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PMP
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Lesson TWO
Course Structure Organizational Influences
Introduction to PMBOK Guide Operations Vs Projects
Stakeholder Test
Knowledge Areas
Course is divided by Knowledge Area in sequence as
listed in PMBOK Guide
Structure
Introduction to PMBOK Guide
GUIDE:
Collection of basic information or procedures that
helps someone to form an opinion or make a decision,
and can be interpreted differently;
STANDARD:
A standard is a formal document that describes
established norms, methods, processes, and practices,
adherence to which is not legally required
METHODOLOGY
Collection of Methods, Processes, Rules, and Ideas
that are important in a science or art : a particular
procedure or set of procedures
FRAMEWORK
In general, a framework is a real or conceptual
structure intended to serve as a support or guide for
the building of something that expands the structure
into something useful.
What is a Project
A project is a temporary endeavor undertaken to
create a unique product, service, or result.
The temporary nature of projects indicates that a
project has a definite beginning and end.
Portfolio refers to a
collection of projects,
programs, sub-
portfolios, and
operations managed
as a group to achieve
strategic objectives.
Projects or programs
within the portfolio
may not necessarily
be interdependent or
directly related, but
they are linked to the
organizations
strategic plan
through portfolio
PMI Model
Limiting factors
Good for evaluating demands
Different constraints have different value
Co-dependent, impacting each other
Triple Constraints
Six Constraints
Project Sponsor
Customers and
Users
Sellers
Business Partners
Organizational
Groups
Functional Managers
Project Manager
A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK Guide) 2013 Project
Management Institute, Inc. Copyright and all rights reserved. Fig. 2-2, The Relationship between
Project team
Stakeholders and the Project, Page 31
Organizational Communication
Organizational Structure
Functional
Most Common Type
Structured based on Specialized area of operations
Projects usually within departments
Intra-departmental communication goes vertical-
horizontal
Projectized
Company organized based on projects
Project manager authority highest
No Home
Communication primarily within project
Matrix
Mixture of both Functional & Projectized
Two Bosses
Communication Complex
Power shared between Project Manager and
Functional Manager
Market Demand
Environmental Considerations
Strategic Opportunities/
Customer Request
Business Need Technological Advance
Social Need Legal Requirements
Operations: Continuous
Projects: Ends with Projects
Dependent/ Supports each other
Closely Interconnected
Projects
Though temporary in nature, projects can help achieve
the organizational goals when they are aligned with the
organizations strategy.
Changes in business operations may be the focus of a
dedicated project
Unlike the ongoing nature of operations, projects are
temporary endeavors.
Operations
Operations management is responsible for overseeing,
directing, and controlling business operations.
Operations evolve to support the day-to-day business,
and are necessary to achieve strategic and tactical goals
of the business.
Operations
Operations Management not focus of this standard
Operations are ongoing endeavors that produce repetitive
outputs, with resources assigned to do basically the same
set of tasks according to the standards institutionalized in
a product life cycle.
Infrastructure;
Existing human resources;
Personnel administration;
Historical Information
Lessons Learned
Cost and staffing levels are low at the start, peak as the
work is carried out, and drop rapidly as the project
draws to a close.
Risk and uncertainty are greatest at the start of the
project. These factors decrease over the life of the project
as decisions are reached and as deliverables are
accepted.
Stakeholder
Q&A
Discussions
Further Details
PMBOK Guide Chapter ONE & TWO (Pages 1 - 46)