Effective Project...

PMP Preparation CoursePMP Preparation Course

Ali Vahedi, MSc, PMP ١

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Effective Project Effective Project ManagementManagementManagementManagement

Ali Vahedi Diz, MSc, PMP, RMP

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Ali Ali VahediVahedi

از دانشگاه تربيت مدرس داراي مدرک آارشناسي ارشد مهندسي صنايعا ا ل شگا ا ا ا ا ش کا ک ا داراي مدرک کارشناسي مهندسي صنايع از دانشگاه علم و صنعت ايرانا

)PMI(پروژه آمريکا از مؤسسه مديريت RMPRMPو PMPPMPداراي مدرک )PMI(عضو فعال سازمان مديريت پروژه آمريکا

Portfolioو PMBOKاستاندارد ٢٠٠٨عضو تيم تهيه و تدوين ويرايش Managementمؤلف اولين کتاب مديريت پروژه با سيستم مديريت ارزش کسب شده در ايران

دوره آموزشي در سازمانها و صنايع مختلف ١٠٠سابقه تدريس بيش از در ايران) PMPPMP(مدير پروژه حرفه ای ٨٠٨٠پرورش بيش از

ژ١ ت د نه ز د ه ت اال اتژ ت ا ش ت گ ن(ط ش )BSCه )BSCهوشين و(و بسط و گسترش استراتژيها سال تجربه در زمينه مديريت پروژه ١٠آمريکا BSCاز موسسه BSCBSCو گواهينامه دوره تربيت مدرس BSCBSCدارای کمربند مشکی

)EFQMEFQM(ارزياب جايزه ملی تعالی سازمانی مدير طرح و مدير پروژه بسط و گسترش استراتژی، مدير پروژه احداث مجموعه ورزشي،

.و مشاور قائم مقام ارشد مديرعامل ايران خودرو برنامه شرکت ساپکو


Ali Vahedi, MSc, PMP ٢

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ContentsContents

1.1. A Quick Overview of PMBOKA Quick Overview of PMBOK2.2. Tailoring ApproachesTailoring Approaches

•• By Project CharacteristicsBy Project Characteristics•• By “ Goal and Solution” or PMLCBy “ Goal and Solution” or PMLCyy

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Section Section 11

A Quick Overview of PMBOKA Quick Overview of PMBOK

PM Process GroupsPM Process GroupsPM Knowledge AreaPM Knowledge AreaPM ProcessesPM ProcessesTailoringTailoring


Ali Vahedi, MSc, PMP ٣

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PM Process GroupsPM Process Groups

Monitoring &Controlling Processes

InitiatingProcesses

PlanningProcesses

ClosingProcesses

ExecutingProcesses

٦

Process Groups InteractionsProcess Groups Interactions


Ali Vahedi, MSc, PMP ٤

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PM Knowledge AreasPM Knowledge Areas

Scope

Procureme

Integration

Time

CostRisk

nt

Quality

HR

Communications

٨

P. GroupP. GroupK. AreaK. Area InitiatingInitiating PlanningPlanning ExecutingExecuting ControllingControlling ClosingClosing

4. Integration 4.1 Develop Project Charter

4.2 Develop Project Management Plan

4.3 Direct and Manage

4.4 Monitor and Control Project

4.6 Close Project or

ProcessProcess

Project Charter Management Plan and Manage Project Execution

Control Project Work4.5 Perform Integrated Change Control

Project or Phase

5. Scope 5.1 Collect Requirements5.2 Define Scope5.3 Create WBS

5.4 Verify Scope 5.5 Control Scope

6. Time 6.1 Define Activities 6.6 Control 6. Time6.2 Sequence Activities 6.3 Estimate Activity Resources6.4 Estimate Activity Duration6.5 Develop Schedule

Schedule

7. Cost 7.1 Estimate Cost7.2 Determine Budget

7.3 Control Costs

99 Knowledge AreasKnowledge Areas4242 ProcessesProcesses


Ali Vahedi, MSc, PMP ٥

٩P. GroupP. Group

K. AreaK. AreaII PlanningPlanning ExecutingExecuting ControllinControllin

gg ClosingClosing

8. Quality 8.1 Plan Quality 8.2 Perform QualityAssurance

8.3 Perform Quality Control

9. Human Resource

9.1 Develop Human Resource Plan

9.2 Acquire Project Tm9 3 Develop9.3 Develop Project Tm9.4 Manage Project Tm

10. Communications

10.1 Identify Stakeholders

10.2 Plan Communications 10.3 Distribute Information10.4 Manage Stakeholder Expectation

10.5 Report Performance

11. Risk 11.1 Plan Risk Management 11.6 Monitor 11. Risk g11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Response

and Control Risks

12. Procurement 12.1 Plan Procurements 12.2 Contact Procurements

12.3 Administer Procurements

12.4 Close Procurements

١٠

Initiating Process GroupInitiating Process Group

Develop Project Charter

Identify StakeholdersCharter


Ali Vahedi, MSc, PMP ٦

١١PlanningPlanning ProcessProcess GroupGroup

Collect Requirements

Define Scope

Define Activities

Sequence Activities

Estimate Activity

Resources

Estimate Activity

Durations

DevelopProject

ManagementPlan

Scope

CreateWBS

PlanProcurements

gDetermine

Budget

Estimate Cost

Develop Schedule

Plan RiskManagement

Identify Risk

Perform Qualitative

Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Responses

Plan Quality

Plan Communications

Develop Human

Resource Plan

١٢

Executing Process GroupExecuting Process Group

Direct & Manage Project

Execution

Perform Quality

Assurance

AcquireProject Team

DevelopProject Team

ManageP j t

Distribute Information

Manage Stakeholder Expectations

Conduct Procurements

Project Team


Ali Vahedi, MSc, PMP ٧

١٣ Monitoring & Controlling PGMonitoring & Controlling PG

V if S

Control Schedule

Monitor & Control

Project Work

Verify Scope

Control Scope

Perform QualityControl

Control Costs

Administer Procurements Perform

ReportPerformance

Monitor& Control Risks

IntegratedChangeControl

١٤

Closing Process GroupClosing Process Group

Close Project or Phase

Close Procurements


Ali Vahedi, MSc, PMP ٨

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Mapping the Processes Mapping the Processes

P. GroupP. GroupInitiatingInitiating PlanningPlanning ExecutingExecuting ControllingControlling ClosingClosing TotalTotal

K. AreaK. AreaInitiatingInitiating PlanningPlanning ExecutingExecuting ControllingControlling ClosingClosing TotalTotal

4. Integration 1 1 1 2 1 6

5. Scope 3 2 5

6. Time 5 1 6

7. Cost 2 1 3

8. Quality 1 1 1 3

9. Human Resource 1 3 0 4

10. Communications 1 1 2 1 5

11. Risk 5 1 6

12. Procurement 1 1 1 1 4

Total 2 20 8 10 2 42

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• Project Charter4 1 Develop 4 2 Develop

Collect Requirements DFDCollect Requirements DFD

4.1 Develop Project Charter

10.1 Identify

• Stakeholder Register

4.2 Develop Project

Management Plan

• Requirements MP

• RequirementsTraceabilityMatrix

• Requirements Documentation

5.1 Collect Requiremen

ts12.1 Plan

Procurements

• Requirements Documentation

5.2 Define Scope

5.4 Verify Scope

10.1 Identify Stakeholders

5.3 Create WBS

5.5 Control Scope


Ali Vahedi, MSc, PMP ٩

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ProcessProcess

•• •

T & T••

Inputs•

Outputs

١٨

T&T OutputsInputs

Collect Requirements

T&T

Interviews Focus GroupsFacilitated Workshops Group creativity

techniques Group decision making

techniques

Outputs

Requirements Documentation

Requirements Management Plan

Requirements

Inputs

Project CharterStakeholder Register

techniquesQuestionnaires and

Surveys Observations Prototypes

Requirements Traceability Matrix


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Project Management ProcessesProject Management Processes

This standard describes only the project y p jmanagement processes. “This does not mean that the knowledge, skills and processes described should always be applied uniformly on all projects.”“For any given project, the PM, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process.”

PMBOK 4th Edition

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Project Management ProcessesProject Management Processes

PMs and their teams should s a d t e tea s s ou dcarefully address each process and its constituent inputs and outputs. PMBOK should be used as a guide for those processes they must

id i i h i jconsider in managing their project. This effort is known as Tailoring.


Ali Vahedi, MSc, PMP ١١

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Section Section 22

Tailoring ApproachesTailoring ApproachesClassification By CharacteristicsClassification By CharacteristicsClassification by “Goal and Classification by “Goal and Solution” or PMLCSolution” or PMLC

٢٢

Project CharacteristicsProject Characteristics

Risk

Business Managet

Characteristics

Value

DurationCost

ment View

Complexity

Technology

# Departm

ents

# Team Member


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Classification by CharacteristicsClassification by Characteristics

Risk: Establish levels of risk (high, medium, low)Business value: Establish levels (high, medium, low)Duration: Establish several categories (i.e., 3 months, 3 to 6 months, 6 to 12 months, etc.)Complexity: Establish categories (high, medium, low)Technology used: Establish several categories (well-established, used somewhat, basic familiarity, unknown, etc.)Number of departments affected: Establish some categories (one, few, several, all)Cost: Establish several categoriesManagement Score (Strategic Importance)

٢٤

SAMPLESAMPLE Project Classification by Project Classification by CharacteristicsCharacteristics

CLASS DURATION RISK COMPLEXITY TECHNOLOGYLIKELYHOOD OF PROBLEMs

Type A > 18 months High High Breakthrough Certain

Type B 9–18 months Medium Medium Current Likely

Type C 3–9 months Low Low Best of breed SomeType C 3–9 months Low Low Best of breed Some

Type D < 3 months Very low Very low Practical None


Ali Vahedi, MSc, PMP ١٣

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Project TypesProject Types

Type A projects: High risk,High-business-value, Most challenging projects the organization undertakes.Use the latest technology, High complexity,High Strategic.All f th th d d t l i th j t tAll of the methods and tools in the project management methodology are required.

An example of a Type A project is:The introduction of a new technology into an existing product that has been very profitable for the company.

٢٦


Type B projects: yp p jAre shorter in length, Yet they still are significant projects for the organization,Generally have good business value,Are technologically challenging,All of the methods and tools in the project management process are probably required.

An example of a Type B project is:Many product development projects fall in this category.


Ali Vahedi, MSc, PMP ١٤

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Type C projects: A th j t i t f tl iAre the projects occurring most frequently in an organization,Are short by comparison, Use established technology, A typical project team consists of five people, Lasts six months, Is based on a less-than-adequate scope statement. Many of the methods and tools are not required for theseMany of the methods and tools are not required for these projects (optional).

An example of a Type C project is:Many are projects that deal with the infrastructure of the organization.

٢٨


Type D projects:ype p ojects:Just meet the definition of a project, May require only a scope statement, and May require only a few scheduling pieces of information.

A l f T D j iAn example of a Type D project is:Many projects that involves making a minor change in an existing process or procedure or revising a course in the training curriculum.


Ali Vahedi, MSc, PMP ١٥

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SAMPLESAMPLE Project Classification by Project Classification by CharacteristicsCharacteristics

٣٠

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Ali Vahedi, MSc, PMP ١٦

٣١ PM Methodology PM Methodology Mandatory & Optional PartsMandatory & Optional Parts

SAMPLESAMPLE

٣٢

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arts

SAMPLESAMPLE

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Classification by “Classification by “Goal Goal and and SolutionSolution””

Traditional Project Management (TPM)Traditional Project Management (TPM)

Agile Project Management(APM)

Extreme Project Management (xPM)Extreme Project Management (xPM)

٣٤

SOLUTION


GOAL

SOLUTION

Not Clear

Not ClearClear

Clear


Ali Vahedi, MSc, PMP ١٨

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SOLUTION


GOAL

SOLUTION

Not Clear

Not ClearClear

Clear TPM

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SOLUTION


GOAL

SOLUTION

Not Clear

Not ClearClear

xPM

Clear TPM


Ali Vahedi, MSc, PMP ١٩

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SOLUTION


GOAL

SOLUTION

Not Clear

Not ClearClear

xPM

Clear APMTPM

٣٨

SOLUTION


GOAL

SOLUTION

Not Clear

Not ClearClear

xPMMPx

Clear APMTPM


Ali Vahedi, MSc, PMP ٢٠

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Traditional Project Management Traditional Project Management (TPM)(TPM)

We’ve had the traditional approach for almost 50 ppyears now. It was developed for engineers and the constructionindustry during a time when what was needed and howto get it were clearly defined. Over the years TPMTPM has worked very well in that y ysituation and still serves us well today when applied to those situations for which it was developed.

٤٠


TPM projects follow a very detailed plan that is built before any work is done on the project.The plan is based on the assumption that the goal (that is, the solution) is clearly specified at the outset. In addition to a clearly defined goal and solution:

Low ComplexityFew Scope Change RequestsFew Scope Change RequestsWell-Understood Technology InfrastructureLow RiskExperienced and Skilled Project TeamsPlan-driven TPM Projects: Their success is measured by compliance and delivery to that plan.


Ali Vahedi, MSc, PMP ٢١

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TPM EXAMPLE:TPM EXAMPLE:A project to install an intranet system in a field office is clearly a traditional project. Many construction projects.This project will have been done several times, and the steps to complete it are documented.

٤٢

Agile Project Management (APM)Agile Project Management (APM)

APF projects follow a detailed plan, but the plan is not built at the beginning of the projectthe beginning of the project. Instead, the plan is built in stages at the completion of each cycle that defines the APF project life cycle. The budget and the time-box of the APF project are specified at the outset.APM Characteristics:

A Critical Problem Without a Known SolutionA P i l U t d B i O t it Th i i h i hA Previously Untapped Business Opportunity: The question is what is that business opportunity and how can you take advantage of it?Are Critical to the OrganizationMeaningful Client Involvement Is EssentialUse Small Co-located Teams


Ali Vahedi, MSc, PMP ٢٢

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Agile Project Framework (APF)Agile Project Framework (APF)

APF EXAPMLE:APF EXAPMLE:John F. Kennedy’s challenge to put a man on the moon and return him safely by the end of the decade. The goal statement could not be clearer. How it was to be accomplished was anybody’s guess. There certainly were some ideas floating around NASA, but the detail was not there.

٤٤

Extreme Project Management (Extreme Project Management (xPMxPM))

xPM projects do not follow a plan in the sense of TPM p j por APF projects. Instead, an xPM project makes informed guesses as to what the final goal (or solution) will be.The xPM Project Is Very High RiskXPM EXAMPLE:XPM EXAMPLE: R&D ProjectsXPM EXAMPLE:XPM EXAMPLE: R&D Projects.

The goal of an R & D project may be little more than a guess at a desired end state. A project to “Cure for the common cold”.


Ali Vahedi, MSc, PMP ٢٣

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EmertxeEmertxe Project Management (Project Management (MPxMPx))

Solution is completely and clearly defined but Solution is completely and clearly defined but whose goal is not. This sounds like nonsense, but actually it isn’t.You have the solution; now all you need is to find the problem it solves.This is the stuff that academic articles are often made of, but that’s okay. It’s a type of R&D project but in reverse.

٤٦

EmertxeEmertxe Project Management (Project Management (MPxMPx))

Characteristics:Cha acte istics:A New Technology Without a Known Application: Radio Frequency Identification (RFID) technologyA Solution Out Looking for a Problem to Solve: a new human resource management system (HRMS)


Ali Vahedi, MSc, PMP ٢٤

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NotQ3Q4

The Complexity/Uncertainty Domain

Goal

Clear Q3Q4

Solution

ClearClear Not

Clear

Q1 Q2

RequirementsFlexibilityAdaptabilityChange

٤٨

The Complexity/Uncertainty Domain - RISK

Goal

NotClear Q3Q4

Solution

ClearClear Not

Clear

Q1 Q2


Ali Vahedi, MSc, PMP ٢٥

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The Complexity/Uncertainty Domain- Team Cohesiveness

Goal

NotClear Q3Q4

Solution

ClearClear Not

Clear

Q1 Q2

٥٠

The Complexity/Uncertainty Domain- CommunicationsCommunications

Goal

NotClear Q3Q4

Solution

ClearClear Not

Clear

Q1 Q2


Ali Vahedi, MSc, PMP ٢٦

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The Complexity/Uncertainty Domain- Client InvolvementClient Involvement

Goal

NotClear Q3Q4

Solution

ClearClear Not

Clear

Q1 Q2

٥٢

The Complexity/Uncertainty Domain- SpecificationSpecification

Goal

NotClear Q3Q4

Solution

ClearClear Not

Clear

Q1 Q2


Ali Vahedi, MSc, PMP ٢٧

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The Complexity/Uncertainty Domain- ChangeChange

Goal

NotClear Q3Q4

Solution

ClearClear Not

Clear

Q1 Q2

٥٤

The Complexity/Uncertainty Domain- Business ValueBusiness Value

Goal

NotClear Q3Q4

Solution

ClearClear Not

Clear

Q1 Q2


Ali Vahedi, MSc, PMP ٢٨

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Project Management Life Cycle Approaches

٥٦

Linear Project Management Life Cycle Model - TPM

DefinitionConsists of a number of dependent phases that are executed in a sequential order with no feedback loops. The complete solution is not released until the final phase.

Wh tWhen to use:Clearly defined solution and requirementsNot many scope change requestsRoutine and repetitive projectsUses established templates


Ali Vahedi, MSc, PMP ٢٩

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Incremental Project Management Life Cycle Model - TPM

٥٨

Incremental Project Management Life Cycle Model - TPM

DefinitionDefinitionConsists of a number of dependent phases that are repeated in sequential order with no feedback loops.Each phase releases a partial solution.

When to use:Same as linear but delivers business value early and oftenoftenSome likelihood of scope change requestsTo get to a partial product or service to market soonerTo get partial solution to the end user sooner


Ali Vahedi, MSc, PMP ٣٠

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Iterative Project Management Life Cycle Model - APM

DefinitionConsists of a number of phases that are repeated in groups with a feedback loop after each group is completed. At the discretion of the client the last phase in a group may release a partial solution.

When to use:Unstable or incomplete requirements and functionalityLearn by doing and by discoveryOften uses iconic or simulated prototypes to discover the complete solution

٦٠

Prototyping LiLinear


LinearLinearIterative


Ali Vahedi, MSc, PMP ٣١

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Prototyping mapped to Iterative PMLC Model


LinearLinearIterative

٦٢

AdaptiveAdaptive Project Management Life Project Management Life Cycle Model Cycle Model -- APMAPM

DefinitionAre those that proceed from iteration to iteration based on verylimited specification of solution. Each iteration learns from the proceeding ones and redirects the next iteration in an attempt to converge on an acceptable solution. At the discretion of the client

i i l i l l ian iteration may release a partial solution. When to use:

Goal known but solution not knownSolution highly influenced by expected changesNew product development and process improvement projects


Ali Vahedi, MSc, PMP ٣٢

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LiLinear


APF Core Values: LinearLinearAdaptiveAPF Core Values:

Client-focusedClient-drivenIncremental results early and oftenContinuous questioning and introspectionChange is progress to a better solutionDon’t speculate on the future

٦٤

LiLinear


Types of Adaptive PMLC Models LinearLinearAdaptiveypes o dapt ve C ode sAdaptive Software Development (ASD)Adaptive Project Framework (APF)Dynamic Systems Development Method (DSDM)Scrum


Ali Vahedi, MSc, PMP ٣٣

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Adaptive Project Framework (APF)LiLinear


LinearLinearAdaptive

٦٦

APF – Version Scope



Ali Vahedi, MSc, PMP ٣٤

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ExtremeExtreme Project Management Life Project Management Life Cycle Model Cycle Model -- xPMxPM

DefinitionIs one that proceeds from phase to phase based on very limited knowledge of goal and solution. Each phase learns from the proceeding ones and redirects the next phase in an attempt to converge on an acceptable goal and solution. At the discretion of the client a phase may release a partial solutionrelease a partial solution.

When to use:Goal and solution not knownThrough iteration converge on goal and solutionTypically for R&D projects

٦٨

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INSPIRE Model

٧٠

INSPIRE

LinearLinearE t


INitiateD fi i th j t l LinearLinearExtremeDefining the project goalINSPIRE POSEstablishing a project time-box and costEstablishing the number of phases and phase lengthTrade-offs in the Scope Triangle

SPeculateDefining how the project will be doneConditions of SatisfactionCo d t o s o Sat s act oScenarios, stories and use casesPrioritizing requirementsIdentifying the first phase deliverablesGo/No-Go decisionPlanning for later phases


Ali Vahedi, MSc, PMP ٣٦

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INSPIRE

LinearLinearE t


Incubate LinearLinearExtremeAssigning resourcesEstablishing phase planCollaboratively producing deliverables

REviewApplying learning and discovery from the previous phaseRevising the project goalReprioritizing requirementsMaking the Go/No-Go decision for the next phase

٧٢

The The 5 5 PMLC ModelsPMLC Models


Ali Vahedi, MSc, PMP ٣٧

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SimilaritiesAll 5 P G d i h PMLC M d l

Recap of the PMLC ModelsRecap of the PMLC Models

All 5 Process Groups are used in each PMLC ModelEach PMLC Model begins with a Scope Process GroupEach PMLC Model ends with a Close Process Group

DifferencesThe models form a natural ordering (Linear, Incremental, Iterative, Adaptive, Extreme) by degree of solution uncertaintyThe processes that form repetitive groups recognize the effect of increasing uncertainty as you traverse the natural orderingComplete project planning is replaced by just-in-time project planning as the degree of uncertainty increases.Risk management becomes more significant as degree of solution uncertainty increases.The need for meaningful client involvement increases as degree of solution uncertainty increases.

٧٤

ReferencesReferences

1. Project Management Institute (PMI), PMBOK 4th Edition, 2008.

2. Robert Wysocki, Rudd McGary., 2003, Effective Project Management: Traditional, Adaptive, Extreme, Third Edition, Wiley Publishing, Inc., USA.

3. Ali Vahedi, Earned Value Project Management (EVPM), 2nd

Edition, 2008, ARYANA. , ,


Ali Vahedi, MSc, PMP ٣٨

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Name: Ali Vahedi MSc PMP

Contact InformationContact Information

Name: Ali Vahedi, MSc, PMP

Email: [email protected]: www.avahedi.com

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