Chapter 1: Introduction to PMP

Chapter 1: Introduction to PMP

1. Common Problems

   • Deliver products on Time
   • Within a Budget
   • Reach a minimum of Quality

2. A PM must have

   • Knowledge
     • This means knowing all of the tools and techniques in the PMBOK Guide and how and when to use them.    
   • Performance
     • You and your team will have to work hard to deliver a successful project, too.
   • Personal Skills
     • As a PM, you’ve got to lead your team through the project lifecycle, so you need to be skilled at managing people if you’re going to be successful, even if they don’t report to you directly. 
     • Interpersonal Skills
       • Leadership
       • Team Bulding
       • Trust Building
       • Motivation
       • Influencing
       • Coaching
       • Conflict Management
       • Political and Cultural Awareness

3. The Company BIG Picture

   • Portfolios
     • A portfolio is a group of projects or programs that are linked together by a business goal. If an architecture firm was venturing into remodelling existing buildings as well as designing new ones, it might split its efforts into separate New Construction and Remodelling portfolios, since the goals for each are quite different.
     • Programs
     • Projects
   • Programs
     • A program is a group of projects that are closely linked, to the point where managing them together provides some benefit. The firm knows from experience that creating huge skyscrapers is dramatically different than building residential homes, so residential home construction would be its own separate program.
     • Projects
   • Projects
     • A project is any work that produces a specific result and is temporary. Projects always have a beginning and an end. Building a house is a classic example of a project. Projects can be part of programs or portfolios, but portfolios and programs can’t be part of a project.
     • Produce a specific result
     • Is temporary
     • Progressively elaborated
     • NOT Always critical
     • NOT ongoin operations or processes
     • NOT always successful
     • Project Charter
       • Is a document that describes a project’s requirements and high-level schedule, assigns a project manager, and authorizes the project.
   • Operations (or Processes)

4. What a PM does everyday

   • Gather product requeriments
   • Manage stakeholder expectations
   • Deal with project constraints

5. PMBOK defines 47 processes

   • Grouped into 5 process groups
   • Grouped into 10 knowledge areas

6. PMO: Project Management Offices

   • Supportive
     • Share Knowledge
   • Controlling
     • Consulting
   • Directive
     • Manage the project