Processes Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004 Edition, Project Management Institute, Inc., 2004

33. Stakeholders

34. Project Management Process Groups • Initiating Process Group • Defines and authorizes the project or a project phase • Planning Process Group • Defines and refines objectives, and plans the course of action required to attain the objectives and scope that the project was undertaken to address • Executing Process Group • Integrates people and other resources to carry out the project management plan for the project • Monitoring and Controlling Process Group • Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives • Closing Process Group • Formalizes acceptance of the product, services or result and brings the project or a project phase to an orderly end

35. PMP Management Areas • S C O P E Management • T I M E Management • C O S T Management • Q U A L I T Y Management • P R O C U R E M E N T Management • R I S K Management • H R Management • C O M M U N IC A T I O N Management • I N T E G R A T I O N Management • PROFESSIONAL Responsibility

36. Recommended Study Guides • PMBOK Guide 4th Edition • PMP Exam Prep, 6th Edition by Rita Mulcahy • Dr. Kerzner’s PMIQ CD, for PMBOK 4th Edition.