#1 PMP - Intro

PMP

Fifth Edition

#1: Introduction

What we will study?

PMP fundamentals – Integration – Scope – Time – Cost – Risk – Quality – HR – Communications – Procurement – Stakeholders.

What is project?

It’s a temporary and create unique product, service or result. Done by “Progressive Elaboration”.

The characteristics associated with the project are:

Unique purpose – Temporary in nature – Require resources – Should have a primary sponsor and/or customer – involves uncertainty.

A project can create:

o   A product that can be either a component of another item, an enhancement of an item, or an end item in itself;

o   A service or a capability to perform a service (e.g., a business function that supports production or distribution);

o   An improvement in the existing product or service lines (e.g., A Six Sigma project undertaken to reduce defects); or

o   A result, such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend exists or a new process will benefit society).

Examples of projects include, but are not limited to:

o   Developing a new product, service, or result;

o   Effecting a change in the structure, processes, staffing, or style of an organization;

o   Developing or acquiring a new or modified information system (hardware or software);

o   Conducting a research effort whose outcome will be aptly recorded;

o   Constructing a building, industrial plant, or infrastructure; or

o   Implementing, improving, or enhancing existing business processes and procedures.

What is Project Management?

It is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements.

Project management is accomplished through the application and integration of the project management 47 processes and 5 process groups. These 5 process groups are:

1.       Initiating

2.       Planning

3.       Executing

4.       Monitoring and Controlling

5.       Closing

Relationships among Portfolio Management, Program Management, Project Management, and organizational Project Management

Project and Strategic Planning

Projects are typically authorized as a result of one or more of the following strategic considerations:

Market demand – Strategic opportunity/business need – Customer request – Technological advance – Legal requirement.

Project Management Office (PMO)

PMO is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of these projects under its domain.

Types of PMO

-          Supportive: provide consultative role to projects.

-          Controlling: provide support and require compliance through various means.

-          Directive: takes control of the projects by directly managing the projects.

Roles of Project Manager

The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. The role of a project manager is distinct from a functional manager or operations manager. Typically the functional manager is focused on providing management oversight for a functional or a business unit, and operations managers are responsible for ensuring that business operations are efficient.

Depending on the organizational structure, a project manager may report to a functional manager. In other cases, a project manager may be one of several project managers who report to a program or portfolio manager who is ultimately responsible for enterprise-wide projects. In this type of structure, the project manager works closely with the program or portfolio manager to achieve the project objectives and to ensure the project management plan aligns with the overarching program plan. The project manager also works closely and in collaboration with other roles, such as a business analyst, quality assurance manager, and subject matter experts.

Understand and applying knowledge, tools and techniques as a good practice is not sufficient for a good project management.

Effective project management requires that the project manager must process knowledge, performance and personal characteristics to manage projects.

Responsibilities and Competencies of the Project Manager

Effective project manager should process the following competencies:

1.       Knowledge: refers to what the project manager knows about project management.

2.       Performance: refers to what the project manager is able to do or accomplish while applying his/her project management knowledge.

3.       Personal: refer to know the project manager behaves when performing the project or related activity.

Interpersonal Skills pf the Project Manager

Leadership – Team Building – Motivation – Communication – Influencing – Decision making – Political and cultural awareness – Negotiation – Trust building – Conflict management and – Coaching.