PMBoK6Ed.lect1.introduction
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Essam Lotfi is an experienced project manager in Abu Dhabi with a background in electrical engineering and certifications in project management and cost management. He has over 16 years of hands-on experience in project management across various sectors and has contributed to multiple technical presentations and publications. The document outlines project management principles, frameworks, the history of project management, reasons for project success or failure, and the roles requirement for effective management within projects.
PMBoK6Ed.lect1.introduction
- 2. 2 • Essam Lotfi is ELV Projects Manager, Abu Dhabi, UAE, BSc. in Electrical Engineering, Power Distribution through Zagazig University, Egypt since 2001. Pursued and achieved his certificates in Project Management (PMP®) from PMI-USA since 2013, and certificate in Cost Management (CCP®) from AACE International since june-2014. • 16 years extensive hands on experience in various aspects of projects and project management within maintenance, power distribution networks monitoring and supervision and construction projects as well. • Authored, Co-Authored at PMWorld Library, PWLJ. • Volunteered at PMI-Global Congress EMEA-2014 – Dubai, 5th to 8th May 2014. • Technical presentation at PMI-AGC 15th International conference –Bahrain 19th to 21st January 2015. • Technical presentation at 54th AACEi-SF Bay Annual Western Winter Workshop, Lake Tahoe, Nevada, USA • Technical presentation 55th AACEi-SF Bay Annual Western Winter Workshop, Indian Wells, CA, USA • Technical presentation 56th AACEi-SF Bay Annual Western Winter Workshop, Indian Wells, CA, USA • Independent Project Management and cost engineering/Control Instructor. Essam,Biography
- 3. 3 Course Objectives • Understand the importance of Project Management • Understand the Project management framework defined by PMI • Learn what are Project Management Processes, Process Groups and Knowledge Areas which help Project Managers
- 4. Ground Rules We agree to: • Respect others by: – Actively listen to others – Turning off electronic devices – Putting cell phones on silent mode – Promoting positive feedback – Watching your timing 4
- 5. Course Outlines Project Management Framework • What’s Project? • What’s a Project Management? • Operations/Projects/Programs/Portfolios • The Project Management Office • Progressive Elaboration vs. Scope Creep • The Triple Constraint • Ten Knowledge Areas & Five Process Groups. • Project Life Cycle
- 6. What do you have to know before starting your venture with PMBoK6
- 7. PMBoK 6th Vs. PMBoK 5th in Numbers Cited from Dr. Ahmed Al Senosy Publications
- 8. Item Description PMBoK 5th PMBoK 6th Difference %age Total Pages 618 695 77 12.46% No of Processes 47 49 2 4.26% 1st Sections pages 60 68 8 13.33% Integration 42 60 18 42.86% Scope 36 44 8 22.22% Schedule 52 58 6 11.54% Cost 34 40 6 17.65% Quality 28 36 8 28.57% Resource 35 52 17 48.57% Communications 22 36 14 63.64% Risk 46 64 18 39.13% Procurement 36 44 8 22.22% Stockholders 22 34 12 54.55%
- 9. SECTION 3—THE ROLE OF THE PROJECT MANAGER This is a new section that outlines the project manager’s role on the team. It includes information on the project manager’s sphere of influence and competencies. PMI’s Talent Triangle® is discussed with its emphasis on strategic and business management skills, technical project management skills, and leadership skills. Leadership styles and personality are also discussed as part of this section. The final part of this section focuses on the project manager as an integrator. AGILE The Sixth Edition has included a subsection called Considerations for Adaptive Environments at the beginning of Sections 4 through 13. Some agile-specific tools and techniques have been introduced into the PMBOK® Guide, such as sprint and iteration planning. Appendix X3 describes the use of agile, adaptive, iterative, and hybrid approaches from the perspective of the Project Management Process Groups.
- 10. KNOWLEDGE AREA FRONT MATERIAL Key Concepts. Collects key concepts associated with the specific knowledge area. This information was presented in earlier editions; in this edition, it is consolidated and presented for consistency between knowledge areas. These key concepts are compiled in Appendix X4. Trends and Emerging Practices. This subsection identifies some of the trends or emerging practices that are occurring, but that may not be practiced on most projects.
- 11. KNOWLEDGE AREA FRONT MATERIAL Tailoring Considerations. The Sixth Edition emphasizes the importance of tailoring all aspects of the project to meet the needs of the organization, environment, stakeholders and other variables. This subsection identifies areas the project manager can consider when tailoring their project. These tailoring considerations are compiled in Appendix X5. Considérations for Agile/Adaptive Environnements. This subsection identifies some of the areas where adaptive approaches may differ from predictive approaches in the particular Knowledge Area.
- 12. KNOWLEDGE AREA AND PROCESS CHANGES Manage Project Knowledge (Section 4.4)—Added. Estimate Activity Resources (Section 6.4)—Moved to Project Resource Management. Control Resources (Section 9.6)—Added. Implement Risk Responses (Section 11.6)—Added. Close Procurements (Section 12.4)—Eliminated.
- 13. KNOWLEDGE AREA AND PROCESS CHANGES Perform Quality Assurance (Section 8.2)—Changed to Manage Quality. Plan Human Resource Management (Section 9.1)—Changed to Plan Resource Management. Acquire Project Team (Section 9.2)—Changed to Acquire Resources. Develop Project Team (Section 9.3)—Changed to Develop Team. Manage Project Team (Section 9.4)—Changed to Manage Team. Control Communications (Section 10.3)—Changed to Monitor Communications Control Risks (Section 11.6)—Changed to Monitor Risks. Plan Stakeholder Management (Section 13.2)—Changed to Plan Stakeholder Engagement. Control Stakeholder Engagement (Section 13.4)—Changed to Monitor Stakeholder Engagement.
- 14. Is Project management new? It has been used for hundreds of years.
- 15. The Great Pyramid at Giza was the greatest engineering achievement since the dawn of ‘time. Completed around 2750BC. Ancient pharaohs had managed Scope, Materials, Budget, and workmanship to create deliverables on time. History of Project Management
- 16. Scope; the scope had been defined to One massive monument to be constructed as a tomb with a square base and four triangular sides. The scope was decreased to create the actual foundation into a quarry. Site preparation, Construction and ramp removals were the core element of the scope that was being used to create a work breakdown, to define the activities. Time; A clear relation and sequence between the activities were defined and used to develop the time schedule of completing the project works and deliver the final product of the project. Cost; The pyramids were built by thousands craftsmen and labors, paid with food, clothes and tax breaks. “Hemienue understood the three aspects of Scope, Time and Cost and managed this to great effect” History of Project Management
- 17. Quality; Quality was paramount in site preparation, in insuring a firm and flat base. An imperfect level base out by even centimeter would mean meters at the top. The Egyptians built with incredible accuracy and precision even by today’s standards. The pyramid’s 4 sides are perpendicular to 58 millimeters over 230 meters in length Human Resource; Craftsmen treated well, they had excellent medical care, and a rich meat diet of the middle classes. Communication; Vertical (Top-Down Communications) representing the hierarchy. Risk; The main source of risks was the workforce risks due to high quantities of moved materials with simple equipments. Risks were monitored History of Project Management
- 18. Procurement; The project supply-chain carried millions of tons of materials thousands of kilometers. The supply-chain had to work in lockstep with the project schedule. The delivery of copper and timbers was schedule showstoppers. Also the delivery of food to project workforce was considered. Stakeholder; All the entities that affected or being affected by the project and its outcome were identified and communicate. Integrated all the above; they had created a clear charter with completion date of the project. The Job of constructing the pyramids followed a method, with phase, requirements design & Constrains. The stakeholders depended on communication, problem solving & decision making. They combined team efforts into a singular output. Project management has always been there, it did not just appear in the 20th century. History of Project Management
- 19. That’s it?!!! Obviously No…. Let’s go with the following game…..
- 20. How customer explained it
- 21. How project leader understood it
- 22. How analyst designed it
- 23. How the programmer wrote it
- 24. How business consultant explained it
- 25. How the project was documented
- 27. How the customer was billed
- 28. How it was supported
- 29. What the customer really needed
- 30. What percentage of overall projects succeed • As per the study conducted by Standish Group, only – 32 % of the projects succeed – 44 % of the projects are either late, over budget or do not deliver all the features – 24% of the projects never finish or are cancelled
- 31. Why projects fail? • Failure to align project with organizational objectives • Poor scope • Unrealistic expectations • Lack of executive sponsorship • Lack of project management • Inability to move beyond individual and personality conflicts • Politics
- 32. How projects succeed? • Project Sponsorship at executive level • Good project charter • Strong project management • The right mix of team players • Good decision making structure • Good communication • Team members are working toward common goals
- 33. Why this matters to you? • Most of us possess some technical or specific set of skills • If you want to get things done, you need a good blend of – Business knowledge – People management – Knowledge of organizational politics – AND an area of technical expertise
- 34. Project Managers Role • Leadership • Organization • Communication • Finance • Technical Knowledge • Team building • Praising • Punishing • Integrator
- 35. Take Rest & Sneak to PMI…..
- 36. PMI Credentials Family Certified Associate in Project Management Project Management Professional Program Management Professional PMI Risk Management Professional PMI Agile Certified Practitioner Designation CAPM® PMP® PgMP® PMI-RMP® PMI-ACP® Target Audience Project Team Members Project Managers who Lead and Direct Project Teams Project Managers who Lead and Direct Multiple Projects on an Organization- Wide Basis Project Managers or Team Members who Assess and Identify Risks, Minimize Threats, and Maximize Opportunities Project Managers and Team Members who Work in or Must Transition to an Agile Environment
- 37. PMI Credential Process Flow
- 40. What is Project? Idea / Vision PROJECT Reality Making Something Different / Unique
- 41. What is Project? Project is a Temporary endeavor undertaken to create a unique product, service or result, and has the following characteristics: •Definite beginning and a definite end. •Does not mean short duration. •Produces a product or artifact, quantifiable, an end item or a component item. •Has a capability to perform a service, such as telesales. •Has a result, such as research or document. •Has a capability to make improvement in an existing product or service.
- 43. Project Initiation Context Meet Regulatory, legal, or social requirements Satisfy stakeholder requests or needs Create, improve, or fix products, services or processes Implement or change business or technological strategies
- 44. Project Management • Project Management is the application of information, skills, tools, and techniques to activities involved with a project in order to meet project needs. • It can include: – developing requirements, – determining realistic goals, – managing the triple constraint (Scope, Cost & Time), and – adapting the various plans as needed to achieve the goals of the project and stakeholders. • Project management can start with selection of the suitable processes associated with completing the work of the project. • In addition, it can involve using an established methodology to align project and product requirements with the product specifications.
- 46. Project Management Life Cycle What you do to MANAGE the project Planning Process Group Executing Process Group Monitoring & Controlling Process Group Initiating Process Group Closing Process Group I P EM&C C
- 47. Project Life Cycle Projects vary in size and complexity. All projects can be mapped to the following generic life cycle structure: • Starting the project • Organizing and preparing • Carrying out the project work • Closing the project
- 48. Starting the Project Organizing and Preparing Carrying out the Work Ending the Project PROJECT AND DEVELOPMENT LIFE CYCLES 10 Knowledge Areas Initiating Processes Planning Processes Executing Processes Monitoring & Controlling Processes Closing Processes
- 49. Project Life Cycle Project Management Process for a large project Research Design TestCode Transition I P E M&C C I P E M&C C I P E M&C C I P E M&C C I P E M&C C
- 50. Project Life Cycle Project Management process for a small project Research Design TestCode Transition I P E M&C C
- 51. Progressive Elaboration • It means to work on a project for which you might not know all the details. You plan based on what you know. • You begin the work while learning about (and planning) the future details of the unknown work. As you learn more about the work of the project, the plan progresses, becoming more elaborate. • Typically, you start out in small steps and make multiple increments in the Planning and Executing of the project as work is completed.
- 52. Project A Project: • Has a specific purpose • Creates specific results • Has definite start and finish dates • Is temporary • Could be progressively elaborated as more is learned about the project details • could occur as a result of a business opportunity or market need, which could have a limited time window.
- 53. Program and Program Management and
- 54. Project Management Office (PMO)
- 55. Project Management Office (PMO) • It is a management organization with several possible configurations: • A centralized area for all project management personnel to work and be assigned to projects as they arise • A centralized area for documentation and process support for project management throughout the organization • A centralized area for project management support and auditing of projects in the organization • For a PMO to be successful, project goals must be clearly defined and backed by strong executive support.
- 56. Project vs. Operations Mgmt. • Project management deals with the creation of temporary specific initiatives. • Operations management deals with the ongoing repetitive day-to-day activities of running the business.
- 59. Take Rest & Ask Your Questions……..