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PMP Chapter 3 - Introduction To PMBOK Guide Knowledge Areas Processes

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Simba Ncube
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12/10/2020 PMP Chapter 3 | Introduction to PMBOK Guide Knowledge Areas Processes – JustAcademy

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PMP Chapter 3 | Introduction to PMBOK Guide Knowledge


Areas Processes
Home  PMP Chapter 3 | Introduction to PMBOK Guide Knowledge Areas Processes

Return to PMP notes

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What is project?

“ A Project is a temporary endeavor undertaken to create a unique product, service or result”

What is Project Management?


Project Management is the application of knowledge,skills,tools and techniques applied to project
activities to meet the project requirements
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Program Management

A program is a group of related projects.


By grouping related projects into a program, an organization can coordinate the management of those
projects.

Portfolio Management

A portfolio includes a group of programs, individual projects, and other related operational work that are
prioritized and implemented to achieve a speci c strategic business goal.
The Program and projects that make up the portfolio may not be related, other than fact that they are
helping to achieve a common strategic goal.

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Organizational Project Management(OPM)

Provides a strategic framework to use and guide portfolio, program and project management to deliver
organizational strategy.

Relationship Among Portfolio, Program and Project Management


Portfolio Management – A suite of business programmes managed to optimize overall enterprise value
Program Management – A set of related projects designed to produce clearly identi ed business
value.
Project Management – A structural set of activities concerned with developing a de ned capability

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based on an agreed schedule and budget

Projects and Strategic Planning


Projects are typically authorized based on one or more strategic consideration

Market demand – e.g. Requirements of big size car for family.


Strategic opportunity/business need e.g. Launch new Android app for existing E-commerce sites
Social need e.g. Providing free internet service to remote areas
Environmental consideration e.g. Launch of Electric car to reduce environmental pollution
Customer request e.g. Develop sports car for car racing company
Technological advance e.g. Upgrade of existing server capability to provide high speed internet
Legal requirements e.g. Aligned with new roles of emission system of Car

Types of Project Management O ce(PMO).


Supportive
1. Consultative role
2. Supplies Templates, best practices, Training,access to information and lessons learned from other
projects
3. Degree of Control is low
Controlling
1. Provides support
2. Conformance to governance
3. Degree of control is moderate
Directive
1. PMO Directly manages the projects
2. Degree of Control is high

Relationships Between Project, Operations Management and Organizational Strategy


Operations Management - Concerned with ongoing production of good and/or services.
Projects can intersect with operations at various points during the product life cycle, such as:

At each closeout phase; Privacy - Terms

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When developing a new product, upgrading a product, or expanding outputs;


While improving operations or the product development process; or
Until the end of the product life cycle.

Project Management Responsibilities & Competencies


Project Manager accomplish work through the project team and key stakeholders.
Successful Project Managers balance knowledge, experience, ethics and a number of interpersonal
skills.

Project Management Body of Knowledge(PMBOK)

Is recognized standard of project management knowledge.


Provides guidelines, rules and characteristics for project management.
This standard is widely accepted and when consistently applied help you, your global peers and your
organization to achieve professional excellence.

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Introduction of PMBOK Guide Knowledge Areas Processes and Process Groups


Organizational In uences And Project Life Cycle
Project Management Processes
Project Integration Management
Project Scope Management

Next Chapter >

"PMP®","PMI®", "PMI-ACP®" and "PMBOK®" are registered marks of the Project Management Institute,
Inc.

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