Introduction to :Project

Management

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Project Management Institutewww.pmi.org

Building Professionalism in Project

Management

Project Management Institute Not for Profit Professional Association Established in 1969 by 5 volunteers Global Organization headquartered in

Pennsylvania, USA With more than 700,000 members worldwide 251 Charted Chapters Local Chapter - Arabian Gulf Chapter www.pmi-agc.com

P roject M an agem en t I n stitu te

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A Guide to the Project Management Body of Knowledge

The Project Management Body of Knowledge (PMBOK) Guide provides and promotes a common lexicon for discussing, writing, and applying project management.

The PMBOK Guide is developed by PMI, and uses this document as a foundational project management reference for its professional development programs.

June 30, 2009 Fourth Edition of PMBOK Guide based exam starts

What is the project?

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• A project is “a temporary endeavor undertaken to accomplish a unique product or service” (PMBOK® Guide)

• Attributes of projects:– unique purpose– temporary– require resources, often from various

areas– should have a primary sponsor and/or

customer– involve uncertainty

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You Can Apply Project Management to Many Areas

• Project management applies to work as well as personal projects.

• Project management applies to many different disciplines (IT, construction, finance, sports, event planning, etc.)

• Project management skills can help in everyday life

Project Vs Operation

Example:

Is the Memorial a project?

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What is Project Management?

Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements” (PMI*, Project Management Body of Knowledge (PMBOK® Guide)

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• On Time ON Budget To Specs

Project Management Process Groups

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You haven’t learned the names of the process groups or knowledge areas yet... but you can probably guess from their names how they fit together!

Just try your hand!!!!!

The PMBOK® Guide divides the generally recognized good project management practices into 42 processes that fall into 5 process groups.

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Here’s where youfigure out what yourproject’s high-levelgoals are.

This is where youfigure out how you

will do all ofthe work.

This is where

thework gets

done.

This means trackingthe work, looking

for problemsand fixing

thoseproblems

beforethey derail

your project.

Here’s where you fill

out all of your final

paperwork and get

paid for the work

you’ve completed.

Monitoring &Controlling

Closing Initiating Executing Planning

Project Management Process Groups

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Here’s where youfigure out what yourproject’s high-levelgoals are.

This is where youfigure out how you

will do all ofthe work.

This is where

thework gets

done.

This means trackingthe work, looking

for problemsand fixing

thoseproblems

beforethey derail

your project.

Here’s where you fill

out all of your final

paperwork and get

paid for the work

you’ve completed.

Monitoring &Controlling

ClosingInitiating ExecutingPlanning

Project Management Process Groups

Project Management Process Groups

Project Management Processes 1/2

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Initiating Planning Executing Monitoring & Controlling

Closing

Integration - Develop Project Charter.

- Develop Project Management Plan.

- Direct and Manage Project Execution.

- Monitor and Control Project Work

- Perform Integrated Change Control.

- Close Project or Phase.

Scope - Collect Requirements

- Define Scope.

- Create WBS.

- Verify Scope.

- Control Scope.

Time - Define Activities.

- Sequence Activities.

- Estimate Activity Resources.

- Estimate Activity Durations.

- Develop Schedule.

- Control Schedule.

Cost - Estimate Costs.

- Determine Budget.

- Control Costs.

Quality - Plan Quality. - Perform Quality Assurance.

- Perform Quality Control.

Project Management Processes 2/2

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Initiating Planning Executing Monitoring & Controlling

Closing

Human Resources

- Develop Human Resource Plan.

- Acquire Project Team.

- Develop Project Team.

- Manage Project Team.

Communications - Identify stakeholders.

- Plan Communications. - Distribute Information.

- Manage Stakeholder’ Expectations.

- Report Performance.

Risk - Plan Risk Management.

- Identify Risks.

- Perform Qualitative Risk Analysis.

- Perform Quantitative Risk Analysis.

- Plan Risk Responses.

- Monitor and Control Risks.

Procurement - Plan Procurements. - Conduct Procurements.

- Administer Procurements.

- Close Procurements

PM Processes VS Project Processes

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Project Processes :

Analysis

Design

Development

Implementation

Monitoring &Controlling

Closing

Initiating

Executing

Planning

PM Processes

Le

vel

of

Act

ivit

y

Time

Initiating

Planning

Executing

Monitor & Control

Closing

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Project Management Framework

Project Management 9 Knowledge Areas

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• Knowledge areas describe the key competencies that project managers must develop– 4 core knowledge areas lead to specific

project objectives (scope, time, cost, and quality)

– 4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management)

– 1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas

Project integration management

Project Constraints

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Managing project constraints

Your projectwill need toget done onschedule.

Your project willalways have to stay within a

budget.

You need to managethe scope of work

you do for theproject.

Time Cost Scope

You have to have

the people andmaterials to getthe work done.

If your productdoesn’t do whatit’s supposed to

do,you wont succeed.

Unexpectedobstacles can

wreck yourproject if you

don’t deal withthis one.

Resources Quality Risk

Managing project constraints

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Any time your project changes, you’ll need to know how that change affects all of the constraints.

TimeCost

ScopeResources

QualityRisk

What does the project managers need?

Project Manager’s Tool Bag

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Project Manager’s Tool Bag

• Communication Skills• Organizational Skills• Budgeting• Problem solving• Negotiation and influencing• Leading• Team building

Project Stakeholders

A stakeholder is anyone who is affected eitherpositively or negatively by the cost, time, scope,resources, quality, or risks of your project.

Stakeholders

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Project Stakeholders

• Stakeholders are the people involved in or affected by project activities

• Stakeholders include– the project sponsor and project team– support staff– customers– users– suppliers– opponents to the project

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What we do with the Stakeholders ?

• Identify ALL of them• Determine ALL of their requirements• Determine their expectations• Communicate with them• Manage their influence

Stakeholders analysis

You Have to Know:

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The sponsor of a project is responsible for creating the project charter.

The sponsor of a project pays for the project.

The PM manages the project.

When you’re taking the exam , be careful when you see a question that asks you about the customer or client.

the customer or client is also the sponsor.

You Have to Know

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PortfolioA portfolio is a group of projects or programs that are linked together by a business goal.If an architecture firm wasventuring into remodelingexisting buildings as well as designing new ones, they might split their firm’s efforts into separate New Construction and Remodeling portfoliossince the goals for each are quite different.

ProgramA program is a group ofprojects that are closelylinked, to the point wheremanaging them togetherprovides some benefit. Thefirm knows from experiencethat creating huge skyscrapersis dramatically different thanbuilding residential homes, soresidential home constructionwould be its own separateprogram.

ProjectA project is any work thatproduces a specific result and istemporary. Projects always havea beginning and an end. Buildinga house is a classic example ofa project. Projects can be partof programs or portfolios, butportfolios and programs can’t bepart of a project.

A program is a group of projects that are managed togetherbecause of a shared benefit.

Notice that:

… what a project is NOT

• Projects are NOT: always strategic or critical• Projects are NOT: ongoing operations (or processes)• Projects are NOT: always successful

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Ethics in Project Management

• Ethics is an important part of all professions

• Project managers often face ethical dilemmas

• In order to earn PMP certification, applicants must agree to the PMP code of professional conduct