1 project management framework
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This document provides an overview of project management and PMP certification. It introduces the speaker, Ahmed Hegazy, and his qualifications. It then discusses the ground rules for the training. The presentation covers the key aspects of project management, including the five process groups and nine knowledge areas. It also provides details on PMP certification requirements and exam format. The benefits of PMI certification are highlighted as well as tips for exam preparation.
1 project management framework
- 1. Project Management Professional PMP Exam preparation course
- 2. Welcome Name Organization Role in organization
- 3. Who am I ? • My name is Ahmed Hegazy • Certified Project Management Professional PMP by PMI / USA • Certified ITIL Foundation • Six Sigma Green Belt by Expert Rating • BSC , Major Accounting, Faculty of Commerce 1999 • Business Administration Diploma (ongoing) Ain Shams University • Business Consultant at Horizons Software
- 4. Ground Rules To Enhance Performance Start on time to End on time Mobile Phone on Silent Please
- 5. Project Management Professional PMI > PMBOK> Exam> PMP Project Management Institute (PMI) provide Project Management Body Of Knowledge (PMBOK) Global Standard to manage projects Good practice to manage projects Provides common terminology
- 6. PMI Certifications Project Management Professional (PMP) Certified Associate Project Manager (CAPM) Program Management Professional (PgMP) PMI Scheduling Professional (PMI – SP) PMI Risk Management Professional (PMI – RMP)
- 7. PMP requirements •Three years of project management experience, with 4,500 hour for bachelor’s or the global equivalent •Five years with 7500 hours for secondary degree •35 hours of project management education
- 8. WWW.PMI.ORG
- 11. Why PMI Why PMP .Are flexible PMI certifications are not based on one specific methodology .Keep you up-to-date PMI continually conducts in-depth studies to ensure that our credentials actually reflect the current skills, knowledge and best practices you need to .succeed .Encourage professional growth You never have to worry about a PMI certification becoming obsolete. Our certification maintenance program requires you to earn professional .(development units (PDUs .Help you get ahead The Project Management Professional (PMP(® credential increases your salary by up to 10%, according to the PMI Salary Survey and helps you stand .out and better market yourself to prospective employers A.re renowned throughout the world PMI has provided project management certifications for over 25 years, and our PMP® credential was the first one designed specifically for project .managers
- 12. About the PMP exam •The exam must be completed in four hours •Includes 200 multiple-choice questions with four answer choices per question •The passing score on the exam is now 106 out of 175, approximately 61 percent. •Twenty-five of the 200 exam questions are "prerelease questions;'. (they are not included in your score for the exam( •THE PMP EXAM IS NOT Only A TEST OF THE INFORMATION IN THE PMBOK Guide! •Do not expect the exam to have all straightforward, definition-type questions. •You cannot rely only on real-world experience.
- 13. About the exam Included: • up to about 150 "What would you do in this situation?" questions (situational questions(. • only 10 to 15 questions requiring you to MEMORIZE the inputs or outputs from the PMBOK· Guide. • Expect 20 formula-related calculations on the exam.
- 15. Nine Knowledge Areas • Project Integration Management • Project Scope Management • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resources Management • Project Communications Management • Project Risk Management • Project Procurement Management
- 16. Five Process Groups 1- Initiating process group 2- Planning process group 3- Executing process group 4- Monitoring and Controlling process group 5- Closing process group
- 18. What is a Project? A project is a temporary endeavor undertaken to create a unique product, service, or result (Deliverables). Temporary ( definite beginning and definite end) Unique ( different location, different design, different circumstances, different contractors etc.) Progressive Elaboration Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available.
- 19. Project Vs Operation Projects Operations • Temporary • Ongoing and repetitive • Unique output • Similar outputs • Resources on temporary • Permanent resources upon-need basis Projects and Operations • Planned, executed & Controlled series of tasks and activities • Produce output/product
- 20. ?What is Project Management
- 21. ?What is Project Management •The application of knowledge, skills, tools and techniques to project activities to meet the project requirements. •Balancing the project constraints (cost,quality,schedule,risk,resources…( •Project management is accomplished through the appropriate application and integration of the 42 logically grouped project management processes
- 22. Important Terms Stakeholders This is an organization or person who has an interest in the project and stands to gain or lose something as a result of the project. Sponsor The person or group that provides the financial resources for the project and issue the project charter. Project charter A document issued by the sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.
- 23. Overlapping between process groups
- 24. Project Life Cycle A project life cycle is a collection of generally sequential and sometimes overlapping project phases whose name and number are determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application.
- 25. Project Phases Single-Phase Project
- 26. Phase-to-Phase relationships A sequential relationship .One phase must finish before the next phase can begin
- 27. An overlapping relationship One phase starts before the prior phase completes An Iterative relationship Work for subsequent phases are planned as the work of the previous phase is performed.
- 28. Generic Project Life Cycle •When we still less familiar with the details of the project •High-level view can provide a common frame to compare projects—even if they are dissimilar in nature
- 29. Characteristics of a Project Life Cycle
- 30. Product life cycle can run as projects •Performing a feasibility study •Conducting market research •Running an advertising campaign •Installing a product
- 31. Projects and strategic planning Projects are often utilized as a means of achieving an organization's strategic plan. Projects are typically authorized as a result of one or more of the following strategic considerations • Market demand • Business need • Customer request • Technological advance • Legal requirements
- 32. مثال للهداف الستراتيجية لحدى الشركات الهدف الستراتيـــــجي الول: حماية المستهلك الهدف الستراتيجي الثــــاني: تقديم خدمة متميزة للمواطن الهدف الستراتيجي الثــــالث: حماية استثمارات الشركة الهدف الستراتيجي الرابــــع: الرتقاء بمستوى الدارة بالشركة الهدف الستراتيجي الخـامس: تحقيق التوازن المالي للشركة الهدف الستراتيجي السـادس: رفع مستوى العاملين بالشركة
- 33. Portfolio management A portfolio refers to a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related. 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 them individually.
- 34. Relationships Among Project Management, Program Management, and Portfolio Management
- 35. PMO (Project Management Office) •Their role can vary from an advisory capacity to full authority over projects. • Managing shared resources • Identifying project management methodology, best practices, and standards, policies, templates • Coaching, mentoring • Coordinating communication across projects
- 36. Role of a Project Manager The person assigned by the performing organization to achieve the project objectives. Functional manager is focused on providing management oversight for an administrative area. Operation manager is responsible for the core business.
- 37. Organizational Structure Functional The organization is grouped by areas of specialization within different functional areas (i.e., accounting, marketing, and manufacturing(. Projectized The entire company is organized by projects. Matrix This form is an attempt to maximize the strengths of both the functional and projectized forms. In a strong matrix, power rests with the project manager. In a weak matrix, power rests with the functional manager, and the power of the project. In a balanced matrix, the power is shared between the functional manager and the project manager.
- 41. Balanced Matrix Organization Project coordination
- 43. Organizational Structure Weak Balanced Strong Functional Matrix Matrix Matrix Projectized PM Little or Weak Balanced Strong Complete Authority None w/ Funct. Resource None / few Few Some Mostly Available Availability Available Available Available Available Budget Functional Functional Balanced PM PM Control Mgr. Mgr. Project Not Not Mostly Dedicated Dedicated Team Dedicated Dedicated Dedicated PM’s Title Project Lead / Project Project or Program Lead / Coordinator / Manager Program or Project Coordinator Expeditor Manager Manager
- 44. Enterprise Environmental Organizational Process Assets Factors (OPA) (EEF) internal and external Assets that belong to the environmental factors that organizations involved in the project, influence the project's success. which influence the project's Internal factors success. • Organizational structure & Work processes and procedures culture • Company policies, procedures. and • Infrastructure guidelines, Standards • Personnel administration • How to tailor the above to the External factors project • Government/industry standards • Templates Corporate knowledge base • Commercial databases Historical information : • Marketplace conditions • Project files Tools and systems • Lessons learned knowledge base • PMIS • Information within databases
- 45. Process Interactions Inputs Tools and Outputs Techniques قطن تصنيع قماش Note: Many of the Inputs, Tools & Techniques, and Outputs for the 42 Project Management processes appear in more than one of the Project Management Process Groups; many of these will be addressed only once in the following Units unless additional information specific to a Process Group needs to be addressed
- 46. 1. Develop Project Charter The process of developing the project charter. Expert judgment is applied to technical and management aspects by individuals or groups with specialized knowledge or training.
- 48. Thank you Ahmed Hegazy +201001149102 PMP, Six Sigma Green Belt , ITIL
Editor's Notes
- #3: Introduction to Program Management © ESI November 2007 IN- KEY Allow participants (and instructor) to introduce themselves and tell others something about their program management experience. HOW Instructor can begin by introducing him/herself and answering one of the questions on the slide. Tell participants that, in the interest of time, they should answer one of the three questions on the next slide. Either this can be done as a whole group activity or, if time is an issue, have participants introduce themselves to a partner. Then, ask for volunteers to introduce another person to the rest of the group, telling a little bit about that person. TIME 30 min
- #11: https://certification.pmi.org/Registry.aspx
- #44: PMP Exam Preparation Course - 4th Edition
- #48: http://www.pmhouse.org