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- Rebecca Lyles, PMP 1. Technical Writer since 1982 Technical Editor since 1985 Technical Manager since 1991 PMP since 2003 2.

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Presentation on theme: "- Rebecca Lyles, PMP 1. Technical Writer since 1982 Technical Editor since 1985 Technical Manager since 1991 PMP since 2003 2."— Presentation transcript:

1 - Rebecca Lyles, PMP 1

2 Technical Writer since 1982 Technical Editor since 1985 Technical Manager since 1991 PMP since

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4 Telecommunications (landline and cellular) Technology development process Software development Manufacturing Publishing Information systems Enterprise content management Sales, marketing, training 4

5 Project Management Institute Website: pmi.org PMBOK® Process-based Inputs Tools and techniques Outputs Five process groups Nine knowledge areas 5

6 Ultimate guide and standard Source and reference Inputs (documents, plans, designs) Tools and Techniques (mechanisms applied to inputs) Outputs (documents, products) Updated often – check editions 6

7 Five process groups Initiating Planning Executing Monitoring and Controlling Closing 7

8 Nine knowledge areas Integration Scope Time Cost Quality Human Resource Communications Risk Procurement 8

9 Four-year degree (bachelors or global equivalent) Three years project management experience 4,500 hours leading and directing projects 35 hours of project management education - or – Secondary diploma (high school or global equivalent) Five years of project management experience 7,500 hours leading and directing projects 35 hours of project management education 9

10 Project Management Professional (PMP)® Certified Associate in Project Management (CAPM)® Program Management Professional (PgMP)® PMI Scheduling Professional (PMI-SP)® PMI Risk Management Professional (PMI-RMP)® 10

11 Challenging exam Psychometric Monitored Four hours Books (PMBOK® and supplements) Week-long boot camps Entire industry around prep books, CDs College courses, lectures Private seminars, study groups Do-it-yourself 11

12 PMBOK® - latest edition Rita Mulcahy Prep book, CDs Buy used, but check edition Make a plan Stick to your schedule Record your own audio Carry note cards Use spare time 12

13 PMBOK covers everything Much is irrelevant to documentation Costs (usually not your responsibility) Quality (may be relative, luxury) Risk – someone elses problem Formulas for finite measurements Procurement practices 13

14 Program Evaluation and Review Technique 14

15 Used in MS Project 15

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17 Pro: Discipline, knowledge, structure Sense of accomplishment Opens doors Provides credibility Con: Significant effort Can be expensive Learn many things youll never use 17

18 Ensure thorough requirements definition Engage stakeholders appropriately Keep scope contained Identify items in critical path Assign resources Define responsibilities Track deadlines Communicate as necessary 18

19 19 Process – a series of ongoing, repeatable, functional actions that can be applied to different situations and needs. Project – a temporary endeavor undertaken to create a unique product, service, or result. PMBOK® Guide, 2004 Project – a temporary endeavor undertaken to create a unique product, service, or result. PMBOK® Guide, 2004 Procedure – a series of steps or actions always performed the same way, in the same situation, for the desired result.

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21 21 Get buy-in from stakeholders Check often to maintain requirements and scope Sequence tasks, progress, critical path Triple constraint Define roles and responsibilities

22 22 Goal Start date Completion date Project team Milestones, deliverables Scope Stakeholders Risks Responsibilities and workflow

23 Who is the audience and what is the purpose? What is the desired outcome? Why are we doing this? What are the deliverables? How will we evaluate our success? How will the company evaluate our success? 23

24 What is the official kickoff date? Are we waiting for something? Is there anything we can do now? Do the stakeholders know the start date? 24

25 When does the requester need it? Is that realistic? If not, what can we do to meet it? What are our options? Documentation usually doesnt have the luxury of deciding completion date 25

26 What will we do? What will we not do? Do the stakeholders understand that? 26

27 Outside the project team, who has a special interest in this project? 27 NameFunctionCompany/Department Sponsor Suppliers Customers End users Subject matter experts Support analysts

28 Who will perform the tasks required for this project? 28 NameFunctionCompany/Department Project Manager Group manager Individual contributor Reviewer, tester

29 What are the important events, results, and products, and when do they need to be completed? 29 Event or Deliverable Date Due (chronological) Executive summary 11/1/2011 High-level outline 11/15/2011 Chapter descriptions 11/22/2011 Lab exercises 12/15/2100 Test questions 12/31/2011

30 30 Input/TriggerTaskResponsibleOutput/Result Course Design Document 1.Identify image requirements Course DeveloperList of image requirements 2.Create initial imageImage DeveloperInitial image 3.Create lab files for image Course Developer Lab files to be added to image Draft student labs Initial image 4.Add lab files to the image Image DeveloperUpdated image Lab files to be added to image Updated image5.Create image recipeImage DeveloperImage recipe and test script Updated image 6.Test image (internal)Course DeveloperImage test results, lab edits Image test script, lab drafts Image test results7.Update imageImage DeveloperUpdated image 8.Create Setup and Readme files Image DeveloperSetup and Readme files Updated image 9.Release image and documentation to Operations Image Developer Operations takes possession of image and documentation Recipe, Setup and Readme files

31 What unplanned events could affect the outcome of the project? What will we do if these happen? 31 RiskMitigation Developers not available when needed Write sections out of order, review later for continuity Decision to offer internationally Edit for translation, International English

32 Research the options at pmi.org Talk to people who have certification Assess your career choices Choose a learning method Apply what works for you Certified or not, use the principles – Theyre good! 32

33 Project Management Institute SD Chapter, PMI Text CPR LinkedIn Project Management Body of Knowledge (PMBOK Guide®) Amazon – Rita Mulcahy prep book, CDs 33

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