PMBOK Study Guide

Project Management Professional (PMP)Certification Study GuidePMI Certification Materials To assist PMI candidates for completing the PMI certification exam administered by the Project Management Institute Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK) www.pmi.orgRecurring Themes Historical Records need to collect and use for planning, estimating and risk Kickoff meetings are important Work Breakdown Structures Do not introduce benefits that are not stated in requirements Needs of all stakeholders should be taken into account during all projects Team Members must be involved in project planning Project Mangers must be pro-activeChapter 1 Introduction Project temporary endeavor undertaken to create a unique product or service Has a definite beginning and end and interrelated activities Programs adopt new set of objectives and continue to work; projects cease when declared objectives have been attainedChapter 1 Introduction Projects are unique characteristics are progressively elaborated Progressively: proceeding in steps Elaborated: worked with care and detail Scope of project should remain constant even as characteristics are “progressively elaborated”Chapter 1 - Introduction Project Management: the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project balancing the following: Scope, time, cost, and quality Stakeholders expectations Requirements (needs) vs. unidentified requirements (expectations)Chapter 1 - Introduction Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually Most programs have elements of ongoing operations Series of repetitive or cyclical undertakings Projects are often divided into “subprojects” for more manageability Often contracted out to external organizationsChapter 2 Project Management Context Project Phases are marked by the completion of a deliverable Tangible, verifiable work product Review of deliverables and approval/denial are “phase exits, stage gates, or kill points” Phases are collected into the Project Life Cycle Set of defined work procedures to establish management controlChapter 2 Project Management Context Project Life Cycle defines: Technical work performed in each phase Who is involved in each phase Project Phases can overlap “Fast Tracking” Common Characteristics of Project Life Cycles: Cost and Staffing levels are low at start and move higher towards the end Probability of successfully completing project is low at beginning, higher towards the end as project continues Stakeholder influence is high at the beginning and progressively lowers as project continuesChapter 2 Project Management Context Stakeholders: individuals and organizations who are actively involved in the project Often have conflicting expectations and objectives In general, differences should be resolved in favor of the customer individual(s) or organization(s) that will use the outcome of the project Stakeholder management is a proactive task Project Mangers must determine all stakeholders and incorporate their needs into the projectChapter 2 Project Management Context Stakeholders are: Project Managers Customers Performing Organizations, owners Sponsor Team Internal/External End User Society, citizens Others: owner, funders, supplier, contractorChapter 2 Project Management Context Organizational Systems: Project based vs. Non-Project Based Project Based derive revenues from performing projects for others (consultants, contractors),”management by projects” Non-Project Based seldom have management systems designed to support project needs (manufacturing, financial services)Chapter 2 Project Management Context Organizational Cultures and Styles: Entrepreneurial firms more likely to adopt highly participative Project Manager accept higher risk/reward Hierarchical firms less likely to adopt participative Project Manager take fewer risksChapter 2 Project Management Context Organizational Structures Functional (classical) marked by identifiable superiors. Staff grouped by specialty . Perceived scope of project limited by function (Engineering, HR). Typically have part-time Project Manager Projectized Organization blend functional and projectized characteristics. Mix cross- department personnel with full-time Project MangerChapter 2 Project Management Context Project Management Skills General Business Management (consistently producing results expected by stakeholders) Leading (establishing direction, aligning resources, motivating) Communicating (clear, unambiguous, and complete) Negotiating (conferring with others to reach an agreement) Problem Solving (definition