project management profissional

By: Sarah Yaseen1

PMP Course

By: Sarah Yaseen

By: Sarah Yaseen2

WHAT IS PROJECT ?

• It is a temporary endeavor undertaken to create a unique product, service or result.

• Converts business strategy into business results.

• Add value for organizations and increase the experience for project team members.

Business case : there is available opportunity in the market and organization have ability to do it

STRATEGY

PROJECTSOPERATION

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PROJECT MANAGER

• The more authority the project manager has in the organization the best for project.

CEO

HRM QM OM

PM

CEO

QM OM HRM PM

CEO

PM1 PM2 PM3 PM4

Strong Matrix Organization

It is the best for project

Balanced Matrix Organization

It is good but some times impacts negatively on organization environment

Projectized Organization The best for project based business

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Projects Management Acknowledgment Area & lifecycle 4. Integration Management

Initiating Planning Executing

Controlling

Closing

By 47 Processes 5. Scope Management

6. Time Management7. Cost Management8. Quality Management9. Human Recourse Management10. Communication Management 13. Stakeholder Management11. Risk Management12. Procurement Management

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4 Integration management

4.1 Develop Project Charter

4.2 Develop Project Management Plan 4.3 Direct And Manage Project Work 4.4 Monitor And Control Project Work4.5 Perform Integrated Change4.6 Close project

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PROJECT CHARTER

4.1

• Project description , business need and the purpose of project • Project manager authority • Major constraints • Start project after it issued by sponsor

Broad enough and essential information so it doesn't need to change as the project changes.

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4.2 “PROJECT PLAN“Integrate and develop all the plans

11.1-11.2-11.3-11.4-11.5-12.1-13.2

7.1-7.2-7.3-8.1-9.1-10.1

6.1-6.2-6.3-6.4-6.5-6.6

5.1-5.2-5.3-5.4

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• Deliverables= major components • Direct and manage project work to get the deliverables then monitor and

control , in case there are change requests do as follow…

• Send To CCB • Understand

Change Requests

• Evaluate• Look for options• Get approval

Study & Analyze

• Update project plan• Do ”Perform” & Control • Work Performance Report

Approved Change Request

4.3 - 4.4 - 4.5

CCBProject changes :

• Preventive Action • Corrective Action • Defect Repair

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5 Scope management 5.1 Plan scope management5.2 Collect requirements5.3 Define scope5.4 Create WBS5.5 Validate scope 5.6 Control Scope

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5.1 – 5.2• Plan to make scope plan

Prevent scope creep

• Collect requirements from stake holders by different tools like (interviews , workshops, surveys…etc) and record it.

Product scope

Project scope

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5.3 - 5.4

• Project description • Deliverables • Out of scope • Approval and signature

Scope statement WBS

Deliv

erab

les (

Nou

n)

workpackage

workpackage

Workpackage(verb)

WBS dictionary

• Provides description for each work packages

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5.5 – 5.6

• Control work depends on project scope.

• validate if all accepted change and work as updated in scope and plan.

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6 Time management

6.1 plan schedule management

6.2 Define activities

6.3 sequence activities

6.4 Estimate activity resources

6.5 Estimate activity duration

6.6 Develop schedule

6.7 Control schedule

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6.2 - 6.3

Work packages

Activities

Sequence Activities

AON

Start To Finish

Start To Start

Finish To Finish

Milestones

Significant Events Like Complete One

Deliverable

Leads & Lags

Critical path

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6.4 - 6.5 Estimate activity duration & resources Estimation Tools and techniques

Analogous estimating

• According to previous similar ones• Based on experience.

Parametric estimating

• Plugging data about the project to a formula or computer software and getting the estimation.

• Needs data.

Three-point estimate

• Triangular distribution TE=(TP+TM+TO)/3 • Beta distribution TE=(TP+4TM+TO)/6

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6.6 Develop schedule 6.7 Control schedule

• Sequence the activities in the calendar of the project.

• Ms Project is one of the best software to make professional schedule.

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7 Cost management 7.1 Plan cost management7.2 Estimates costs 7.3 Determine budgets 7.4 Control costs

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Project budget • From WBS Convert activities to estimated prices.

Activities Work

packages

Contingency reserve

Control accounts

Cost baseline Management

reserve

Cost budget

Project manager authority

Sponsor or owner authority

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Accuracy estimation

In the beginning of project.

Rough Order Magnitude Estimate

Later during the project.

Definitive Estimate

The cost of whole life of the product (price , maintenance , insurance , depreciation..etc)

Life Cycle Costing

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Earned value management

PV EV AC SV CV CPI SPIPlanned value Earned value Actual cost Schedule

varianceCost variance Cost

performance index

Schedule performance index

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Earned value management- formulas

SV=EV-PVBehind schedule (-)Ahead of schedule (+)

SPI=EV/PVBehind schedule >1 Ahead of schedule <1

TIMECV=EV-AC

Over budget (-)Under budget (+)

CPI=EV/ACOver budget >1 Under budget <1

COST

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8 Quality Management

8.1 Plan quality management8.2 Perform quality management8.3 Control Quality

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8.1

Quality standard

Policies and procedures

Quality test

Plan quality management

Why Quality

Plan

Customer Satisfaction

Management Responsibility

Continues Improvement

Prevention Over

Inspection

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Cost Of Quality

Cost of conformance

Prevention Appraisal

Cost of nonconformance

Internal failure cost

External failure cost

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8.2 – 8.3 BASIC TOOLS OF QUALITY

Control Charts

Cause & Effect Diagram

Pareto Charts

Flow Charts

Histogram

Scatter Diagram

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9 Human resources management

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9 Human resources management 9.1 Plan human resources management

9.2 ACQUIRE

• Roles & responsibilities

• Authority • Competency• Project organization

chart• Staffing

9.3 DEVELOP

• Training • Recognition and

rewards system (McGregor's theory X and Y ,Maslow's hierarchy of need )

9.4 MANAGE

• Release criteria • Change requests • Solve problems • Conflicts

management

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10 Communication management

10.1 plan communication management• Information –purpose-frequency-start and end dates-format-responsibility • Communication channels = (n(n-1)) 210.2 Manage communication Collecting- distributing- storing –retrieving

10.3 Control Communication Monitoring and controlling communication

Communication Methods

Interactive

Push pull

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11 Risk management

11.1 Plan Risk Management11.2 Identify Risks 11.3 Perform Qualitative Risks Analysis11.4 Perform Quantitative Risks Analysis11.5 Plan Risk Response 11.6 Control Risks

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11.2

• From WBS check and identify the risks from each work packages by (SWOT ,Brainstorming, Ishikawa, Delphi techniques, interviewing, Root cause identification).• Probability and impact.• Stakeholder tolerances.• Cost of risk management.• Result of Quantitative and qualitative analysis

Risk register

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11.3 – 11.4Qualitative risk analysis• Probability and impact matrix • Risk categorization • Risk data quality assessment

Quantitative risk analysis• EMV= Probability % X Impact $• Decision tree

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11.5 - 11.6Opportunities

Exploit

Enhance

Share

Threats

Avoid

Mitigate

Transfer

Accept Accept

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12 procurement management

12.1 Plan Procurement Management

12.2 Conduct Procurements

12.3 Control Procurements

12.4 Close Procurements

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12.1- 12.2

Contract Types

Fixed Prices

Fixed Price Incentive

Fee Fixed Price Economic

Price Adjustment

Cost Reimbursable

Cost Plus

Fixed Fee

Cost Plus Incentive

Fee

Cost Plus Award

Fee

Time & Material

Legal contract has an offer , acceptance, consideration, legal capacity and legal purpose.

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Procurement documentation

1) Request for proposal

2) Invitation for bid

3) Request for quotation

• Information for seller:

Background information

Procedures for replying

Evaluation criteria

Pricing forms

• Contract statement

• Proposed terms and conditions of

the contract (legal and business)

12.4 Control and monitor contract performance

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13 Stakeholder management

13.1 identify stakeholders

13.2 plan stakeholder management

13.3 manage stakeholder engagement

13.4 control stakeholder engagement

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13.1

Stakeholder record

Stake holder name Job title interest impact Contact details

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13.3 manage stakeholder engagement13.4 control stakeholder engagement

PM

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4.6 -12.4 Close project

• Close procurement contracts

• Formal acceptance

• Project closure documents

• Historical information

• Record the experience and lessons

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