Professional Documents
Culture Documents
PMI
provides certification as a Project Management Professional (PMP) A PMP has documented sufficient project experience, has agreed to follow a code of ethics, and has passed the PMP exam The number of people earning PMP certification is increasing quickly
Internationally
accreditation
accepted
Get certification 3 (5 without degree) years experience 35 hours training 4 hour, 200 questions, multiple choice
exam
Twenty years ago, PMI volunteers sat down to distill the project management body of knowledge. This eventually became the PMBOK Guide, now considered one of the most essential tools in the profession and is the de facto global standard for the industry. More than a million copies of the PMBOK Guide-2000 Edition are in use
There are five process groups that comprise the project management life cycle. There are Nine PM knowledge areas Within these five process groups there are 42 project management processes you wont need to use all of the processes on every project. Large projects may use most of it Small projects may not use many of it.
Planning
Executing Monitoring and Controlling
Closing
Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management
Knowledge areas describe the key competencies that project managers must develop
Four core knowledge areas lead to specific project
objectives (scope, time, cost, and quality) Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management One knowledge area (project integration management) affects and is affected by all of the other knowledge areas All knowledge areas are important
Ensuring that the project includes all the work required, only the work required. Dividing the work into major pieces, then subdividing into smaller, more manageable pieces. Work Breakdown Structure
Process
Project Group
Key Deliverables
Collect Requirements
Define Scope Create WBS Verify Scope Control Scope
planning
planning planning Monitoring and Controlling Monitoring and Controlling
Requirements document
project scope statement WBS, WBS dictionary Acceptance deliverables Change Requests
Similar to Time Estimating (usually done by the same person/group that does the Time Estimates)
Calculation of Cost for each WP: If estimate was duration Assign human resources
Effort = Duration x Resources E=2x10=20pd
e.g., Resource Cost (RC) = Effort x Rate(includes overhead) RC=20x$1,000=$20,000 (Possible) Plus Fixed Cost (FC) e.g., FC = $5,000
ID 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
Task Name Final Submission Final Design Work Final Plan TB Submission EPA Softw (Subcontract 50-B) are SW Design Do Preli m SW desig n PDR Do Final SW design CDR SW Construction Code CSC A Code CSC B Integrate&Tst CSCI 1
Account
Fixed Cost $0.00 C14 C14 $5,000.00 $0.00 $0.00 $0.00 $0.00 $12,000.00 S21 $0.00 $0.00 S22 $0.00 $0.00 $12,000.00 S31 S31 S32 $0.00 $0.00 $0.00
Total Cost $33,000.00 $25,000.00 $8,000.00 $0.00 $0.00 $133,000.00 $62,000.00 $20,000.00 $0.00 $30,000.00 $0.00 $71,000.00 $6,000.00 $8,000.00 $20,000.00
Payment $0.00 $0.00 $0.00 $0.00 $40,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $70,000.00 $0.00 $0.00 $0.00 $0.00
1997 Q3 $400,000.00 Q4 Q1 Q2 Q3 Q4
1998 Q1
$300,000.00
$200,000.00
$100,000.00
Cumulativ e Cost:
$53,920.00
$127,160.00
$331,440.00
$349,920.00
$368,400.00
$376,500.00
$376,500.00
1. Identification 2. Analysis
3. Risk Response
4. Risk Control
Monitor Update lists, strategies Action the contingency plan Fight the fires
Availability & Assign People Skills More experienced people Less experienced people Similar tasks to one person to use learning curve Assign critical tasks to most reliable people Tasks that need interaction or are similar Same person Two who communicate Personality and team communication does matter and again, Availability
There
Job descriptions vary, but most include responsibilities like planning, scheduling, coordinating, and working with people to achieve project goals Remember that 97% of successful projects were led by experienced project managers, who can often help influence success factors
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The Project Management Body of Knowledge Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skills
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1. People skills
2. Leadership 3. Listening 4. Integrity, ethical behavior, consistent 5. Strong at building trust 6. Verbal communication 7. Strong at building teams 8. Conflict resolution, conflict management 9. Critical thinking, problem solving 10. Understands, balances priorities
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Large projects: leadership, relevant prior experience, planning, people skills, verbal communication, and team-building skills are most important High uncertainty projects: risk management, expectation management, leadership, people skills, and planning skills are most important Very novel projects: leadership, people skills, having vision and goals, self-confidence, expectations management, and listening skills are most important
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Effective project managers provide leadership by example A leader focuses on long-term goals and big-picture objectives while inspiring people to reach those goals A manager deals with the day-to-day details of meeting specific goals Project managers often take on the role of both leader and manager
Managers do things right, leaders do the right thing Leaders determine the vision, managers achieve the vision
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management the skills that would be the most in demand in the next few years
SKILL PERCENTAGE OF RESPONDENTS Project/program management 60% Business process management 55% Business analysis 53% Application development 52% Database management 49% Security 42% Enterprise architect 41% Strategist/internal consultant 40%
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Capability Maturity Model - Integrated CMMI is a process improvement approach that provides organizations with the essential elements of effective processes that ultimately improve their performance. CMMI can be used to guide process improvement across a project
It helps integrate:
organizational functions set process improvement goals and priorities guidance for quality processes
A Guide to the Project Management Body of Knowledge (2003). The Project Management Institute. http://www.pmi.org
Rakos, John J. et al, A Practical Guide to Project Management Documentation, Wiley, 2004
Kerzner, Harold. Project Management: A Systems Approach to Planning, Scheduling and Controlling. 6th ed. John Wiley & Sons, 1998. Rakos, John J. Software Project Management for Small to Medium Sized Projects. Prentice-Hall, 1990.