PMI PMP/ CAPM preparation course module slides

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©Hamza Qazi
Project Management Professional (PMP)
Preparation course
Module 1/10

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©Hamza Qazi
Agenda
 Introduction
 Project Lifecycle and Organization
 Project Management Processes
Project Life Cycle & Integration 2

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©Hamza Qazi
Learning Objectives
You will:
◦ Be able to define what is a project, project management, program management
& portfolio management
◦ Understand the role of the Project Manager, the Project Management Office and
PMBOK
◦ Be introduced to the project lifecycle and the organizational culture
◦ Be introduced to the project management processes

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©Hamza Qazi
Part 1 - Introduction

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5
What is a Project?
 A project is a temporary initiative undertaken to create a unique
product, service or result
 Temporary does not mean short-term. It means a definite
beginning and end. The end is reached when the project has met
its objectives or when the project is terminated since its objectives
cannot be met or when the need for project no longer exists
 Unique means that the project product, service or result has some
distinguishing features different from others
 A project can create:
◦ A product than can either be a component or an end item
◦ A service or capability to perform a service
◦ A result such as an outcome or document, e.g. research results
Project Life Cycle & Integration

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©Hamza Qazi
Project Management
 Is the application of knowledge, skills, tools and techniques to a
broad range of activities in order to produce project product, result
or service
 Managing a project typically includes:
◦ Identifying requirements, addressing various needs, concerns
and expectation of stakeholders, and
◦ Balancing competing project constraints, including but not
limited to Scope, Budget, Schedule, Quality, Risk and Resources
◦ The relationship among these factors are such that if any of the
factor change, at least one other factor is likely to be affected.
For example, if the schedule is compressed by adding more
resources, the budget has to increase. If budget cannot be
increased, the scope or quality has to be sacrificed to deliver the
project in less time for the same budget
 Involves progressive elaboration which means continuously
improving and developing detailed plans as additional, more
accurate and specific information becomes available
PMBOK 5th Ed. P/5, 6

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7
A Project Manager (PM)
 Is the person assigned by the performing organization to achieve
project objectives
 May report to a Functional Manager, Program, Portfolio Manager or
PMO
 Possesses project management knowledge and employs many of the
tools and techniques of project management to achieve project
objectives
 Utilizes soft skills such as effective communication, influence without
authority, negotiation, conflict resolution, etc.
 Provides leadership including vision, clear direction, focus, energy,
motivation, guidance and support to team members
 Utilizes management skills including supervision, administration,
resource provision, performance assessment, issues resolution, etc.
 Applies project management skills including scope management,
budget, schedule, quality, risk, procurement and stakeholder
management
PMBOK 5th Ed. P/16-18

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Program Management
 A program is defined as a group of related projects managed in a
coordinated way to obtain benefits and control not available from
managing the projects individually
 Programs may include elements of work which are not projects
 A project may not be part of a program, but program will always
have projects
 Program managers responsibilities include:
◦ Developing high-level overall program plan and high-level
plans for projects as a guideline
◦ Managing program staff and project managers
◦ Providing the vision and overall leadership
◦ Monitoring the progress of program components to ensure
that overall goals, schedules, budgets and benefits of the
program will be met
PMBOK 5th Ed. P/9

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9
Portfolio Management
 A portfolio refers to a collection of programs or projects or other work that are grouped
together to facilitate effective management of work to meet strategic business objectives
 The projects or programs of a portfolio may not be interdependent or related to each
other
◦ For example, IBM would have several initiatives executed by various departments
(portfolios) including hardware, software, consulting, and training, etc. Some of these
initiatives could be programs while others are individual projects
 Portfolio management refers to centralized management of one or more portfolios, which
includes identifying, prioritizing, authorizing, managing, and controlling projects and
other related work.
 Portfolio managers responsibilities include:
◦ Creating and maintaining processes and communications relative to portfolio
◦ Managing and coordinating portfolio management staff
◦ Monitoring aggregate performance of portfolio
PMBOK 5th Ed. P/9

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©Hamza Qazi
Project Management Office (PMO)
 Is an organized body or entity that is assigned various responsibilities
related to coordinated management of unrelated projects under its
domain
 PMO Responsibilities:
◦ Can range from providing support to individual projects to direct
management of a project
◦ May act as a key decision maker during the beginning of each project,
to make recommendations, terminate projects or take other actions as
required to manage business objectives
◦ May be involved in selection, management, and deployment of shared
or dedicated project resources
 A primary function of PMO is to support project managers, including:
◦ Identifying and developing project management methodology, best
practices, standards and tools
◦ Coaching, mentoring, training and oversight
◦ Developing and managing project policies, procedures, templates, and
other shared documentation
◦ Monitoring compliance with project management standards, policies,
and procedures
◦ Coordinating communication among projects

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11
PMBOK
 Project Management Body of Knowledge
(PMBOK) is the standard for managing most
projects most of the time across industries
 It describes project management
methodology including processes, tools and
techniques that are generally recognized as
good practices used to manage a successful
project

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Part II –
Project Lifecycle and
Organization

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13
Project Lifecycle Overview
 Is a collection of generally sequential and sometimes overlapping phases whose
name and number are determined by the management control needs, project
nature and area of application
 While every project has a definite start and end, the specific phases and
deliverables could be different from one industry to another
Business Project Phases IT Project Phases
• Initiation
• Business Case
• Implementation
• Closure
• Initiation
• Planning
• Design
• Development
• Deployment
• Closure

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14
Project Lifecycle Overview
 Project Lifecycle
Characteristics
◦ Starting the project
◦ Organizing and
Preparing
◦ Carrying out the project
work
◦ Closing the project

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Project Phases
 A project may be divided into a
number of phases, which are a
collection of logically related project
activities and/or deliverables
 Project phases are:
◦ Used when the nature of the
project activities and
deliverables are unique to a
portion of a project
◦ Typically sequential, but can
overlap in some situations
 PMI recommends that each project
phase includes all five process
groups

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Relationship between the Project Stakeholders & Project
PMBOK 5th Ed. P/31

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Organizational Culture
 Cultures and styles are typically knows as “cultural norms”
◦ Norms include a common knowledge regarding how to get the work done, what
means are considered acceptable to getting the work done, and who is
influential in facilitating the work getting done
 Most organizational cultures manifest in numerous ways including, but not limited
to:
◦ Shared visions, values, norms, beliefs, and expectations
◦ Policies, methods and procedures
◦ View of authority relationships
◦ Work ethic and work hours
 The Project Management team must:
◦ Understand the different organizational cultures and styles that may affect the
project
◦ Know which individuals in the organization are the decision makers and work
with them to influence project
PMBOK 5th Ed. P/20

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©Hamza Qazi
Organizational Structure
 Organizational structure can impact the availability of resources and influence how
projects are conducted
 Organizational structure range from functional to projectized, with a variety of
matrix structures between them

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Functional Organization
 Classical organization of resources within a company
 Each employee has one clear supervisor
 Staff is grouped by specialty or departments, such as production, marketing, engineering and
accounting
 Each department will do its project work independent of other departments
PMBOK 5th Ed. P/22

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©Hamza Qazi
Projectized Organization
 Is the opposite of Functional organization
 Most of the organization’s resources are involved in project work
 Project managers have a great deal of authority and independence and are the head of
departments with permanent staff reporting to them
 The staff under each department could also support other department projects
 The project team may be co-located for productivity
PMBOK 5th Ed. P/25

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©Hamza Qazi
Matrix Organizations
 Are a blend of functional and projectized
structures
 Weak matrices maintain many of the
characteristics of a functional organization, and
the project manager role is more of a coordinator
or expediter than that of a true project manager
 Strong matrices have many of the characteristics
of the projectized organization, and can have full-
time project managers with considerable
authority and full-time project administrative
staff
 Balanced matrices have full-time project
managers but do not necessary provide full
authority over the project and project funding
 Matrix organizations are usually considered
Complex!

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©Hamza Qazi
Composite Organization
 Is a mix of all three structures
 Small projects are managed by
functional managers, while other
projects are managed in a matrix
format
 A special project is managed by a
special project team following a
projectized organization
◦ The team may include full-time
staff from various departments,
may develop its own set of
procedures, and may even
operate outside of normal
reporting structure during the
project duration

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Organizational Process Assets (OPA)
 OPA are the formal and informal plans, processes, policies, procedures and
knowledge bases of any or all the organizations involved in a project
 OPA used by the performing organization may include artifacts, practices,
standards, methodologies, lessons learned, completed schedules, risk
data, etc.
 Updating OPA throughout the project is the general responsibility of the
project team members

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©Hamza Qazi
Organizational Process Assets (OPA)
Policies (HR, health & safety,
etc.) & templates
Procedures (change control,
financial control, issues/risk
management)
Guidelines (procurement,
performance measurement,
project closure)
Processes and Procedures
Storing and retrieving
information including:
•Configuration management
containing versions and
baselines of all standards,
policies, procedures, etc.
•Financial databases
containing information such
as labour hours, costs,
budgets, project overruns,
etc.
•Historical information
including lessons learned,
project records, project
decisions, etc.
•Project files from previous
projects including all project
management deliverables
Corporate knowledge base
OPAs may be grouped into two categories:
1 2

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Enterprise Environmental Factors (EEF)
 Refer to both internal and external conditions, not under the control of the project,
that may influence or constrain the project
 They include, but are not limited to:
◦ Organizational culture, structure and governance
◦ Geographic distribution of facilities, resources and infrastructure
◦ Government regulations or industry standards
◦ Company’s human resources and their skill-set
◦ Marketplace conditions and competition
◦ Shareholders risk tolerances
◦ Political climate
◦ Commercial databases
◦ Work Authorization system
◦ Project management information system including scheduling, archiving,
distribution
PMBOK 5th Ed. P/29

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©Hamza Qazi
PMI Process Groups, KAs and Processes
PMBOK 5th Ed. P/29
Project Management Process Groups (5) and Processes (47)
Knowledge Areas
(10)
Initiation Planning Execution Monitoring & Control Closing
Integration  Develop Project
Charter
 Develop Project
Management Plan
 Direct and Manage
Project Execution
 Monitor & Control
Project Work
 Perform Integrated
Change Control
 Close
Project
or Phase
Scope  Plan Scope Management
 Collect Requirements
 Define Scope
 Create WBS
 Validate Scope
 Control Scope
Time  Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity Resources
 Estimate Activity Duration
 Develop Schedule
 Control Schedule
Cost  Plan Cost Management
 Estimate Cost
 Determine Budget
 Control Costs
Quality  Plan Quality Management  Perform Quality
Assurance
 Control Quality
Human
Resources
 Plan Human Resource
Management
 Acquire Project Team
 Develop Project
Team
 Manage Project Team
Communication  Plan Communications
Management
 Manage
Communications
 Control
Communications
Risk  Plan Risk Management
 Identify Risk
 Perform Qualitative Risk
Analysis
 Perform Quantitative Risk
Analysis
 Plan Risk Response
 Control Risks
Procurement  Plan Procurement
Management
 Conduct
Procurements
 Control
Procurements
 Close
Procure
ments
Stakeholder  Identify
Stakeholders
 Plan Stakeholder
Management
 Manage
Stakeholder
Engagement
 Control
Stakeholder
Management

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©Hamza Qazi
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and comments to pmp@uloomtraining.com
 Interested in More:
◦ If you are interested in the rest of the modules of PMP/ CAPM
preparation course, please contact us:
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PMBOK 5th Ed. P/29

PMI PMP/ CAPM preparation course module slides

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