PMP summary

ProjectPMP Management Preparation Professional (PMP)® Welcome Kit Preparation Welcome Kit Day 01 Day 01 Pre-read: Pre-read: Project Management Project Management - Introduction, Introduction, Initiation Planning- I-Process I Process Initiation &&Planning Group Group Global Registered Education Provider Enterprise Portfolio and Project Management PMP Preparation Welcome Kit P Seenivasan Copyrights © 2015 Proventures PMP® Preparation Welcome Kit *A Guide to the Project Management Body of Knowledge Fifth Edition PMBOK and PMP are registered marks of Project Management Institute, Inc. Copyright © 2015 Proventures | Confidential . 9 Develop Project Management Plan................................................................................................................................................. OPA & PMO ........................... Initiation & Planning -I Process Group 1 Contents 1.................................................................................... INTRODUCTION .................................................Introduction...............I..................... INITIATING PROCESS GROUP ................................................................. 6 Role of a Project Manager .............................. 8 4............................................................ 8 Identify Stakeholders ................................................................. 2 2.......................................................................................................................... 9 Plan Scope Management ................Day 01 Pre-read: Project Management ........................................................................................................................................................................ 5 EEF................................................................... 10 Collect Requirements . 4 Constraints in a Project ................................................................................................................................................................................................................................................................................................................................................. 7 Develop Project Charter ................ PROJECT MANAGEMENT ..................................INTRODUCTION .................... 11 Create WBS............................................................................. 11 Copyright © 2015 Proventures | Confidential ..................................................................................................................................... 5 Project Management’s Relationships ................................................. 3 Project & Project Management............ 6 3............................................. PLANNING PROCESS GROUP .............................................................................. 3 PMBOK® Guide ............................................................................... 10 Define Scope . how difficult is this journey? Well.Day 01 Pre-read: Project Management . Copyright © 2015 Proventures | Confidential . So. get ready to absorb some project management concepts! Day 01 Topics One the first day. we have had the opportunity to engage more than 5000 PMP aspirants over 7 years. Hence. From our experiences.lack of real world understanding of project management and lack of familiarity with PMBOK1 terminology. there are ONLY 2 reasons why some of our participants find the journey challenging . you would have actually passed an exam of international repute and recognition. It presents a set of standard terminologies and guidelines for project management. at Progressive Ventures.Introduction. we have designed this 4 day intensive training. So. The PMP certification demonstrates your knowledge and application of project management best practices in the real world. is recognized as a global standard for the project management profession. When you reach the PMP certification summit. INTRODUCTION CONGRATULATIONs on your first step to become a Project Management Professional (PMP)! Progressive Ventures welcomes you to the beginning of one of the most exciting professional expedition. we will explore Chapters 1 to 5 of PMBOK  Project management . Stay tight! We have good news! Our PMP success stories demonstrate that it is possible to overcome these 2 challenges. PMBOK Guide is currently into its 5th edition.Introduction  Initiating Process Group  Planning Process Group   Project Charter Process Identify Stakeholder     Develop PMP Define Scope Collect Requirements Create WBS 1 PMBOK: A Guide to the Project Management Body of Knowledge or popularly known as PMBOK® Guide. It is the study reference recommended by Project Management Institute (PMI) for Project Management Professional (PMP) certification. by selecting real world practitioners as faculties and providing 24x7 training aids such as e-learning for your learning support. Initiation & Planning -I Process Group 2 1. All that you require is in-depth discussions with real world project practitioners and a focused learning effort of the PMBOK Guide. The following vital statistics might interest you! The PMBOK contains 47 processes logically distributed within 5 project management Process Groups and 10 Knowledge Areas. In layman terms. The below table indicates distribution of processes across Process groups and Knowledge Areas Project Management Process Groups Knowledge Areas Project Integration Management Initiating Process Planning Process Executing Process Monitoring and Control Process Closing Process Group Group Group Group Group 1 1 1 2 1 Total 6 Project Scope Management 4 2 6 Project Time Management 6 1 7 Project Cost Management 3 1 4 1 3 Project Quality Management Project Human Resources Management Project Communication 1 1 1 3 1 1 4 1 3 1 6 Management Project Risk Management Project Procurement 5 1 1 1 1 Management Copyright © 2015 Proventures | Confidential 4 . The PMBOK also documents about 130 tools & techniques to support the execution of the 47 processes. let’s first see what the PMBOK Guide is and what it contains! A Guide to Project Management Book of Knowledge or the PMBOK Guide provides guidelines for managing individual projects and defines project management concepts.Introduction. Initiation & Planning -I Process Group 3 2.Day 01 Pre-read: Project Management . PROJECT MANAGEMENT . the PMBOK Guide is a set of good practices in project management.INTRODUCTION PMBOK Guide Before we dive into project management. which are in accordance with the “compulsions” within one’s project organization. [Pause for a moment here and list down few projects and related details that you have been involved in the last 5 years or more. the uniqueness of the outcome of the project. even though projects & operations might intersect at various points in the product life cycle. in isolation or in combination. Initiation & Planning -I Process Group Project Stakeholder Management 1 1 1 1 Total 2 24 8 11 4 4 2 47 Now that we have an idea of the PMBOK guide. Thankfully. This will come in handy when you are submitting your experience for verification to the PMI. let’s venture into “project”! Project & Project Management What does it mean when we say that we are doing a ‘project?’ Are projects the same as operations? Think about it! Understanding the distinctive characteristics of projects in general is an important first step before we get into the life cycle and management processes. one can use these tools & techniques.Day 01 Pre-read: Project Management . As a practitioner. Secondly.this is what differentiates a project from the repetitive & ongoing nature of operations. let’s discover what Project Management is all about! Simply said. Project Management is the application of the knowledge about the various processes with the help of distinct project management tools & techniques in real world projects systematically.] Now that you have grasped what a project really is.Introduction. The resources working on the project and also the opportunity window that exists for the project’s products are temporary as well.” The temporariness of a project is not just limited to its pre-set start & finish dates. the PMBOK has a one-liner definition of a project: “Project is a temporary endeavor undertaken to create a unique product or service or result. Copyright © 2015 Proventures | Confidential . Time & Cost. as Project Managers need to deal with our team on a day to day basis.Quality.A centralized management of one or more portfolios to achieve strategic objectives. and program activities managed in a coordinated way to obtain benefits not available from managing them individually. The dynamic nature of inter-dependencies among these constraints is what. These 3 factors are commonly known in the project world as “Triple Constraints”. In addition to the known “Triple constraints”. Copyright © 2015 Proventures | Confidential . from these relationships. Project Governance . Resource & Risk.An area of management concerned with ongoing production of goods and/or services.It defines the direction for development & growth.A strategy execution framework utilizing project. Scope. Business Value . It is a concept unique to each organization. and are aligned with organizational strategies. what project management means! Still executing a project to completion is a challenge in many organizations! Is there any reason for this? Well. Operations Management . there are quite a few relationships which can influence a project. PMBOK Guide covers indetail the key relationships which can influence application of project management process / tools & techniques in a major way within the organization. It focuses on ensuring projects & programs are reviewed to prioritize resource allocation. the PMBOK Guide identifies 3 more constraints . We have provided the definitions of the key relationships below. this mainly affects 3 factors in a project. another important factor that can influence project management is the organization’s structure. subprograms.Introduction. just to familiarize these terms! Organizational Project Management (OPM) . Just as how the shape of a container influences the ‘shape’ of the liquid it holds. style & structure influences the performance of the project. Project Management’s Relation ships What are the other influences a project manager should know apart from these constraints? Actually. Apart. in addition to the performance metrics for success. namely.The entire value of business. Constraints depend on the characteristics specific to the project and the circumstances influencing the project. the organizational culture. It is concerned with managing process that transforms inputs into outputs. program & portfolio management to consistently and predictably deliver organizational strategy Program Management . Organizational Strategy . the sum of all tangible & intangible elements. Initiation & Planning -I Process Group 5 Constraints in a Project We know what a Project is! In addition.The alignment of project objectives with the strategy of the larger organization by the project sponsor and project team.Day 01 Pre-read: Project Management .A group of related project. we. the reason is one word – CHANGE! As many would agree. Portfolio Management . we live in a dynamic world. Initiating Process Group. Role of a Project Manager Understanding the BIG picture is “required” of a project manager! It is vital that the project manager understands the relationships between portfolio. structure. we have a fair idea of Project Management and PMBOK Guide. government & industry standards. Understanding the holistic view ensures focus on the business value outcome of his/her project moving towards the organization’s goals & objectives as well as that of its stakeholders. A Project Manager needs to understand the internal & external environment that surrounds a project to influence the project’s criteria for success. various commercial databases etc.  ORGANIZATIONAL PROCESS ASSETS (OPA) typically includes the repository of processes.Day 01 Pre-read: Project Management . and the role of project manager. this function is further empowered to actually decide which projects the organization should undertake. Now that.Introduction. an organization needs ‘lessons learnt’ for each project to be available across the organization. strategic planning. In strong matrix or ‘projectized’ organizations. The following table provides the project characteristics for different organizational structures. These two needs are addressed by EEF & OPA. let’s move on to the first Process Group. market place conditions. Initiation & Planning -I Process Group 6 Different organizational structures have differing perceptions of projects. procedures. program.    ENTERPRISE ENVIRONMENTAL FACTORS (EEF) typically includes organizational culture. project management. Moreover. Project Characteristics Project Manager's Authority Functional Weak Organizational Structure Matrix Structure Balanced Strong Low to Moderate to moderate High Low to Moderate to moderate High Project Mixed Manager Projectized Who Controls the Project Budget Little or None Little or None Functional Manager Functional Manager Project Manager's Role Part-time Part-time Full-time Full-time Full-time Project Management Administrative Staff Part-time Part-time Part-time Full-time Full-time Resource Availability Limited Limited High to almost Total High to almost Total Project Manager EEF. templates and the corporate knowledge base. to control the strategic resources and to monitor the performance at the enterprise level.  The Project Management Office (PMO) is an important organizational body that provides a range of support functions that also includes ownership EEF & OPA. Copyright © 2015 Proventures | Confidential . and operation management within an organization to his/her project. OPA & PMO EEF & OPA are the two entities you will visit almost every other day as you go about managing your project. This greatly improves the probability of shared ownership. a forecast of the resources for the organization’s investment analysis. deliverable acceptance and customer & other stakeholder satisfaction. This pre-project documentation may also include initial project scope statement. deliverables.Day 01 Pre-read: Project Management . and clear descriptions of the project objectives including reasons why a specific project is the best alternative to satisfy the requirements may all be undertaken prior to the start of a new project with the larger organization. Initiating processes can be performed by organizational. feasibility of the new undertaking. INITIATING PROCESS GROUP Snippets PMP Exam Significance: This process group will make up to 11% of exam questions Number of Processes within the Initiating group = 2 Knowledge Areas involved  Develop Project Charter -> Project Integration Management   Identify Stakeholders -> Project Stakeholders Management  The Initiating Process Group consists of those processes performed to define a new project/phase by obtaining authorization to start the project/phase. Initiating Within the initiating processes:   Initial scope is defined & initial financial resources are committed and the Project Manager is selected. This helps keep the project focused on the business need. He is given the authority to apply organizational resources to the project (within the Project Charter)   Internal & external stakeholders who will interact/influence the overall outcome of the project are identified (within the Stakeholder Register)  When the charter is approved. Copyright © 2015 Proventures | Confidential . the project becomes officially authorized. Although the project management team may help write the project charter. approval & funding are external to the project’s boundaries. Stakeholder/customer buy-in is achieved primarily by involving the customers and other stakeholders during initiation. project duration. A decision is then made as to whether the project should be continued or not.Introduction. Pre-project activities such as documenting high level requirements. Initiation & Planning -I Process Group 7 3. Initiating processes are revisited at the start of every subsequent phase in a multi-phase project to validate the decisions made during the original Develop Project Charter & Identify Stakeholder’s processes. program/portfolio processes external to the project. verify the success criteria and review the influence & objectives of the project stakeholders. the Project Manager should be identified/assigned since it is recommended that he participate in the development of this crucial document. The initiator/sponsor will create the project charter or delegate the duty to the Project Manager. This especially helps in gaining the cooperation and performance of the project team. so as to maximize positive influences and mitigate negative impacts. Copyright © 2015 Proventures | Confidential . it is critical for project success to develop a strategy by identifying them early on in the project and analyze their levels of interest. expectations. The project charter provides the Project Manager the authority to apply resources to project activities. “Identifying all people/organizations impacted by the project and documenting relevant information regarding their interests.Introduction. & impact on project success” Project Stakeholders are individuals and/or customers and/or sponsors and/or the performing organizations and/or the public whose interests may be positively or negatively affected by the execution/completion of the project. Initiation & Planning -I Process Group 8 Develop Project Charter The PMBOK Guide defines this as: “A document that formally authorizes a project and provides the project manager the authority to apply organizational resources to project activities” It is the basis of the partnership between the performing organization (you) and the requesting (customer/client) organizations. then you will have to ask whether the project continues to be viable or not. involvement. In multi-phase projects. The signature of the initiator (who must be at a level that is appropriate to funding the project) on the charter authorizes the project. If at any point of time the Charter might have to change. Hence. internal business needs or external influences necessitate a project that in turn triggers needs analysis. This strategy helps the Project Manager focus on the relationships necessary to ensure project success and periodically review & adjust the strategy for potential changes. importance and influence. The Project Manager might create the Charter but it is issued by someone external to the project such as a sponsor. business case etc. this process is used to validate/refine the decisions made during the previous iteration of Develop Project Charter.Day 01 Pre-read: Project Management . PMO or portfolio steering committee. Usually. Ideally. even while the project charter is being developed (always prior to the start of planning). Chartering a project links the project to the strategy and ongoing work of the organization. involvement. The project is formally initiated once the Project Charter is approved. The stakeholders may be at different levels and possess different authority levels and they may also exert influence over the project and its deliverables. Identify Stakeholders Performing this process involves. costs & resource requirements to meet the defined scope. The primary deliverables of this process group are the project management plan and the project documents. & stakeholder) involved in establishing the total scope of effort. you must also consider. risk. This progressive detailing of the project management plan is often called “rolling wave planning. monitored & controlled and closed. Copyright © 2015 Proventures | Confidential . PLANNING PROCESS GROUP . quality. Now. in addition to the subsidiary plans generated from every Knowledge Area. Initiation & Planning -I Process Group 9 4. But all appropriate stakeholders must be involved while planning & developing the project management plan & project documents. we will cover 5 out of the 24 processes belonging to the Planning Process Group. Develop Project Management Plan As a project manager. define & refine the objectives & develop the course of action required to attain those objectives.Day 01 Pre-read: Project Management . communication. The feedback & refinement process cannot continue indefinitely & the organization’s dictate will decide when the initial planning ends. resources. you would like to visualize and then document how you intend to manage these various inter-dependent project management processes. time. preparing and coordinating all subsidiary plans and integrating them into a comprehensive project management plan” The project management plan becomes the primary source of information as to how the project will be planned. the strategy you adopt & document for every Knowledge Area will result in a ‘subsidiary’ plan (strategy) to manage the processes related to that specific Knowledge Area. These 5 planning processes are from the following 2 knowledge areas namely Integration and Scope. The Planning Process Group consists of those processes (covering aspects of scope. executed. cost. which undergo lot changes (reflecting the approved change requests) throughout the project life cycle triggering the need to revisit one or more planning processes or possibly the initiating processes. established project boundaries and appropriate monitoring & controlling activities. “The Develop Project management Plan is the process of defining. Hence.” indicating planning & documentation are iterative & ongoing processes thus improving the precision with respect to schedule.I Snippets PMP Exam Significance: This process group will make up to 23% of exam questions Number of Processes within the Planning group = 24 Knowledge Areas involved  All 10 Knowledge Areas are involved  In Day 01.Introduction. Important influencers of this exercise are the nature & environment of the project. procurement. The Scope management plan and Requirement management plan are the main outputs from this process.Day 01 Pre-read: Project Management . Initiation & Planning -I Process Group     10 Requirements management plan  Change management plan  Configuration management plan  Process improvement plan  These plans when integrated together results in the integrated project management plan. Copyright © 2015 Proventures | Confidential . namely the scope baseline. and verified. controlled. As a project manager. The requirement management plan is a component of the project management plan that describes how requirements will be analyzed. validated. This plan also addresses two more important aspects: 1.Introduction. developed. Collect Requirements “The process of determining. and controlled” This is the first process of the “Project Scope Management” Knowledge Area. The key benefit of this process is that it provides the basis for defining the managing the project scope including the product scope. The plan helps reduce the risk of project scope creep. This process involves executing the “requirements management plan”. we have planned on how to analyze document and manage requirements in the previous process. monitored. which is the key to the success of the project! Requirements documentation and Requirements traceability matrix are the main outputs of this process. The scope management plan is a component of the project management plan that describes how the scope will be defined. The requirements traceability matrix is a grid which links product requirements from their origin to the deliverables that satisfy them. one should encourage “active stakeholder involvement” during this process. Since active stakeholder involvement helps in decomposing the needs to requirements. It contains 3 baselines. The requirement documentation describes how individual requirements meet the business need of the project. and managing stakeholder needs and requirements to meet project objectives” Now. This plan should also address how you and your team will tailor the project management processes so as to make it applicable to your project. documenting. Plan Scope Management “The process of creating a scope management plan that documents how the project scope will be defined. schedule baseline and the cost performance baseline. documented and managed. 2. and constraints Create WBS “The process of subdividing project deliverables and project work into smaller. the WBS and the WBS Dictionary together are known as the Scope Baseline. The PMBOK Guide describes Work Breakdown Structure (WBS) as the ‘deliverable oriented hierarchical decomposition of project work. the next step is to create the “boundaries” by defining which of the requirements is included in or excluded from the project scope. we now move on to breaking down the scope to management units in Create WBS process. The Project Scope Statement. Initiation & Planning -I Process Group 11 Define Scope “The process of developing a detailed description of the project and product” Now that we have collected the requirements of the project and have understood the business need. When we decompose a project scope to work packages using top. The project scope statement is the description of the project scope. major deliverables.’ The planned work contained in the lowest level of WBS component is called work packages. explore the second half of Planning process group on Day 02. The main output of this process is the project scope statement.down approach or bottom up approach. the resulting hierarchical structure is referred to as the WBS structure.Introduction. We look forward to discussing your questions/queries in the training! Copyright © 2015 Proventures | Confidential . This completes our agenda for Day 01 of PMP preparation training! We will next.Day 01 Pre-read: Project Management . more manageable components” After defining the “boundaries” for the project in the previous process. assumptions. activity and schedule information about each component of the WBS. The WBS dictionary is a document that provides detailed deliverable.