Life and Spiritual Coaching

May 28, 2008

PMP Integration Notes

Filed under: PMP — by Donna Ritter @ 5:57 pm
Tags: , ,

 

·         Project management – application of knowledge, skills,

       and techniques to project  activities to meet or exceed

       stakeholder needs and expectations

·         Operations and projects share many characteristics: performed

       by people; constrained by limited resources; planned, executed 

       and controlled

·         Project – temporary endeavor; unique product or service; beginning

       and ending; life cycle; milestones; process groups 

·         Project – should be aligned with the organizational strategic objectives

·         Projects – progressively elaborated; products, goals and objectives

·         Project management – organizational efficiency and flexibility

·         Project Management Methodologies – detailed project life cycle descriptions

·         Project interfaces – organizational, technical, interpersonal

·         Project stakeholders – anyone has something associated with

       the project

·         Characteristics of phases: milestones, objectives, activities and 

       deliverables

·         Information flow between the executing process group and the

       controlling process group; knowledge areas of project quality

       management (quality assurance process, quality control process)

       and project communication management (information distribution

       process, performance reporting process)

·         Project Integration Management – processes integration;

       operation integration; project/product scope integration;

       describes the processes required to ensure that the various

       elements of the project are properly coordinated

·         Project Management Information System (PMIS) – tool of

       integration management; gather, integrate, and disseminate;

       outputs of all the project management processes

·         Configuration management  – ensure that the description of the

       product is correct and complete; an integrated change control

       technique; when change happens, make sure product functions

       and design characteristics are still kept correct; documented

       procedure used to apply technical and administrative direction

       and surveillance to 4 steps procedures

·         Projectized organization  – project manager power; focus

       and goals clear; efficiency sacrificed; no flexibility; used for large sized

       projects or remote projects.

·         Matrix organization – functional managers staffing and

       administrative work; project manager project work; balance of

       power; complex; demanding for communications and management skills;   

·         Traditional organization – functionally organized; difficult to changes;

       internally focused; still can have projects

·         Project office – projects processes and practices integration;

       provides direction, controls, and reporting structure for projects;

       centralized project management expertise; 3 functions – project

       management services, operation support, management competency;

       danger of project team authority eroding

·         The organization that is a formalized structure directed toward

       the support of the project community within the organization –

       project office

·         The organization that is a formalized structure where the project

       teams and the project managers reside – project management office

·         Planning – most important; executing – most time and costs;

       input preventive and corrective actions; Controlling – taking

       preventive and corrective actions

·         Change control system – tool for change control; a collection

       of formal, documented procedures that defines how project

       performance will be monitored and evaluated, and includes

       the steps by which official project documents may be changed.

       Also defines the Change Control Board.

·         Project conflicts – schedule, project priorities, personal resources

·         Lessons learned and historical records – essential inputs to every

       process

·         Historical records – project files, commercial database, project

       team knowledge

·         Inputs:

o   Contract Closeout has the least inputs

    (1, contract documents);

o   Risk Response Planning has the most inputs (11),

     followed by the Schedule Development (10)

·         Tools and techniques

o   4 processes; Scope Verification (inspection), Communications

      Planning (stakeholder analysis), Risk Management Planning

      (planning meetings) and Contract Closeout (procurement audits)

      have the least tools

o   3 processes; Project Plan Execution (6), Schedule Development (6),

      and Quality Control (6) have the most tools

·         Outputs

o   7 processes; Scope Verification (formal acceptance),

      Resource Planning (resource requirements),

      Cost Budgeting (cost baseline), Quality Assurance

      (quality improvement), Risk Management Planning

      (risk management plan), Solicitation (proposals) and

      Source Selection (contract) have the least outputs 

o   Risk Response Planning has the most outputs (11),

     followed by Cost Control (6) and Risk Monitoring

     and Control (6)

·         The project management team should familiar – statistical

       sampling techniques; organizational theory; team building

       activities

·         ISO 9000 provides minimum requirements for an organization

       to meet their quality certification standards

·         Same tools and techniques used

o   Cost Estimating and Cost Budgeting

o   Quality Planning and Quality Assurance

o   Information Distribution, Performance

     Reporting (Partial) and Administrative Closure (Partial)

·         Most used inputs

o   Constraints/Assumptions – 8

o   Project plan development

o   Scope planning

o   Scope definition

o   Activity duration estimating

o   Schedule development

o   Communication planning

o   Qualitative risk analysis

o   Procurement planning

o   WBS – 7

·         Scope verification

·         Scope control

·         Activity definition

·         Resource planning

·         Cost estimating

·         Cost budgeting

·         Risk management planning

·         Scope statement – 6

·         Scope definition

·         Scope verification

·         Activity definition

·         Resource planning

·         Quality planning

·         Procurement planning

·         Project plan

·         Project plan execution

·         Integrated change control

·         Team development

·         Information distribution

·         Performance reporting

·         Most used tools and techniques – expert judgments

o   Initiation

o   Scope planning

o   Activity duration estimating

o   Resource planning

o   Procurement planning

o   Solicitation planning

o   Source selection

 

 

Advertisements

Create a free website or blog at WordPress.com.