PREPARATION COURSE

PROJECT MANAGEMENT PROFESSIONAL

PMP
Chapter 1
INTRODUCTION & OVERVIEW

ENGG550 - Engineering Project

Management and Control
 Outline
Tod ay ’ s Discussion
• INTRODUCTION

• PROJECT MANAGEMENT BUSINESS DOCUMENTS

• PROJECT MANAGEMENT PROCESSES

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 INTRODUCTION
PROJECT
A temporary endeavor undertaken to create a unique product, service or result.

PROJECT MANAGEMENT
The application of knowledge, skills, tools and techniques to project activities to meet the project requirements. Project
management is accomplished through the appropriate application and integration of the project management processes
identified for the project.

PROJECT INITIATION CONTEXT

Organizational leaders initiate projects in response to factors acting upon their organizations. There are four fundamental
categories for these factors, which illustrate the context of a project.

1. Meet regulatory, legal, or social

2. Satisfy stakeholder requests or needs
requirements

3. Implement or change business or 4. Create, improve, or fix products,

technological strategies processes, or services
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 Program & Portfolio Management
PROGRAM
A group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain
benefits not available from managing them individually. Programs are not large projects. A very large project may be
referred to as a mega-project. As a guideline, mega-projects cost US$1billion or more, affect 1 million or more people, and
run for years.

PROGRAM and PROJECT MANAGEMENT

Focus on doing programs and projects the “right” way. Portfolio management focuses on doing the “right” programs and
projects.

PROGRAM MANAGEMENT
The application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits
and control not available by managing program components individually.

PORTFOLIO
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. Portfolio
management is defined as the centralized management of one or more portfolios to achieve strategic objectives. The
programs or projects of the portfolio may not necessarily be interdependent or directly related.
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 Operations, OPM & PLC
OPERATIONS MANAGEMENT
An area that is outside the scope of formal project management which is concerned with the ongoing production
of goods and/or services. However, operations and scope might intersect at some points.

ORGANIZATIONAL PROJECT MANAGEMENT (OPM)

A framework in which portfolio, program, and project management are integrated with organizational enablers in order to
achieve strategic objectives. The purpose of OPM is to ensure that the organization undertakes the right projects and allocates
critical resources appropriately and ensure that all levels in the organization understand the strategic vision.

PROJECT LIFE CYCLE (PLC)

The series of phases that a project passes through from its start to its completion. It provides the basic framework for
managing the project. The phases may be sequential, iterative or overlapping.

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 Project Life Cycles
Project life cycles can be predictive or adaptive, within a project life cycle, there are generally one or more phases that are associated with the development
of the product, service or result. These are called a development life cycle (they can be predictive, iterative, incremental, adaptive or a hybrid model).

• PREDICTIVE LIFE CYCLE (WATERFALL): the project scope, time, and cost are determined in the early phases
of the life.

• ITERATIVE LIFE CYCLE: project scope is generally determined early in the project life cycle, but time and cost
estimates are routinely modified.

• INCREMENTAL LIFE CYCLE: deliverable is produced through a series of iterations that successively add
functionality within a predetermined time frame and it’s considered complete only after the final iteration.

• ADAPTIVE LIFE CYCLES: are agile, iterative or incremental. The detailed scope is defined and approved
before the start of an iteration. Adaptive life cycles are also referred to as agile or change-driven life cycles.

• HYBRID LIFE CYCLE: is a combination of a predictive and an adaptive life cycle. Those elements of the project
that are well known or have fixed requirements follow a predictive development life cycle, and those elements
that are still evolving follow an adaptive development life cycle.

Project life cycles are independent of product life cycles, which may be produced by a project. A product life cycle is the series of phases that represent the
evolution of a product, from concept through delivery, growth, maturity and to retirement.
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 Project Phase & Gate
PROJECT PHASE
Collection of logically related project activities that culminates in the completion
of one or more deliverables. The phases in a life cycle can be described by a
variety of attributes.

PHASE GATE
It is held at the end of a phase. The project’s performance and progress are
compared to project and business documents. Also called: phase review, stage gate,
kill point, and phase entrance or phase exit.
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 Project Data
Regularly collected and analyzed throughout the project life cycle. The following definitions identify key terminology
regarding project data and information:

WORK PERFORMANCE DATA

The raw observations and measurements identified during activities performed to carry out the project work, such
as: percent of finished work, start and finish dates, number of change requests, actual costs and durations). Project
data is usually recorded in a Project Management Information System (PMIS).

WORK PERFORMANCE INFORMATION

Performance data collected from various controlling processes, analyzed in context and integrated based on
relationships across areas, such as: status of deliverables, implementation status for change requests and forecast
estimates to complete.

WORK PERFORMANCE REPORTS

The physical or electronic representation of work performance information compiled in project documents, which
is intended to generate decisions or raise issues, actions, or awareness, such as: status reports, memos,
justifications, information notes, electronic dashboards, recommendations and updates.
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 Methodology

• A system of practices, techniques, procedures,

and rules used by those who work in a discipline
which project manager apply in their
management.

• PMBOK is NOT a methodology, but a

recommended reference for tailoring.

• Tailoring is necessary because each project is

unique.

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 System

A system is a collection of various components that together can produce

results not obtainable by the individual components alone. A component is
an identifiable element within the project or organization that provides a
particular function or group of related functions.

Systems are dynamic, can be optimized, but can’t be optimized with

components at same time; systems are nonlinear in responsiveness.
Systems are typically the responsibility of an organization’s management.

Governance refers to organizational or structural arrangements at all levels

of an organization designed to determine and influence the behaviour of
the organization’s members.

Project governance refers to the framework, functions and processes that

guide project management activities in order to create a unique product.
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 Project Management Business Documents 1/3

1. PROJECT BUSINESS CASE

2. PROJECT BENEFITS MANAGEMENT PLAN

PROJECT SPONSOR PROJECT MANAGER BUSINESS CASE

Generally accountable for the Should appropriately tailor A documented economic
development and the noted project feasibility study used to
maintenance of the project management documents, In establish the validity of the
business case document. The some organizations, the benefits of a selected
project manager is responsible business case and benefits component lacking sufficient
for providing management plan are definition and that is used as a
recommendations and maintained at the program basis for the authorization of
oversight. level. further project management
activities it lists the objectives
and reasons for project
initiation.
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Project Management Business Documents 2/3
It helps measure the project success at the end of the project
against the project objectives. The business case may be used
before the project initiation and may result in a go/no-go decision
for the project.

A business case may include: business needs, analysis of the

situation (required, desired, optional), competitive intelligence
and evaluation.

Project benefits management plan is the document that

describes how and when the benefits of the project will be
delivered, and describes the mechanisms that should be in place
to measure those benefits. Development and maintenance of
the project benefits management plan is an iterative activity.
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Project Management Business Documents 3/3

Development of the benefits management plan begins early in the project life
cycle with the definition of the target benefits to be realized and it may include:
target benefits, strategic alignment, timeframe for realizing benefits, benefits
owner, metrics, assumptions and risks.

Developing the benefits management plan makes use of the data and
information documented in the business case and needs assessment.

It is possible for a project to be successful from a scope/schedule/ budget

viewpoint, and to be unsuccessful from a business viewpoint. This can occur
when there is a change in the business needs or the market environment.

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 Project Management Processes
PROCESSES USED ONCE OR AT PROCESSES THAT ARE PROCESSES THAT ARE
PREDEFINED POINTS IN THE PERFORMED PERIODICALLY AS PERFORMED CONTINUOUSLY
PROJECT NEEDED THROUGHOUT THE PROJECT

• Develop Project Charter • Validate Scope All other remaining process such as
• Develop Project Management Plan • Estimate Costs define activities
• Close Project/Phase • Estimate Activity Resources
• Plan Scope Management • Acquire Resources
• Collect Requirements • Plan Communication Management
• Create WBS • Conduct Procurement
• Plan Schedule Management • Identify Stakeholders
• Plan Cost Management • Plan Stakeholder Management
• Determine Budget
• Plan Quality Management
• Plan Resource Management
• Plan Risk Management
• Plan Procurement Management

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 PMI Framework

5 PROCESS GROUPS 10 KNOWLEDGE AREAS

1. Integration
1. Initiating
2. Scope
2. Planning
3. Schedule
3. Executing
4. Cost
4. Monitoring & Controlling
5. Quality
5. Closing Process Group
6. Resource
7. Communication
8. Risk
9. Procurement
10. Stakeholder Management

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 Process Groups: Initiation
1- Initiation 1. Select Project Manager
2. Determine company culture and existing systems
A set of tasks that will be performed 3. Collect processes, procedures, and historical information
through the application of processes 4. Divide large projects into phases or smaller projects
5. Understand business case and benefits management
plan
6. Uncover initial requirements, assumptions, risks,
constraints, and existing agreements
7. Assess project and product feasibility within the given
constraints
8. Create measurable objectives and success criteria
9. Develop project charter
10. Identify stakeholders and determine their expectations,
interest, influence, and impact.
11. Request changes
12. Develop assumption log
13. Develop stakeholder register
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 Process Groups: Planning
• Determine development approach, life cycle, and how you will plan for each
knowledge area
• Define and prioritize requirements
2- Planning • Create project scope statement
• Assess what to purchase and create procurement documents
A set of tasks that will be performed • Determine planning team
• Create WBS and WBS dictionary
through the application of processes • Create activity list
• Create network diagram
• Estimate resource requirements
• Estimate activity durations and costs
• Determine critical path
• Develop Schedule
• Develop Budget
• Determine Quality standards, Processes, and metrics
• Determine team charter and all roles and responsibilities
• Plan communications and stakeholder engagement
• Perform risk identification, qualitative and quantitative risk analysis, and risk
response planning
• Go back-iterations
• Finalize procurement strategy and documents
• Create change and configuration management plans
• Finalize all management plans
• Develop realistic and sufficient project management plan and baselines
• Gain formal approval of the plan
• Hold kick-off meeting 17
• Request changes
 Process Groups: Execution
• Execute work according to the project management plan
3- Executing • Produce product deliverables (product scope)
• Gather work performance data
• Request changes
A set of tasks that will be performed • Implement only approved changes
through the application of processes • Continuously improve; perform progressive elaboration
• Follow processes
• Determine whether quality plan and processes are correct and effective
• Perform quality audits and issue quality report
• Acquire final team and physical Identify stakeholders and resources
• Manage people
• Evaluate team and individual performance; provide training
• Hold team-building activities
• Give recognition and Rewards
• Use issue logs
• Facilitate conflict resolution
• Release resources as work is completed
• Send and receive information, and solicit feedback
• Report on project performance
• Facilitate stakeholder engagement and manage expectations
• Hold meetings
• Evaluate sellers; negotiate and contract with sellers
• Use and share project knowledge
• Execute contingency plans
• Update project management plan and project documents 18
 Process Groups: Monitoring & Controlling

• Take action to monitor and control the project

4- Monitoring & Controlling • Measure performance against performance measurement baseline
• Measure performance against other metrics in the project management plan
A set of tasks that will be performed • Analyze and evaluate data and performance
through the application of processes • Determine if variances warrant a corrective action or other change request(s)
• Influence factors that cause change
• Request changes
• Perform integrated change control
• Approve or reject changes
• Update project management plan and project documents
• Inform stakeholders of all change request results
• Monitor stakeholder engagement
• Confirm configuration compliance
• Create forecasts
• Gain customer's acceptance of interim deliverables
• Perform quality control
• Perform risk reviews, reassessments, and audits
• Manage reserves
• Manage, evaluate, and close procurements
• Evaluate use of physical resources

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 Process Groups: Closing

5- Closing
• Confirm work is done to requirements
A set of tasks that will be performed
• Complete final procurement closure
through the application of processes
• Gain final acceptance of product
• Complete financial closure
• Hand off completed product
• Solicit customer's feedback about the project
• Complete final performance reporting
• Index and archive records
• Gather final lessons learned and update knowledge bases

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Process Groups: Summary & KA Mapping

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Project Management Professional (PMP)®
PMP Certification Requirements:

• A four-year degree
• 36 months leading projects
• 35 hours of project management education/training or CAPM®
Certification
Exam Fee:

• Member: US$405.00
• Non-member: US$555.00

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