Presentation on theme: "PROJECT MANAGEMENT BASICS. CHAPTER 1 - INTRODUCTION 1.1 The PMBOK Guide 1.2 What is a Project? 1.3 What is Project Management? 1.4 Areas of Expertise."— Presentation transcript:
PROJECT MANAGEMENT BASICS
CHAPTER 1 - INTRODUCTION 1.1 The PMBOK Guide 1.2 What is a Project? 1.3 What is Project Management? 1.4 Areas of Expertise Necessary for Project Management? 1.5 Project Management Context
1.1 The PMBOK Guide The PMBOK® Guide identifies the subset of project management knowledge that is generally recognized as good practice. It provides a foundational reference for anyone interested in the profession of project management.
1.2 What is a Project? A project is a temporary endeavor undertaken to create a unique product, service, or result. Projects and operations differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique. Projects are often utilized as a means of achieving an organizations strategic plan.
1.3 What is Project Management? Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
1.4 Areas of Expertise Necessary for Project Management Effective project management requires that the project management team understand and use knowledge and skills from several five areas
1.5 Project Management Context Project management exists in a broader context that includes program management, portfolio management and the project management office. Frequently, there is a hierarchy of strategic plan, portfolio, program, project and subproject.
CHAPTER 2 – PROJECT LIFE CYCLE & ORGANIZATION 2.1 The Project Life Cycle 2.2 Project Stakeholders 2.3 Organizational Influences
2.1 The Project Life Cycle Characteristics of the Project Life Cycle Characteristics of Project Phases Project Life Cycle and Product Life Cycle Relationships
2.2 Stakeholders Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. Stakeholder expectations must be managed carefully due to different or conflicting objectives.
2.3 Organizational Influences Organizational Systems Organizational Cultures and Styles Organizational Structure The Role of the PMO in Organizational Structures Project Management System
CHAPTER 3 – PROJECT MANAGEMENT PROCESSES 3.1 Project Management Processes 3.2 Project Management Process Groups Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group
3.2.1 Initiating Process Group Develop Project Charter Develop Preliminary Scope Statement
3.2.2 Planning Process Group Develop Project Management Plan Scope Planning Scope Definition Create Work Breakdown Structure (WBS) Activity Definition Activity Sequencing
3.2.2 Planning Process Group (continued) Activity Resource Estimating Activity Duration Estimating Schedule Development Cost Estimating Cost Budgeting Quality Planning Human Resource Planning
3.2.2 Planning Process Group (continued) Communications Planning Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Plan Purchases and Acquisitions Plan Contracting
3.2.3 Executing Process Group Direct and Manage Project Execution Perform Quality Assurance Acquire Project Team Develop Project team Information Distribution Request Seller Responses Select Sellers
3.2.4 Monitoring and Controlling Process Group Monitor and Control Project Work Integrated Change Control Scope verification Scope Control Schedule Control Cost Control
3.2.4 Monitoring and Controlling Process Group (continued) Perform Quality Control Manage Project Team Performance Reporting Manage Stakeholders Risk Monitoring and Control Contract Administration
3.2.5 Closing Process Group Close Project Contract Closure