Project Management Professional

Exam Preparation Course PMP®

Day 1- Introduction
Project Environment &
Devtec Nepal P. Ltd. Role of Project Manager
A Multidisciplinary International
Development Consulting and Instructor:
Skills Development Company.
Sudhir (Mahendra) Shrestha PMP®, ATP®

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Course: Modules & Parts
A Guide to Project Management body of knowledge (PMBOK ®) 6th Edition

Module 1- Introduction
Module 2 – Project Environment
Module 3 - Role of Project Manager
Module 4- Project Integration Management
Module 5 – Project Scope Management
Module 6 –Project Schedule Management
Module 7- Project Cost Management
Module 8- Project Quality Management

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Course: Module and Parts
Module 9 –Project Resource Management
Module 10- Project Communication Management
Module 11- Project Risk Management
Module 12- Project Procurement Management
Module 13- Project Stakeholder Management
Module 14 – Guide to Agile

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Module 1- Introduction
What is a Project?

A project is defined as a temporary endeavor undertaken to create a

unique product, service, or result
Examples
Developing a new pharmaceutical compound for market
Merging two organizations
Exploring for oil in a region
Constructing of a Mall or high-rise building

The temporary nature of projects indicates that a project has a definite beginning and end date
Temporary does not necessarily mean a project has a short duration, it can be for longer also.

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Organizational Project Management (OPM)
and Strategies

• OPM is defined as framework in which

portfolio, program and project management are
integrated with organizational enabler in order to
achieve strategic objectives.
• It ensures that organization undertakes right
project.
• It ensure all level in organization understand
strategic vision.

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Operations Management

vOperations management is concerned with

• The ongoing production of goods and/or services
• Concerned with managing processes that transform inputs (e.g., materials,
components, energy, and labor) into outputs (e.g., products, goods, and/or
services)

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 Organizational State Transition via a project
Projects
Drive
Change

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Projects enable business value
• Project’s Business value are the benefits that the results of a project
provide to its stakeholders
• The project benefits can be tangible, intangible, or both
• Examples of tangible;
• Monetary assets
• Stockholder equity
• Utility
• Examples of intangible;
• Brand image
• Word of reference
• Employee Morale

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 Project Initiation Context
Projects get initiated in response to factors acting upon their
organizations Meet
regulatory or
social
requirement

• These factors are

classified into four
categories: Create
Satisfy
improve fix
product and Project Stakeholder
request need
services

Implement or
change
business or
technological
strategies

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What is project management ?
• Project management is the application of knowledge, skills, tools and technique
to meet the project requirement.
• Importance of project management:
ü Meet Business objective
ü Satisfy Stakeholder expectation
ü Be more predictable
ü Increase chance of success
ü Deliver right product at right time
ü Resolve problems and issues
ü Optimize the use of organizational resources
ü Manage constraints

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Relationship of Project, Program ,
Portfolio and Operation Management
Portfolio Management
• A portfolio is collection of Projects, Programs, sub-portfolio, and operation
managed as a group to achieve strategic objective of the organization.
• It is part of an organization overall strategy.
• Success is measured in terms of aggregate investment performance and benefit
realization.
• Portfolio manager is responsible for planning, change management &
monitoring

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Relationship of Project, Program ,
Portfolio and Operation Management

Portfolio

Program A Program B

Project 1
Project 2 Project 3 Project 4 Operations

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Relationship of Project, Program ,
Portfolio and Operation Management

Program
• A program is collection related project, subsidiary program and
program activities
• Success is measured in terms of its ability to deliver its intended
benefit to an organization.
• Program manager is responsible for planning, change, management &
monitoring
• Random projects cannot be grouped into program. Projects
should be interdependent under program.

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 Project lifecycle
Project life cycle is the series of phases that project phases -

Types -
1. Predictive lifecycle - Planning upfront
2. Iterative lifecycle - allows feedback for unfinished work to improve/modify work
3. Incremental life cycle - Finished deliverables provided to use immediately.
4. Agile/Adaptive life cycle - Agile, incremental, adaptive
5. Hybrid life cycle – utilizing combination of all for life cycles

Project phase –

A collection(s) of logically related projects activities that culminates of one or more deliverables. Also known as
phase review, stage gate, kill point, phase entrance or phase exit

Phase gate –

Held at end of each phase. Project progress and performance are compared to project & business
documents, like project business case, charter, Project management plan
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Predictive Project Life Cycle

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Agile Project Life Cycle

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Characteristic of project lifecycle

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Project Management Process group
Logical grouping of project management processes to achieve specific project
objective.
1. Initiating process group – Define & Authorize Project
2.Planning process group- Refine & Define course of action
3. Executing process group- complete defined work as planned
4. Monitoring and controlling process group- Track, review, regulate & change
5. Closing process group - Finalize get approval

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Process Groups Flowchart

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Project Management Knowledge Area
It is identified as area of project management defined by its knowledge requirement and
described in terms of its process, practices, inputs, outputs, tools and technique

1. Project Integration management

2. Project Scope Management
3. Project Schedule Management
4. Project Quality Management
5. Project Resource Management
6. Project Communication Management
7. Project Risk Management
8. Project Procurement Management
9. Project Stakeholder Management

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Module 2 – Project Environment
Influences

Enterprise Internal Organizational

Environment Factors Process Assets

Processes
External Policies
procedures

Internal Corporate
knowledge base

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Enterprise Environmental Factor
• Originates outside the project or enterprise
• Not under control of project team
• Internal - Organization culture, structure, governance/geographic
distribution of facilities, resources/infrastructure/IT software/resource
availability/Employee capability
• External - Market place condition/social influence/legal
restriction/commercial database/government standards/financial
consideration(exchange rate/inflation rate/ interest rate)/Physical condition
(working weather/condition)

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Organizational Process Assets
Organizational process assets are the plans, processes, policies, and
knowledge bases specific and used by performing organization.
Two categories
1. Process/ Policies and Procedures - templates, approved vendor list,
guidelines
2. Organizational Knowledge bases - Lesson learnt, historical information,
project files from previous project

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Project Management Office(PMO)
It is an organizational structure that standardizes the project related
governance, processes and facilitates resource sharing, methodology, tools
and techniques.
Types – There are 3 types of PMO
1. Supportive - Degree of control low - Like consultant
2. Controlling – Degree of control moderate - provide support and require
compliance
3. Directive - Degree of control high - Directly manages project

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Module 3- Role of Project Manager
• Project manager is person assigned by the performing organization to
lead the team that is responsible for achieving the project objective.
• Project manager plays critical role in leadership of project team in
order to achieve project objectives
• Involvement- From initiation to closing sometime even during prior
evaluation and analysis

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Project Manager sphere of influence

Project team/
managers

Suppliers Project PMO,governin

g bodies,
manager sponsers

Customers/
Stakeholder
s/ End users

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Project manager competences PMI Talent Triangle

Ways of
working

Project
Manager

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Evolving Approach to Project Management
Ways of Working: Whether it’s predictive, agile, design thinking, or
new practices still to be developed, it's clear that there is more than
one way that work gets done today.

Power Skills: These interpersonal skills include collaborative

leadership, communication, an innovative mindset, for-purpose
orientation, and empathy. Ensuring teams have these skills allows
them to maintain influence with a variety of stakeholders - a critical
component for making change.

Business Acumen: Professionals with business acumen understand

the macro and micro influences in their organization Professionals at
all levels need to be able to cultivate effective decision-making and
understand how their projects align with the big picture of broader
organizational strategy and global trends. 30
Qualities & Skill of leader
• Being Visionary
• Being optimistic
• Being collaborative
• Managing conflicts
• Being Courteous
• Exhibiting integrity
• Politics power and getting things done

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Leadership Style
1. Laissez- Faire- (Delegative – allowing team to make own decision)
2. Transactional - Focus on goal, feedbacks, accomplishment to determine
rewards
3. Servant leader- Serve and put other people first. Focuses on people
learning, collaboration
4. Transformational - Empowering follower by idealized behavior, motivation
5. Charismatic - able to inspire, self confident, enthusiastic
6. Interactional - Combination of Transactional , transformational and
charismatic

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 End of Sessions

Thank you!!!

Questions?
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