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1 Introduction

دورة ادارة المشاريع PMP
by

Ashraf Nour

on 1 June 2017

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Transcript of 1 Introduction

P
M
O
to project management
Let's get
started,
shall we?
Introduction
Important
Terminologies
Influence of Organization
What Is the project?
What is the project management?
Program & Portfolio
Project Life Cycle
Project Constraints
A endeavor undertaken to create
unique products
,
services
or result.



What
is
the Project?
temporary
What is the Project Management ?
Portfolio
Ha
ORGANIZATION
it is not a routine operation, but a specific set of actions designed to accomplish a singular goal.we accomplish it and never get back to it.
Why the project is unique?
Why Projects are undertaken?
Market demand
2- Controlling
3- Directive
Project Life Cycle

The completion and approval of one or more deliverables characterizes a
PROJECT PHASE


Deliverables
measurable, verifiable work product
Sequential
Relationship
Construction
Overlaping
Relationship
Manufacturing
Phase to Phase Relationships
Project Stakeholders
Project Stakeholders are individuals and organizations who are actively involved in the project, or whose interests may be
positively
or
negatively
affected as a result of project execution or successful completion
+96653 039 2489
ashrafnur89@gmail.com

Thank you for watching :)
Project management is the
application of processes, knowledge, skills and experience to achieve the project objectives.
PMO
Project Stakeholders
I WANT TO BE a
PMP
Become a PMI member
Get a free digital copy of PMBOK (A Guide to the Project Management Body of Knowledge). Courses and the exams are mainly based on the content of PMBOK, thus it is necessary to have a copy of this book in digital or hardcopy form.
Study Tiiiime
About 3 months are enough to prepare for the exam, study materials are:
Apply for PMP Exams
PMP Exam
Complete audit
IF YOU ARE LUCKY
Go to next step book for exam
Complete 35 hours coursework
Managing a Project means
1- Identifying Requirements
2- Setting Clear and Achievable Objectives
3- Balancing The TRIPLE Constraints + other constraints
Cost
Scope
Time
Risk
Quality
Resources
A Program is a group of
related
projects managed in a coordinated way to obtain
benefits
and
control
not available from managing them individually.

Program management focuses on
interdependencies
of projects and describes the best approach to achieve program objectives
Program
A Portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of the work to
meet strategic business objectives.

Project
A temporary endeavor undertaken to create unique products, services or result.
Project-Program-Portfolio
Organizational need
Customer request
Technological advancement
Legal requirement
roject
anagement
ffice
Repository of project templates & documents
Coordinates resources
Develops Project management methodologies, best practices & standards
Monitoring quality of projects
1-Supportive
Planning
Executing
Closing
M&C
Initiating
Initiating
Starting the Project

Planning
Organizing & preparing for the project
Executing
Carrying out the project work
M&C
M&C the project's work
Closing
Closing the project or phase
Project Life Cycle
Planning
Executing
Closing
M&C
Initiating
Cost and Staffing
Planning
Executing
Closing
M&C
Initiating
Uncertainty and stakeholder influence
VS
Cost of change

Level of uncertainty and
stakeholder influence

cost of change
Phase
Phases are sequential (most of projects e.g construction)
Work differs from one to another
End of each phase, a deliverable is produced
Phase end deliverables are reviewed whether to continue or to abort the phase / project

Sub-Phase
Phases can be decomposed into sub-phases, depending on the project size, complexity
Evaluation of deliverables and project Performance

Phase End Review
Determine if project should go to next phase
Construction
Sequential
Relationship
Overlaping
Relationship
Manufacturing
Iterative
Relationship
I.T
What are the stakeholder ? How they differ from shareholder???
Identify Stakeholders
Determine requirements and Expectations
Project Stakeholders
Project Manager

Project Mgt Team

Project team

Program/Portfolio
Managers

Vendors/
Contractors

Operational
Manager

Customer
Sponsor
others
1. Step here
2. Step here
3. Step here
Types Of Organization
Functional Organization
Matrix Organization
Projectized Organization
When you see matrix ,immediately think
TWO BOSSES
When you see functional ,
immediately think
Silo
When you see Projectized ,immediately think
NO HOME
Functional - Matrix - Projectized
In a functional organization, the teams working on the project don’t report directly to the PM. Instead, the teams are in departments, and the project manager needs to “borrow” them for the project.
All of the project work typically happens within a particular department, and that department’s manager is completely in charge of everything.
Functional Organization
Weak matrix organizations maintain many of the
characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter.

Weak matrix organizations
PM has little or no authority
Advantages
Disadvantages
Clear reporting relationships
Specialized expertise Drive for technical excellence
Hierarchical decision and communication processes
Employee development opportunities limited
PM has little or no authority
Supportive PMOs provide a
consultative
role to projects by supplying templates, best
practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.
Controlling PMOs provide
support and require compliance
through various means.
Compliance may involve adopting project management frameworks or methodologies, using specific templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate.
Directive PMOs take
control of the projects
by directly managing the projects. The degree of
control provided by the PMO is high.
Project managers share
authority with the functional managers.
balanced matrix organizations
Project managers have more
authority than functional
managers, but the team still
reports to both managers.
Strong matrix organizations
People report to the project manager
AND the functional manager equally.
The team might be judged
based on performance on
their projects, as well as on
their functional expertise. In
a strong matrix, delivery of
the project is most important.
Teams are organized around projects. When a project is done, the team is released, and the team members move on to another project.
Projectized Organization
The project manager makes all of the decisions about a project’s budget,schedule, quality, and resources.
The PM is responsible
for the success or failure
of the project.
PM has little or no authority
Advantages
Disadvantages
Clear accountability
Focus on technical competence reduced
Project team is dissolved at the completion of the project
Functional
Weak
Balanced
Strong
Projectized
P.M
Authority
Resource
Availability
Who manages the
project budget
P.M
Role
Project Management
Administrative Staff
Little or None
Low
Low to
Moderate
Moderate
to High
High to
Almost Total
Little or None
Low
Low to
Moderate
Moderate
to High
High to
Almost Total
F.M
F.M
Mixed
P.M
P.M
Part-time
Part-time
Full-time
Full-time
Full-time
Part-time
Part-time
Full-time
Full-time
Part-time
Functional
Weak
Balanced
Strong
Projectized
Project team members
always report to a
functional manager

Project management decisions
need to be cleared with
functional managers.

Project expediters in functional
organizations.
All of the project work typically happens within a particular department, and that department’s manager is completely in charge of everything.
PMs have some authority,
but they aren’t in charge of
the resources on a project.

Major decisions still need to
be made with the functional
manager’s cooperation
or approval

Expediters and project coordinators can work in weak matrix organizations, too.
People who work in a balanced matrix organization report
to a project manager and a functional manager
equally.
Project managers share authority with the functional managers.
Project managers have more authority than functional managers, but the team still reports to both managers.

Teams are organized around projects. When a project is done, the team is released, and the team members move on to another project.

The project manager makes all of the decisions about a project’s budget, schedule, quality, and
resources.
The PM is responsible for the success or failure of the project.

EEF & OPA
Enterprise Environmental Factors (EEF)
Enterprise environmental factors refer to conditions, not under the control of the project team influence the project.

1. Organizational Structure (functional …etc)
2. Organizational Culture
3. Governmental/Industry standards
4. Infrastructure
5. Existing Human Resources
6. Personnel Administration
7. Organization’s Work Authorization System
8. Marketplace conditions
9. Stakeholders’ risk tolerance
10. Project Management Information System
Organizational Process Asset (OPA)
knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project.

1. Organizational processes, standards & procedures
2. Templates
3. Organizational knowledge base
4. Lessons Learned

Enterprise
Environmental
Factor
Organizational
process
Assets
Book for exam & Pass
https://www.prometric.com/en-us/Pages/home.aspx
five basic domains
Initiating (23 questions)
Planning (42 questions)
Executing (53 questions)
Monitoring & Controlling (43 questions)
Closing (14 questions)

IF YOU AREN'T
1-Proof of your education
2-Proof of contact hours.
3-A signed reference letter for the contact person listed for each project in the application.
4- Send all these documents together to PMI. (original Documents)
4 Hours exam
Eximination Result: PASS or FAIL (no between)
Maintain your certificate by gaining
60 PDU within 3 years
No difficult Right? ;)
Exam contains 200 questions ,25 questions are pretest questions, which don’t count towards your score. They are scattered throughout the exam.
61% is required to pass the exam
Your project
will need to
get done on
schedule
Unexpected obstacles can wreck your project if you don’t deal with this one.
Your project will
always have to stay
within a budget.
If your product
doesn’t do what
it’s supposed to do,
you wont succeed.
complete the project with given resources
complete the project with given scope
Get a USD $150 discount when applying for PMP, thus fully recovering the cost of becoming a member in the first place.
Get access to a wide range of resources such study material
1- PMBOK 5 2- Head First 3- Rita 8th edition
Here is the list of the practice exams I took and found very relevant:
1- Kim Heldman
2- Christopher Scordo
3- Rita exercises & Fast track
4- Oliver Lehman (2 exams)
5- PMstudy – Free 200 Question exams
Temporary
P
roject
peration
O
VS
Unique
Ongoing
Repetitive
Does not end when object are met
ends when object are met
What should i have to be a good project manager????
General management
skills
Understanding project
environment
Interpersonal skills
Which of the following statements most accurately describes a project scenario?

A) Changes in project scope during the initial phases of the project are very expensive.
B) The influence of the stakeholders is the same all through the project.
C) Staffing peaks up during the execution phase of a project.
D) The next phase of a project should never start until the deliverables for the previous phase have been completely reviewed and approved.

Answer C
Explanation: Staffing is typically highest during the execution phase of the project. The other three responses may not hold true. Projects can move forward into subsequent phases without the deliverables of the prior phase being completely approved; this is known as fast tracking. Changes during the initial phases of the project are the least expensive. The influence of the stakeholders is highest during the start of the project and declines as the project moves to completion.
A manager asks you to evaluate four new projects that he has suggested for next year. You review the projects and notice that one is not really a project, but more an operational task. Which of these is not a project:

Change the product to enable increased consumer usage
Manage a set of people for the next year to deliver the desired productivity results
Respond to a customer request for different product packaging
Resolve a space constraint issue by building a new addition to the plant


Answer B
Explanation: Managing an operating team does not meet the project definition because it is not temporary or unique.
During project executing, a project manager from information system department is trying to complete the project, yet is constantly faced with interference from the manager of the engineering department. The engineering department keeps changing the resources assigned to the project team and their availability. What type of matrix does this presents?

Strong matrix.
Weak matrix.
Functional matrix.
Tight matrix.

Answer B
Explanation: In a weak matrix, the functional manager has the power. Functional and Tight matrix are made-up Terms.
A project is:

Temporary and unique.
Repetitive work.
Work that can be accomplish within 40 month.
Work required to sustain a business.

Answer A
Explanation: The project is temporary and unique. The project is completed when the defined project objective have been met.

Which of the following is NOT an Example of a project?

Issuing of monthly invoices.
Implementation of new software program.
Design of new department store.
Construction of bridge.

Answer A
Explanation: Choice A is an example of business process that is ongoing and repetitive.


In a projectized organization, the project team:

Reports to many bosses.
Has no loyalty to the project.
Reports to the functional manager.
Will not always have a "home."

Answer D
Explanation: The main drawback of the projectized organization is that at the end of the project, the team is dispersed but they do not have a functional department ("home") to which to return.

Company procedures require the creation of a lessons learned document. Which of the following is the BEST use of lessons learned?

Historical records for future projects.
Planning record for the current project.
Informing the team about what the project manager has done.
Informing the team about the project management plan.

Answer A
Explanation: The BEST use of lessons learned is choice A. ​There are other tools that are better for accomplishing the things listed in the other choices

A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work and the project manager has little authority to properly assign resources. What form of organization must the project manager be working in?
 
Functional.
Matrix.
Expediter.
Coordinator.

Answer A
Explanation: In a functional organization, the project manager has the least support for the project and has little authority to assign resources. Choices C and D are roles in a weak matrix organization.

A project team member is talking to another team member and complaining that many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member?
 
The project manager.
The functional manager.
The team.
Tight matrix.

Answer B
Explanation: In a functional organization, the functional manager is the team member's boss.


One of your team members informs you that he does not know which of the many projects he is working on is the most important. Who should determine the priorities among projects in a company?
The project manager.
The project management team.
The project management office.
The team.

Answer C
Explanation: Because the question talks about priorities among projects, this cannot be the role of the project manager (choice A), the project management team (choice B), or the project team (choice D).


What is a program?
 
An initiative set up by management.
A means to gain benefits and control of related projects.
A group of unrelated projects managed in a coordinated way.
A government regulation.

Answer B
Explanation: Did you select choice C? If so, you missed the word "unrelated." Programs are groups of related projects.

The project manager for a construction project discovers that a new water line is being created in the
neighborhood where he’s managing a project. Company policy requires that a series of forms for city
environmental changes need to be filled out before his team can continue work on the project. This is an
example of:
A. portfolio
B. program
C. Enterprise environmental factor
D. project
Answer: C
Since the project manager is filling out the form because of a company policy. This is a good example of an
enterprise environmental factor.
Full transcript