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Transcript of PMP Training PPT Document
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1
Welcome to PMP Exam Preparation(Based on Guide to PMBoK 4th Edition)
Introduction
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General Information
Parking
Refreshment
No-Smoking
Copyrighted Slides
Key Contact Details
Support: Mr. Krish 050-2459498 Email. [email protected]
Suggestions & Complaints: [email protected]
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Ground rules for this training program
On Time all the Time
Tolerance Limit - 10 Minutes / 80% of the class strength
Interactive Class
Everyone has to participate
No Criticism
Bring Highlighter
Keep an open mind & do not always link the concepts with your job
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4
Project Management Institute
Building Professional in Project Management
Project Management Institute
Established in 1969 and headquartered outside Philadelphia, Pennsylvania USA ,the
Project Management Institute (PMI) is the world’s leading non-for-project
management professional association with over 260,000 members in more than 171
countries and 180,000 PMP’s worldwide.
®
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5
Types of Questions
Situational Questions
Questions with two or more right answers
Questions with extraneous information
Out of the blue questions
Questions where understanding is important
Questions with new approach to known topic.
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FORMAT OF THE PMP EXAM Computer based exam conducted in Prometric centers.
200 multiple choice questions to be answered within 4 hours.
Exam is preceded by a 15-minute computer tutorial on the format of the exam.
Each question has exactly one correct answer. Most people find four hours to be more than sufficient for the exam.
Out of these 200 questions, 25 questions are research questions. These are randomly placed throughout the exam. These questions are not evaluated while computing exam results. You will only be evaluated on the basis of 175 questions.
On clicking the final submission button, the system will compute the results immediately and provide you with the Pass or Fail message. Do not forget to collect the result-sheet from the Examination center invigilator/coordinator
To pass the PMP examination, you must answer a minimum of 106 of the 175 scored questions correctly. Immediately on completion of the exam, the Prometric center will give you the provisional mark-sheet. The mark-sheet will give the breakup of the score by Process Area.
There is no negative marking in the exam. Unanswered questions are treated as wrong questions.
After clearing the exam, you will receive the PMP certificate by mail within 2 months. Examination scores are confidential.
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7
Distribution of Questions by Process Group in the PMP Exam
Topics Percentage of QuestionsInitiation 11%Planning 23%Executing 27%Monitoring & Controlling 21%Closing 9%Professional & Social Responsibility
9%
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8
The Project Management Framework
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IntroductionTrying to manage a project without
project management is like trying to play a football game without a game
plan.
K. Tate
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Advantages of Using Formal Project Management
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale (less stress)
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11
What is a Project ?
A Project is a temporary endeavor undertaken to create a
unique, product, service, or result.
Temporary endeavor with a beginning and an end.
Creates unique product, service or result.
Is Progressively Elaborated.
Distinguishing characteristics of each unique project will be
progressively detailed as the project is better understood.
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Another definition of a Project
"A project is a finite endeavor - having specific start and
completion dates - undertaken to create a unique product or
service which brings about beneficial change or added value.
This finite characteristic of projects stands in sharp contrast to
processes, or operations, which are permanent or semi-
permanent functional work to repetitively produce the same
product or service." -- Wikipedia
12
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What is Project Management?
The application of knowledge, skills, tools and technique to project activities to meet project requirements
Project Management is accomplished through the application and integration of the processes such as
Initiating
Planning
Executing
Monitoring and Controlling
ClosingWhy Project Management ?
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Managing Projects
The Project Manager is the person responsible for
accomplishing the project objectives.
Managing a project includes:
Identifying requirements.
Establishing clear and achievable objectives.
Balancing the competing demand of quality, scope, time and cost.
Adapting the specifications, plans, and approach to the different
concerns and expectations of the various stakeholders.
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Triple Constraints
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Organizational / Managerial Approach
Management by Objective
Management by Objectives (MBO) is a process of agreeing
upon objectives within an organization so that management
and employees agree to the objectives and understand what
they are in the organization.
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Organizational / Managerial Approach
The essence of MBO is participative goal setting, choosing
course of actions and decision making. An important part of
the MBO is the measurement and the comparison of the
employee’s actual performance with the standards set.
Ideally, when employees themselves have been involved with
the goal setting and the choosing the course of action to be
followed by them, they are more likely to fulfill their
responsibilities
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18
Organizational / Managerial Approach
Management by Project
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Organizational / Managerial Approach
Project management is the discipline of planning, organizing,
and managing resources to bring about the successful
completion of specific project goals and objectives. It is
sometimes conflated with program management, however
technically a program is actually a higher level construct: a
group of related and somehow interdependent projects
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20
Areas of Expertise
Generally accepted as Good Practice
1. Project life cycle definition2. Five project management process Groups3. Nine Knowledge areas
•Functional departments & supporting disciplines•Technical elements•Management specialization•Industry Groups
•Cultural and social environment•International and political environment•Physical environment
Planning, Organizing, Staffing,Executing & Controlling
Effective communicationInfluencing the organization
LeadershipMotivation
Negotiating and conflict managementProblem solving
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21
Project Management Context
Program Management
Portfolio Management
Project Management Office
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Programs and Program Management
A Program is a group of related projects.
Management is coordinated because:
they may use the same resources,
the results of one project feed into another, or
they are parts of a larger "project that has been broken down to smaller projects".
ADVANTAGES
Decreased risk
Economies of Scale
Improved Management
Programs may include elementsof related work outside of the scope
of the discrete projects in the program.
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Portfolios and Portfolio Management
A Portfolio is 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 in the portfolio may not necessarily be interdependent or directly related.
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Portfolios and Portfolio Management
Portfolio Management
Program Management
Portfolio - A suite of Programs and Projects managed to optimize
Enterprise Value
Program - A structured grouping of projects designed to produce clearly identified business value
Project – A structured set of activities undertaken to deliver a defined capability based on an agreed schedule and budget
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Project, Program and Portfolio Management
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Projects Programs PortfoliosScope Have defined objectives.
Scope is progressively elaborated.
Programs have larger scope and provide more significant benefits
Have business scope that changes with strategic goals of organization
Change Project Managers expect change and implement processes to keep change managed and controlled
Program Manager must expect change from both inside and outside the program and be prepared to manage it
Portfolio managers continually monitor changes in the broad environment
Planning Project Managers progressively elaborate high-level information into detailed plans throughout the project life cycle
Program Managers develop the overall program plan and create high-level plans to guide detailed planning at the component level
Portfolio Managers create and maintain necessary processes and communication relative to the aggregate portfolio
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Projects Programs PortfoliosManagement Project Managers
manage the project team to meet the project objectives
Program Managers manage the program staff and the project managers; they provide vision and overall leadership
Portfolio managers may manage or coordinate portfolio management staff
Success Success is measured by product and project quality, timeliness, cost effectiveness and degree of customer satisfaction
Success is measured by degree to which program satisfies the needs and benefits for which it was undertaken
Success is measured in terms of aggregate performance of portfolio components
Monitoring Monitoring and Controlling of the work of producing the project’s products, services or results
Program Managers monitor progress of program components to ensure overall goals, schedules, budget and benefits of the program will be met
Portfolio Managers monitor aggregate performance and value indicators
Project, Program and Portfolio Management
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27
Projects are frequently divided into more manageable
components or subprojects.
Subproject are often contracted to an external enterprise or to
another functional unit in the performing organization.
Sub projects can be referred to as projects and managed as such.
Subprojects
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Project Management Office (PMO)
An organizational entity that centralizes and coordinates the
management of projects.
Responsibility of a PMO can range from providing project
management support functions to actually being responsible
for the direct management of a project.
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Functions of a PMO
A PMO performs a number of functions that may include but are not
limited to:
Managing shared resources across projects
Project Management Process/Methodology: Develop and implement a
consistent and standardized process.
Coaching, mentoring, training and oversight
Developing and managing project policies, procedures, templates and other
shared documentation (Organizational Process Assets)
Monitoring compliance with PM standards, policies, procedures and
templates
29
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Home for project managers: In some cases, maintain a centralized office from which project managers are loaned out to work on projects.
Project management software tools: Select and maintain project management tools for use by employees. Also manage the Project Management Knowledge base.
Portfolio management: Establish a staff of program managers who can manage multiple projects that are related, such as infrastructure technologies, desktop applications and so on, and allocate resources accordingly.
Project Management Office (PMO)
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Authority of PMO
Manage the interdependencies between projects
Help provide resources
Terminate projects
Help gather lessons learned and make them available to other projects
Provide templates
Provide guidance
Provide enterprise project management software
Be more heavily involved during project initiating than later in the project
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Differences between role of a Project Managers and PMO
Project manager focuses on the specified project objectives ,
while the PMO manages major program scope changes which
may be seen as potential opportunities to better achieve
business objectives
The project manager controls the assigned project resources
to best meet project objectives while the PMO optimizes the
use of shared organizational resources across all the projects
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Making PMO Work
The role of the PMO must be clearly defined.
Preferably all those who are in the PMO must be qualified on
Project Management e.g. PMP certified.
The commitment of executive (top) management is required.
The PMO will not improve your project performance without
the use of proper project management processes and
technique. So professional project management must be
encouraged.
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34
Project Life Cycle and Organization
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Session Objective
2.1 The Project Life Cycle - Overview
2.2 Projects vs. Operational Work
2.3 Project Stakeholders
2.3 Organizational Influences
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2.1 The Project Life Cycle
All projects are divided into phases, and all projects, large or
small, have a similar life cycle structure.
At a minimum, project will have a beginning or initiation
phase, an intermediate phase or phases, and an ending
phase.
All the collective phases the project progresses through in
concert are called the project life cycle.
Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> StartupIT Project: Requirement -> Design -> Program -> Test -> Implement
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Phases in Project Life Cycle
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Handoffs
Project phases evolve through the life cycle in a series of
phases sequences called handoffs, or technical transfers. The
end of one phase sequence may mark the beginning of the
next.
The completion of one phase does not automatically signals the beginning of next phase.
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Phase Completion
You will recognize phase completion because each phase
has a specific deliverable, or multiple deliverables, that
marks the end of the phase.
A deliverable is an output that must be produced, reviewed, and approved to bring the phase or project to completion.
Deliverables are tangible and can be measured and easily proved.
A Guide to the PMBOK states that phase ending reviews are also known by a new other names: Phase Exits, Phase Gates, or Kill Points.
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Phase-to-Phase Relationships
There are three basic types of phase – to – phase relationships :
A Sequential relationship : where a phase can only start once the previous
phase is complete
An Overlapping relationship : where the phase starts prior to completion
of the previous one (Fastracking ). Overlapping phase may increase risk
and can result in rework .
An Iterative relationship : where only one phase is planned at any given
time and the planning for the next is carried out as work progresses on
the current phase and deliverables
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More on Project Phases In early phases of a project life cycle:
Resource needs are usually lowest
The level of uncertainty (risk) is highest
Project stakeholders have the greatest opportunity to influence the project
In middle phases of a project life cycle:
The certainty of completing a project improves
More resources are needed
The final phase of a project life cycle focuses on:
Ensuring that project requirements were met
The sponsor approves completion of the project
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42
Typical Project Cost and Staffing Level Across the Project Life Cycle
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Typical Construction Life CycleP
erce
ntag
e C
ompl
ete
Feasibility Planning &Designing
Production Turnover andStart-up
Project“GO”
decision
MajorContracts
Let
InstallationSubstantially
complete
Full Operation100%
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Product and Project Life Cycle
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2.2 Project vs. Operational Work
• Attains its objectives and terminates
• Create own character, organization, and goals
• Catalyst for change
• Unique product or services
• Heterogeneous teams
• Definite Start and end date
Projects
• Producing a News letter
• Writing and publishing a book
• Implementing a LAN
• Hiring a sales man
• Arrange for a conference
• Opening for a new shop
• Arranging a Music Concert
Examples
•Sustains the business
• Semi-permanent charter, organization,
and goals
• Maintain status quo
• Standard product or services
• Homogeneous teams
• Ongoing
Operations
• Responding to customers requests
• Writing a letter to a Prospect
• Hooking up a Printer to a computer
• Meeting with an employee
• Attending a conference
• Running a shop
• Writing a progress update memo
Examples
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2.3 Projects and Strategic Planning
Projects are means of organizing activities that cannot be
addressed within the organizations normal operational limits.
Projects are typically authorized as a result of one or more of
the following strategic considerations:
A Market Demand & Organizational Need
A Customer Request
A Technological Advancement
A Legal Requirement
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2.4 Project Stakeholders
A stakeholder is someone whose interest may be positively or negatively impacted by the project.
Key stakeholders
The project manager
Customer
Performing organization
Project Team
Project Management Team
Sponsor
Influencers
The Project Management Office
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Key StakeholdersSponsor Person or group that provides the financial
resources for the project
Portfolio Managers/Portfolio Review Board Managers responsible for the high-level governance of a collection of projects or programs
Program Managers Managers responsible for managing related projects in a coordinated way to obtain benefits and control not available from managing them individually
Project Management Office It has direct or indirect responsibility for the outcome of the project
Project Managers Manages the Project
Project team members Group performing the project’s work
Functional (Department/Unit) Managers Key individuals playing a management role within a functional area of the business
Operations Management Individuals who have a management role in a core business area
48
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Key StakeholdersInfluencers Due to an individual's position can
influence positively or negatively
Sellers/Business Partners External companies that enter into a contract
Customer Purchases the product or service
User Uses the product or services
Performing Organization Whose employees are most directly
involved in doing the project’s work
49
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Relationship between Stakeholders and the Project Page 24
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What we do with the Stakeholders ?
Identify ALL of them
Determine ALL of their requirements
Determine their expectations
Communicate with them
Manage their influence
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Stakeholders Grid
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Stakeholders influence over time
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Organizational Influence
Projects are typically part of an organization that is larger than
the project.
The maturity of the organization with respect to its project
management system, culture, style, organizational structure
and project management office can also influence the project.
Organizational Systems
Organizational Cultures and Styles
Organizational Structure
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Organizational System
Project-based organizations are those whose operations
consist primarily of projects. These organizational falls into
two categories:
Organizations that derive their revenue primarily from performing
projects for others under contract - architectural firms, engineering
firms, consultants, construction contractors, and government
contractors.
Organizations that have adopted management by projects.
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Organizational Cultures and Styles
These cultures are reflected in numerous factors:
Shared values, norms, beliefs, and expectations
Policies and procedures
View of authority relationships
Work ethics and work hours
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Organizational Structure
The structure of the performing organization often constraints
the availability of resources in a spectrum from Functional to
Projectized, with a variety of matrix structure in between.
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Functional
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Functional Organization - Key Points
The organization is grouped by areas of specialization within
different functional areas.
Projects generally occur within a single department.
Information required from other department will be routed
through departmental heads.
Team members complete project work in addition to normal
department work.
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Projectized Organization
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Projectized Organization – Key Points
The entire company is organized by projects.
The project manager has control of projects.
Personnel are assigned and report to a project manager.
Team members complete only project work and when its over
they don't have HOME.
Communication generally occurs only within the project.
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Weak Matrix Organization
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Weak Matrix - Key Points
Two Bosses
Team members reports to Project Manager and Functional Manager
Team members do project work in addition to normal departmental work
Power rests with functional manager
Project Manager plays a role of:
Project Expediter: Cannot take decision. Staff assistant and Communication coordinator.
Project Coordinator: Similar to Project Expeditor except has some power to take decision.
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Balanced Matrix Organization
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Balanced Matrix Organization - Key Points
Two Bosses
Team members reports to Project Manager and Functional
Manager
Team members do project work in addition to normal
departmental work
Power is shared between the functional and project manager
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Strong Matrix
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Strong Matrix – Key Points
Power rests with the Project Manager
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Composite Organization
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Organization Structure influence on Project
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Advantages & Disadvantages
Functional
Advantages Disadvantages
Clear career paths
in specialization areas
Team members
report to one
supervisor
Easier specialist
management
More than one boss
for project team
members
Resource allocation
is challenging
Potential for conflict
between functional
and project managers
Matrix
Advantages Disadvantages
Improved project
manager control over
resources
Project objectives
are supported in the
organization
More support from
functional organization
More than one boss
for project team
members
Resource allocation
is challenging
Potential for conflict
between functional
and project managers
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Advantages & Disadvantages (Cont..)
Projectized
Advantages Disadvantages
Efficient project organization
Project loyalty
Simplified communications
Lack of professionalism in
specialization areas
No “home” when projects are
completed
Duplication of facilities and job
functions
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Project Management System
The project management system is the set of tools,
techniques, methodologies, resources, and procedures used
to manage a project.
If a PMO exists in the performing organization, one of the
functions of the PMO would typically be to manage the project
management system, in order to ensure consistency in
application and continuity on the various projects being
performed.
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Project Management Processes for a Project
Unit 1
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Session Objective
3.1 Project Management Processes
3.2 Project Management Process Groups
3.3 Process Interactions
3.4 Project Management Process Mapping
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Processes for a Project
Recall the definition of Project Management !
Project Management is accomplished through processes.
It uses Project Management Knowledge, Skills, Tools & Technique
It receives Inputs and generates Outputs
Select appropriate processes within the PM process group that are required to meet the project objectives
Use a defined approach to adapt the product specifications and plans to meet project and product requirements.
Comply with Stakeholders needs, wants and expectations.
Balance the competing demand.
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What is a process ?
A Process is a set of interrelated actions and activities that
are performed to achieve a pre-specified set of products,
results, or services.
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Tailoring
Project Managers and their teams are advised to carefully
consider addressing each process and its constituent inputs
and outputs.
The project manager and project team are responsible for determining which processes within each process group are appropriate for the project you're working on.
This is called Tailoring.
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Project Management Processes
Based on Plan-do-check-act cycle (as defined by Shewhart
and modified by Deming)
The application of the project management processes to a project is iterative and many processes are repeated and revised during the Project.
Initiating = Start the cyclePlanning = PlanExecuting = DoMonitoring & Controlling = Check and ActClosing = Ends the Cycle
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3.2 Project Management Process Groups
The project life cycle describes what you need to do the work,
the project management process describes what you need to
do to manage the project. It includes:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
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Project Management Process Group Triangle
The Process Groups are not project phases.
Process may be repeated for each phase of project life cycle.
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3.3 Process Groups Interaction in a Project
The processes frequently overlap during the life of the project.