Project Management Conference PMP Overview PMP Exam Ice Cracker! Dr. Kanabar Note: This workshop is...
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Transcript of Project Management Conference PMP Overview PMP Exam Ice Cracker! Dr. Kanabar Note: This workshop is...
Project Management ConferencePMP Overview
PMP Exam Ice Cracker!Dr. Kanabar
Note: This workshop is not endorsed by PMI. They don’t endorse any Examination Content.
Exam Overview
• Why become PMP certified?• Do you Qualify?• How to Apply?• Schedule the Exam!• Exam Content Outline
Use a Spreadsheet
INITIATING PROCESS Hours spent
Conduct project selection methods to evaluate the feasibility of new products or services 0
Identify key stakeholders and perform analysis to gain buy-in and requirements for the success of the project. 20
Define the scope of the project based on the organization’s need to meet the customer project expectations 40
Develop the project charter and review it with key stakeholders to confirm project scope, risks, issues, assumptions and constraints as well as obtain project charter approval from the project sponsor. 12
Identify and document high level risks, assumptions and constraints using historical data and expert judgment. 12TOTAL HOURS 84
The Changes… from PMI website
• “The education and experience eligibility requirements for the existing PMP examination remain appropriate and will not be changed.
• Approximately 30% of the PMP exam content will change.
Exam Content
PMP Exam Prep
• To earn your Project Management Professional (PMP)® credential, you need to meet the experience and education requirements, and pass the PMP® examination, a 200-question, multiple-choice test.
• You must be prepared – Take courses ahead of time. 35 hrs is not enough.
Professional and Social Responsibility content area (cont)
• “Specifically, the Professional and Social Responsibility content area (Domain 6) will now be tested in every domain, rather than as a separate domain.
• Therefore, PMI’s Code of Ethics and Professional Conduct should be viewed as integrated into the day-to-day role of a project manager and important in each phase of the project lifecycle.”
Questions from PMI.ORG
• PROCESS/Workflow based questions….• 1. An accepted deadline for a project approaches.
However, the project manager realizes only 75% percent of the work has been completed. The project manager then issues a change request.
• What should the change request authorize? A. Additional resources using the contingency fund B. Escalation approval to use contingency funding C. Team overtime to meet schedule D. Corrective action based on causes
Do you know the Terminology?
2. The project manager develops a process improvement plan to encourage continuous process improvement during the life of the project. Which of the following is a valid tool or technique to assist the project manager to assure the success of the process improvement plan? A. Change control system B. Process analysis C. Benchmarking D. Configuration management system
PMBOK based questions
3. The project manager meets with the project team to review lessons learned from previous projects. In what activity is the team involved? A. Performance management B. Scope identification C. Risk identification D. Project team status meeting
Preparation
• PMBOK must read very well.• Books.. We have Head First PMP available in
the library and PMP by Solomon.• If you are on the road use: PMP Study Guide
by Philips (has a ebook on CD)• PMP by Rita Mulcahy • PMP by Heldman (also on CD)
Preparation
• PMP from Crosswind• PMP from Sanghera
PMP Recap
First the Processes
Initiating Processes
Develop Charter
Integration
Knowledge Area
Identify Stakeholders
Knowledge Area Communication
Planning Processes (1 of 2)Develop Project Plan
Collect Requirements Define Scope Create WBS
Define Activities Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Estimate Costs Determine Budgets
Integration
Scope
Time
Cost
Planning Processes (2 of 2)Plan Quality
Develop Human Resource Plan
Plan Risk Management Identify Risks
Perform Quantitative Risk Analysis
Perform Qualitative Risk Analysis
Plan Risk Responses
Plan Procurements
Quality
HR
Procurement
Risk
Communications Plan Communications
Executing ProcessesDirect & Manage Project
Execution
Perform Quality Assurance
Acquire Team Develop Team
Distribute Information
Manage Project Team
Manage Stakeholders Expectations
Conduct Procurements
Integration
Quality
HR
Procurements
Communications
Monitoring & Controlling ProcessesMonitor & Control
Project Work
Verify Scope
Integration
Scope
Cost
Control ScheduleTime
Perform Integrated Change Control
Control Scope
Control Cost
Quality Perform Quality Control
1 of 2
Monitoring & Controlling Processes (contd.)
Report Performance
Monitor & Control Risks
Communications
Risk
Administer ProcurementsProcurement
2 of 2
Closing Processes
Close Project/PhaseIntegration
Close ProcurementsProcurement
Processes
• Better way to digest this…. Is to understand the grid.
Knowledge Area Initiating Process
Planning Process Executing Monitor and Control Closing
IntegrationManagement
Develop Project Charter
Develop Project Management Plan
Direct & Manage Project Execution
Monitor & Control WorkPerform Change Control
Close Project or Phase
Scope Management Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
Time Management Define Activities
Sequence Activities
Estimate Activity ResourcesEstimate Activity Durations
Develop Schedule
Control Schedule
Cost Management Estimate Costs
Determine Budget
Control Costs
Quality Management Plan Quality Perform Quality Assurance
Perform Quality Control
Human Resource Management
Develop HR Plan Acquire TeamDevelop TeamManage Team
Project Management Process Groups with Knowledge Mapping (p. 1 of 2)
Page 1
Knowledge Area Initiating Process
Planning Process Executing Monitor and Control Closing
Communica-tions Management
Identify Stake-holders
Plan Communications Distribute Information
Manage Stakeholder Expectations
Report Performance
Risk Management Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Monitor and Control Risks
Procurement Management
Plan Procurements Conduct Procurements Administer Procure-ments
Close Procure-ments
© PMBOK, PMI, 4th Edition, 2008
Page 2
Process Groups with Knowledge Mapping -- Page 2 of 2
Using a Spreadsheet to build the Knowledgebase
1 Develop Project Charter Formally authorizes a project or project phase
contract, SOW, enterprise environmental factors, organizational process assets
Project selction methods (benefit/comparative approches), mathematical models), Project management methodology, Project management information systems, expert judgment
Project Charter
Down load from: http://www.projectmanagementinpractice.com and select PMP page
Process•“Management steps” to help you to complete your project successfully.•E.g., “define project scope” or “estimate cost”, or “control budget”.
Project Management
Step
Can be Grouped
A Process has Inputs and OutputsProcess is executed by a
project manager who uses “Tools and Techniques”
InputsOutputsTools & Techniques
Initi
atin
g
Execu
ting
Closin
g
Plannin
g
BUG Inc
Case Study• Will BUG Inc. leverage external contractors
along with internal resources? In our casestudy “yes”.
• Does BUG Inc have experience with previous migrations? “yes”
• Issues: What considerations should be made for transitioning to a 64-bit platform? Applications might crash! How do we migrate directly from XP to Windows 7 while retaining user-specific files and settings?
Do it as one project or two projects?Project one: Implement a pilot in each department.
Project two: Migrate remaining XP machines.
GroupProceses
Initiating
Develop Project Charter
Identify Stakeholders
Develop Project Charter
Identify Stakeholders
Authority to Start a Project
People who have power to help or
hinder
Inputs
Case Study: So what are the Inputs? Let us look at
inputs first….
INPUTS
Enterprise
Environmental
Factors
Contract
Business
Case
SOW
Process
Assets
Develop Charter
Is the project worth the investment?
Description of Products or Services created by sponsor
Statement of Work
External Project: This is turned in
as a “Bid”
Scope + Strategy
How do we do business?
Various departments & how they operate?
Governmental/Industry Standards
Marketplace Conditions
Assigning Resources
Culture & Infrastructure
How does BUG Inc conduct
business?
Procedures/Standards
Tools and Templates
Historical Information
Information Systems
Organizational Process Assets
Knowledgebase
How does BUG Inc execute
projects?
Of Course, they use PMBOK ®
Expert Judgment
Tools & Techniques
Provided by any group or
individual with specialized knowledge
Experts: Internal units, consultants, stakeholders, industry groups, SME, PMO
Output
Project Charter
Output
CHARTER: Project OS Migration (POSM)
Start Date/End Date … Project Manager: ……
Project Purpose / Justification
Measurable Project Objectives
Success Criteria
Assumptions, Known Issues and Risks
Summary: Milestone Schedule, Budget
Signatures of all stakeholders
Released by BUG Inc CEO
DEVELOP CHARTER
INPUTS
ENTERPRISE DATA
PROCESS ASSETS
BUSINESS CASE
TOOLS & TECHNIQUES
EXPERT JUDGMENT
OUTPUTS
PROJECT CHARTER
Process Name
Process Flow
Concept
Recap
Inputs
Let us look at inputs first….
Inputs
Enterprise
Environmental
Factors
Procurement
Documents
Charter
Process Assets
BUG Inc has subcontracted XP migration
Identify Stakeholders
Stakeholder AnalysisExpert Judgment
Tools & Techniques
Stakeholder Analysis
Keep Satisfied
Manage Closely
Monitor Keep Informed
Pow
er
Interest in Project Execution & Result
Ref: p.249 PMBOK ® - 4th Edition
HIGHMedium
MediumLOW
Output
Stakeholder Register
Output 1
Stakeholder Register
Name: Nichole – Internal Stakeholder
Goal: Make sure that there is no disruption during migration. Expectations: Has access back to her PC within half a day.Constraints: Busy might not have much time for general training. But is comfortable with Technology.
Stakeholder Register
Name: Supplier – External StakeholderResponsibility: Provide WIN 7 license.Goal: Make sure that there is no disruption during migration. Expectations: Licenses available before execution phase.Constraints: None
Output
Stakeholder Management Strategy
Output 2
Stakeholder Management Strategy 2 of 2
Stakeholder Rating:High/Med/Low
Assessment Potential Strategy
IDENTIFY STAKEHOLDERS
INPUTS
CHARTER
PROCUREMENT DOCS
ENTERPRISE FACTORS
ORG. PROCESS ASSETS
TOOLS & TECHNIQUES
EXPERT JUDGMENT
STAKEHOLDER ANALYSIS
OUTPUTS
- STAKEHOLDER REGISTER- STAKEHOLDER MGMT STRATEGY
Process Name
Process Flow
Concept
Recap
What about Knowledge
Areas?
Develop Project
Charter Identify
Stakeholders
Communications Management
Integration Management
We have focused on process & process groups.
We introduced two processes in the Initiating phase
Develop Project Charter Key Output = Project Charter
Identify StakeholdersKey Outputs = Stakeholder Register and Stakeholder Management Strategy
Summary
The Key Study Points
Organizational Structure
• Functional• Weak Matrix• Balanced Matrix• Strong Matrix• Projectized
Selecting a Project
• Benefit Measurement Methods– Scoring Models, Cost Benefit
• Constrained Optimization– Linear, Integer, dynamic programming
Exercise
• Create a Spreadsheet for the Initiation Phase