Project Management Framework

Project Management Framework
PMBOK guide 5th edition

MENA Chapter 2013 Presented by: SAMEH BEDAIR Administration Vice President PMI MENA Chapter samehbedair@gmail.com +2 01223149958
Why Project Management?
What the customer requested
Copyright@ 2013 PMI MENA Chapter, all rights reserved
What the business analyst understood
What sales described
What the project team delivered
What was documented
What the customer paid for
What was implemented
What support was provided
10
What the customer needed
11
May we overcome these issues?
? ? How ? ? ? ? ? ? ?
PMI PMBOK GUIDE

It is the standard for managing
most projects most of the time across many types of industries.

It describes the project management processes, tools & techniques used to manage a project
towards a successful outcome.

The Fifth edition continues to reflect the evolving knowledge within the profession of project management. Like previous edition it represents generally recognized good practice in the profession that is easy to understand and implement
Copyright@ 2013 PMI MENA Chapter, all rights reserved 13
PMI - Project Management Institute
Established in 1969 PMI is the worlds leading not-for-profit project management professional association Headquartered outside Philadelphia, Pennsylvania USA
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PMI in One Minute

Global Non-Profit Professional Association 367,000+ members in 189 countries 257 geographic chapters and 30+ virtual communities of practice 10-20% annual growth for over 40 years Global Standards 13 global standards (including Program and Portfolio Management) The premier standard is The Project Management Body of Knowledge (PMBOK Guide ), with over 2M copies in circulation Globally Recognized Credentials 6 major credentials recognized by business, government, and NGOs worldwide; 483,000 + credential holders globally Global Organization Regional offices and service centers in Belgium, China (2), Japan, India (2), Singapore and the United States (2)
3/3/2013
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PMI - web sites
Project Management Institute
Headquarters Four Campus Boulevard Newtown Square, PA 19073-3299 USA Tel: +1-610-356-4600, ext. 1132 Fax: +1-610-356-4647 Email: pmihq@pmi.org Internet: www.pmi.org http://www.pmi.org/info/AP_EMEACert.asp
PMI - Membership
PMI membership ($139+$20 MENA chapter) provides you the accessibility to the PMBOK Guide 5th edition, services and benefits you will enjoy all year round. Look forward to issues of insightful PMI publications such as PM Network magazine Enjoy discounts to events and continuing education classes counted as PDUs Gain access to member-exclusive case studies and best practices
17
PMP - Project Management Professional
The examination specifications were established in 1997.

The PMP Certification Examination is comprised of 200 four-option MCQs. PMP Certification Examination measures The application of knowledge, tasks, skills, tools and techniques that are utilized in the practice of project management.
PMP - Examination Fees

Member
Computer-based Testing Paper-based Testing Re-examination Computer-based $405.00 340.00 $250.00 205.00 $275.00 230.00
Non Member
$555.00 465.00 $400.00 335.00 $375.00 315.00
Re-examination Paper-based
Continuing Certification Requirements (CCR)
$150.00 125.00 $ 60
$300.00 250.00 $ 150
19
PMI MENA Chapter
PMI MENA established in 1998, PMI MENA is conducting PMP courses starting with PMBOK 96, The chapter role is to fully equip person with all information he/she needs starting from fill out membership application to submit for the exam. PMI MENA Chapter now has its own training system that enables the candidates to decide which track to choose; obtain certificate or being able to use terminology, techniques and application.
20
Certificate
You will get a Certificate of Attendance You may arrange for PMP Certification Exam (if you wish)
PMI MENA Chapter 7 Lebanon St., El-Mohandseen Giza Tel: +202 3346 1046/62 Fax: +202 33444230 E-Mail: info@pmimena.org Website: www.pmimenachapter.org
PMBOK Guide 5th edition
Ensures Consistency Rules for Harmonization Between Glossary Terms and the PMI Lexicon and PMI Standards
22
Exam Material
Exactly 200 Qs. covering broad variety of material ,but only 175 will count. The other 25 Qs are considered experimental Qs (ungraded) that PMI is evaluating for future exams.
23
A Passing Grade:
The Exam is PASS / FAIL
You have to answer at least 106 Qs out of 175 i.e. 61%
24
Course Goals
As a result of participating in this course, attendees will

have confidence in their ability to perform their PM role understand how and when PM knowledge and skills are applied possess a whole view of how PM process interact possess awareness of some best practices in PM process Identify the gap analysis for passing the PMP Exam
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Planning process Group

Develop Project Management Plan
4.2
Execution
Initiation
Develop Project Charter 4.1
Plan Stakeholde rs Mngmt 13.2 Plan Cost Mngmt 7.1 Estimate Costs Collect Requirements 5.2 7.2
Plan Risk Manageme nt 11.1 Identify Risks 11.2
Plan Scope Mngmt 5.1
Plan Schedule
Mngmt 6.1 Define Activities 6.2 Estimate Activity Resources 6.4 Estimate Activity Duration 6.5
Acquire Project Team

9.2
Perform Quality Assurance 8.2
Identify Stakehold ers
Direct and Manage Project Work

4.3
Develop Project Team 9.3
Communicati ons
Manage
13.1
Determine Budget 7.3 Plan HR Mng 9.1 Plan Quality Mngmt 8.1 Plan Comm Mngmt 10.1 Plan Procuremen ts Mngmt 12.1
10.2 Manage Project Team 9.4 Conduct Procureme nts 12.2
Perform Qualitative Risk Analysis 11.3 Perform Quantitativ e Risk Analysis 11.4 Plan Risk Response 11.5
Define Scope
5.3
Manage Stakehold ers Engageme nt 13.3
Create WBS 5.4
Sequence Activities 6.3
Closing
Close Project or phase 4.6
Develop Schedule 6.6
Monitor and Control Project Work 4.4
Perform Integrated Change Control 4.5
Monitoring and Controlling
Close Procureme nts 12.4
Control Stakhl. engagment 13.4
Validate Scope 5.5
Control Scope 5.6
Control Control Control Costs PMI MENA Copyright@ 2013 Schedule Quality 7.4 rights reserved 6.7 8.3
Chapter, all Communicati

on 10.3
Control
Monitor and Control Risks 11.6
Control Procuremen ts 12.3
26
The Project Management Knowledge Areas:

Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management
Human Resource Management Communication Management Project Risk Management
Project Procurement Management
Project Stakeholder Management

Project Management is accomplished through

the appropriate application and integration of the 47 logically grouped processes comprising the
5 PROCESS GROUPS
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Foundational Terms and Concepts
Think of a process as a package of ITTOs (inputs, tools, and outputs) used together to do something on the project.
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Think of a process as a package of inputs, tools, and outputs used together to do something on the project.
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EXAMPLES Of the process

Example of processes Develop Project Charter process
32
Identify Stakeholders process
33
Define Scope process
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Project Management Process For a Project
In order for a project to be successful the project team must:
Select appropriate processes required to meet project objectives Use a defined approach to meet requirement Comply with requirements to meet stakeholders needs and expectations Balance the competing demands of
scope, time, cost, quality, resources and risk

Question Allocation On The PMP Exam

PROCESS GROUP % of exam
INITIATING PLANNING EXECUTING MONITORING & CONTROLING CLOSING

Total n# of graded Qs Total n# of ungraded (pretest) Qs Total n# of Questions
13% 24% 30% 25% 8%

175 25 200
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Understanding the Difference in:

Credential Exam - PMBOK Guide 5th edition Credential Exam is updated to reflect changes in the professional reference Only a small percentage of examination questions require updates that directly address actual changes in the standard Planned date to Study Exam
sit for examination
recommendation
PMP
Prior to 31 July 2013
PMBOK Guide Fourth Edition
PMP
After 31 July 2013
PMBOK GuideFifth Edition

37
What is a Project?
A temporary endeavor undertaken to create a unique product, service or result
Temporary:
Has a definite Beginning and End, not necessary short in duration Ends when objectives have been achieved Every project creates a unique product that can be either a component of another item or an end item in itself
Unique:
Projects Versus Operational Work
Similarities between Projects and Operations:

Both are performed by people (even 1 person). Both are constrained by resources.
Both are planned, executed and controlled.

Both are performed to achieve organizational objectives or strategic plan
What is Project Management?
The application of knowledge, skills, tools and techniques to project activities in order to meet Stakeholders Requirements
Managing a project includes:

Identifying Stakeholders and defining their Requirements Establishing clear and achievable objectives. Balancing the competing project constraints for quality, scope, schedule, budget, resources and risk
Project Management and Operations Management
Operations are an organizational function performing the ongoing execution of activities that produce the same product or repetitive service: production, manufacturing and accounting operations Projects require PM while Operations require Business Process Management or Operations Management During the product life cycle, Projects and Operations intersect at: Each closeout phase, Upgrading or Developing a new product
41
Product vs. Project Life Cycle Relationships
The product life cycle consists of generally sequential, non overlapping product phases determined by the manufacturing and control need of the organization Generally a project life cycle is contained within one or more product life cycle Additional efficiencies may be gained by managing related projects deliverables collectively, since one product may have many projects associated with it
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Projects and Strategic Planning

Projects are often utilized as a means of achieving an Organizations Strategic Plan Projects are typically authorized as a result of one or more of the following strategic considerations: A market demand A strategic opportunity/business need A customer request A technological advance A legal requirement
Program Management
The Program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually by:

Resolving resource constraints, conflicts Aligning Organizational strategic directions that affect project and program goals and objectives Resolving issues and change management within shared Governance structure
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Portfolio Management
The centralized management of one or more portfolios to facilitate effectiveness of that work
Identifying, prioritizing, authorizing, managing and controlling projects, programs and other related work to achieve specific STRATEGIC BUISINESS OBJECTIVES
of the performing Organization
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46
Comparative Overview
47
Business Value
What is Business Value:
The total sum of all tangible and intangible elements
Tangible elements include monetary assets Fixed assets Intangible elements include good will brand recognition
48
Business Value
49
Business Value
Portfolio Management
Big Picture about the organization

How and where to invest Money Achieve appropriate governance management Program Management: Align multiple projects for optimized Cost Schedule Resources Effort
Benefits
50
Project Management Office (PMO)
An organizational unit or body assigned responsibility to coordinate the management of projects under its domain by:
Managing shared resources Identifying, developing methodology, best practice Coaching, mentoring and training Monitoring compliance with PM standards, policies Developing and Managing shared documentation Coordinating communication across projects
Role of a Project Manager
1.
2.
3.
PM is the person assigned by the performing organization to achieve the project objectives Effective Project Management requires Understanding and applying the knowledge, tools and techniques recognized as good practice Possessing the needed characteristics of: Knowledge Performance Personal
Role of a Project Manager
Project Manager Interpersonal Skills:

Leadership Team-building Motivation Communication Influencing Decision-making Political and Cultural Awareness Negotiation
Effective PMs acquire a balance of a) technical, b) interpersonal and c) conceptual skills that would help them analyze situations and interact appropriately.
Differences in Roles between PM and PMO

PM is responsible for: Delivering specific project objectives within the constraints
PMO is responsible for: Enterprise wide perspective. Optimize the use of shared resources across all projects.
Controls resources to meet project objectives.
Focuses on the specified project objectives.

Manages the scope , schedule, cost , and quality of the products.
Manages major program scope changes. Manages methodologies, overall risk, opportunity and interdependencies among projects at the enterprise level.
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Project Managers Authorities & Organization Structures

PMI talks about five types of organizational structure, based upon project managers level of authority.
Organizational structure can be characterized as scanning a spectrum from functional to projectized as follows: -Functional Organization -Weak, Balanced and Strong Matrix Organization -Projectized Organization
Functional Organization
The organization is grouped by areas of specialization within different functional areas .
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Functional Organization
Pros Flexibility in staff use Availability of experts for multiple projects Grouping of specialists Normal advancement path Cons: Client is not the focus Function rather then problem oriented No one fully responsible for the project
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Projectized Organization All organization is run by projects. The Project Manager has total
control of project. Personnel are assigned and report to a Project Manager.
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Projectized Organization
Pros: One Boss Project manager has great deal of independence authority Team members are often co-located Most resources are involved in project work Cons If not tracked closely, hourly costs may become inflated Bureaucracy, standards, procedures may result in resisting
project documentation
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Project Managers Authorities & Organization Structures Matrix Organization
In a strong matrix, power rests with the Project Manager.

In a weak matrix, power rests with the functional manager. In a balanced matrix, the power is shared between the Functional Manager and the Project Manager.
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Project Managers Authorities &Organization Structures

Weak Matrix Organization
-In weak matrix, the project expeditor acts as a staff assistant . -The expeditor cannot personally make or enforce decisions.
-Part-time job in many organizations.

Balanced Matrix
In balanced matrix Organization, the coordinator has some power to make decisions, some authority to reassign resources, and reports to a higher-level manager.
62
Strong Matrix
63

Composite Organization
64
Matrix Organization
Pros: Project is the point of emphasis Access to a pool of technical talent Less anxiety about team future at project completion
Cons: Two boss syndrome More time and effort needed to acquire team members Conflict of authority between project manager and functional manager
65
66
Enterprise Environmental Factors
Internal or External environmental factors that influence the success of the project:
Organizational culture, structure and processes Government or industry standards Infrastructure: existing facilities Existing HR skills, knowledge and disciplines Personal administration Company work authorization systems Market place conditions Stakeholders risk tolerances Political climate Commercial databases and PMIS
Organizational Process Assets

Any or all related assets from any or all of the organizations involved in the project that can be used to influence the project s success:
1.Process and Procedures

Organizational standard process(policies and procedures) for products and project lifecycles Standardized guidelines (work instructions , proposal evaluation criteria. Templates, guidelines, communication requirements, closure guidelines Control procedures for: finance , risk , and change policies
2. Corporate Knowledge Base for storing and retrieving information
Process management databases and lessons learned knowledge bases ex: project records and closure documentation. Configuration management knowledge bases Financial databases ex: labor hours, costs, budgets Project files ex: scope, cost ,schedule, quality, performance measurements baselines Historical information
69
Project Stakeholders
A stakeholder: Is someone (person or organization) who is actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. He my also exerts influence over the project.
Project Manager The project manager is: Formally empowered to use organizational resources. In control of the project. Authorized to spend the projects budget. Authorized to make decisions for the project.
Project Coordinator This person may not be allowed to make budget decisions or overall project decisions, but they may have some authority to reassign resources. Project Expeditor This person reports to the executive who ultimately has responsibility for the project. The expeditors primary responsibility lies in making sure that tasks are completed on time.
71
Senior Management Senior managements role on the project is to help prioritize projects and make sure the project manager has the proper authority and access to resources. Functional Manager The functional manager usually owns the resources that are loaned to the project, and has human resources responsibilities for them.
72
Sponsor The sponsor is the person paying for the project. He may be internal or external to the company. The sponsor may provide valuable input on the project. Such as due dates and other milestones. Project Management Office This term refers to a department that can support project managers with methodologies, tools, training, etc. Usually the project office serves in a supportive role: defining standards, providing best practices, and auditing projects for conformance.
End users The individuals or organizations that will use the product of the project when it is completed Society, citizens Often members of society can be stakeholders Others Owners, Program manager, Portfolio manager, sellers
74
Project Governance Across the Life Cycle
It provides a comprehensive, consistent method of controlling the project and ensuring its success Its approach should be described in the project management plan Must fit within the larger context of the program At the gate exit or end of a phase review, both key deliverables and project performance should be reassessed Detect and correct errors cost effectively should be regarded
Project Phase:
A collection of logically related project activities usually culminating in the completion of a major deliverable
Project Life Cycle:
Collectively the project phases are known as the project Life Cycle
It serves to define the Beginning and the End of a project. Big Projects are divided into phases to provide better management control with appropriate links to the ongoing operations
Phase-to-Phase Relationship
There are 3 basic types of phase to phase relationships

A sequential relationship An overlapping relationship An iterative relationship
Note: For multi-phase project more than one phase to phase relationship could occur during the project life cycle considering:
Level of control required Effectiveness and degree of uncertainty
77
Project Lifecycle Characteristics
The generic life cycle structure characteristics:
78
Project Lifecycle Characteristics

The generic life cycle structure characteristics:
79
The Project Management Knowledge Areas:

Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management
Human Resource Management Communication Management Project Risk Management
Project Procurement Management
Project Stakeholder Management

PMBOK
81
Planning process Group

Develop Project Management Plan
4.2
Execution
Initiation
Develop Project Charter 4.1
Plan Stakeholde rs Mngmt 13.2 Plan Cost Mngmt 7.1 Estimate Costs Collect Requirements 5.2 7.2
Plan Risk Manageme nt 11.1 Identify Risks 11.2
Plan Scope Mngmt 5.1
Plan Schedule
Mngmt 6.1 Define Activities 6.2 Estimate Activity Resources 6.4 Estimate Activity Duration 6.5
Acquire Project Team

9.2
Perform Quality Assurance 8.2
Identify Stakehold ers
Direct and Manage Project Work

4.3
Develop Project Team 9.3
Communicati ons
Manage
13.1
Determine Budget 7.3 Plan HR Mng 9.1 Plan Quality Mngmt 8.1 Plan Comm Mngmt 10.1 Plan Procuremen ts Mngmt 12.1
10.2 Manage Project Team 9.4 Conduct Procureme nts 12.2
Perform Qualitative Risk Analysis 11.3 Perform Quantitativ e Risk Analysis 11.4 Plan Risk Response 11.5
Define Scope
5.3
Manage Stakehold ers Engageme nt 13.3
Create WBS 5.4
Sequence Activities 6.3
Closing
Close Project or phase 4.6
Develop Schedule 6.6
Monitor and Control Project Work 4.4
Perform Integrated Change Control 4.5
Monitoring and Controlling
Close Procureme nts 12.4
ontrol Stakhl. engagment 13.4
Validate Scope 5.5
Control Scope 5.6
Control Control Control Costs PMI MENA Copyright@ 2013 Schedule Quality 7.4 rights reserved 6.7 8.3
Chapter, all Communicati

on 10.3
Control
Monitor and Control Risks 11.6
Control Procuremen ts 12.3
82
Project Boundaries
83
Initiating Process Group orientation
It is where you define the Initial Scope of a new project or a new phase and Initial Financial Resources are committed Identifying internal and external stakeholders interacting and influencing the outcome of the project by creating the project Charter and Stakeholder Register It is the process group that gets the project officially authorized It may be performed more than once during a single project if it is performed in phases.
84
Planning Process Group orientation
Those processes are performed to establish the total Scope, refine and mature the project Objectives ,develop the PROJECT MANAGEMENT PLAN and all the Project Documents
They identify and schedule the project Activities that occur within the project Rolling wave planning is the progressive detailing of the project management plan due to iterative and ongoing processes in planning and documentation
85
Executing Process Group orientation
It is where the work and activities defined in the project management plan actually gets carried out This group of process involves coordinating people and resources in accordance with the project management plan
The KEY here is that you are carrying out the project plan
86
Monitoring And Controlling Process Group
In monitoring and controlling processes, Progress and Performance of the project are regularly and consistently measured, inspected, reviewed, compared, monitored, verified, and reported It is taking the results from the executing processes and comparing them against the plan to identify variances and recommending preventive and corrective actions
It is about influencing future results and fixing past mistakes.
Closing Process Group orientation

Project does not end with customer satisfaction After product verification against scope and customer satisfaction, all contracts must be closed out =(Close procurements)
And project records must be updated to organization process assets and reviews, lessons learned need to be archived in PMIS as (historical data) =(Close project or phase)
88
Project Management Process Groups
Process Groups Interact in a Phase or a Project

Project Management Process Groups
The Process Groups are not Project Phases.
90
ROAD MAP should be revisited during your study

What ACTIVITIES are included in each PROCESS GROUP should be memorized
91
Each of the subsidiary plans are integrated through the overall Project Management Plan.
Scope Time Cost
Quality H.R Communication
Project. M. Plan
Stakeholders Risk Procurement
92
Project Information
93
Project Management Work Execution
Data and Information Flow

Work Performance Data: The raw observations
and measurements during performing project work
Work Performance Information: The performance data collected, analyzed from controlling Work Performance Reports: The physical or electronic representation of work performance documented to generate actions or decisions
Professional and Social Responsibility
The philosophy behind it is :
PM should be a leader ,should deal with issues in a direct manner and should act ethically and legally Key facts are:

Responsibility to the profession, customers and public

Contributing to the PM. Knowledge base Enhancing individual competence
Balancing stakeholders interests

Professional and Social Responsibility

The Code of Ethics and Professional Conduct: Responsibility, Respect, Fairness and Honesty see www.pmi.org
How to apply Professional Responsibility concepts to working in multicultural teams PMIs Code of Ethics and Professional Conduct should be viewed as this Domain is integrated and tested in every domain and knowledge area of the work of Project Management

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Project Management Framework

PMBOK guide 5th edition

Why Project Management?

What the customer requested

Copyright@ 2013 PMI MENA Chapter, all rights reserved

What the business analyst understood

Copyright@ 2013 PMI MENA Chapter, all rights reserved

What sales described

Copyright@ 2013 PMI MENA Chapter, all rights reserved

What the project team delivered

Copyright@ 2013 PMI MENA Chapter, all rights reserved

What was documented

Copyright@ 2013 PMI MENA Chapter, all rights reserved

What the customer paid for

Copyright@ 2013 PMI MENA Chapter, all rights reserved

What was implemented

Copyright@ 2013 PMI MENA Chapter, all rights reserved

What support was provided

Copyright@ 2013 PMI MENA Chapter, all rights reserved

What the customer needed

Copyright@ 2013 PMI MENA Chapter, all rights reserved

May we overcome these issues?

PMI PMBOK GUIDE

most projects most of the time across many types of industries.

towards a successful outcome.

PMI - Project Management Institute

Copyright@ 2013 PMI MENA Chapter, all rights reserved

PMI in One Minute

Copyright@ 2013 PMI MENA Chapter, all rights reserved

PMI - web sites

Project Management Institute

Copyright@ 2013 PMI MENA Chapter, all rights reserved

PMP - Project Management Professional

The examination specifications were established in 1997.

PMP - Examination Fees

$300.00 250.00 $ 150

Copyright@ 2013 PMI MENA Chapter, all rights reserved

PMI MENA Chapter

Copyright@ 2013 PMI MENA Chapter, all rights reserved

PMBOK Guide 5th edition

Copyright@ 2013 PMI MENA Chapter, all rights reserved

Copyright@ 2013 PMI MENA Chapter, all rights reserved

You have to answer at least 106 Qs out of 175 i.e. 61%

Copyright@ 2013 PMI MENA Chapter, all rights reserved

As a result of participating in this course, attendees will

Planning process Group

Plan Risk Manageme nt 11.1 Identify Risks 11.2

Plan Scope Mngmt 5.1

Acquire Project Team

Perform Quality Assurance 8.2

Identify Stakehold ers

Direct and Manage Project Work

Develop Project Team 9.3

10.2 Manage Project Team 9.4 Conduct Procureme nts 12.2

Manage Stakehold ers Engageme nt 13.3

Create WBS 5.4

Sequence Activities 6.3

Develop Schedule 6.6

Monitor and Control Project Work 4.4

Perform Integrated Change Control 4.5

Monitoring and Controlling

Close Procureme nts 12.4

Control Stakhl. engagment 13.4

Validate Scope 5.5