Project Management Conference PMP Overview PMP Exam Ice

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Project Management Conference PMP Overview PMP Exam Ice Cracker! Dr. Kanabar Note: This workshop

Project Management Conference PMP Overview PMP Exam Ice Cracker! Dr. Kanabar Note: This workshop is not endorsed by PMI. They don’t endorse any Examination Content.

Exam Overview • • • Why become PMP certified? Do you Qualify? How to

Exam Overview • • • Why become PMP certified? Do you Qualify? How to Apply? Schedule the Exam! Exam Content Outline

Use a Spreadsheet INITIATING PROCESS Conduct project selection methods to evaluate the feasibility of

Use a Spreadsheet INITIATING PROCESS Conduct project selection methods to evaluate the feasibility of new products or services Identify key stakeholders and perform analysis to gain buy-in and requirements for the success of the project. Define the scope of the project based on the organization’s need to meet the customer project expectations Hours spent 0 20 40 Develop the project charter and review it with key stakeholders to confirm project scope, risks, issues, assumptions and constraints as well as obtain project charter approval from the project sponsor. 12 Identify and document high level risks, assumptions and constraints using historical data and expert judgment. TOTAL HOURS 12 84

The Changes… from PMI website • “The education and experience eligibility requirements for the

The Changes… from PMI website • “The education and experience eligibility requirements for the existing PMP examination remain appropriate and will not be changed. • Approximately 30% of the PMP exam content will change.

Exam Content

Exam Content

PMP Exam Prep • To earn your Project Management Professional (PMP)® credential, you need

PMP Exam Prep • To earn your Project Management Professional (PMP)® credential, you need to meet the experience and education requirements, and pass the PMP® examination, a 200 -question, multiple-choice test. • You must be prepared – Take courses ahead of time. 35 hrs is not enough.

Professional and Social Responsibility content area (cont) • “Specifically, the Professional and Social Responsibility

Professional and Social Responsibility content area (cont) • “Specifically, the Professional and Social Responsibility content area (Domain 6) will now be tested in every domain, rather than as a separate domain. • Therefore, PMI’s Code of Ethics and Professional Conduct should be viewed as integrated into the day-to-day role of a project manager and important in each phase of the project lifecycle. ”

Questions from PMI. ORG • PROCESS/Workflow based questions…. • 1. An accepted deadline for

Questions from PMI. ORG • PROCESS/Workflow based questions…. • 1. An accepted deadline for a project approaches. However, the project manager realizes only 75% percent of the work has been completed. The project manager then issues a change request. • What should the change request authorize? A. Additional resources using the contingency fund B. Escalation approval to use contingency funding C. Team overtime to meet schedule D. Corrective action based on causes

Do you know the Terminology? 2. The project manager develops a process improvement plan

Do you know the Terminology? 2. The project manager develops a process improvement plan to encourage continuous process improvement during the life of the project. Which of the following is a valid tool or technique to assist the project manager to assure the success of the process improvement plan? A. Change control system B. Process analysis C. Benchmarking D. Configuration management system

PMBOK based questions 3. The project manager meets with the project team to review

PMBOK based questions 3. The project manager meets with the project team to review lessons learned from previous projects. In what activity is the team involved? A. Performance management B. Scope identification C. Risk identification D. Project team status meeting

Preparation • PMBOK must read very well. • Books. . We have Head First

Preparation • PMBOK must read very well. • Books. . We have Head First PMP available in the library and PMP by Solomon. • If you are on the road use: PMP Study Guide by Philips (has a ebook on CD) • PMP by Rita Mulcahy • PMP by Heldman (also on CD)

Preparation • PMP from Crosswind • PMP from Sanghera

Preparation • PMP from Crosswind • PMP from Sanghera

PMP Recap First the Processes

PMP Recap First the Processes

Initiating Processes Knowledge Area Integration Develop Charter Identify Stakeholders Knowledge Area Communication

Initiating Processes Knowledge Area Integration Develop Charter Identify Stakeholders Knowledge Area Communication

Planning Processes (1 of 2) Integration Develop Project Plan Scope Collect Requirements Define Scope

Planning Processes (1 of 2) Integration Develop Project Plan Scope Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Durations Estimate Activity Resources Develop Schedule Estimate Costs Determine Budgets Time Cost

Planning Processes (2 of 2) Quality HR Communications Plan Quality Develop Human Resource Plan

Planning Processes (2 of 2) Quality HR Communications Plan Quality Develop Human Resource Plan Communications Plan Risk Management Identify Risks Perform Quantitative Risk Analysis Plan Risk Responses Risk Procurement Plan Procurements Perform Qualitative Risk Analysis

Executing Processes Integration Direct & Manage Project Execution Quality Perform Quality Assurance HR Acquire

Executing Processes Integration Direct & Manage Project Execution Quality Perform Quality Assurance HR Acquire Team Develop Team Communications Distribute Information Manage Stakeholders Expectations Procurements Conduct Procurements Manage Project Team

Monitoring & Controlling Processes Integration Scope Monitor & Control Project Work Perform Integrated Change

Monitoring & Controlling Processes Integration Scope Monitor & Control Project Work Perform Integrated Change Control Verify Scope Control Scope Time Control Schedule Cost Control Cost Quality Perform Quality Control 1 of 2

Monitoring & Controlling Processes (contd. ) 2 of 2 Communications Report Performance Risk Monitor

Monitoring & Controlling Processes (contd. ) 2 of 2 Communications Report Performance Risk Monitor & Control Risks Procurement Administer Procurements

Closing Processes Integration Close Project/Phase Procurement Close Procurements

Closing Processes Integration Close Project/Phase Procurement Close Procurements

Processes • Better way to digest this…. Is to understand the grid.

Processes • Better way to digest this…. Is to understand the grid.

Project Management Process Groups with Knowledge Mapping (p. 1 of 2) Knowledge Area Initiating

Project Management Process Groups with Knowledge Mapping (p. 1 of 2) Knowledge Area Initiating Process Planning Process Executing Monitor and Control Closing Integration Management Develop Project Charter Develop Project Management Plan Direct & Manage Project Execution Monitor & Control Work Perform Change Control Close Project or Phase Scope Management Collect Requirements Verify Scope Define Scope Control Scope Create WBS Time Management Define Activities Control Schedule Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Cost Management Estimate Costs Control Costs Determine Budget Quality Management Plan Quality Perform Quality Assurance Human Resource Management Develop HR Plan Acquire Team Develop Team Manage Team Perform Quality Control Page 1

Process Groups with Knowledge Mapping -- Page 2 of 2 Knowledge Area Initiating Process

Process Groups with Knowledge Mapping -- Page 2 of 2 Knowledge Area Initiating Process Planning Process Executing Monitor and Control Communica-tions Management Identify Stakeholders Plan Communications Distribute Information Report Performance Risk Management Closing Manage Stakeholder Expectations Plan Risk Management Monitor and Control Risks Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response Procurement Management Plan Procurements Conduct Procurements Administer Procurements © PMBOK, PMI, 4 th Edition, 2008 Page 2 Close Procurements

Using a Spreadsheet to build the Knowledgebase Down load from: 1 Develop Project Charter

Using a Spreadsheet to build the Knowledgebase Down load from: 1 Develop Project Charter http: //www. projectmanagementinpractice. com and select PMP page Formally authorizes a project or project phase Project selction methods (benefit/comparative contract, SOW, enterprise approches), mathematical environmental factors, models), Project Charter organizational process management assets methodology, Project management information systems, expert judgment

Project Management Step Can be Grouped • “Management steps” to help you to complete

Project Management Step Can be Grouped • “Management steps” to help you to complete your project successfully. • E. g. , “define project scope” or “estimate cost”, or “control budget”.

A Process has Inputs and Outputs Process is executed by a project manager who

A Process has Inputs and Outputs Process is executed by a project manager who uses “Tools and Techniques” Inputs Outputs Tools & Techniques

Initiating Planning Executing Closing

Initiating Planning Executing Closing

BUG Inc

BUG Inc

Case Study • Will BUG Inc. leverage external contractors along with internal resources? In

Case Study • Will BUG Inc. leverage external contractors along with internal resources? In our casestudy “yes”. • Does BUG Inc have experience with previous migrations? “yes” • Issues: What considerations should be made for transitioning to a 64 -bit platform? Applications might crash! How do we migrate directly Do from XP to Windows 7 while retaining it as one project or two projects? user-specific files and asettings? Project one: Implement pilot in each department. Project two: Migrate remaining XP machines.

Initiating Group Proceses

Initiating Group Proceses

Develop Project Charter Identify Stakeholders

Develop Project Charter Identify Stakeholders

Authority to Start a Project Develop Project Charter People who have power to help

Authority to Start a Project Develop Project Charter People who have power to help or hinder Identify Stakeholders

Case Study: So what are the Inputs? I n p u t s Let

Case Study: So what are the Inputs? I n p u t s Let us look at inputs first….

Develop Charter Enterprise Environmental Factors Process Assets Contract INPUTS SOW Business Case Is the

Develop Charter Enterprise Environmental Factors Process Assets Contract INPUTS SOW Business Case Is the project worth the investment?

Statement of Work Scope + Strategy Description of Products or Services created by sponsor

Statement of Work Scope + Strategy Description of Products or Services created by sponsor External Project: This is turned in as a “Bid”

How does BUG Inc conduct business? How do we do business? Various departments &

How does BUG Inc conduct business? How do we do business? Various departments & how they operate? Governmental/Industry Standards Marketplace Conditions Assigning Resources Culture & Infrastructure

Organizational Process Assets How does BUG Inc execute projects? Procedures/Standards Tools and Templates Historical

Organizational Process Assets How does BUG Inc execute projects? Procedures/Standards Tools and Templates Historical Information Systems Knowledgebase Of Course, they use PMBOK ®

Tools & Techniques Expert Judgment Experts: Internal units, consultants, stakeholders, industry groups, SME, PMO

Tools & Techniques Expert Judgment Experts: Internal units, consultants, stakeholders, industry groups, SME, PMO Provided by any group or individual with specialized knowledge

Output O u t p u t Project Charter

Output O u t p u t Project Charter

CHARTER: Project OS Migration (POSM) Start Date/End Date … Project Manager: …… Project Purpose

CHARTER: Project OS Migration (POSM) Start Date/End Date … Project Manager: …… Project Purpose / Justification Measurable Project Objectives Success Criteria Assumptions, Known Issues and Risks Summary: Milestone Schedule, Budget Released by BUG Inc CEO Signatures of all stakeholders

Recap Process Name Process Flow Concept ENTERPRISE DATA INPUTS PROCESS ASSETS BUSINESS CASE DEVELOP

Recap Process Name Process Flow Concept ENTERPRISE DATA INPUTS PROCESS ASSETS BUSINESS CASE DEVELOP CHARTER TOOLS & TECHNIQUES OUTPUTS EXPERT JUDGMENT PROJECT CHARTER

I n p u t s Let us look at inputs first….

I n p u t s Let us look at inputs first….

Identify Stakeholders Enterprise Environmental Factors Process Assets Inputs Procurement Documents Charter BUG Inc has

Identify Stakeholders Enterprise Environmental Factors Process Assets Inputs Procurement Documents Charter BUG Inc has subcontracted XP migration

Tools & Techniques Stakeholder Analysis Expert Judgment

Tools & Techniques Stakeholder Analysis Expert Judgment

Stakeholder Analysis Keep Satisfied Power Medium Monitor LOW Manage Closely HIGH Keep Informed Medium

Stakeholder Analysis Keep Satisfied Power Medium Monitor LOW Manage Closely HIGH Keep Informed Medium Interest in Project Execution & Result Ref: p. 249 PMBOK ® - 4 th Edition

Output 1 O u t p u t Stakeholder Register

Output 1 O u t p u t Stakeholder Register

Stakeholder Register Name: Nichole – Internal Stakeholder Goal: Make sure that there is no

Stakeholder Register Name: Nichole – Internal Stakeholder Goal: Make sure that there is no disruption during migration. Expectations: Has access back to her PC within half a day. Constraints: Busy might not have much time for general training. But is comfortable with Technology.

Stakeholder Register Name: Supplier – External Stakeholder Responsibility: Provide WIN 7 license. Goal: Make

Stakeholder Register Name: Supplier – External Stakeholder Responsibility: Provide WIN 7 license. Goal: Make sure that there is no disruption during migration. Expectations: Licenses available before execution phase. Constraints: None

Output 2 O u t p u t Stakeholder Management Strategy

Output 2 O u t p u t Stakeholder Management Strategy

Stakeholder Management Strategy 2 of 2 Stakeholder Rating: High/Med/Low Assessment Potential Strategy

Stakeholder Management Strategy 2 of 2 Stakeholder Rating: High/Med/Low Assessment Potential Strategy

Recap Process Name Process Flow Concept CHARTER INPUTS PROCUREMENT DOCS ENTERPRISE FACTORS ORG. PROCESS

Recap Process Name Process Flow Concept CHARTER INPUTS PROCUREMENT DOCS ENTERPRISE FACTORS ORG. PROCESS ASSETS IDENTIFY STAKEHOLDERS TOOLS & TECHNIQUES EXPERT JUDGMENT STAKEHOLDER ANALYSIS OUTPUTS - STAKEHOLDER REGISTER - STAKEHOLDER MGMT STRATEGY

Integration Management What about Knowledge Areas? Develop Project Charter Identify Stakeholders Communications Management

Integration Management What about Knowledge Areas? Develop Project Charter Identify Stakeholders Communications Management

We have focused on process & process groups. We introduced two processes in the

We have focused on process & process groups. We introduced two processes in the Initiating phase Develop Project Charter Key Output = Project Charter Identify Stakeholders Key Outputs = Stakeholder Register and Stakeholder Management Strategy

The Key Study Points

The Key Study Points

Organizational Structure • • • Functional Weak Matrix Balanced Matrix Strong Matrix Projectized

Organizational Structure • • • Functional Weak Matrix Balanced Matrix Strong Matrix Projectized

Selecting a Project • Benefit Measurement Methods – Scoring Models, Cost Benefit • Constrained

Selecting a Project • Benefit Measurement Methods – Scoring Models, Cost Benefit • Constrained Optimization – Linear, Integer, dynamic programming

Exercise • Create a Spreadsheet for the Initiation Phase

Exercise • Create a Spreadsheet for the Initiation Phase