Saturday, 21 January 2017

Education Edge Day 2 - Office Read - Project Integration Management - PMBOK PMP

Project integration Management

PROCESSES (6) associated with the
PROJECT INTEGRATION MANAGEMENT knowledge area

1. Develop Project Charter
2. Develop Project Management Plan
3. Direct and Manage Project Work
4. Monitor and Control Project Work
5. Perform Integrated Change Control
6. Close Project or Phase

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What is the purpose of the Project Integration Management

Project Integration Management is the knowledge area that includes all the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups

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What is Develop Project Charter

A Project Integration Management PROCESS that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

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Name the Develop Project Charter Process inputs (5)

1. Project Statement of Work
2. Business Case
3. Agreements
4. Enterprise Environmental Factors
5. Organizational Process Assets

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SOW

Statement of Work

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Project Statement of Work

A input into the Develop Project Charter Process, the statement of work is a narrative description of products or services to be delivered by the project (p75)

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Business Case

A input into the Develop Project Charter Process that provides the necessary information from a business standpoint to determine whether a project is worth the required investment. Uses the business need and cost/benefit analysis to JUSTIFY the project (p75)

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Agreements

Are used to define initial intentions for a project. May take the form of contracts memorandums of understanding, service level agreements, letter of agreements, letters of intent, verbal agreements, email or other written agreements. Typically a contract is used.

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Enterprise Environmental Factors

A input into the Develop Project Charter Process
any or all external environmental factors and internal organizational environmental factors that surround or influence the project success
- Marketplace conditions
-Organizational culture and structure
-Governmental standards, industry standards or regulations

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Organizational Process Assets

A input into the Develop Project Charter Process
any or all process related assets, from any or all of the organizations involved in the project that can be used to influence the Develop project charter
- Standard processes, policies
-Templates
-Historical information and lessons learned knowledge base

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Name the tools/techniques (2) involved with the Develop Project Charter Process

- Expert Judgement
Judgement provided based upon expertise in an application area, knowledge area , discipline, industry as appropriate for the activity being performed (Glossary)
- Facilitation techniques: brainstorming, meeting management, conflict resolution, etc.

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Name the outputs (1) involved with the Develop Project Charter Process

Project Charter

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Project Charter

formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Documents the needs, assumptions, constraints, costomer's needs and high-level requirements, and the new product, service or result that is intended to satisfy as such.

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What information can found in the Project Charter

Purpose
Objectives
High level project requirements
Assumptions and constraints
High level project descriptions and boundaries
High level risks
Summary milestones schedule
Summary of budget
Stakeholder list
Project approval requirements
Assigned project manager, responsibility, authority
Name and authority of the sponsor, authorizers of charter

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Develop Project Management Plan

A Project Integration Management PROCESS of defining preparing and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

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Project Management Plan

defines how the project is executed, monitored and controlled, and closed (p78)

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What are the inputs of the Develop Project Management Plan Process

Project Charter
Outputs from Planning Process
Enterprise Environmental Factors
Organizational Process Assets (p78)

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What are the tools and techniques involved with the Develop Project Management Plan Process

Expert judgement (p78)

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What are the outputs of the Develop Project Management Plan Process

Project Management Plan (p78)

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Direct and Manage Project Execution Process

A Project Integration Management PROCESS of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives (p83)

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Corrective Action

Documented direction for executing the project work to bring expected future performance of project work in line with project management plan (p83)

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Preventive Action

A document direction to perform an activity that can reduce the probability negative consequences associated with project risk (p83)

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Defect Repair

The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component (p83)

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Name the inputs (4) of the Direct and Manage Project Execution Process

1 Project Management Plan
2 Approved Change Request
3 Enterprise Environmental Factors
4 Organizational Process Assets (p84)

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Name the tools/techniques (2) of the Direct and Manage Project Execution Process

1 Expert Judgement
2 Project Management Information System (p84)

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Name the outputs (5) of the Direct and Manage Project Execution Process

1 Deliverables
2 Work Performance information
3 Change Request
4 Project Management Plan Updates
5 Project Documents Updates

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Approved Change Request

the documented, authorized changes to expand or reduce project scope (p85)

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Project Management Information System

an automated tool suite (p87)

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Deliverables

any unique and verifiable product, result , or capability to perform a service that must be produced to complete a process, phase, or project (p87)

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Work Performance Information

Information from project activities is routinely collected as the project progresses (p87)

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Change Requests

request to expand or reduce the project scope, modify, policies, processes, plans, or procedures, modify costs or budgets, or revise schedules (Glossary)

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Updates

Changes to formally controlled documentation, plans etc., to reflect modified or additional ideas or content (p88)

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Monitor and Control Project Work

The project integration management process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan.

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Monitoring

Collecting, measuring, and distributing performance information, and assessing measurements and trends to effect process improvements (p89)

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Controlling

Determining corrective or preventative actions or re-planning and following up on action plans to determine if the actions taken resolved the performance issue (p89)

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What are the inputs (4) in the Monitor and Control Project Work Process

1 Project Management Plan
2 Performance Reports
3 Enterprise Environmental Factors
4 Organizational Process Assets

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What are the tools/techniques (1) of the Monitor and Control Project Work Process

Expert Judgement

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What are the outputs (3) of the Monitor and Control Project Work Process

1 Change Request
2 Project Management Plan Updates
3 Project Document Updates

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Performance Report

prepared by the project team this report details activities, accomplishments, milestones, identified issues, and problems. (p90)

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Perform Integrated Change Control

the Project Integration Management Process of reviewing all change request, approving changes, and managing changes to the deliverables, organizations process assets, project documents, the project management plan and communicating their disposition.

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CCB

Change Control Board (p94)

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Configuration Control

focused on the specification of both the deliverables and the processes (p94)

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Change Control

focused on identifying, documenting, and controlling changes to the project and the product baselines (p94)

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Configuration Identification

the configuration management activity that involves the selection and identification of a configuration item and provides the basis for which project configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained (p95)

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Configuration Status Accounting

the configuration management activity that involves the recording and reporting of information as to when appropriate data about the configuration item should be provided. (p95)

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Configuration Verification and Audit

the configuration management activity that ensures the composition of a projects configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented (p95)

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What are the inputs (5) of the Perform Integrated Change Control Process

1 Project Management Plan
2 Work Performance Information
3 Change Requests
4 Enterprise Environmental Factors
5 Organizational Process Assets (p95)

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What are the tools/techniques (2) of the Perform Integrated Change Control Process

1 Expert Judgment
2 Change Control Meetings (p95)

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What are the outputs of the Perform Integrated Change Control Process

1 Change request status updates
2 Project management plan updates
3 Project document updates(p95)

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Close Project or Phase

the Project Integration Management Process that involves the finalizing of all activities across all of the Project Management Process Groups to formally complete the phase or project.

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What are the inputs (3) of the Close Project or Phase Process

1 Project Management Plan
2 Accepted deliverables
3 Organizational Process Assets (p100)

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What are the tools/techniques (1) of the Close Project to Phase Process

Expert Judgement (p100)

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What are the outputs (2) of the Close Project or Phase Process

1 Final product, services, or results transition
2 Organizational Process Assets Updates (p100)

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Accepted Deliverables

deliverables that have been accepted through the Verify Scope Process

 

Education Edge Office Read - PMI PMBOK Chapter 2 and 3

Project Lifecycle

The project life cycle is a collection of generally sequential and sometimes overlapping project phases whose name and number are determined by


(1) the management and control needs of the organizations involved in the project (2) the nature of the project (3) Its area of application

 


Organizational structures



-Functional
-Matrix (weak (managed by functional manager), balanced (mixed management), strong (managed by project manager))
-Projectized
-Composite (mix of functional, matrix and project)

 


Project Stakeholder


individual, group or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity or outcome of a project. May be actively involved in the project, or whose interests may be positively or negatively affected by the performance or completion of the project

 


Sponsor


the person or group that provides resources and suport for the project and is accountable for enabling success.

 

Customers/users


the persons or organizations who will approve and manage the project's product, service or result. Users will use the project's product, service, or result.

 

Sellers (vendor, supplier, or contractor)


external companies that enter into a contractual agreement to provide components or services necessary for the project.

 

Functional Managers (as related to stakeholders)


key individuals who play a management role within an admin or functional area of the business, ex: finance, accounting, hr, etc.

 

Project managers


Assigned by the performing organization to achieve the project objectives and is the lead person responsible for communicating with all stakeholders, particularly the project sponsor, project team, and other key stakeholders, and occupies the center of the interactions between stakeholders and the project itself.

 

Project team


Comprised of the project manager and the group of individuals who act together in performing the work of the project to achieve its objectives..

 

Project Governance


An oversight function that is aligned with the organization's governance model and that encompasses the project life cycle. Provides the pm and team with structure, processes, decision-making models and tools for managing the project while supporting and controlling the project for successful delivery. Involves stakeholders, policies, procedures and standards.

 

 

Project Success


Should be measured in termos of completing the project within the constraints of scope, time, cost, quality, resources and risk as approved btwn pm and senior mgmt. PM shall set realistic and achievable boundaries fo the project iot accomplish within approved baselines.

 

Series of phases that a project passes through from its initiation to its closure. Phases can be broken down by functional or partial objectives, intermediate results or deliverables, milestones or financial availability. Can be predictive or plan-driven or adaptive to change driven approach.

 

Generic life cycle structure


-starting the project
-organizing and preparing
-carrying out the project work
-closing the project

 

Characteristics of generic project lifecycle (2-9)


- cost and staffing levels are low at the start, peak as work is carried out and drop at close
-some cost much more at the beginning to acquire needed resources
-risk and uncertainty is greatest at the start of the project, then decrease over lifecycle
-ability to influence the final characteristics of the project's product without significant impact to cost is highest at the start and decreases towards completion

 

Project Phases


project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables.

 

Characteristics of all phases


-work has a distinct focus that differs from any other phase
-achieving the primary deliverable or objective of the phase requires controls or processes unique to the phase or its activities
-closure of a phase ends with some form of transfer or hand-off of the work. Point may be referred to as a stage gate, milestone, phase review, phase gate or kill point. Usually needs to be approved.

 

Phase to phase relationship


Two basic types:
Sequential (reduces uncertainty but can't reduce time for delivery) or overlapping (can fast track but may increase risk and cause rework)

 

- Predictive Life Cycle
-Iterative and Incremental Life Cycles
(start with a vision, intentionally repeat one or more activities in order to incrementally ad to the functionality)
-Adaptive life cycle: used in a rapidly changing environment to respond to high levels of change and ongoing stakeholder involvement.

 

 

Sunday, 15 January 2017

Education Edge PMBOK Office Read - Introduction and Framework

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

 

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.

 

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;

 

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

 

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

 

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

 

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

 

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