Project Management Framework PMP Prep Course PMBOK 4

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 PMP Study Group Project Management Framework © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Goals for Today Understand Concepts in Chapter 1 - Introduction Purpose of PMBOK Project & Project Management Relationships between Project Management, Program Management & Portfolio Management Project Management vs. Operations Management Enterprise Environmental Factors Understand Concepts in Chapter 2 – Project Life Cycle & Organization Project Life Cycle Projects vs. Operational Work Stakeholders Organizational Influences on Project Management Understand Concepts in Chapter 3 – Project Management Processes for a Project Management Process Interactions Project Management Process Groups © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Purpose of The PMBOK Guide Provides knowledge that is generally accepted as good practice in the profession of project management. Applicable to most projects, most of the time. Widespread consensus that it provides value and it is useful. Application of these skills, tools and techniques enhances the chance of success. Provides & promotes a common vocabulary Standard foundation for project management, professional development programs and certifications © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 What is a Project? A temporary endeavor undertaken to produce a unique service, product or result. PMBo. K® Guide, 4 th Edition, Glossary Repetitive elements do not change fundamental uniqueness of the work – Think of building a highway or a building! © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 What is Project Management? Application of knowledge, skills, tools and techniques to project activities to meet project requirements PMBo. K® Guide, 4 th Edition, Glossary Accomplished through 5 process groups Initiating Planning Executing Monitoring & Controlling Closing © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Managing a Project Identifying requirements Managing stakeholders Balancing competing project constraints such as: Scope Quality Schedule Budget Resources Risk © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Programs Group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually PMBo. K® Guide, 4 th Edition, Glossary May include elements of related work outside of projects Projects may or may not be part of a program but programs will always have projects © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Portfolios Collection of project or programs that are grouped together to facilitate effective management to meet strategic goals PMBo. K® Guide, 4 th Edition, Glossary May or may not be interdependent or directly related © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Relationship Between Project Management, Program Management & Portfolio Management PMBo. K® Guide, 4 th Edition, p. 8 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Strategic Considerations for Projects Market Demand Strategic Opportunity Customer Request Technological Advance Legal Requirements © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Project Management Office Oversees the management of projects, programs or portfolios Structure may differ depending on the organization Supports project managers. It may include: Infrastructure: training, software, tools Mentoring and support Managing shared resources Identifying & developing project management methodology, best practices and standards Quality assurance Coordinating communications across projects © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Operations Management & Relationship to Project Management Managing ongoing execution of activities that produce the same product or provide a repetitive service is operations management Project management intersect with operations management Closeout phases Development of a new product, upgrades or expansion Improvement of operations or product development process © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Enterprise Environmental Factors Any or all external environmental factors and internal organizational environmental factors that surround or influence the project’s success. PMBo. K® Guide, 4 th Edition, Glossary Organizational culture, structure, communication channels & processes Governmental or industry standards Infrastructure Marketplace conditions Political climate Project management information systems © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Project Life Cycle Collection of generally sequential and sometimes overlapping project phases Phases are determined by management, industry and control needs of an organization Cost, risk, stakeholder influence and uncertainty change over time © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Characteristics of a Project Life Cycle Over Time PMBo. K® Guide, 4 th Edition, p. 17 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Characteristics of a Project Life Cycle Over Time PMBo. K® Guide, 4 th Edition, p. 16 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Project Phases are generally sequential Phases may overlap (fast-tracking) Phases may iterate (spiral) Phases are marked by some technical transfer or handoff – natural point to assess for change or termination Phase exits, milestones, phase gates, decision gates, stage gates, kill points Phases are determined by organizational/industrial methodologies and product life cycle Phases should be defined to minimize risk © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Phase to Phase Relationships Sequential – a phase starts once previous phase is complete PMBo. K® Guide, 4 th Edition, p. 21 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Phase to Phase Relationships Overlapping – a phase starts prior to completion of the previous phase PMBo. K® Guide, 4 th Edition, p. 21 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Phase to Phase Relationships Iterative – only one phase is planned at a time Planning for next phase is done as work progresses on current phase Useful for undefined, uncertain or rapidly changing environments © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Stakeholders Persons or organizations actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project PMBo. K® Guide, 4 th Edition, Glossary May be able to exert influence over project, deliverables or team members May be internal and/or external to the project © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Relationship Between Stakeholders & The Project PMBo. K® Guide, 4 th Edition, p. 24 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Key Stakeholders Project Manager Customer/User Portfolio Managers Program Managers Project Team Members Project Management Team Sponsor Functional Managers PMO © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Stakeholder Expectations The project management team must identify stakeholders, determine their requirements, and then manage and influence those requirements. The project manager must manage stakeholder expectations which can be difficult because they often have conflicting objectives. © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Organizational Structure Functional Organization – organization is grouped by areas of specialization. Projectized Organization – the entire company is organized by projects Matrix Organization – combines the best of both functional and projectized structures There are strong, balanced and weak matrix organizations © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Organizational Structure PMBo. K® Guide, 4 th Edition, p. 28 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Functional Organization PMBo. K® Guide, 4 th Edition, p. 29 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Projectized Organization PMBo. K® Guide, 4 th Edition, p. 31 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Weak Matrix Organization PMBo. K® Guide, 4 th Edition, p. 29 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Organizational Structure Tips Specific to Weak Matrix Organization Project Expediter – Lowest amount of authority in a project. An expediter is an assistant and often coordinates communications. A project expeditor does not make or enforce decisions. Project Coordinator – Some power to make decisions but limited. Reports to a higher level manager for most decisions. Tight Matrix – This is having the project team co-located in one room. Think war room. No relation to organizational structure. © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Balanced Matrix Organization PMBo. K® Guide, 4 th Edition, p. 30 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Strong Matrix Organization PMBo. K® Guide, 4 th Edition, p. 30 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Composite Organization PMBo. K® Guide, 4 th Edition, p. 31 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Organizational Process Assets Any or all process related assets from any or all of the organizations involved that can be used to influence the project’s success. PMBo. K® Guide, 4 th Edition, Glossary Includes formal and informal plans, policies, procedures & guidelines Includes knowledge bases such as lessons learned and historical information Includes any completed schedules, risk data, earned value data Grouped as Processes & Procedures and Corporate Knowledge Base © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Organizational Process Assets Processes & Procedures may include: Standard processes and policies Standardized guidelines, work instructions, evaluation criteria Templates Organization communication requirements Project closure guidelines Financial control procedures Issue & defect management procedures Change control procedures Risk control procedures Procedures for prioritizing, approvals and issuing work authorizations © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Organizational Process Assets Corporate Knowledge Base may include: Process measurement databases Project files Historical information and lessons learned knowledge bases Issue and defect management databases Configuration management knowledge bases Financial databases © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Process Groups Initiating Planning Executing Monitoring & Controlling Closing © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Process Group - Initiating Project objectives are stated Project manager assigned High level description of scope, deliverables, duration and resources Develop project charter Identify stakeholders Determine initial assumptions, risks and constraints © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Process Group - Planning Project objectives are developed Description of scope, deliverables, duration and forecast of resources Finalize requirements Determine roles and responsibilities Risk analysis Develop project management plan Get approval of the plan © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Process Group - Executing Coordinating project, people and resources Integrating and coordinating activities Implements approved changes Perform quality assurance Executing is specifically the processes for completing the work and project’s objectives © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Process Group – Monitoring & Controlling Monitors the project activities against the project plan and the project baseline Influences factors outside normal change control procedures so that only approved changes are implemented Perform scope, cost, risk, schedule, quality and integrated change control Manage all aspects of the project efforts © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 Process Group – Closing Get formal acceptance of phase or project Close procurements Complete reporting and lessons learned Release resources © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Management Framework PMP Prep Course – PMBOK 4 th Edition – Version 3. 0 How Process Groups Interact in a Phase or Project PMBo. K® Guide, 4 th Edition, p. 41 © 2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED