PMBOK Office Read - Project Management Introduction and Framework (Chapter 1 and 2)
Project
A project is a
temporary endeavor undertaken to create a unique product, service, or result.
The temporary nature of projects indicates a definite beginning and end
Project Management
The application of
knowledge, skills, tools, and techniques to project activities to meet the
project requirements (remember requirements that meet the objectives.
Project Management
Process Groups
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
Progressive
Elaboration
Continually
improving and detailing a plan as more detailed and specific information and
more accurate estimates become available. Uses the iterative process of
continually re-looking at and refining the plan to make it accurate.
Portfolio
A collection of
programs and other work that are grouped together to facilitate effective
management of that work to facilitate strategic business objectives.
Portfolio Management
• The central
management of one or more portfolios. Includes identifying, prioritizing,
authorizing, managing and controlling projects, programs and other related
work, to achieve specific strategic business objectives
• Project portfolio management refers to the selection and support of projects or program investments.
• These investments in projects and programs are guided by the organization`s strategic plan and available resources.
• Project portfolio management refers to the selection and support of projects or program investments.
• These investments in projects and programs are guided by the organization`s strategic plan and available resources.
Program
A group of related
projects managed in a coordinated way to obtain benefits and control. Includes
related work outside the scope of the discrete projects in the program. A
project may or may not be part of a program; a program will always have
projects. Think the Space Program.
Program Management
The centralized
coordinated management of a program to achieve the programs strategic
objectives and benefits. Projects within a program are related through the
common outcome or collective capability. Focuses on the project
interdependencies and helps to determine the optimal approach for managing them
Strategic
considerations that typically authorize a project (reasons for a project to
start)
• Market Demand;
• Strategic opportunity / business need;
• Social Need
-Environmental Consideration
-Customer Request
• Technological advancement;
• Legal requirements;
• Strategic opportunity / business need;
• Social Need
-Environmental Consideration
-Customer Request
• Technological advancement;
• Legal requirements;
PMO
Project Management
Office. A management structure that standardizes the project-related governance
processes and facilitates the sharing of resources, methodologies, tools and
techniques. Can be supportive (consultative), controlling (monitoring and auditing),
or directive (takes charge of projects).
How can a PMO support
project managers?
• Managing shared
resources across all projects administered by the PMO;
• Identifying and developing project management methodology, best practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards, policies, procedures, and templates via project audits;
• Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and
• Coordinating communication across projects
• Identifying and developing project management methodology, best practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards, policies, procedures, and templates via project audits;
• Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and
• Coordinating communication across projects
Business Value
The entire value of
the business; the total sum of all tangible and intangible elements. PM can
assist by effectively managing projects and delivering quality products.
Project Manager
The person assigned
by the performing organization to achieve the project objectives
Characteristics of a
project manager
• Knowledge of
project management;
• Performance: what the project manager is able to do or accomplish whilst applying the project management knowledge;
• Personal: how the project manager behave - encompasses attitude and leadership
• Performance: what the project manager is able to do or accomplish whilst applying the project management knowledge;
• Personal: how the project manager behave - encompasses attitude and leadership
PMBOK
Project Management
Body of Knowledge. A standard of managing most projects most of the times
across many industries; Describes the project management processes, tools, and
techniques used to manage a project;
Organization Process
Assets
The plans,
processes, policies, procedures, and knowledge bases specific to and used by
the performing organization. They include any artifact practice or knowledge
from any or all of the organizations involved in the project.
Org's processes and procedures for conducting project work include (any
historical documents:
-Initiating and
planning: Guidelines, Standards, templates
-Executing Monitoring and Controlling: Status reports, Change control documents, financial controls, issue and defect management , communication, risk control or register or RAID logs, performance measurement,
-Closing: Project closure guidelines or requirements, lesson learned
-Executing Monitoring and Controlling: Status reports, Change control documents, financial controls, issue and defect management , communication, risk control or register or RAID logs, performance measurement,
-Closing: Project closure guidelines or requirements, lesson learned
Corporate Knowledge Base from the Org Process assets include:
- Configuration
management
-Financial databases
-Historical info
-Issue and defect management databases
-Process measurement databases
-Project files from previous projects
-Financial databases
-Historical info
-Issue and defect management databases
-Process measurement databases
-Project files from previous projects
Enterprise environmental
factors
Conditions not
under the control of the project team, that influence,
constrain or direct the project
-culture
-geographic distribution of facilities
-gov't or industry standards
-infrastructure
-human resources
-established communication channels
-stakeholder risk tolerance
constrain or direct the project
-culture
-geographic distribution of facilities
-gov't or industry standards
-infrastructure
-human resources
-established communication channels
-stakeholder risk tolerance