PMP course Pmbok 6th edition

1. PMP MATERIALS IN THE COURSE
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2. (Based on Guide to PMBOK 6th Edition)

3. CHAPTER ONE
Introduction

4. Temporary endeavor : with a beginning and an
end, not an on-going effort + Progressive
Elaboration.
WHAT IS A PROJECT ?4
A Project is a temporary endeavor undertaken to create a unique,
product, service, or result.

5. WHAT IS A PROJECT?
• Fulfillment of project objectives may produce one or more of the
following deliverables:
• A unique product that can be either a component of another item, an
enhancement or correction to an item, or a new end item in itself (e.g.,
the correction of a defect in an end item);
• A unique service or a capability to perform a service (e.g., a business
function that supports or distribution);
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6. WHAT IS A PROJECT?
• A unique result, such as an outcome or document (e.g., research project
that develops knowledge that can be used to determine whether a trend
exists or new process will benefit society); and
• A unique combination of one or more products, services, or results (e.g., a
software application, its associated documentation, and help desk
services).
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7. PROJECTS DRIVE CHANGE
• Projects drive change in organizations. From a business perspective, a
project is aimed at moving an organization from one state to another
state in order to achieve a specific objective
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8. PROJECTS ENABLE BUSINESS VALUE CREATION
• value is the net quantifiable benefit derived from a business
endeavor. The benefit may be tangible, intangible, or both
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Examples of tangible elements
include
Monetary assets
Stockholder equity
Utility,
Fixtures
Tools
Market share
Examples of intangible elements
include
Goodwill
Brand recognition
Public benefit
Trademarks
Strategic alignment
Reputation

9. PROJECT INITIATION CONTEXT9

10. IMPORTANCE OF PROJECT MANAGEMENT
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11. THE IMPORTANCE OF PROJECT MANAGEMENT
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Meet business
objectives
Satisfy
stakeholder
expectations
Be more
predictable
Increase chances
of success
Deliver the right
products at the
right time
Resolve problems
and issues
Respond to risks
in a timely manner
Optimize the use
of organizational
resources
Identify, recover,
or terminate
failing projects
Manage
constraints (e.g.,
scope, quality,
schedule, costs,
resources)
Balance the
influence of
constraints on the
project

12. EXAMPLE: THE WEBSITE CREATION PROJECT12
Consider a project authorized by a firm to create an intranet
website that would display its employee related information.
The outcome of the project is the website, and the duration will
depend on the complexity and size of the work involved. The
project will come to an end when the website is posted on the
server and is ready for use by appropriate users.

13. EXAMPLE: OPERATIONS IN A PETROCHEMICAL
INDUSTRY13
One of the major petrochemical companies has set up a new refinery to meet its
increasing market demand. The company plans to break-even in three years by
achieving the desired volume of output from its new plant.
Once the new plant is set up, the operations to be carried out in the new branch
include daily production, routine maintenance of the plant, wages and salary credits
to employees, purchase of raw materials, grievance handling, logistics, and supply
of finished products to the market.

14. RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND
OPERATIONS MANAGEMENT
Program and project management focus doing programs and projects the “right”
way; and Portfolio management focuses doing the “right” programs.
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15. PROGRAMS AND PORTFOLIO15
• A program is defined as a group of related projects, subprograms,
and program activities managed in a coordinated way to obtain
benefits not available from managing them individually.
• Project may or may not be part of a program but a program will
always have projects
• Project within a program are related through the common outcome
or collective capability.
• A portfolio refers to projects, programs, subportfolios, and
operations managed as a group to achieve strategic objectives,
The projects or programs of the portfolio may not necessarily be
interdependent or directly related.

16. Project, Program, Portfolio
Project E
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17. COMPARATIVE OVERVIEW OF PORTFOLIOS, PROGRAMS,
AND PROJECTS17

18. PORTFOLIOS, PROGRAMS, AND PROJECTS
• Portfolio management aligns portfolios with organizational strategies by selecting
the right programs or projects, prioritizing the work, and providing the needed
resources.
• Program management harmonizes its program components and controls
interdependencies in order to realize specified benefits.
• Project management enables the achievement of organizational goals and
objectives
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19. ORGANIZATIONAL PROJECT MANAGEMENT19

20. INTERRELATIONSHIP OF PMBOK® GUIDE KEY COMPONENTS IN
PROJECTS
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21. PROJECT AND DEVELOPMENT LIFE CYCLES
• Predictive life cycle
• Iterative life cycle
• Incremental life cycle
• Adaptive life cycle
• Hybrid life cycle
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22. PROJECT LIFE CYCLE VS PRODUCT LIFE CYCLE
• Project life cycles are independent from product life cycles
• A product life cycle is the series of phases that represent the evaluation of a
product
• Product life cycle : concept, delivery, growth, maturity, and retirement.
• Project life cycle: phase1,phase2, ….
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23. PROJECT PHASE
• Project phases can be described by a variety of attributes
• Examples of phase names: concept development, feasibility study, customer requirements, design,
prototype, …..
• Project phases establishing factors: management needs, nature of project, unique characteristics of the
organization, project elements, or decision points.
• Phase gate is held at the end of a phase. The project’s performance and progress are compared to
project and business documents, a decision is made as a result of this comparison.
• Go/ no go decision :
• Continue the next phase
• Continue the next phase with modification
• End the project
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• Remain in the phase
• Repeat the phase or
element of it

24. PROJECT MANAGEMENT
PROCESSES
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• Project management process
produces one or more outputs
from one or more inputs using
appropriate project management
tools and techniques.

25. PROCESSES CATEGORIES
• Processes used once or at predefined points of project
• Processes that are performed periodically as needed
• Processes that are performed continuously throughout the project
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26. PROJECT MANAGEMENT PROCESS GROUPS
• Initiating process group
• Planning process group
• Executing process group
• Monitoring and controlling process group
• Closing process group
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27. PROJECT MANAGEMENT KNOWLEDGE AREAS
• Project integration management
• Project scope management
• Project schedule management
• Project cost management
• Project quality management
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• Project resource management
• Project communication management
• Project risk management
• Project procurement management
• Project stakeholder management

28. PROJECT MANAGEMENT
DATA AND INFORMATION
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• Work performance data
• Work performance information
• Work performance reports

29. PROJECT MANAGEMENT BUSINESS DOCUMENTS29
Project business case
• Business needs
• Analysis of the situation
• Recommendation
• Evaluation
Project benefits management plan
• Target benefits
• Strategic alignment
• Time frame for realizing benefits
• Benefits owner
• Metrics
• Assumptions
• risks

30. PROJECT
DOCUMENTS
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31. PROJECT
CHARTER AND
PROJECT
MANAGEMENT
PLAN
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• The project charter is a document issued by the
project sponsor that formally authorizes the
existence of a project and provide the project
manager with the authority to apply organizational
resources to project activities

32. PROJECT
SUCCESS
MEASURES
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• What does success look like ?
• How will success be measured ?
• What factors may impact success?