PMP - Project Management in Practice Conference

Report
Project Management Conference
PMP Overview
PMP Exam Ice Cracker!
Dr. Kanabar
Note: This workshop is not endorsed by PMI. They don’t endorse any
Examination Content.
Exam Overview
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Why become PMP certified?
Do you Qualify?
How to Apply?
Schedule the Exam!
Exam Content Outline
Use a Spreadsheet
INITIATING PROCESS
Conduct project selection methods to evaluate the
feasibility of new products or services
Identify key stakeholders and perform analysis to gain
buy-in and requirements for the success of the project.
Define the scope of the project based on the
organization’s need to meet the customer project
expectations
Hours spent
0
20
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.
TOTAL HOURS
12
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
Knowledge
Area
Integration
Develop
Charter
Identify
Stakeholders
Knowledge
Area
Communication
Planning Processes (1 of 2)
Integration
Scope
Develop Project Plan
Collect Requirements
Define Scope
Create WBS
Define Activities
Sequence Activities
Estimate Activity
Durations
Estimate Activity
Resources
Develop Schedule
Estimate Costs
Determine Budgets
Time
Cost
Planning Processes (2 of 2)
Quality
HR
Communications
Plan Quality
Develop Human Resource
Plan
Plan Communications
Plan Risk Management
Identify Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses
Risk
Procurement
Plan Procurements
Perform Qualitative Risk
Analysis
Executing Processes
Integration
Direct & Manage Project
Execution
Quality
Perform Quality
Assurance
HR
Communications
Procurements
Acquire Team
Develop Team
Distribute Information
Manage Stakeholders
Expectations
Conduct Procurements
Manage Project Team
Monitoring & Controlling Processes
Integration
Monitor & Control
Project Work
Perform Integrated
Change Control
Verify Scope
Control Scope
Scope
Time
Control Schedule
Cost
Control Cost
Quality
Perform Quality Control
1 of 2
Monitoring & Controlling Processes
(contd.)
2 of 2
Communications
Risk
Procurement
Report Performance
Monitor & Control Risks
Administer Procurements
Closing Processes
Integration
Procurement
Close Project/Phase
Close Procurements
Processes
• Better way to digest this…. Is to understand
the grid.
Project Management Process Groups with Knowledge Mapping (p. 1 of
2)
Knowledge Area
Initiating
Process
Planning Process
Executing
Monitor and Control
Closing
Integration
Management
Develop Project
Charter
Develop Project Management
Plan
Direct & Manage Project
Execution
Monitor & Control
Work
Perform Change
Control
Close
Project or
Phase
Scope Management
Collect Requirements
Verify Scope
Define Scope
Control Scope
Create WBS
Time Management
Define Activities
Control Schedule
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Cost Management
Estimate Costs
Control Costs
Determine Budget
Quality Management
Plan Quality
Perform Quality
Assurance
Human Resource
Management
Develop HR Plan
Acquire Team
Develop Team
Manage Team
Perform Quality
Control
Page 1
Process Groups with Knowledge Mapping -- Page 2 of 2
Knowledge Area
Initiating
Process
Planning Process
Executing
Monitor and Control
Communica-tions
Management
Identify Stakeholders
Plan Communications
Distribute Information
Report Performance
Closing
Manage Stakeholder
Expectations
Risk Management
Plan Risk Management
Monitor and Control
Risks
Identify Risks
Perform Qualitative Risk
Analysis
Perform Quantitative Risk
Analysis
Plan Risk Response
Procurement
Management
Plan Procurements
Conduct Procurements
Administer Procurements
© PMBOK, PMI, 4th Edition, 2008
Page 2
Close Procurements
Using a Spreadsheet to build the
Knowledgebase
Down load from:
1 Develop Project Charter
http://www.projectmanagementinpractice.com
and select PMP page
Formally authorizes a project or project
phase
Project selction methods
(benefit/comparative
contract, SOW, enterprise approches),
environmental factors,
mathematical models),
Project Charter
organizational process
Project management
assets
methodology, Project
management information
systems, expert judgment
Project
Management
Step
Can be
Grouped
•“Management steps” to help you to
complete your project successfully.
•E.g., “define project scope” or “estimate
cost”, or “control budget”.
A Process has Inputs and Outputs
Process is executed by a
project manager who uses
“Tools and Techniques”
Inputs
Outputs
Tools & Techniques
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?
Develop Project Charter
Identify Stakeholders
Authority to
Start a
Project
Develop Project Charter
People who have
power to help or
hinder
Identify Stakeholders
Case Study: So what are
the Inputs?
I
n
p s
u
t
Let us look at
inputs first….
Enterprise
Environmental Factors
Contract
Process
Assets
INPUTS
SOW
Business
Case
Is the project worth the
investment?
Scope +
Strategy
Description of
Products or Services
created by sponsor
External Project:
This is turned in
as a “Bid”
How does
BUG Inc
conduct
business?
How do we do business?
Various departments & how they
operate?
Governmental/Industry Standards
Marketplace Conditions
Assigning Resources
Culture & Infrastructure
Organizational Process Assets
How does
BUG Inc
execute
projects?
Procedures/Standards
Tools and Templates
Historical Information
Information Systems
Knowledgebase
Of Course, they
use PMBOK ®
Expert
Judgment
Experts: Internal units, consultants,
stakeholders, industry groups, SME,
PMO
Provided by any
group or
individual with
specialized
knowledge
O
u
t
p
u
t
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
Released by BUG
Inc CEO
Signatures of all
stakeholders
Recap
Process
Name
Process
Flow
Concept
ENTERPRISE DATA
INPUTS
PROCESS ASSETS
BUSINESS CASE
DEVELOP CHARTER
TOOLS &
TECHNIQUES
OUTPUTS
EXPERT JUDGMENT
PROJECT
CHARTER
I
n
p s
u
t
Let us look at
inputs first….
Enterprise
Environmental Factors
Process
Assets
Inputs
Procurement
Documents
Charter
BUG Inc has
subcontracted XP
migration
Stakeholder
Analysis
Expert
Judgment
Stakeholder Analysis
Keep
Satisfied
Power
Medium
Monitor
LOW
Manage
Closely
HIGH
Keep
Informed
Medium
Interest in Project Execution & Result
Ref: p.249 PMBOK ® - 4th Edition
O
u
t
p
u
t
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 Stakeholder
Responsibility: Provide WIN 7 license.
Goal: Make sure that there is no disruption
during migration.
Expectations: Licenses available before execution
phase.
Constraints: None
O
u
t
p
u
t
Stakeholder Management Strategy 2
of 2
Stakeholder
Rating:
High/Med/Low
Assessment
Potential
Strategy
Recap
Process
Name
Process
Flow
Concept
CHARTER
PROCUREMENT DOCS
INPUTS
ENTERPRISE FACTORS
ORG. PROCESS ASSETS
IDENTIFY
STAKEHOLDERS
EXPERT JUDGMENT
TOOLS & TECHNIQUES
STAKEHOLDER ANALYSIS
- STAKEHOLDER REGISTER
OUTPUTS
- STAKEHOLDER MGMT
STRATEGY
What about
Knowledge
Areas?
Develop
Project
Charter
Identify
Stakeholders
We have focused on process &
process groups.
We introduced two processes in
the Initiating phase
Develop Project Charter
Key Output = Project Charter
Identify Stakeholders
Key Outputs = Stakeholder Register
and Stakeholder Management
Strategy
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

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