PRINCESS NOURA UNIVESRSITY Project BUS 302 Reem Al-Qahtani This is only for helping reading the PMBOK it has our notes for focusing on the book
Project Framework What is PMBOK? o PMBOK= Project Body of Knowledge o Indicates that the application of knowledge, es, skills, tools, and techniques can significant impact on project success o Describes the Project es used to manage a project toward a more successful outcome. o PMI = Project Institute www.pmi.org o PMI Global Exams: o Certified Associated in Project (CAPM) Chapter outline: What is PMBOK? What is Project? What is Project MGMT? Relationships among Portfolio MGMT, Program MGMT, Project MGMT, & Organizational Project MGMT Business Value Role of Project Manager General PM Experience Within Number of Exam Sign Code of Category PM Education Education Experience Last Questions Length Conduct High School One 1500 hours 3 years 150 3 hours Yes graduate High School 23 contact Two 3 years 150 3 hours Yes graduate hours * * CAPM candidates have the option of either completing the full 23 Contact Hours prior to submitting their CAPM application and scheduling their exam date OR submitting their CAPM Application and attesting they will complete the 23 Contact Hours prior to their exam. o Project Professional (PMP) o Program Professional (PgMP) o PMI Agile Certified Practitioner (PMI-ACP) SM o PMI Risk Professional ( PMI-RMP) o PMI Scheduling Professional (PMI-SP) What is Project? PMOK pg. 3 o Temporary has a definite beginning and end time o Create a unique product, service, or result What is Project MGMT? PMOK pg. 5 o A systematic process used to initiate, plan, execute, control, and close a project to meet defined objectives o A science and an art Relationships among Portfolio MGMT, Program MGMT, Project MGMT, & Organizational Project MGMT operations portfolio o Program: PMOK pg. 9 Defined as a group of related projects, subprograms, and program activates managed in a coordinated way to obtain benefits not available from managing them individually Projects sub-portfolio Programs subprograms related Project Al-Qahtani,R.A P age 1
o Program The application of knowledge, skills, tools, and techniques to a program in order to meet the program requirements and to obtain benefits and control no available by managing projects individually. o Portfolio: Projects, programs, sub-portfolios, and operations managed as a group to achieve strategic objectives. They many not necessarily be interdependent or directly related. o Portfolio : Refers to the centralized management of one or more portfolio to achieve strategic objectives. Business Value o It is a concept that is unique to each organization. o It is defined as the entire value of the business, the total sum of all tangible and intangible elements. o Successful business value realization begins with comprehensive strategic planning and management Role of Project Manager o Project Manager: o the person assigned by the performing organization to lead the team that is responsible for achieving. o The role of project manager is distinct from a functional manager or operations manager. o Functional manager: focused on providing management oversight for a functional or a business unit o operations manager: responsible for ensuring that business operations are efficient. o For reporting: o Project manager may report to a functional manager o Project manager may be one of several project managers who report to a program or portfolio manager o Responsibilities and competencies of the project manager: o Knowledge: Refers to what the project manager knows about project management o Performing: Refers to what the project manager is able to do or accomplish while applying his or her project management knowledge o Personal: Refers to how the project manager behaves when perfuming the project or related activities. Al-Qahtani,R.A P age 2
Organizational Influences and Project Life Cycle Organizational Influences on Project MGMT o Organization s culture, style, and structure influence how its projects are performed. Chapter outline: Organizational Influences on Project MGMT Project Stakeholder and Governance Project Team Project Life Cycle Organizational Culture and styles: o Organizations are systematic arrangement of entities (person and/or department) aimed at accomplishing a purpose, which involve undertaking projects. o Organizational culture is shaped by the common experiences of members of the organization and most organizations have developed unique cultures over time by practice and common usage. Organizational Communications: o Project management success in organization is highly dependent on an effective organizational communication style, especially in the face of globalization of the project management profession Organizational Structures: o It s an enterprise environmental factor which can affect the availability of resources and influence how projects are conducted Organizational structure Project Characteristics Project Manager s Authority Resources availability Who Manage the Project Budget Project Manager role Functional Little to none Little to none Functional Manager Low Low Functional Manager Matrix Weak Balanced Strong Low to Moderate Low to Moderate Moderated to high Moderated to high Projectized High to total High to total Mixed Project Manager Project Manager Part- time Part- time Part- time Full- time Full- time Project Stakeholder and Governance Project Stakeholders o All members pf the project team as well as all interested entities that are internal or external to the organization or positive and negative and performing and advising stakeholders in order to determine the project requirements and expectations of all parties involve. Al-Qahtani,R.A Page 3
o Stakeholders have a varying level of responsibilities and authority when participating on project. Project Success o The success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project manager and senior management. o Project manager is responsible and accountable for setting realistic and achievable boundaries for the project within the approved baseline. Project Team o Includes the project manager and the group of individuals who act together in performing the work of the project to achieve its objective o Project team includes: o Project management staff o Project staff o Supporting experts o User and customer representatives o Sellers o Business partner members o Composition of project teams: o It based on factors such as organization culture, scope, and location. o Basic project team composition: Dedicated Part-time Project Life Cycle o It s series of phases that a project passes through from its initiation to closure. o The phases can be broken down by functional or partial objectives, intermediate results or deliverables, specific milestones within the overall scope of work, or financial availability. Al-Qahtani,R.A P age 4
Degree Cost and staffing Level Characteristics of the Project Life Cycle Starting Organizing and Carrying out the work the preparing project Closing the project Project Charter Project Plan Accepted Deliverables Time Starting the project Organizing and Carrying out the work preparing Risk and uncertainty Closing the project Cost of Changes Project Charter Project Plan Accepted Deliverables Time Project Phases o Project may be divided into many number of phases o A project phase is a collection of logically related project activities that culminated in the completion of one or more deliverables. Al-Qahtani,R.A P age 5
o The phase structure allows the project to be segmented into logical subsets for ease of management, planning, and control. o The number of phases the need for phases and degree of control applied depends on the size, complexity, and potential impact of the project. o Phase-to-Phase Relationship When projects have more than one phase, the phases are part of generally sequential process designed to ensure proper control pf the project and attain the desired product, service or results. Sequential relationship: The phase starts only when the previous phase is completed. Overlapping relationship: A phase starts prior to completion of the previous one. o Predictive Life Cycles known as fully plan driven They are ones on which the project scope, and the time and cost required to deliver that scope as early in the project life cycle as practically possible. Al-Qahtani,R.A P age 6
Project es A project management process Inputs o the management process of planning and controlling the performance or execution of a project. o Documented need to act o Project plan templates o Lessons learned from previous projects o Existing project management standards o External information o Resources for project planning and project execution o Project Initiation es: o Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. o Project Planning es: Chapter outline: Project Inputs Outputs o Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. o Project Execution es: o Those processes performed to complete the work defined in the project management plan to satisfy the project specifications. o Project Control and Validation es: o Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. o Project Closeout es: o Those processes performed to finalize all activities across all s to formally close the project or phase. Outputs o Project products delivered o Project objectives achieved (as a result of the interplay among project products and the organization or its environment) Al-Qahtani,R.A P age 7
o Lessons learned documented Project Integration Integration o Includes processes to ensure that all the elements of a project are properly coordinated o Making tradeoffs among competing alternatives and objectives to meet stakeholder needs o Typically the most important knowledge area for the project Manager Chapter outline: Integration Why do we manage Integration? Who manages Integration? What will be Developed from Project Integration? Why do we Manage Integration? o Manage changes and communication o Reduce Project Time and Cost Involve stakeholders early and often o Make results visible o Identify problems/solutions early o Use relevant experience as early as possible Who Manages Integration? o Project Manager o Team Members o Project Sponsor What will be Developed from Project Integration? Knowledge Area Project Integration Initiation o Project Charter Planning Project Plan Executing Direct and Manage Project Work Monitoring and controlling Monitor and Control Project Work Perform Integrated Change Control Closing C lose Project or Phase o Develop Project Charter: o It s a document issued by the project s sponsor that authorized the project and the project Manager o It provides the high level requirement for the project Project Charter Project Title: Project Manager Project Description: Project Manager Authority Level Resources Requirements Al-Qahtani,R.A Page 8
Stakeholders: Stakeholder Name Stakeholder Requirements Product Description: Describe the features and functions of the project Deliverables: List the deliverables below: Deliverable: Due Date: Project Approval Requirements Risks Knowing at This Time Sponsor Signature Name: Signature: Date o Develop Project Plan o The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project s integrated baselines and subsidiary plans may be included within the project management plan. o o Direct and Manage Project Work o The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project s objectives. Monitor and Control Project Work o The process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan. o Perform Integrated Change Control o The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. o C lose Project or Phase: o The process of finalizing all activities across all of the Project s to formally complete the phase or project. Al-Qahtani,R.A P age 9
Project Scope Project Scope o es required to ensure that the project includes all work required, and only the work required to complete the project successfully. Product and project scope Chapter outline: Project Scope Product and project scope Plan Scope Collect Requirements Define Scope Create WBS Validate Scope Control Scope o Product Scope: o The feature and functions that characterize a product, service, or results o Project Scope: o The work performed to deliver a product, service, or result with the specified feature and Knowledge Area Project Scope functions. Initiation Planning What will be Developed from Project Scope? Plan Scope Collect Requirements Define Scope Create WBS Executing Monitoring and controlling Validate Scope Control Scope Closing Planning Scope o The process of creating s scope management plan that documents how the project scope will be defined, validated, and controlled. o The key benefits of this process is that it provides guidance and direction on how scope will be managed throughout the project. o Scope Plan: It can be formal or informal, broadly framed or highly detailed, based on the needs of the project. o Requirements Plan: Describes how requirements will be analyzed, documented, and managed Collecting Requirements o The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. Define Scope o The of developing a detailed description of the project and product Create WBS: o The process of subdividing project deliverables and project work into smaller, more manageable components. Validate Scope o The process of formalizing acceptance of the completed project deliverables Control Scope: o The work monitoring the status of the project and product scope and managing changes to the scope baseline. Al-Qahtani,R.A P age 10
Project Time PROJECT TIME MANAGEMENT o Includes the processes required to manage the timely completion of the project. Chapter outline: Project Time What will be Developed from Project Time? Network Diagram Knowledge Area Project Time Initiation Planning Plan Schedule Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Executing Monitoring and controlling Control Schedule Control Scope Closing What will be Developed from Project Time? Plan Schedule o The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Define Activities o The process of identifying and documenting the specific actions to be performed to produce the project deliverables. o Milestone List A Milestone is a significant point or event in a project. A milestone list is a list identifying all project milestones and indicates whether the milestone is mandatory or optional. Milestones are similar to regular schedule activities, with the same structure and attributes, but they have zero duration because milestones represent a moment in time. Sequence Activities o The process of identifying and documenting relationships among the project activities. o The tools that using here: Activity-on-node (AON) is one method of representing a precedence diagram. This is the method used by most project management software packages. Precedence Diagramming Method (PDM): is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. includes four types of dependencies or logical relationships. o A predecessor activity is an activity that logically comes before a dependent activity in a schedule. o A successor activity is a dependent activity that logically comes after another activity in a schedule. Al-Qahtani,R.A P age 11
Finish-to-start (FS). A logical relationship in which a successor activity cannot start until a predecessor activity has finished. Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. Start-to-start (SS). A logical relationship in which a successor activity cannot start until a predecessor activity has started. Start-to-finish (SF). A logical relationship in which a successor activity cannot finish until a predecessor activity has started. o Leads and Lags A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. A lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity. Estimate Activity Resources o The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity. Estimate Activity Durations o The process of estimating the number of work periods needed to complete individual activities with estimated resources. Develop Schedule o The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. o Schedule Baseline is the approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results Control Schedule o The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. EXERCISE DATA: o Your project planning so far has resulted in estimates as showing below in the table o Please draw the network diagram and write down how many paths in this diagram showing which one is the critical path Activity Predecessor Duration in weeks Start None 0 A Start 4 B A 2 C B 10 D A 15 E C 16 F C 16 G C 15 H F 6 I G 9 J H, I 1 K D, E, J 6 Al-Qahtani,R.A P age 12
E sta rt A B C F G H I J K En d D There are 4 paths through this network: o Start, A,D, END total 25 weeks o START, A,B,C,E,K, END total 38 weeks o START, A, C, F, H, J, K, END total 45 weeks o START, A, B, C, G, I, J, K, END total 47 weeks critical path Al-Qahtani,R.A P age 13
Project Cost PROJECT COST MANAGEMENT Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget. Chapter outline: Project Cost What will be developed from Project Cost? Knowledge Area Project Cost Initiation Planning Plan Cost Estimate Costs Determine Budget Executing Monitoring and controlling Control Costs Closing What will be Developed from Project Cost? Plan Cost o The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs. Estimate Costs o The process of developing an approximation of the monetary resources needed to complete project activities. Determine Budget o The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. Control Costs o The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. Al-Qahtani,R.A P age 14
PROJECT QUALITY MANAGEMENT Project Quality Project Quality includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. Project Chapter outline: Project Quality What will be developed from Project Quality Quality Diagrams Quality uses policies and procedures to implement, within the project s context, the organization s quality management system and, as appropriate, it supports continuous process improvement activities as undertaken on behalf of the performing organization. Project Quality works to ensure that the project requirements, including product requirements, are met and validated. Knowledge Area Project Quality Initiation Planning Plan Quality Executing Monitoring and controlling Perform Quality Assurance Control Quality Closing What will be Developed from Project Quality? Plan Quality o The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements. o Cost of Quality (COQ) Cost of quality includes all costs incurred over the life of the product by investment in preventing nonconformance to requirements appraising the product or service for conformance to requirements, and failing to meet requirements (rework). Failure costs are often categorized into internal (found by the project) and external (found by the customer). Failure costs are also called cost of poor quality. Perform Quality Assurance o The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used. o Quality Checklists Al-Qahtani,R.A Page 15
A checklist is a structured tool, usually component-specific, used to verify that a set of required steps has been performed. Control Quality o The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes. Al-Qahtani,R.A P age 16
Project Human Resource PROJECT HUMAN RESOURCE MANAGEMENT Chapter outline: Project Human Resource What will developed from project includes the processes that organize, manage, and lead the Human resource management t project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project. Project team members may have varied skill sets, may be assigned full or part-time, and may be added or removed from the team as the project progresses. Project team members may also be referred to as the project s staff. Although specific roles and responsibilities for the project team members are assigned, the involvement of all team members in project planning and decision making is beneficial. Participation of team members during planning adds their expertise to the process and strengthens their commitment to the project. Knowledge Area Project Human Resource Initiation Planning Plan Human Resource Acquire Project Team Develop Project Team Executing Manage Project Team Monitoring and controlling Closing What will be Developed from Project Human Resource? Plan Human Resource o The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. o Organization Charts and Position Descriptions Hierarchical-type charts The traditional organization chart structure can be used to show positions and relationships in a graphical, top-down format. Work breakdown structures (WBS) designed to show how project deliverables are broken down into work packages provide a way of showing high-level areas of responsibility. Matrix-based charts Al-Qahtani,R.A P age 17
A responsibility assignment matrix (RAM) is a grid that shows the project resources assigned to each work package. It is used to illustrate the connections between work packages or activities and project team members. Text-oriented formats. Team member responsibilities that require detailed descriptions can be specified in text-oriented formats. Usually in outline form, the documents provide information Acquire Project Team o The process of confirming human resource availability and obtaining the team necessary to complete project activities. Develop Project Team o The process of improving competencies, team member interaction, and overall team environment to enhance project performance. Manage Project Team o The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance. Al-Qahtani,R.A P age 18
Project Communication PROJECT COMMUNICATIONS MANAGEMENT Chapter outline: Project Communication What will be developed from project Project Communications includes the Communication Communication models processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information. Project managers spend most of their time communicating with team members and other project stakeholders, whether they are internal (at all organizational levels) or external to the organization. Effective communication creates a bridge between diverse stakeholders who may have different cultural and organizational backgrounds, different levels of expertise, and different perspectives and interests, which impact or have an influence upon the project execution or outcome. Knowledge Area Project communication Initiation Planning Plan Communications Executing Manage Communications Monitoring and controlling Control Communications Closing What will be Developed from Project Communication? Plan Communications o The process of developing an appropriate approach and plan for project communications based on stakeholder s information needs and requirements, and available organizational assets. o Communication Models Feedback Encode Thoughts or ideas are translated (encoded) into language by the sender. Transmit Message This information is then sent by the sender using communication channel (medium). The transmission of this message may be compromised by various factors (e.g., distance, unfamiliar technology, inadequate infrastructure, cultural difference, and lack of background information). These factors are collectively termed as noise. Al-Qahtani,R.A Page 19
Decode. The message is translated by the receiver back into meaningful thoughts or ideas. Acknowledge. Upon receipt of a message, the receiver may signal (acknowledge) receipt of the message but this does not necessarily mean agreement with or comprehension of the message. Feedback/Response. When the received message has been decoded and understood, the receiver encodes thoughts and ideas into a message and then transmits this message to the original sender. Manage Communications o The process of creating, collecting, distributing, storing, retrieving and the ultimate disposition of project information in accordance with the communications management plan. Control Communications o The process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The communication activities involved in these processes may often have many potential dimensions that need to be considered, including, but not limited to: o Internal (within the project) and external (customer, vendors, other projects, organizations, the public) o Formal (reports, minutes, briefings) and informal (emails, memos, ad-hoc discussions;) o Vertical (up and down the organization) and horizontal (with peers;) o Official (newsletters, annual report) and unofficial (off the record communications); and o Written and oral, and verbal (voice inflections) and nonverbal (body language). Al-Qahtani,R.A P age 20
Project Risk PROJECT RISK MANAGEMENT Project Risk includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. The objectives of project risk management are to increase Chapter outline: Project Risk What will be developed from project risk management the likelihood and impact of positive events, and decrease the likelihood and impact of negative events in the project. Knowledge Area Project Risk Initiation Planning Plan Risk Identify Risks Perform Quantitative Risk Analysis Plan Risk Responses Executing Monitoring and controlling Control Risks Closing What will be Developed from Project Risk? Plan Risk o The process of defining how to conduct risk management activities for a project. Identify Risks o The process of determining which risks may affect the project and documenting their characteristics. Perform Qualitative Risk Analysis o The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. Perform Quantitative Risk Analysis o The process of numerically analyzing the effect of identified risks on overall project objectives. Plan Risk Responses o The process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Control Risks o The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project. Al-Qahtani,R.A P age 21