Erkut ulluolu, PMP

Its a temporary group activity designed to

produce a unique product, service or result
result.
A project is temporary in that it has a defined
beginning and end in time, and therefore defined
scope and resources.
And a project is unique in that it is not a routine
operation, but a specific set of operations
designed to accomplish a singular goal.
A project team often includes people who dont usually
work together sometimes from different organizations
and across multiple geographies.

Known earliest project???

And you are a Project Manager as you manage

many projects during your life!!!

Project Management
Management,, is the application of
knowledge, skills, tools and techniques to
project activities in order to meet stakeholder
needs and expectations in a project. Following
are balanced:
Scope, time, cost, and quality (constraints)
Requirements (needs) vs. unidentified requirements
(expectations).

management is a strategic
Project management,
competency for organizations, enabling
them to tie project results to business goals
To compete better in markets

Triple Constraints
Scope
Schedule
Budget

Failure in IT Projects:
Projects:
Canceled before completion.

absolute
failure

Goes over the planned budget.

relative
Completed later than the predicted date.
failure
Less features and functionalities than determined.

Finally Ive completed the Time Machine

According to
our contract
you should
have
completed
one month
ago!
ago!

No problem. Ill do that!

that!

If we dont
have a time
machine!!!
machine
Weve
Project
Managers.
Managers

Executive Summary:
Summary:
Stakeholder satisfaction, timely
delivery and staying within budget
top the list of measures that
indicate a projects success.
Unsuccessful projects are more
often linked to internal factors
(e.g., missed deadlines, insufficient
resources) than external factors
(e.g., change in environment,
change in strategy).

PricewaterhouseCoopers Survey, 2007

Executive Summary:
Summary:
The
existence
of

a
staff
development programme positively
impacts project performance.
Project management certification
and project performance are clearly
connected.
Use
of
project
management
methodologies
is
widespread.
Organisations that do not have a

project management methodology

reported lower
lowerwer-performing projects.
PricewaterhouseCoopers Survey, 2007

Executive Summary:
Summary:
Use of project management software
positively impacts project
performance; however, reporting for
key project elements is often
generated outside of the software.
Most organizations employ a project
management office function that is
primarily
used
for
back-office
activities (i.e., reporting, project
administration, compliance).

PricewaterhouseCoopers Survey, 2007

Higher-performing projects are

significantly more likely to be
staffed with certified project
managers. In fact, 80%
80% of projects
classified as high-performing use a
certified project manager.
manager
Bad estimates/missed deadlines,
scope changes and insufficient
resources comprise 50%
50% of the
reasons for project failure.
failure
Of the surveyed organisations,
80%
80% have a dedicated Project
Management Office (PMO).
PricewaterhouseCoopers Survey, 2007

As project management has become a critical

competency of organizations, the profession has
experienced
unprecedented
growth
and
recognition. Research shows that, by the year

2020,
2020, 15.
15.7 million new project management jobs

are expected to be added globally.

Due to this explosive growth and demand for
talent, the academic world has responded. The

number of project management educational

programs offered by academic institutions has
increased substantially over the last two decades,
exceeding 900 globally. Project management
programs can now be found in schools as diverse
as business, construction management, health
care, engineering, and information technology.

In any organization, only two aspects of

work existon
onon-going operations and
projects.
projects
Projects are defined as unique, temporary
endeavors with a specific beginning and end.

Operations constitute an organization's ongoing, repetitive activities, such as accounting or

production.

5.

Developing an
application
Elections and forming
a government
Finding a job
Constructing a
highway
Designing a database

6.

Establishing a factory

1.

2.

3.
4.

Projects

1.

Using the application

2.

Running a
government
Doing the job
Cleaning the highway

3.
4.

5.

6.

Taking backups of
the database
Running the factory
Operations

A group of related projects managed in a

coordinated way to obtain benefits and
control not available from managing them
individually. Programs may include elements
of related work outside scope of the discrete
projects in the program. PMBOK pg 368

Not-for-profit PM professional association &

standards body
Established in 1969
Objective is to promote the Project
Management Profession
Headquartered in Pennsylvania USA
Worldwide: more than 250 chapters all
around the world

Empowers more than 700,000 members,

credential holders and volunteers in nearly every
country in the world to:

enhance their careers

improve their organizations success
further mature the profession

PMIs worldwide advocacy for project

management is reinforced by:
by

globally recognized standards and certification program

extensive academic and market research programs
chapters and communities of practice
professional development opportunities

PMP (Project Management Professional)

The PMP certification recognizes competence of an
individual to perform in the role of a project manager,
specifically experience in leading and directing projects.
CAPM (Certified
(Certified Associate in Project Management)
Management)
The CAPM certification recognizes a demonstrated
understanding of the fundamental knowledge, processes
and terminology as defined in the PMBOK Guide needed
for effective project management performance.
PgMP
PgMP (Program Management Professional)
PfMP
(Portfolio Management Professional)
PfMP
PMI-ACP (PMI Agile Certified Practitioner)
Practitioner)
PMI
PMI-PBASM (PMI Professional in Business Analysis)
PMI
Analysis)
PMIPMI-RMP (PMI Risk Management Professional)
PMIPMI-SP (PMI Scheduling Professional)

PMP Training 35 Contact Hours

Qualification 4 years degree

3 years PM experience with 4500 hours
leading and directing projects
OR
Qualification Secondary Diploma
5 years PM experience with 7500 hours
leading and directing projects

PMIs Certified Associate in Project Management

(CAPM) is a valuable entryentry-level certification for
project practitioners. Designed for those with little
or no project experience,
experience the CAPM demonstrates
your understanding of the fundamental knowledge,
terminology and processes of effective project
management.
If youre a less experienced project practitioner
looking to demonstrate your commitment to project
management,
management improve your ability to manage larger
projects and earn additional responsibility, and
stand out to potential employers, the CAPM
certification is right for you.

Qualification Secondary Diploma ((high

high
school diploma
diploma)
1500 hours experience
OR
23 Hours Project Management Education

PMI, in conjunction with its volunteer membership,

developed A Guide to the Project Management Body
of Knowledge (PMBOK Guide), which is the agreed
upon book of standard language, terminology and
principles governing project management.
management
The PMBOK Guide
GuideFifth Edition is the preeminent
global standard for project management.
management It provides
project managers with the fundamental practices
needed to achieve organizational results and
excellence in the practice of project management.
management
Like previous editions, this standard presents
generally recognized good practices and reflects
continually evolving knowledge.

Project Management requires effective

management of Project Processes
Each process is characterized by its inputs,
inputs, tools &
techniques,
techniques, outputs

Project management is accomplished through

the appropriate application and integration of
the 47 logically grouped project management
processes,
processes which are categorized into 5
Process Groups and 10 Knowledge Areas.
Areas
Groups Organize Processes by the
Process Groups:
kind of work done. E.g. Planning Work
Knowledge Areas:
Areas Organize Processes by the
subject matter dealed with. E.g. Quality Related

Initiating processes: are processes to define a

new project or a new phase of an existing
project by obtaining authorization
Planning processes: are the ones required to
establish the scope, refine the objectives,
define a plan to attain objectives.
Executing processes: are the ones performed
to complete the work defined in PM plan
Monitoring & Controlling processes: are
required to track,
track, review,
review, and regulate the
progress and performance of the project.
Closing processes: are performed to finalize
all activities to formally close

1.
2.
3.
4.
5.
6.

7.
8.
9.
10.
11.

Control Quality
Determine Budget
Close Procurements
Collect Requirements
Acquire Project Team
Sequence Activities
Control Risks
Close Project or Phase
Manage Communications
Validate Scope
Identify Risks

Name of Process

1.

Initiating Process Grp

2.

Planning Process Grp

3.

Executing Process Grp

4.

Monitoring &
Controlling Process G.

5.

Closing Process Grp

Name of Process Group

Integration:
Integration: includes the processes and activities to
identify, define, combine, unify, and coordinate the
various processes and project management activities
within the Project Management Process Groups.
Scope:
Scope: Managing the project scope is primarily concerned
with defining and controlling what is and is not included in
the project. (product + project scope)
Time: includes the processes required to manage the
Time
timely completion of the project.
Cost:
Cost includes the processes involved in planning,
estimating, budgeting, financing, funding, managing and
controlling costs so that the project can be completed
within the approved budget.
Quality: includes the processes and activities that
Quality
determine quality policies,
policies, objectives,
objectives, and responsibilities
so that the project will satisfy the needs.

Human Resources
Resources:: includes the processes that organize,
manage, and lead the project team.
Communications:: includes the processes that are required to
Communications
ensure timely and appropriate planning, collection, creation,
distribution, storage, retrieval, management, control,
monitoring and the ultimate disposition of project
information.
Risk:
Risk: includes the processes of conducting risk management
planning, identification, analysis, response planning, and
controlling risk on a project.
Procurement:
Procurement: includes the processes necessary to purchase
or acquire products, services, or results needed from outside
the project team.
Stakeholder Management:
Management: includes the processes required to
identify the people,
people, groups,
groups, or organizations that could
impact or be impacted by the project, to analyze stakeholder
expectations and their impact on the project, and to develop
appropriate management strategies for effectively engaging
stakeholders in project decisions and execution.

1.
2.
3.
4.
5.

6.
7.
8.
9.
10.

Defining contract and choosing a

contractor
Keeping everybody working towards the
same goal & dealing with changes
Budgeting the project and tracking the
money being spent
Getting peeople required and keeping
them motivated
Planning for the things that could
happen and dealing with them when
they do
Figuring out what information should be
shared with whom, when and how
Making sure development processes are
as effective as possible
Estimating the duration of project and
trying to meet the deadlines
Defining the product and tasks needed
Keeping an eye on the people that can
influence and be infuenced by the
results of the project

Area of Interest

1.
2.
3.
4.
5.
6.

7.
8.
9.
10.

Risk
Quality
Procurement
Scope
Human Resource
Time
Stakeholder
Integration
Cost
Communication

Knowledge Area Name

10 Knowledge Areas to 5 Process

Groups Matrix shows 47 Processes

Develop Project Charter:

Charter is the process of
developing a document that formally authorizes
The existence of a project
The project manager
Output: Project Charter
It is in the Project Integration Management Knowledge

Area

Identify Stakeholders:
Stakeholders is the process of
Identifying the people, groups, or organizations that
could impact or be impacted by the project
Analyzing and documenting relevant information about
them. E.g. Interest, influence, impact etc.
Output: Stakeholder Register
It is in the Project Stakeholder Management Knowledge

Area

Develop Project Mgmt Plan:

Plan is the process of
defining, preparing, and coordinating all
supplementary plans and integrating them into a
comprehensive project mgmt plan.
Output: Project Management Plan
It is in the Project Integration Management Knowledge

Area

Plan Scope Mgmt:

Mgmt is the process of creating a
scope management plan that documents how the
project scope will be defined, validated, and
controlled.
Outputs: Scope Mgmt Plan, Requirements Mgmt Plan
It is in the Project Scope Management Knowledge Area

Collect Requirements:
Requirements is the process of
determining, documenting and managing
stakeholder needs and requirements to meet
project objectives.
Outputs: Requirements documentation, Requirements
traceability matrix
It is in the Project Scope Management Knowledge Area

Define Scope:
Scope is the process of developing a
detailed description of the project and product.
Defines the requirements included and excluded
from project scope.
scope
Output: Project scope statement

It is in the Project Scope Management

Knowledge Area

Create WBS:
WBS is the process of subdividing
project deliverables and project work into
smaller, more manageable components.
Outputs: Scope baseline
Tools & Techniques: Decomposition
It is in the Project Scope Management Knowledge

Area
Decomposition:
Identify and analyze deliverables & work
Structure & organize the WBS
Decompose WBS into detailed components
Identification codes

Create WBS
(continued)
continued):

Define Activities:
Activities is the process of identifying
and documenting the specific actions to be
performed to produce the project deliverables.
Work Packages
(deliverables)

Activities
(effort needed to complete a
work package)
Outputs: Activity list, Activity attributes, Milestone
list
Tools & Techniques: Decomposition

It is in the Project Time Management

Knowledge Area

Define Activities
(continued)
continued):

WP 2.1 Activities
interview caterers
check references

Work Package 2.1

execute contract

Catering Management
determine final headcount
select linen package
issue payment
provide feedback

Sequence Activities:
Activities is the process for
identifying and documenting interactive
dependencies among activities.
Supports
later development of a realistic schedule.
Outputs: Project Schedule Network Diagrams
Tools & Techniques: Precedence Diagramming
Method

It is in the Project Time Management Knowledge Area

 Precedence Diagramming Method:

Method:

 Precedence Diagramming Method:

Method:

 Project Schedule Network Diagram:

Diagram:
ACTIVITY

DURATION

PREDECESSORS

C,E

Estimate
Activity
Resources:
involves
Resources
determining the availability of staff, the
number of staff hours required, and
quantities of material and equipment needed
to perform schedule activities.
Outputs: Activity Resource Requirements, Resource
Breakdown Structure
Tools & Techniques: Buttom-up Estimating is a
method of estimating project duration or cost by
aggregating the estimates of the lower-level
components of the WBS.
It is in the Project Time Management Knowledge Area

Estimate Activity Durations:

Durations is the process of
estimating the number of work periods needed
to complete individual activities with estimated
resources.
It is in the Project Time Management Knowledge
Area

Estimate Activity Durations:

Durations
Analogous Estimating: is a technique for
estimating the duration or cost of an activity or a
project using historical data from a similar
activity or project.
project
Parametric Estimating:
uses a statistical
relationship between historical data and other
variables to calculate an estimate for activity
parameters, such as cost, budget, and duration.
E.g. Square
quare footage in construction,
construction or installing
meters of cable in one hour.
hour

Estimate Activity Durations :

is a technique
Three-Point Estimating:
considering uncertainity and risk. It originated
with the program evaluation and review
technique (PERT)
Most likely (tM): Realistic estimation wrt
resources,
productivity,
dependencies,
interruptions.
Optimistic (tO): Best -case scenario.
Pessimistic (tP): Worst-case scenario.
Formulas:
Triangular Distribution: tE=(
tE=(tO
=(tO + tM + tP)
tP) / 3
Beta Distribution: tE=(
tE=(tO
tP) / 6
=(tO + 4tM + tP)

Develop Schedule:
Schedule is the process of analyzing
activity sequences, durations, resource
requirements, and schedule constraints to
create the project schedule model.
It is in the Project Time Management Knowledge Area

Develop Schedule:
Schedule
Critical Path Method: is used to estimate
the minimum project duration and
determine the amount of scheduling
flexibility on the logical network paths
within the schedule model.

Early Start Early Finish

Late Start Late Finish
Total Float
Path (Critical Path,
Path, NonNon-critical path)
path)
Forward Pass Backward Pass

Develop Schedule:
Schedule
Resource Optimization Techniques:
Resource leveling: is a technique in which
start and finish dates are adjusted based
on resource constraints with the goal of
balancing demand for resources with the
available supply.

Develop Schedule:
Schedule
Resource leveling:

Develop Schedule:
Schedule
Schedule Compression: is used to shorten
the schedule duration without reducing the
project scope to meet schedule objectives.
Crashing: is a technique used to shorten
the
schedule
duration
by
adding
resources.
resources (only on critical path, may
result in increased risk and/or cost)
Fast tracking: is a technique in which
sequential activities are parallelised for at
least a portion of their duration. (may
result in rework and increased risk)

Control Schedule:
Schedule is the process of monitoring
the status of project activities to update
progress and manage changes to the schedule
baseline to achieve the plan.

It is in the Project Time Management Knowledge Area

Control Schedule:
Schedule
Performance reviews: measure, compare, and
analyze schedule performance such as actual start
and finish dates, percent complete and remaining
duration for work in progress.

Critical path method:

method: Comparing the progress
along with the critical path can help determine
schedule status.
status.
Earned
value
management::
Schedule
management
performance measurements such as schedule
variance (SV) and schedule performance index
(SPI) are used to assess the level of variation to
the original schedule baseline.
baseline.

Control Costs:
Costs is the process of monitoring
the status of project to update project costs
and managing changes to the cost baseline.

It is in the Project Cost Management Knowledge Area

Control Schedule & Control Costs:

Costs
Earned value management
management::

Planned Value (PV):

(PV): is the authorized budget
assigned to scheduled work.
work. The total planned
value for the project is also known as budget at
completion (BAC).
(BAC).
Earned Value (EV):
(EV): is a measure of work
performed expressed in terms of the budget
authorized for that work.
work.
Actual Cost (AC):
(AC): is the realized cost incurred for
the work performed on an activity during a
specific time period.
period.

Control Schedule & Control Costs:

Costs
Earned value management
management::
Schedule variance (SV):
(SV): is a measure of schedule
performance expressed as the difference between the
earned value and the planned value.
EV-PV
value. SV= EVCost variance (CV):
(CV): is the amount of budget deficit or
surplus at a given point in time, expressed as the
difference between earned value and the actual cost.
cost.

CV = EVEV-AC
SPI = EV/PV

if < 1 less work performed than

planned

CPI = EV/AC
completed

if < 1 cost overrun for work

Control Schedule & Control Costs:

Costs
Earned value management
management::

Control Schedule & Control Costs:

Costs
Earned value management
management::

Forecasting:: As the project progresses, the project

Forecasting
team may develop a forecast for the estimate at
completion (EAC) that may differ from the budget at
completion (BAC) based on the project performance.
EAC = AC + ButtomButtom-up ETC (option 1 involves a new
estimation with the team for the rest of the project)
EAC = AC + (BAC EV) (option 2 assumes a
performance same as the initial estimation)
EAC = BAC / CPI (option 3 assumes a performance
that is same as the performance till now in the
project)

Control Schedule & Control Costs:

Costs
Earned value management
management::
ToTo-Complete Performance Index (TCPI):
(TCPI): is a measure of
the cost performance that is required to be achieved
with the remaining resources in order to meet a
specified management goal, expressed as the ratio of
the cost to finish the outstanding work to the remaining
budget.
TCPI = (BAC(BAC-EV) / (BAC(BAC-AC) (option 1 assumes EAC budget
is not approved and BAC is used)
TCPI = (BAC(BAC-EV) / (EAC(EAC-AC) (option 2 assumes EAC
budget is approved and EAC is used)

Project+:
CompTIA Project+
http://certification.comptia.org/getCertified/certifications/proje
ct.aspx

IPMA:
International Project Management Association
http://ipma.ch

PRINCE2:
PRINCE2:
PRojects
IN Controlled
Environments
PR
C
http://www.prince2.com

ECQA Certified EU Project Manager:

Manager:
European Certification & Qualification Association
http://www.ecqa.org/index.php?id=32

Thanks for listening!!!

For further questions please e-mail me.
E-mail Address: erkut.culluoglu@gmail.com