project management profissional
TRANSCRIPT
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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