project mng basics belarusian state university final
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Project Mng Basics Belarusian State University FinalTRANSCRIPT
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Project Management BasicsBelarusian State
Economic University 22 March 2010, Minsk
Nejat Murat Erkan, PMPProject Manager
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Biography of the Presenter Murat Erkan started out his career as a business consultant in USA. In the following
years, he continued his career in pharmaceutical industry. He worked as a Project Leader in Health Marketing at Glaxo Wellcome, Inc. Later on, he worked as a Project Manager in the field of allergy and immunology at Greer Laboratories, Inc. in North Carolina. After spending 7 years in USA, he moved back to Turkey in 2000. He continued his career in telecommunication industry at Telsim (now Vodafone Turkey). In 2005, he started to work at the leading GSM operator in Turkey. Since then, he is working as Senior Project Manager at Turkcell Telecommunication, Inc. and currently, managing multinational/multi vendor Telco/IT projects.Mr. Erkan holds a Bachelor of Science degree (BSChE) from Yildiz Technical University, Istanbul and a Master of Business Administration (MBA) degree from Campbell University in NC, USA. Currently, he is the president of IPYD (Istanbul Project Management Association), he is a member the Project Management Institute and PMI Turkey Chapter and he is the PMI College of Performance Management-Global Advisory Committee representative for Turkey. He gained his PMP certification in September 2005. Currently is the sponsor for Dynamics 2010 which is the largest international project management congress in Turkey (www.ipyd.org) .
Murat Erkan was born in Istanbul in 1970. He fluently speaks Turkish, English, French and basic Spanish. He is married and has a 2,5 year old son.
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Agenda
Project General Description
Project Manager Skills Set
Project Management Basic Processes
Project Management Knowledge Areas
Project Management as a New Profession
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
“A project is a temporary endeavor undertaken to create a unique product, service, or result.” (PMBOK)
What Is Project?
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
(1) defined start and finish date,
(2) defined objectives,
(3) defined scope,
(4) defined budget,
(5) “one-time event planning”
A Project Should Have:
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Benefits of Project Management Meet Stakeholder Expectations
Define and Achieve Project Objectives Scope Quality Cost Time Others (Environmental, Safety, etc.)
Use of a common vocabulary
Develop high performing teams
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Developping a new service or a product
Designing an engine, car, train etc…
To build a bridge, house etc…
Sending spaceships to planets
ERP, Billing Systems, Base Stations etc…
Social projects, Unicef, Greenpeace etc..
Project Application Areas
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
A Successful Project
Quality
Time Cost
Scope
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
10 Factors For Successful Projects
1. Management Support
2. User Involvement
3. Experienced Project Manager
4. Clear Business Goals
5. Realistic Scope
6. Standardized Project Management Tools
7. Meeting Company’s Basic Needs
8. Methodology
9. Trustworthy Estimations
10. Others
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
66 % of project could not meet its objectives, overran budget and time
20% of projects which are budgeted above 200K USD are canceled due to lack of risk management plan aligned with project plan
75% of unsuccessful projects fail due to lack of PMO organisation within the company
2007 Gartner’s IT Research
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
2002 Standish Study
34% successful - on time, within budget, met the specs, and produced useful deliverables
51% mixed success-cost and/or schedule overruns 22% overran the financial budget 42% overran the schedule budget
15% outright failures - no results
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
2002 Standish Study - Conclusions
Results after seven years (2009):
Successful projects: improved from 15% success to 34% success
But, plenty of room for further improvement, amid tightening schedules and financial budgets
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Failure Reasons in Projects
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Transitioning to the new PMCONVENTIONAL PM
•Tangible Results
•Authoritarian Management
•Clear Goals and RolesMODERN PM
•Leadership-based
•Time over Cost
•Matrix problemsTHE NEW PM
•Uncertainty
•Complexity
•Progressive Elaboration
Before 1970
21st Century
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
The Project Management Office
The proliferation of the PMO…
Manage the utilization of shared resources allocated to projects
Identify and develop PM Best Practices and Standards
Coach, Mentor, Train, and provide Oversight to Project Teams
Monitor compliance with established methodology and standards
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Program and Portfolio Management Emergence of program and portfolio mgt
Discrete programs and projects Integration of work schedules & resource plans Prioritization of projects and programs
Linking project management to Strategic Plans All projects, programs, and portfolios must support strategic
plans Resources are assigned to projects through portfolios and
programs in accordance with business objectives and priorities
Strategic Plans drive performance measurement
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Teams Team makeup, skills, and qualifications
Team organization
Effective teamwork
Effective use of project management processes
Effective use of organizational process assets
Adapt to enterprise environmental factors
Empowered to take ownership & make decisions
Manage stakeholder expectations
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Product Owner and Clients
Define and communicate expectations
Take ownership for the product
Stay involved during project execution
Respond to requests for information & decisions in timely manner
Voice concerns in a timely manner
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
What is PMI? Founded by 6 visionaries in 1969
Dedicated to advancing the State-of-the-Art in PM
Early growth in Construction, Defense and Aerospace
Accelerated growth in the 80’s with IT sector’s entry
Certification exams started in 1984
PMBOK introduced in 1985
PMBOK revised in 1996, 2000, 2004 and in 2008; 300+ members contributed
www.pmi.org
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
PMI Now
PMBOK 2008 (Fourth Edition) is the current version since January 2009
PMI statistics (PMI.org): Approximately 340,000 members
Nearly 250 chapters in 70 countries
Approximately 360,000 Certified PMPs
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
What is PMBOK?
PMBOK = Project Management Body of Knowledge
The PMBOK identifies that subset of the project management body of knowledge generally recognized as good practice that are applicable to most projects most of the time.
“Application area extensions” are additionally accepted knowledge and practices for a category of projects in one application area.
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
The PMBOK Knowledge Areas Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resources Management
Communications Management
Risk Management
Procurement Management
SCOPE
PROJECT
INTEGRATION
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Life Cycle Process GroupsINITIATING
PLANNING
EXECUTING
MONITORING &CONTROLLING
CLOSING
Define a new project or phase by obtaining authorization.
Establish scope, refine objectives and develop course of action to attain those objectives.
Complete the work defined in the project management plan to satisfy the specifications.
Track, review and regulate the progress to meet the performance objectives defined in the project management plan.
Finalize all activities to formally complete all project / phase / contractual obligations.
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Types of Projects
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
PROJECTS WITH TANGIBLE PRODUCTS Engineering / Construction Weapons Development Industrial Production
PROJECTS WITH INTANGIBLE PRODUCTS Business Process Reengineering Software and System Development Organizational Development Event Management R & D Projects
IN - HOUSE PROJECTS
CONTRACTED PROJECTS
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Definition of a Program
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
Programs may include elements of related work outside the scope of the discrete projects in the program.
Related work
Project
Sub-Program
Project
Project
Project
PROGRAM
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Definition of a Portfolio
The projects and programs of the portfolio may not necessarily be interdependent or directly related; they compete for monetary and other corporate resources.
Other related work
Project
Program
Project
Project
Program
PORTFOLIO
A collection of projects, programs and other related work that are grouped together to facilitate effective management of the work to meet strategic business objectives.
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Phases
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Project Phases are divisions within a project where extra control is needed to effectively manage the completion of a major deliverable.
Project phases can be sequential, overlapping, or interactive.
The five process groups (initiating, planning, executing, monitoring & controlling, closing) are NOT project phases.
The five process groups should be followed for each phase.
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Product Life Cycle
TIME
• Effort• Source• Cost
Time Design Development Application Closing
The PRODUCT life cycle adds operational and support costs
to the total cost of owning and operating.
Level
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project and Product Life Cycles
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Corporate or Business Life Cycle
Policy Identify Project Realization Product DisposePlanning Needs Conception In Service
Product Life Cycle
Feasibility Acquisition Operations Dispose
Concept Develop Implement Closeout
Project Life Cycle
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
About the Project Manager
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
The Project Manager (PM) is the focal point that ties together the various parts of the project, and acts as a center of communication between the various parties and stakeholders involved in a project.
The PM needs to be a patient and mature person who can lead by example and handle
stress caused by setbacks and uncertainty.
Attributes• Knowledge (Know)• Personal (Be)• Performance (Do)
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Requisite Project Manager Skills
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Demonstrated ability to:
Lead Manage Change Recruit And Retain Staff Map And Manage Risk Plan Effectively Communicate Listen Empathize Motivate Problem Solver Decision Maker Influence (Esp. Senior Management)
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Critical PM Responsibilities
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Develop Project Charter
Influence Project Team Selection
Direct The Planning Of The Project
Assure Team Members Understand/Accept Roles
Manage Stakeholder Expectations
Obtain Essential Approvals And Commitments
Coordinate And Direct All Project Activities
Achieving The Goals And Objectives Of The Project
Keep Project Stakeholders Informed
Direct The Handover Of The Product
Ensure Proper Close - Out Of The Project
Arrange For Post-completion Support And Audit
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
PM Authority
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Direct access to the Project Sponsor and/or Client
Select tools and methods
Obtain contributing resources
Establish project priorities
Resolve internal and external conflicts
Obtain project performance data
Initiate, review, approve project communications
Approve all project commitments
Control contingency assignments
Obtain information from stakeholders
Input performance evaluations of team members
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Management Roles
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Project Sponsor
Project Manager
Project Leader Project LeaderProject Leader
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Management Roles
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
PROJECT SPONSOR Responsible for feasibility, authorization & chartering Responsible for providing financial resources
PROJECT MANAGER Responsible for the total project from initiation to closing Leader of the Project Team Communication, Planning, Leadership, Diplomacy Serves as a single Point of Contact (POC) for the Client
PROJECT (Technical, Team, Functional) LEADER Leading subject matter experts (SMEs) Half expert, half manager Member of the Project Management Team
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Fuctional Organization
General Manager
Fuctional Manager
Fuctional Manager
Fuctional Manager
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Project Manager
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Matrix Organization (Weak)
General Manager
Functional Manager
Functional Manager
Functional Manager
Team Member
Team Member
Team Member
Project Manager
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Project Team
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Matrix Organization (Strong)
General Manager
Manager of Project
Manager
Functional Manager
Functional Manager
Project Manager
Project Manager
Project Manager
Project Manager
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Project Team
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Where Do Projects Come From?
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
New Product Development A Legal Requirement Staying Abreast Of Technology The Result Of A Proposal Restructuring
OperationalOrganizational
Staying Ahead Of The Competition
The primary source of projects is a strategic or business plan
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Selection Criteria
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
RETURN ON INVESTMENT (ROI) Product Life Span Present Value of all Capital Investment Costs Present Value of Cash Flows During Product Life
INTERNAL RATE OF RETURN (IRR) Interest Rate that yields NPV = 0 Targeted ROI for the Enterprise Prime Rate + Riskiness Factor
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Approval & Prioritization
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Submit Project proposal to the governing board
Board Decision: GO/NO GO
Establish Portfolio and/or Program Prioritization Criteria
Prioritize Projects
Select Projects based on priorities and available resources (e.g. financial, HR, others)
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Definition Uncertainty
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
How well is the final result defined?
Use Organizational Process Assets to analyze the levels of uncertainty
Results from past projects
Expertise of the Feasibility Study Team
TotalUncertainty
General Uncertainty
SpecificUncertainty
Total Certainty
No Information PartialInformation
Complete Information
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Life Cycle Process Groups
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Level of Activity in Project Life Cycle
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Initiation
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Select the Project Manager Finalize Project Statement of Work (high level
requirements) Prepare and issue the Project Charter The Project Manager assembles the Project Management
Team Identify Stakeholders Conduct the Kick-Off and Partnering Meetings
INITIATINGSTEPS IN:
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Charter
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
The Project Charter documents the business needs, current understanding of the customer’s needs, and the new product, service or result that it is intended to satisfy; it is an announcement that legitimizes the Project and the Project Manager.
It enables the Project Manager to solicit and obtain resources and professional support from functional managers in staffing the project team and executing the project.
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
The Project Planning Process
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Ref: PMBOK 4th Ed., Figure 3-8, page 47
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
The Work Breakdown Structure (WBS)
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables.
The WBS subdivides the project work into smaller, more detailed and manageable pieces of work.
Work Packages (lowest level component), can be scheduled, cost-estimated, monitored and controlled
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
The WBS Is Used For:
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Detailing Project Objectives into Scope Documents Assigning Responsibilities Generating Project Schedules Resource Planning Developing Cost Estimates Implementing Scope (Change) Management Risk Management Project Performance Management Team Building
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Key Definitions
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Rolling wave planning (progressive elaboration) Precedence Diagramming Method (PDM=AON) Dependencies (logical relationships)
Finish-to-Start – FS Finish-to-Finish – FF Start-to-Start – SS Start-to-Finish – SF
Dependency Types: Mandatory Discretionary External
Leads or Lags Schedule Network Diagrams
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Network-Based Scheduling
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
CPM by DuPont/Sperry Rand for Maintenance Planning Used when durations can be estimated with confidence
PERT by US Navy/Booz, Allen Hamilton for POLARIS Used when durations can not be based on experience
ADM(Arrow Diagramming Method) = AOA(Activity On Arrow)
PDM(Precedence Diagramming Method) = AON(Activity On Node)
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Definitions of the Critical Path
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
The sequence of activities that determines the duration of the project. It is :
The longest path through the project
The path with minimum float (slack)
The path that determines the shortest time in which the project can be completed; the project can not be completed in less time than its critical path.
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Work Breakdown Structure
001
100 200 300
110 120
111
112
113
310 320
321
322
Project
Main Tasks
Sub-Tasks
Activities
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Organisation
Project Manager
FeasibiltyManagement
PrototypeManagement
ManufacturingManagement
Project Management
PlanningManagement
AdvetisementPlanning
Communic.Planning
TrainingPlanning
Stocking Planning
WBSLeve 1
WBS Level 2
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Forming A Project Plan What activities needs to be done?
In what order do we do the activities?
How long does it take to complete the activity?
Who will do the activity?
How long will it take to complete all of the activities?
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Prioritizing the Activities
Putting the activies in order
Defining the milestones
Planning the precedence
between the activities
Techniques Used
Gantt DiagramCPM
(Critical Path Method)
İş-1
Alt-iş-1
Alt-iş-2
Alt-iş-3
İş-2
Alt-iş-1
Alt-iş-2
Alt-iş-3
Alt-iş-4
1 2 3 4 5 6 7 8 9
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Gantt View in MS Project
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Estimating the Activities
Expert Opinion
Brain storming with project team
Parametric Estimating
Weighted Average
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Network Diagram
A
B
C
D
E
F
AOA (Activity on arrow)
AON (Activity on node)
2
3
4
51
b
c
a
d
e
f
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Defining the Crtical Path
A
B
C
D
E
F
3
72
3
4
30 G
2
2
Exercise: Which is CP? And how many
days?
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Schedule Compression Techniques
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
CRASHING
For Resource/Effort driven activities
Reducing duration by increasing resources
Obtaining the greatest compression for the least incremental cost
FAST TRACKING
For Time or Process driven activities
Phases or activities normally performed in sequence are performed in parallel (concurrently)
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Risk Management
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Risk Management includes the processes of conducting risk management planning, identification, analysis, risk response planning, and monitoring and control on a project.
The objectives of Project Risk Management are to increase the probability and impact of positive events, and to decrease the probability and impacts of negative events in the project.
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Risk Definition
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
RISK
EVENTA
…likely impact or amount at stake should it occur.
it has a likelihood / probability
of occurring, and a…
is an uncertain event that, if it occurs, has a positive or negative effect on the
attainment of a project’s objectives;
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Risk Categories (RBS)
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Financial – Cost of Money
Resource – Availability and Market Prices
Technical or Quality – State of the Art, Emerging
Commercial - Competitor Activities, Market
Corporate – Organizational Structure & Stability, Labor
Legal – Licenses, patents, lawsuits, contracts
Project Management – PM Resources, Planning etc.
Environmental
Others
* RBS: Risk Breakdown Structure
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Benefits of Alignment to Business Outcomes
SCOPE
QLTY
TIME
COST
CONTR. /PROC.
COMM.
HR
RISK
Planning Definition Execution Start Up
Ab
ility
to
infl
uen
ce t
he
ou
tco
mes
Full
None
Closure
Co
st o
f M
itig
atio
n S
tep
s
High
Low
Early risk management and mitigation builds better valued projects
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
ISO 31000 & Project Risk Management Process
QLTY
TIME
PMBOK vs. ISO 31000 risk process – differences lie in the framework & context
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
QLTY
TIME
www.theirm.org
Education, training and professional development
Enterprise risk management
Sector independent
Academic + practical
2200 members worldwide
Networking and information
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Response Planning Strategies
QLTY
TIME
Negative Risks (Threats) Avoid Mitigate Transfer Accept
Positive Risks (Opportunities) Exploit Share Enhance Accept
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Performance Measurement Baseline
QLTY
TIME
1. Define the work scope
2. Schedule the work
3. Allocate budgets to schedule 100
40
60
80
BUDGET AT COMPLETION
PERFORMANCEMEASUREMENTBASELINE
TIME
$
PROGRAM BUDGET
MANAGEMENT RESERVE
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Scope Change Control
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Earned Value Management
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Performance Measurement
EARNED VALUE DEFINITIONS & FORMULAE:
BCWS = PV = PLANNED VALUE
BCWP = EV = EARNED VALUE
ACWP = AC = ACTUAL COST
CV = COST VARIANCE (EV - AC)
CPI = COST PERFORMANCE INDEX (EV/AC)
SV = SCHEDULE VARIANCE (EV-PV)
SPI = SCHEDULE PERFORMANCE INDEX (EV/PV)
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Performance ForecastingDEFINITIONS
BAC = BUDGET AT COMPLETION
ETC = ESTIMATE TO COMPLETE
EAC = ESTIMATE AT COMPLETION
FORECAST
EAC = AC + ETC
EAC = AC + (BAC – EV)
EAC = BAC / CPI
EAC = AC + ((BAC – EV) / (CPI) (SPI))
VAC = VARIANCE AT COMPLETION (BAC – EAC)
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Theories on HR
Douglass Mc Gregor: Theory X ve Y
Maslow Hierarchy Theory
Frederic Herzberg Theory
Conflict Solving
Power Types
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Quality Planning
Quality Control Point
Quality Control Point
Quality Control Point => Phase Deliverables
=> Final Deliverables
Analysis Phase
Developing Phase
Executing Phase
Closing Phase
=> Phase Deliverables
=> Phase Deliverables
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Communication Planning
Progess Meeting Planning
Regular Status Reporting
Deciding project communiting tools/media
Communicating Language (in intern’l projects)
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Procurement / Contracting
Contract Types:Fixed Price Contracts Fixed Price + IncentivesTime & Material
Required documents in contracts Project Plan SOW (statement of work) Acceptance Criteia
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Procurement / Contracting
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Closing the Project
Get approval from the customer in written
Deliver all components of the project
Returnall of the project resources
Finalize the project documentation and archieve them
Close the project accounts and contract
Announce the closing to all stakeholders
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Project Management Websites
Project Management Institute (PMI)www.pmi.org
International Project Management Association (IPMA)www.ipma.ch
Association for Project Management (APM)www.apm.org.uk
İstanbul Proje Yönetim Derneği (İPYD)www.ipyd.org
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
Спасибо =Teşekkür
The Maiden’s Tower
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Project Management Basics22 March.2010, Minsk
Nejat Murat Erkan, PMP
N. Murat ErkanProject Manager
Turkcell & Life:)
+90 532 210 2437 Turkey
25 909 00025 Belarus
Contact Details
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• College degree plus 4,500 hrs of PM experience
• 35 hours of contact training in PM
• Computer-based exam with 200 questions; 107 correct answers required to pass
• Test of competency: questions on knowledge and ability to solve problems
• Increasingly becoming a pre-requisite for employment & career growth
PMP CERTIFICATION
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BENEFITS OF PMP CERTIFICATION
• A Documented proof of proficiency in Project Management
• Knowledge of Project Management Standards and Guidelines
• Documented commitment to comply with the Project Management Code of Ethics
• Preferred status in job search* and upward mobility: – US and Canada: many of the job postings– In the EU, Japan and Australia: almost 50% of job postings (estimate )– In the rest of the world: beginning to appear in job postings