Project

Management
Introduction

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What is PMI?
 Founded in 1969, the Project Management
Institute (PMI) has grown to be the organization
of choice for project management professionals
world wide.

 200,000 members representing 125 countries

 Establishes project management standards, provide

seminars, educational programs and professional
certification.

 www.pmi.org
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What is the Project Management
Professional (PMP) Certification?
 The PMP certification is the most widely recognized and
respected certification in the field of project
management. The purpose and goal of this certification
program is the development, maintenance, evaluation,
promotion, and administration of a rigorous,
examination-based, professional certification program of
the highest caliber.

 Worldwide there are over 50,000 PMPs who provide

project management services in 26 countries.

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 Overview of Certification Test Eligibility
Requirements

Category 1 Category 2
• Baccalaureate/equivalent degree • High School diploma/equivalent degree

• Minimum of 4,500 hours of project • Minimum of 7,500 hours of project

management experience within the five management experience within the five
process groups (Initiation, Planning, process groups (Initiation, Planning,
Execution, Control, Closing) Execution, Control, Closing)

• 3 years of project management experience • 5 years of project management experience

within the last 6 years (36 months of non- within the last 8 years (60 months of non-
overlapping months of PM experience). overlapping months of PM experience).

• 35 contact hours of project management • 35 contact hours of project management

education. education.

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What is Required of You After Passing
Examination?
 Each PMP must satisfy the PMI Continuing
Certification Requirements Program (formerly
called Professional Development Program) in
order to maintain the PMP certification.

 Attain no less than 60 Professional Development

Units (PDUs) within a three-year cycle.

 Agree to continue to adhere to PMI’s Professional

Code of Conduct.

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 PROJECT
MANAGEMENT
Chapters 1 - 3

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What Is a Project?
 Temporary endeavor
 Every project has a definite beginning and a definite end
 Does not mean short duration
 Undertaken to create a unique product, service or result
 A product or artifact that is produced, is quantifiable, and can be
either an end item in itself or a component item
 A capability to perform a service, such as business functions
supporting production or distribution
 A result, such as outcomes or documents
 Progressive Elaboration
 Developing in steps, and continuing in increments

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What Is a Program?

 A group of projects…
 Managed in a coordinated way…
 To obtain benefits not available from managing them individually

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What Is a Subproject?

 A manageable component of a project

 May be performed by a separate organization
 Could be a project phase
 Subprojects are typically referred to as projects
and managed as such

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 What Is Project Management?
Application of knowledge, skills, tools, and
techniques to project activities to meet project
requirements

Time Cost/Resources
Quality
Risk

Scope
Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 2000
Edition, Project Management Institute, Inc., 2000
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 Project Phases and the Project Life Cycle
 A project can be divided up into phases
 The completion of a phase is marked by a
deliverable
 Collectively the project phases make up the
project life cycle
Intermediate Phase

Cost and
Staffing
Level Final
Phase
Initial Phase

Start Finish
Time 11
Stakeholders Influence
 Stakeholders are individuals or organizations that are
actively involved in the project, or whose interests may
be affected as a result of project execution or project
completion

High Influence of stakeholders

Cost of changes

Low
Start Finish
Project Time

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What Is a Deliverable?

 A tangible, verifiable product, result or capability

to perform a service that must be produced to
complete a process, phase, or project.
 A deliverable often marks the end of a phase of
the project
 Phase end = Phase exit, stage gates, or kill
points

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Organizational Structures

 Functional
 Projectized
 Weak Matrix
 Balanced Matrix
 Strong Matrix

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 Functional Organization

Project
Chief Coordination
Executive

Functional Functional Functional

Manager Manager Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
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 Projectized Organization

Chief
Executive

Project Project Project

Manager Manager Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
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 Weak Matrix Organization

Chief
Executive

Functional Functional Functional

Manager Manager Manager

Staff Staff Staff

Project
Staff Staff Staff Coordination

Staff Staff Staff

Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
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 Balanced Matrix Organization

Chief
Executive

Functional Functional Functional

Manager Manager Manager

Staff Staff Staff

Staff Staff Staff

Manager Staff Staff

Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
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 Strong Matrix Organization

Chief
Executive

Functional Functional Functional Manager of Project

Manager Manager Manager Managers

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
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 Organizational Structure Influences on
Projects
Organization Matrix
Type Functional Projectized
Project
Characteristics Weak Matrix Balanced Matrix Strong Matrix

Project Manager's High to Almost

Little or None Limited Low to Moderate Moderate to High
Authority Total

High to Almost
Resource Availability Little or None Limited Low to Moderate Moderate to High
Total

Who controls the project Functional Functional

Mixed Project Manager Project Manager
budget Manager Manager

Project Manager's Role Part-time Part-time Full-time Full-time Full-time

Project Management
Part-time Part-time Part-time Full-time Full-time
Administrative Staff

Communication Top-Down Lateral Lateral Lateral Top-Down/

Pattern Bottom-Up

Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
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Balance of Power in an Organization

Project Influence in Decision Making

Functional Influence in Decision Making

Pure Weak Balanced Strong Pure

Functional Matrix Matrix Matrix Projectized

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Plan-Do-Check-Act Cycle
 An underlying concept for the interaction among
the project management processes

Plan Do

Act Check

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 Project Management Process Groups
Monitoring &
Controlling Processes

Planning
Processes

Initiating
Closing
Processes
Processes

Executing
Processes

Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
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Project Management Process Groups
 Initiating Process Group
 Defines and authorizes the project or a project phase
 Planning Process Group
 Defines and refines objectives, and plans the course of action
required to attain the objectives and scope that the project was
undertaken to address
 Executing Process Group
 Integrates people and other resources to carry out the project
management plan for the project
 Monitoring and Controlling Process Group
 Regularly measures and monitors progress to identify variances
from the project management plan so that corrective action can
be taken when necessary to meet project objectives
 Closing Process Group
 Formalizes acceptance of the product, services or result and
brings the project or a project phase to an orderly end

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Flow Chart Legend

Process Process External to Process

Group

Process Flow

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Process Groups’ Interactions
Organization’s culture
Project management Statement of
Information system Work or Contract Project Initiator
Enterprise Human resources pool Initiating Or Sponsor
Environmental Factors
Process Group
Policies, procedures, standards,
Guidelines, defined processes,
Organizational Project charter
Historical information, lessons learned
Process Assets Preliminary Project Scope Statement

Planning
Process Group

Project Management Plan

Executing
Process Group Deliverables
Requested changes
Implemented change requests
Implemented corrective actions
Implemented preventive actions
Implemented defect repair
Monitoring & Work performance information
Controlling
Process Group Approved/Rejected change requests
Approved/Recommended corrective action
Approved/Recommended preventive actions
Approved/Recommended defect repair
Project Management Plan (updates)
Project Scope Statement (updates)
Performance reports
Forecasts
Validated defect repair
Organizational process assets (updates)
Approved deliverables
Closing
Process Group
Final product, Administrative closure procedure
Customer Service, result Contract closure procedure
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 PMBOK- 9 Knowledge Areas – 44
Individual Sub-processes
4 Integration 5 Scope
Management Management
(7 Processes) (5 Processes)

12 Procurement 6 Time
Management Project Management
(6 Processes) Management (6 Processes)
Knowledge
11 Risk 7 Cost
Management Areas Management
(6 Processes) (3 Processes)

10 Communications 9 Human Resource 8 Quality

Management Management Management
(4 Processes) (4 Processes) (3 Processes)
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 Mapping the Processes
Process
PM Group Initiating Planning Executing Controlling Closing
Knowledge Area
4. Integration 4.1 Develop 4.3 Develop Project 4.4 Direct 4.5 Monitor and 4.7
Project Management Plan and Control Project Close
Charter Manage Work Project
4.2 Develop Project 4.6 Integrated
Preliminary Execution Change Control
Project
Scope
Statement
5. Scope 5.1 Scope Planning 5.4 Scope
5.2 Scope Definition Verification
5.3 Create WBS 5.5 Scope Control
6. Time 6.1 Activity Definition 6.6 Schedule
6.2 Activity Sequencing Control
6.3 Activity Resource
Estimating
6.4 Activity Duration
Estimating
6.5 Schedule
Development
7. Cost 7.1 Cost Estimating 7.3 Cost Control
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7.2 Cost Budgeting
 Mapping the Processes (cont.)
Process
PM Group I Planning Executing Controlling Closing
Knowledge Area
8. Quality 8.1 Quality Planning 8.2 Perform Quality 8.3 Perform
Assurance Quality
Control
9. Human 9.1 Human Resource Planning 9.2 Acquire Project Tm 9.4 Manage
Resource 9.3 Develop Project Tm Project Tm
10. 10.1 Communications 10.2 Information 10.3
Communications Planning Distribution Performance
Reporting
10.4 Mange
Stakeholders
11. Risk 11.1 Risk Management 11.6 Risk
Planning Monitoring
11.2 Risk Identification and Control
11.3 Qualitative Risk Analysis
11.4 Quantitative Risk
Analysis
11.5 Risk Response Planning
12. Procurement 12.1 Plan Purchases and 12.3 Request Seller 12.5 12.6
Acquisitions Responses Contract Contract
12.2 Plan Contracting 12.4 Select Sellers Admin Closeout
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 Process Groups Within a Project
(and Project Phases)

Executing
Processes
Level
of
Process
Planning
Interaction Processes

Initiating Closing
Processes Monitoring & Controlling Processes Processes

Project/Phase Project/Phase
Start Time Finish

Project Management Institute, A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK® Guide) – 2004
Edition, Project Management Institute, Inc., 2004
30
Initiating Process Group

PLANNING PROCESS GROUP

Develop
Project Charter

EXECUTING PROCESS GROUP

Develop
Preliminary
Project Scope
Statement

MONITORING & CONTROLLING

PROCESS GROUP

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 MONITORING
Planning Process Group & CONTROLLING
PROCESS
Scope GROUP
Scope Definition
Planning
Develop
INITIATING Project Activity
Management Definition
PROCESS
Plan Activity
GROUP
Resource
Estimating
Create
WBS Activity
Cost Duration
Estimating Estimating

Cost
Budgeting
Risk
Activity
Management
Sequencing
Planning Human Resource
Planning

Risk
Identification Schedule
Quality Development
EXECUTING
Planning
PROCESS
Qualitative Risk GROUP
Communications
Analysis
Planning

Quantitative Risk Plan

Analysis Plan
Purchases and CLOSING
Contracting
Acquisitions
PROCESS
Risk Response GROUP
Planning
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 Executing Process Group

INITIATING
PROCESS
GROUP
Perform Quality MONITORING
Assurance & CONTROLLING
PROCESS
GROUP
Acquire
Direct and Project Team
Manage
Project
Execution
Develop Information
Project Team Distribution

PLANNING
PROCESS
GROUP
Request Seller Select Sellers
Responses
CLOSING
PROCESS
GROUP

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 Monitoring & Controlling Process Group

Scope
Verification
INITIATING
Scope
PROCESS Control
GROUP
Schedule
Control

Monitor Cost
And Control Control
Project Work
Perform Quality
Control
PLANNING Manage Project
PROCESS Team
GROUP
Performance
Integrated
Reporting
Change
Control
Manage
Stakeholders

Risk Monitoring
& Control CLOSING
Executing
PROCESS
PROCESS Contract
Administration GROUP
GROUP

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 Closing Process Group

INITIATING
PROCESS
GROUP

Close
Project

PLANNING
PROCESS
GROUP
Contract
Closure

MONITORING
& CONTROLLING
PROCESS
GROUP

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