Project Management Professional, PMP

1
Project Management Professional, PMP

• AdvisorDr. Yeong-Sung Lin
• StudentChiu-Han Hsiao
• Department of Information Management
• National Taiwan University
• Taipei, Taiwan, R. O. C.

2
The Project Management Framework

• PMP?????????.htm

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Project Management Body of Knowledge (PMBOK)

• The sum of knowledge within the profession of
  project management.
• The knowledge of (both published and unpublished)
  widely applied, proven traditional practices and
  knowledge of less frequently used innovative and
  advanced practices.

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PMBOK

• ???????? (Project Management Body of
  Knowledge,PMBOK)?????????(PMI)???????????,????????
  ????????????????????????????,??????????????
• PMBOK five process group
• Initiating
• Planning
• Executing
• Controlling
• Closing

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PMI Standards Background

• 1969 PMI founded
• 1983 PMI Special Report on Ethic, Standards,
  and Accreditation the Standards portion was The
  Project Management Body of Knowledge (PMBOK)
• 1987 PMBOK Standard was published
• 1996 A Guide to the Project Management Body of
  Knowledge (PMBOK Guide) first edition was
  published
• 1999 PMI accredited as a Standards Development
  Organization (SDO) by ANSI
• 2000 The PMBOK Guide - 2000 Edition
• 2007 The PMBOK Guide 4th Edition
• 2010 The PMBOK Guide 5th Edition

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Project Versus Operations

• Work Involves either operations or projects.
• A Project is a temporary (Start and Stop points)
  endeavor undertaken to create a unique product or
  service.
• Projects are a means for organizations to respond
  to those requests that cannot be addressed within
  the organization's normal operational limits.
• The objective of a project is to attain the
  objective and close the project.

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Unique Product/Service/Result

• A product or service resulting from a project may
  be unique even if the category to which it
  belongs is large.
• A projects outcome (deliverable) product or
  service typically continue even though the
  project ends.
• The presence of repetitive elements within
  project completion does not change the
  fundamental uniqueness of the project work.

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Progressive Elaboration

• Because the product of each project is unique,
  the characteristics that distinguish the product
  or service must be progressively elaborated.
• Progressively means "proceeding in steps
  continuing steadily by increments."
• Elaborated means "worked out with care and
  detail e.g. developed thoroughly.
• Progressive elaboration of product
  characteristics must be carefully coordinated
  with proper project scope definition,
  particularly if the project is performed under
  contract.

9
Project Management

• Project management is the application of
  knowledge, skills, tools, and techniques to
  project activities to meet project requirements.
• Use of PM knowledge, skills, tools, and
  techniques to lead a project from start to finish
• Project management is accomplished through the
  use of the processes such as initiating,
  planning, executing, controlling, and closing.
• The project team manages the work of the projects.

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Work of the Projects

• Competing demands for scope, time, cost, risk,
  and quality.
• Stakeholders with differing needs and
  expectations.
• Identified requirements.

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Project Management Knowledge Areas
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The Project Management Context
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Project Life Cycle

• The collection of phases that are performed in
  completing a project.
• Each project phase is marked by completion of one
  or more deliverables.
• The conclusion of a project phase is generally
  marked by a review of both key deliverables and
  project performance to date.
• Determine if the project should continue into its
  next phase.
• Detect and correct errors.
• The project life cycle defines the beginning and
  the end of a project.
• Project life cycles generally define
• What technical work should be done in each phase.
• Who should be involved in each phase.

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Typical Project Life Cycle
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Project Phase Deliverables

• A deliverable is a tangible, verifiable work
  product such as a feasibility study, a detail
  design, or a working prototype.
• Deliverables from the preceding phase are usually
  approved before work starts on the next phase.

16
Project Stakeholders

• Project stakeholders are individuals and
  organizations that are actively involved in the
  project, or whose interests may be positively or
  negatively affected as a result of project
  execution or project completion they may also
  exert influence over the project and its results.
  
• Key Stakeholders
• Project managerthe individual responsible for
  managing the project.
• Customerthe individual or organization that will
  use the project's product or service.
• Performing organizationthe enterprise whose
  employees are most directly involved in doing the
  work of the project.
• Project team membersthe group that is performing
  the work of the project.
• Sponsorthe individual or group within or
  external to the performing organization that
  provides the financial resources, in cash or in
  kind, for the project.
• Stakeholder expectations must be carefully
  managed since stakeholders often have very
  different and conflicting objectives for the
  project.

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Organizational Influences to Projects

• Organizational Systems.
• Organizational Cultures and Styles.
• Organizational Structure.
• Project Office.

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Project-based Organizations

• Project-based organizations are organizations
  whose operations consist primarily of projects.
• Organizations that derive their revenue primarily
  from performing projects for others.
• Organizations that have adopted management by
  projects.
• Nonproject-based organizations often lack
  management systems designed to support project
  needs efficiently and effectively.

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Organizational Cultures/Styles

• Organizational culture is reflected in their
  shared values, norms, beliefs, and expectations
  in their policies and procedures in their view
  of authority relationships etc.

TB07 Tiwana, A. and Bush, A. A., A Comparison
of Transaction Cost, Agency, and Knowledge-Based
Predictors of IT Outsourcing Decisions A
U.S.-Japan, Cross-Cultural Field Study, Journal
of Management Information Systems, Vol. 24, No.
1, Summer 2007, pp.259-300.
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Organizational Structure

• Functional Structure
• Matrix Structure
• Projectized Structure

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Matrix Organizational Structure

• Matrix organizations are a blend of functional
  and projectized characteristics.
• Weak matrices maintain many of the
  characteristics of a functional organization, and
  the project manager role is more of a coordinator
  or expediter than a manager.
• Strong matrices have many of the characteristics
  of the projectized organizationfull-time project
  managers with considerable authority and
  full-time project administrative staff.

HBK07 He, J., Butler, B. S., and King, W., R.,
Team Cognition Development and Evolution in
Software Project Teams, Journal of Management
Information Systems, Vol. 24. No.2, Fall 2007,
pp.261-292.
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Organizational Structure Influences on Projects
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Key General Management Skills

• Finance and accounting, sales and marketing,
  research and development, and manufacturing and
  distribution.
• Strategic planning, tactical planning, and
  operational planning.
• Organizational structures, organizational
  behavior, personnel administration, compensation,
  benefits, and career paths.
• Managing work relationships through motivation,
  delegation, supervision, team building, conflict
  management, and other techniques.
• Managing oneself through personal time
  management, stress management, and other
  techniques.

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Leading

• Establishing directiondeveloping both a vision
  of the future and strategies for producing the
  changes needed to achieve that vision.
• Aligning peoplecommunicating the vision by words
  and deeds to all those whose cooperation may be
  needed to achieve the vision.
• Motivating and inspiringhelping people energize
  themselves to overcome political, bureaucratic,
  and resource barriers to change.

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Communicating

• Communicating involves the exchange of
  information.
• Communicating Dimension Examples
• Written and oral, listening and speaking.
• Internal (within the project) and external (to
  the customer, the media, the public, etc.).
• Formal (reports, briefings, etc.) and informal
  (memos, ad hoc conversations, etc.).
• Vertical (up and down the organization) and
  horizontal (with peers and partner organization).

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Negotiating

• Negotiating involves conferring with others to
  come to terms with them or reach an agreement.
• Negotiation Item Examples
• Scope, cost, and schedule objectives.
• Changes to scope, cost, or schedule.
• Contract terms and conditions.
• Assignments.
• Resources.

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Problem Solving

• Problem solving involves a combination of problem
  definition and decision-making.
• Problem definition requires distinguishing
  between causes and symptoms to determine the
  essential reasons for a problem.
• Decision-making includes analyzing the problem to
  identify viable solutions, and then making a
  choice from among them.

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Influencing the Organization

• Influencing the organization involves the ability
  to "get things done."
• Influencing the organization also requires an
  understanding of the mechanics of power and
  politics.
• Power is the potential ability to influence
  behavior, to change the course of events, to
  overcome resistance, and to get people to do
  things that they would not otherwise do.
• Politics is about getting collective action from
  a group of people who may have quite different
  interests.

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Standard

• A standard is a "document approved by a
  recognized body, that provides, for common and
  repeated use, rules, guidelines, or
  characteristics for products, processes or
  services with which compliance is not mandatory."

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Regulation

• A regulation is a "document, which lays down
  product, process or service characteristics,
  including the applicable administrative
  provisions, with which compliance is mandatory."

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Culture

• Culture is the "totality of socially transmitted
  behavior patterns, arts, beliefs, institutions,
  and all other products of human work and thought.

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Project Management Processes
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Project Processes

• A process is "a series of actions bringing about
  a result.
• Project processes typically consist of project
  management processes and product-oriented
  processes.
• Project management processes describe, organize,
  and complete the work of the project.
• Product-oriented processes specify and create the
  project's product.
• Project management processes and product-oriented
  processes overlap and interact throughout the
  project.

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Project Management Processes

• Initiating processesauthorizing the project or
  phase.
• Planning processesdefining and refining
  objectives and selecting the best of the
  alternative courses of action to attain the
  objectives that the project was undertaken to
  address.
• Executing processescoordinating people and other
  resources to carry out the plan.
• Controlling processesensuring that project
  objectives are met by monitoring and measuring
  progress regularly to identify variances from
  plan so that corrective action can be taken when
  necessary.
• Closing processesformalizing acceptance of the
  project or phase and bringing it to an orderly
  end.

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Process Group Linkages

• The process groups are linked by the results they
  producethe result or outcome of one often
  becomes an input to another.
• Among the central process groups, the links are
  iteratedplanning provides executing with a
  documented project plan early on, and then
  provides documented updates to the plan as the
  project progresses.
• Project management process groups are not
  discrete, one-time events they are overlapping
  activities that occur at varying levels of
  intensity throughout each phase of the project.
• Process group interactions also cross phases such
  that closing one phase provides an input to
  initiating the next.

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Process Group Links within a Project Phase
Arrows Depict Information Flows
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Overlap of Process Groups within a Project Phase
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Process Group Interaction between Project Phases

Previous Phases
Subsequent Phases

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Process Elements

• Inputsdocuments or documentable items that will
  be acted upon.
• Tools and techniquesmechanisms applied to the
  inputs to create the outputs.
• Outputsdocuments or documentable items that are
  a result of the process.

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Initiating Processes

• Authorizing the project or phase (part of project
  scope management).
• Project or phase initiation is the process
  wherein a suggestion or idea is transformed into
  an actual project.

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Planning Processes

• Planning processes include core processes and
  facilitating processes.
• Planning is an ongoing effort throughout the life
  of the project.

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Core Planning Processes

• Scope Planningdeveloping a written scope
  statement as the basis for future project
  decisions.
• Scope Definitionsubdividing the major project
  deliverables into smaller, more manageable
  components.
• Activity Definitionidentifying the specific
  activities that must be performed to produce the
  various project deliverables.
• Activity Sequencingidentifying and documenting
  interactivity dependencies.
• Activity Duration Estimatingestimating the
  number of work periods that will be needed to
  complete individual activities.

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Core Planning Processes

• Schedule Developmentanalyzing activity
  sequences, activity durations, and resource
  requirements to create the project schedule.
• Risk Management Planningdeciding how to approach
  and plan for risk management in a project.
• Resource Planningdetermining what resources
  (people, equipment, materials, etc.) and what
  quantities of each should be used to perform
  project activities.
• Cost Estimatingdeveloping an approximation
  (estimate) of the costs of the resources required
  to complete project activities.
• Cost Budgetingallocating the overall cost
  estimate to individual work packages.
• Project Plan Developmenttaking the results of
  other planning processes and putting them into a
  consistent, coherent document.

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Planning Facilitating Processes

• Quality Planningidentifying which quality
  standards are relevant to the project and
  determining how to satisfy them.
• Organizational Planningidentifying, documenting,
  and assigning project roles, responsibilities,
  and reporting relationships.
• Staff Acquisitiongetting the human resources
  needed assigned to and working on the project.
• Communications Planningdetermining the
  information and communications needs of the
  stakeholders who needs what information, when
  will they need it, and how will it be given to
  them.
• Risk Identificationdetermining which risks are
  likely to affect the project and documenting the
  characteristics of each.

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Planning Facilitating Processes

• Qualitative Risk Analysisperforming a
  qualitative analysis of risks and conditions to
  prioritize their effects on project objectives.
• Quantitative Risk Analysismeasuring the
  probability and impact of risks and estimating
  their implications for project objectives.
• Risk Response Planningdeveloping procedures and
  techniques to enhance opportunities and to reduce
  threats to the project's objectives from risk.
• Procurement Planningdetermining what to procure,
  how much to procure, and when.
• Solicitation Planningdocumenting product
  requirements and identifying potential sources.

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Executing Processes

• Executing processes include core processes and
  facilitating processes.
• Project Plan Executioncarrying out the project
  plan by performing the activities included
  therein.
• Quality Assuranceevaluating overall project
  performance on a regular basis to provide
  confidence that the project will satisfy the
  relevant quality standards.
• Team Developmentdeveloping individual and group
  skills/competencies to enhance project
  performance.
• Information Distributionmaking needed
  information available to project stakeholders in
  a timely manner.
• Solicitationobtaining quotations, bids, offers,
  or proposals as appropriate.
• Source Selectionchoosing from among potential
  sellers.
• Contract Administrationmanaging the relationship
  with the seller.

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Controlling Processes

• Controlling processes include core processes and
  facilitating processes.
• Integrated Change Controlcoordinating changes
  across the entire project.
• Scope Verificationformalizing acceptance of the
  project scope.
• Scope Change Controlcontrolling changes to
  project scope.
• Schedule Controlcontrolling changes to the
  project schedule.
• Cost Controlcontrolling changes to the project
  budget.
• Quality Controlmonitoring specific project
  results to determine if they comply with relevant
  quality standards and identifying ways to
  eliminate causes of unsatisfactory performance.
• Performance Reportingcollecting and
  disseminating performance information. This
  includes status reporting, progress measurement,
  and forecasting.
• Risk Monitoring and Controlkeeping track of
  identified risks, monitoring residual risks and
  identifying new risks, ensuring the execution of
  risk plans, and evaluating their effectiveness in
  reducing risk.

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Closing Processes

• Contract Closeoutcompletion and settlement of
  the contract, including resolution of any open
  items.
• Administrative Closuregenerating, gathering, and
  disseminating information to formalize phase or
  project completion, including evaluating the
  project and compiling lessons learned for use in
  planning future projects or phases.

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Mapping Of Project Management Processes and PMBOK
Knowledge Areas
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The PMBOK

• Project Management Body of Knowledge
• sum of knowledge within the profession of project
  management
• used to document and standardize generally
  accepted project management information and
  practices
• produced by the Project Management Institute
• revised and reprinted every 4 years fourth
  edition is expected to be released shortly

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The 9 Things

• an area of project management defined by its
  knowledge requirements and described in terms of
  its associated process, practices, inputs,
  outputs, tools and techniques
• identified knowledge areas (the things)
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management

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1. Project Integration Management

• effective integration of the processes required
  to accomplish project objectives
• processes include
• project charter development
• preliminary project scope statement development
• project management plan development
• project execution
• monitoring and control of project work

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2. Project Scope Management

• defines and controls what is and is not included
  in the project
• processes include
• scope planning
• scope definition
• creation of a Work Breakdown Schedule
• scope verification
• scope control

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3. Project Time Management

• includes processes required for the timely
  completion of a project
• processes include
• defining activities
• sequencing activities
• estimating resource activities
• estimating duration of activities
• developing the project schedule
• controlling the project schedule

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4. Project Cost Management

• planning, estimating, budgeting and controlling
  costs to ensure the project can be completed
  within the approved budget
• processes include
• cost estimating
• cost budgeting
• cost control

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Schedule Development
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5. Project Quality Management

• all activities that determine quality policies,
  objectives and responsibilities for the project
  to satisfy the needs for which it was undertaken
• processes include
• quality planning
• performing quality assurance
• performing quality control

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6. Project Human Resource Management

• processes that organize and manage the project
  team
• processes include
• human resource planning
• acquiring the project team
• developing the project team
• managing the project team

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7. Project Communications Management

• activities to ensure project information is
  timely and appropriately generated, collected,
  distributed, stored, retrieved and disposed of
• processes include
• communications planning
• information distribution
• performance reporting
• managing stakeholders

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8. Project Risk Management

• processes to increase the probability and impact
  of positive events and decrease the probability
  and impact of negative events
• updated throughout the project
• processes include
• risk management planning
• risk identification
• qualitative risk analysis
• quantitative risk analysis
• risk response planning
• risk monitoring and control

????? ??? ??? An proactive approach to prevent
risk factors in IS projects
SLK01 Schmidt, R., Lyytinen, K., Keil, M., and
Cule, P., Identifying Software Project Risks An
International Delphi Study, Journal of
Management Information Systems, Vol. 17, No. 4,
Spring 2001, pp.5-36.
65
9. Project Procurement Management

• processes to purchase/acquire the products,
  services or results needed to perform the project
  work
• includes contract management and change control
  processes to administer contracts or purchase
  orders
• processes include
• planning purchases and acquisitions
• contract planning
• requesting seller responses
• selecting sellers
• contract administration
• contract closure

Rai, A., Maruping, L., M., and Venkatesh, V.,
Offshore Information Systems Project Success
The Role of Social Embeddedness and Cultural
Characteristics, MIS Quarterly, Vol. 33, No. 3,
September 2009, pp.617-A7.
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PM Knowledge Areas Process Groups
PM Process Groups / Knowledge Area Processes Initiating Process Group Planning Process Group Executing Process Group Monitoring Controlling Process Group Closing Process Group
Project Management Integration Develop Project Charter Develop Prelim Project Scope Statement Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Integrated Change Control Close Project
Project Scope Management Scope Planning Scope Definition Create WBS Scope Verification Scope Control
Project Time Management Activity Definition Sequencing Resource Estimating Duration Estimating Schedule Development Schedule Control
Project Cost Management Cost Estimating Cost Budgeting Cost Control
Project Quality Management Quality Planning Perform Quality Assurance Perform Quality Control
Project HR Management Human Resources Planning Acquire Project Team Develop Project Team Manage Project Team
Project Communications Management Communications Planning Information Distribution Performance Reporting Manage Stakeholders
Project Risk Management Risk Management Planning Risk Identification Qualitative / Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control
Project Procurement Management Plan Purchases and Acquisitions Plan Contracting Request Seller Responses Select Sellers Contract Administration Contract Closure
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Future Research
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Vision of 4G
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What is 4G? Technical Evolution
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Driving Force of 4G

• Total daily traffic in 2012 will be double up to
  250 TB, and will be 5750 TB in 2020 (i.e. Total
  traffic/subscriber/day of 495 Mbytes) in Western
  Europe

Source MAGIC MOBILE FUTURE 2010-2020, UMTS
Forum, 2005
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Migration Paths Toward 4G

• Global Evolution Trends
• 3G Evolution
• 802.11n, Gigabit
• WLAN
• Broadband wireless Access
• 4G standard body

ITU WP5D
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Expected 4G Features

• In addition to the development of a total new
  system, 4G network should integrate the existing
  system
• From users viewpoint
• High usability
• Anytime, anywhere with any technologies
• Support multimedia services at low cost
• In addition to telecomm and datacomm
• Personalization
• Users in different location, occupation, and
  economic classes
• Integrated services
• Multiple services from multiple providers

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Strong Market Forces.
4G Market Trend
The proliferation of mobile broadband
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Resulting in serious challenges for service
providers
75

• The facts

• Telcos Facts
• Business transformation from Network providers to
  Service Providers
• Introduce new competitive Value Added Services in
  a timely manner
• Reduce their costs (OPEX/CAPEX) and provide the
  best Quality of Service
• Consequences
• Performance data diversity and volume will keep
  increasing
• Customer SLA is a must
• All types of Automation are welcome
• Increasing operational efficiency is welcome
• Femtocell applied for traffic load sharing

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Femtocell Network Architecture
Source Femto Forum
77
Femtocell Service
Source Femto Forum
78
Radio Resource Management
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An Adaptive Resource Allocation Algorithm in
OFDMA Networks
Resource Allocation Algorithm
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4G-Research IPECC

• Radio Resource Management(Femtocell SON)
• Fix-Mobile Convergence- Home Application(Femtocell
  G.hn)
• Heterogeneous Radio Access Technology
  Management(WiFi, LTE, WiMAX)(WiFi, LTE-A, WiMAX2)
• Operation Management(Business model development)

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Source http//singleontheearth.wordpress.com/2008
/06/27/gap/
82
Thank You
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Reference

• Project Management Body of Knowledge (PMBOK)
• V.Liberzon /Spider Management Technologies/
  E-mail spider_at_mail.cnt.ru
• IT Project Office
• Project Management Institute, Newtown Square,
  Pennsylvania USA
• cyt_at_pmlab.iecs.fcu.edu.tw