1. Introduction to Project Management Project Management Certificate Series – Day 1 Introduction

2. 2 Course Objectives  Learn from the PMI perspective Basic definitions of project management Principles of project management  The focus is on: What is project management  rather than How to project manage  Understand & know how and when to use: Processes Skills Tools Techniques  Recognize the Project Manager in You

3. 3 How We Will Learn?  Discuss basic definitions  Explore principles  Define processes  Apply skills & techniques  Share and relate with real-life experiences  Exchange practical, usable PM tips  Have Fun!!

4. 4 It’s all about you  Introduce yourself  Project Management experience & goals  What do you hope to gain from the class?

5. 5 Project Management Body of Knowledge (PMBOK)  The text we will use is the Project Management Body of Knowledge  Course material covers: Introduction to Project Management Integration & Scope Management Time and Cost Management Human Resources and Quality Management Communications and Risk Management Procurement and Stakeholder Management

6. What is the PMBOK Guide?  Standard A formal document Describes project management established norms, methods, processes and practices  Evolved from practices of PM practitioners, just like the disciplines of law from lawyers and medicine from doctors did  Guess what You too can add to what’s in the PMBOK

7. What is the PMBOK Guide?  Chapters 1 and 2 provide an introduction Key concepts in the field of project management  Chapter 3 Describes the common project management process interactions Summarizes the project management process groups Summarizes the project management knowledge areas  Chapters 4–13 Provide the detail about the project management process groups and knowledge areas

8. Purpose of PMBOK Guide  To increase the acceptance of project management  To introduce practitioners to the ways that knowledge, skills, tools and techniques may be applied to project activities to achieve project success

9. Purpose of PMBOK Guide  Provides a common lexicon/dictionary which is an essential element of any profession for: Discussing, Writing, and Applying project management  Is a standard foundational project management reference for PMI’s professional development programs and certifications  It is neither complete nor all-inclusive  It’s a guide rather than a methodology  Methodologies are built using this guide

10. What is PMI?  The Project Management Institute  Is the world’s largest non-profit membership association for the project management profession  Has 700,000 members, credential holders and volunteers  In nearly every country in the world  Helps enhance careers, improve organizations’ success and further maturity of the profession  Advocates project management worldwide  Reinforced by a recognized standards and certification program 10

11. 11 What is the Project Management Professional (PMP) Credential?  It’s an earned distinction that: Says you have a proficient level of project management leadership skills Commands better salaries Is obtained by meeting specific guidelines that measure experience, education and professional knowledge Requires  Ethical and Professional Conduct  Passing a rigorous examination

12. PMP Eligibility Requirements  Eligibility for the PMP credential requires that you meet both educational and professional experience criteria  All project management experience must have been accrued within the last eight consecutive years prior to your application submission 12

13. 13 PMP Eligibility Requirements  35 hours of formal PM education in areas of: Integration, Scope, Time, Human Resources, Risk, Quality, Cost, Communications, Stakeholder Management and Procurement  Bachelor Degreed candidates: Must have a minimum three years professional project management experience where 4,500 hours are spent leading and directing project tasks  High School Diploma Must have a minimum five years professional project management experience where 7,500 hours are spent leading and directing project tasks

14. 14 The PMP Credential Examination  4-hour examination  Comprised of 200 multiple-choice questions 175 are Real Test Questions 25 are Pretest Questions  Do not affect the score  Used to test the validity of future test questions  Are placed randomly throughout the examination

15. 15 PMP Examination Blueprint  Initiation13%  Planning24%  Executing30%  Monitoring and Controlling25%  Closing 8% =========================== Total 100%

16. 16 CAPM (Certified Associate in Project Management) Credential Eligibility  Minimum of a high school diploma or the global equivalent and  1,500 hours of work on a project team or 23 contact hours of project management education Or  Minimum of a high school diploma or the global equivalent and  23 contact hours of formal education

17. 17 The CAPM Credential Examination  3-hour examination  150-multiple choice questions  Knowledge-based examination that uses the PMBOK® Guide as its only source 135 are Real Test Questions 15 are Pretest Questions  Do not affect the score  Used to test the validity of future test questions  Are placed randomly throughout the examination

18. 18 Examination Costs  PMP Non PMI member $555 ($375 retest) PMI member $405 ($275 retest)  CAPM Non PMI member $300 ($200 retest) PMI member $200 ($150 retest)

19. 19 What is a project? “ A temporary endeavor undertaken to create a unique product, service or result.” Defined Beginning Defined End Specific Deliverable/s Specific Budget Project Management Institute

20. 20  What does temporary mean? A limited time Not necessarily short  When is the project completed?  Project objectives are achieved  Project objectives will not or cannot be met  The need for the project no longer exists What is a project?

21.  Each project creates a unique product, service or result  The outcome may be tangible or intangible  There may be repetitive elements in some project deliverables and activities, but this does not change the fundamental, unique characteristics of the project work 21

22. 22  Unique means One of a kind Radically distinctive and without equal  Uniqueness is obtained through a concept known as Progressive Elaboration What is a project?

23. Progressive Elaboration  Is the incremental and continuous manner (i.e. the discussion) in which the characteristics of the product, service or result of the project are: Refined and Worked out in detail  Product characteristics typically start out With a broad objective or scope Then details are added iteratively and Finally the meaning is clarified as needed 23

24. What is a project? Product A project can create: A product can either be a component of another item, an enhancement of an item, or an end item in itself 24

25. Service A project can create: A service or a capability to perform a service 25 What is a project?

26. Result A project can create: A result like an outcome captured in a research document that develops knowledge used to determine feasibility 26 What is a project?

27. Examples of Projects  What are examples where you work or have worked? 27

28. Examples of Projects  Building a new product, service, or result; Carrying out a change in the structure, processes, staffing, or style of an organization; Creating or buying a new or modified information system (hardware or software); Performing a research effort whose outcome will be suitably recorded; Constructing a building, industrial plant, or infrastructure; or Deploying, improving, or enhancing existing business processes and procedures. 28

29. 29  A project’s: Product Service or Result may become part of an ongoing operation After the Project’s Completion

30. 30 In summary, What is a project?  Projects are temporary in nature and have a definite beginning and ending date  Projects create a unique product, service or result  Projects are completed when the project goals are achieved  A successful project is one that meets the expectations of your stakeholders

31. What is Operations?  A type of work that is continuous without an ending date  Ongoing and repetitive  Work repeats the same processes and produces the same results 31

32. Examples of Operations?  What are examples where you work? 32

33. 33  Performed by people  Constrained by limited resources  Planned, executed, and controlled  Projects and operations differ primarily…  HOW? Projects and Operations Similarities

34. 34  Projects are temporary & unique  The purpose of a project is to attain its objective and then terminate  The project concludes when its specific objectives have been attained  Operations are ongoing and repetitive  The objective of an ongoing operation is to sustain the business  Operations adopt a new set of objectives and the work continues Projects and Operations Differences

35. What could go wrong with projects?  Standish Group Chaos Study evaluated: In 1995 50k IT Projects In 2004 23k IT Projects  Let’s see what they learned… 35

36. 36 26% of Projects are Successful (completed on time, within budget)) 28% of Projects are never completed or canceled. * The Standish Group’s survey was recently redone; in 1995 the numbers were much worse. At that time 53% of projects were “challenged”, 31% were never completed and only 16% were successful! 46% of Projects are “Challenged” (completed, but over budget, not on time, or with less functionality than originally planned) Standish Group CHAOS Study Results (50,000 IT Projects )

37. 37 29% of Projects are Successful (completed on time, within budget)) 18% of Projects are never completed or canceled. * 2004 Report 53% of Projects are “Challenged” (completed, but over budget, not on time, or with less functionality than originally planned) Standish Group CHAOS Study Results (23,000 IT Projects )

38. 38 So… what could go wrong?  Individual exercise – 5 minutes In 3-5 word phrases list the top 10 things that go wrong on projects you have participated in Rank problem areas from 1 to 10  1 being the most significant problem  10 being the least significant problem

39. 39 What could go wrong?  15 minutes: In your groups discuss the things that go wrong The assigned Project Manager will merge individual lists in to one team list and send to instructor via email on the evening of the class  10 minutes: As a class we will discuss the problem areas and compile one list of the top ten problem areas for the class

40. 40 Good News  PMs are learning how to succeed more often  Average cost of a project has been cut in half  Better tools are available to monitor & control progress  Better skilled PMs have better management processes

41. 41 What could go wrong?  Costs too much  Budget shrinks  Takes too long  Delivers too little  Attempts to deliver too much  Doesn’t deliver what needed  Delivers too much at once  Assumptions were incorrect  Shortage of required skills  Client can’t use delivered product  Everyone works in a different way  Client has unrealistic expectations  Difficult to measure progress  Failure to incorporate change  Dependencies on other projects  Legal/contractual requirements not included  External factors, risk items  Politics  And many more…

42. 42 Project Success CategoryStatistic Cumulative Total 1. User involvement15.90% 2. Executive Management Support13.90%29.80% 3. Clear Statement of Requirements13.60%43.40% 4. Proper Planning9.60%53.00% 5. Realistic Expectations8.20%61.20% 6. Smaller Project Milestones7.70%68.90% 7. Competent Staff7.20%76.10% 8. Ownership5.30%81.40% 9. Clear Vision and Objectives2.90%84.30% 10. Hard Working focused staff2.40%86.70% 11. Other13.30%100.00% Why Projects Succeed