Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Project Management Professional Course (PMP)

No description
by

hamda alqubaisi

on 28 September 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Project Management Professional Course (PMP)

Project Management Professional Course (PMP)

Successful Projects
In order for a project to be successful, the project team must:

2. Plan Scope
Management

Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.

5. Create WBS
Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.

8. Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among the project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.

Project Management Process Groups
The Process Groups are not project life cycle phases

2. Identify Stakeholder
Identify Stakeholders is the process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.

11. Develop Schedule
Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

14. Determine Budget
Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.

Select appropriate processes
Use a defined approach to adapt specs and plans to meet project & product requirements
Comply with requirements to Stakeholders needs and expectations
Balance the competing demands of cost, quality

Definition of Process
A process is set of interrelated actions and activities that are performed to achieve a pre-specified set products, results or services and using a predefined set of input or ingredients. And usually performed by the project team

Project Management Processes
Project processes are performed by people and generally fall into one of two major categories:

PMI Model of Project Management
Initiating Process Group.
Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Planning Process Group.
Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
Executing Process Group.
Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.
Monitoring and controlling Process Group.
Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
closing Process Group.
Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.

(I) Initiation Processes Group
Consists of the processes that facilitate the formal authorization to start a new project or a project phase. They are often done external to the project scope of control by the organization or by program or portfolio processes which may blur the project boundaries for the initial project inputs.

1. Develop Project Charter
Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

(II) Planning Processes Group
The Planning Process Group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. The Planning processes develop the project management plan and the project documents that will be used to carry out the project.

1. Develop Project Plan
Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan

3. Collect Requirements
Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.

4. Define Scope
Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.

6. Plan Schedule Management
Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

7. Define Activities
Define Activities is the process of identifying and documenting the specific actions to be performed to produce the project deliverables. The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

9. Estimate Activity Resources
Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity. The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.

10. Estimate Activity Durations
Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources.

12. Plan Cost Management
Plan Cost Management is the process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs. The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project.

13. Estimate Costs
Estimate Costs is the process of developing an approximation of the monetary resources needed to complete project activities. The key benefit of this process is that it determines the amount of cost required to complete project work.

15. Plan Quality Management
Plan Quality Management is the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements. The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.

16. Plan Human Resources Management
Plan Human Resource Management is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

17. Plan Communications Management
Plan Communications Management is the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets. The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders.

Project Management Processes
chapter 3
These processes ensure the effective flow of the project throughout its life cycle. These processes encompass the tools and techniques involved in applying the skills and capabilities described in the Knowledge Areas

These processes specify and create the project’s product. Product- oriented processes are typically defined by the project life cycle and vary by application area as well as the phase of the product life cycle

Project Management Processes

Product-oriented Processes

18. Plan Risk Management
Plan Risk Management is the process of defining how to conduct risk management activities for a project. The key benefit of this process is that it ensures that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization.

19. Identify Risk
Identify Risks is the process of determining which risks may affect the project and documenting their characteristics.

20. Perform Qualitative risk Analysis
Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.

21. Perform Quantitative risk Analysis
Perform Quantitative Risk Analysis is the process of numerically analyzing the effect of identified risks on overall project objectives. The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.

22. Plan Risk Responses
Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce threats to project objectives. The key benefit of this process is that it addresses the risks by their priority, inserting resources and activities into the budget, schedule and project management plan as needed.

23. Plan Procurement Management
Plan Procurement Management is the process of documenting project procurement decisions, specifying the approach, and identifying potential sellers. The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.

24. Plan Stakeholder Management
Plan Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project’s interests.

(III) Executing Process Group
Processes performed to complete the work defined in the project management plan to satisfy the project specifications. involves coordinating people and resources, managing stakeholder expectations, as well as integrating and performing the activities of the project as per project management plan

1. Direct and Manage Project Work
Direct and Manage Project Work is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.

2. Perform Quality Assurance
Perform Quality Assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used. The key benefit of this process is it facilitates the improvement of quality processes.

3. Acquire Project team
Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary to complete project activities. The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.

4. Develop Project team
Develop Project Team is the process of improving competencies, team member interaction, and overall team environment to enhance project performance. The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.

5. Manage Project team
Manage Project Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.

6. Manage Communications
Manage Communications is the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance with the communications management plan. The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders.

7. Conduct Procurements
Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.

8. Manage Stakeholder Engagement
Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.

(IV) Monitoring and Controlling Process Group
Processes required to track, review, and orchestrate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Project performance is measured and analyzed at regular intervals, appropriate events or exception conditions to identify variances from the project management plan.

1. Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.

2. Perform Integrated Change Control
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines or the project management plan, and approves or rejects the changes.

3. Validate Scope
Validate Scope is the process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.

4. Control Scope
Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.

5. Control Schedule
Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.

6. Control Costs
Control Costs is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. The key benefit of this process is that it provides the means to recognize variance from the plan in order to take corrective action and minimize risk.

7. Control Quality
Process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes. this process will lead to : (1) identifying the causes of poor process or product quality and recommending and/or taking action to eliminate them; and (2) validating that project deliverables and work meet the requirements specified by key stakeholders necessary for final acceptance.

8. Control Communications
Process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. It ensures an optimal information flow among all communication participants at any moment in time.

9. Control Risks
Process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project. The key benefit of this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize risk responses.

10. Control Procurements
Process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate. It ensures that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal agreement.

11. Control Stakeholder Engagement
Process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. The key benefit of this process is that it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes.

(V) Closing Process Group
The Closing Process Group consists of those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations. This Process Group, when completed, verifies that the defined processes are completed within all the Process Groups to close the project or a project phase, as appropriate, and formally establishes that the project or project phase is complete.

1. Close Project or Phase
Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.

2. Close Procurements
Close Procurements is the process of completing each procurement. The key benefit of this process is that it documents agreements and related documentation for future reference.

Project Information
Throughout the life cycle of the project, a significant amount of data and information is collected, analyzed, transformed, and distributed in various formats to project team members and other stakeholders. Project data are collected as a result of various Executing processes and are shared within the project team. The collected data are analyzed in context, and aggregated and transformed to become project information during various Controlling processes. The information may then be communicated verbally or stored and distributed as reports in various formats.

• Work performance data.
The raw observations and measurements identified during activities performed to carry out the project work
• Work performance information.
The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas.
• Work performance reports.
The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions, or awareness.

Project data, Information and report Flow
Common Project Management Process Interactions
Processes are linked by the objective they produce
The output of one process generally becomes an input to another process or it’s a deliverable
They are overlapping activities that occur at varying intensity throughout the projects

Change Control System (CCS)
Change Control System (CCS) is a process that lets you know if any artifacts or documents have been changed. This relates to scope change, design change, change in deliverable, contract, terms & condition, project management plan, different documents and anything and everything that may change during entire duration of project. The process itself calls for documentation of different changes and indicates the triggers for invoking the CCS process. CCS uses CMS for storing the artifacts with adequate documentation. Once an artifacts passes through required steps in CCS, it is handed over to CMS for archival

Configuration Management System (CMS)

Configuration Management System (CMS) is a way to preserve different versions of files and artifacts (documents) that may be generated during entire project life-cycle. This is also used for controlling the official releases in software. We can treat CMS to be a controlled repository, with adequate documentation to understand what resides in repository and why. At specific time, we baseline the artifacts.

The 47 project management processes identified in the PMBOK® Guide are further grouped into ten separate Knowledge Areas. A Knowledge Area represents a complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization. These ten Knowledge Areas are used on most projects most of the time. Project teams should utilize these ten Knowledge Areas and other Knowledge Areas, as appropriate, for their specific project.
Full transcript