Sunday, 8 September 2013

Chapter 1 - Introduction - PMBOK® Guide – Fifth Edition


The statement that PMBOK guide identifies that subset of project management body of knowledge generally recognized as good practice is mainly to highlight the aspect that it is left to the discretion of the project manager what is actually correct and important to the project context. Thoroughness with PMBOK does not make you a project manager but, it definitely is a guideline to see where you stand and you are following the correct process.
Purpose of the  PMBOK® Guide - Part 1
Ethics are an important aspect for any profession. It is no different to project management. While following processes is important, it is important to be ethically correct. Using licensed software, not paying bribes and being within law are all aspects dealing with ethics and professional conduct.
Purpose of the  PMBOK® Guide - Part 2
The definition about project is one of the most thorough definitions any PMP aspirant would remember. I remember times during my preparation this used to be my favorite definition. There used to be questions and if i or anyone for that matter finds it, will really be happy!

A Project is a temporary endeavor to create a unique product, service or result.
Temporary here means definite beginning and ending. Here how long is the duration is not important, It is just about having a definite begin and end dates.
Endeavor means an attempt. So, a project is just an attempt. Not necessary it needs to be successful although the intent is to be successful. A project need not be successful, can get cancelled midway or maybe foreclosed for some other reason.
Unique because the team working on it might be different, the timeline might be different even if the team is same. So, there is something unique about the whole combination. So, the end-result as such is stated as unique.
The project can result in a product, service or result. A result is research finding, which again might result in a product or service.
What is a Project? - Part 1
A project will have an impact on the society or on people. The impact can be socio, economic or environmental. Simple example of social impact is facebook, Economic impact is launch of a cheaper iPhone. Environmental impact is launch of pollution-free vehicle, say, petrol-less car.

Again, presence of repetitive elements like a reusable component or the same set of team, does not change the uniqueness of the end-result since the timeline would be different or people involved will be different. A project need not be done by a team, it can be done by a single person or by an organizational unit. I build as a personal goal. My personal objective is driving this project. It is unique in terms of many aspects. It is built by me, it is the first free site, the approach followed in creating the tests is unique. So, the project as such is unique.

What is a Project? - Part 2

A project becomes operational once people start using it. is currently operational in terms of people being able to take the chapter tests any number of times after they register.
What is an Operation?
A group of projects is a program. Projects in a program are mostly inter-related. Think of creating a elearning website with two parts, one with side  and another part with content  for TOGAF certification. Although there might be hand-shakes between the two in terms of reusing the create user and administration  aspects but then, the two have different objectives, mostly different users too.  Since programs are bigger in terms of the impact since there are multiple objectives and multiple stakeholders involved, a program manager is assigned and he mostly handles multiple project managers, each of them assigned to one project.
Portfolio management involves multiple programs. It is used just to group work based on common seller, buyer or technology. It is similar to a bucket. If you have one client who gives you data entry work, technical work and operational work, call it a portfolio and expand it with proper allocations as more work comes.
Portfolios, Programs and Projects - Part 1

Portfolios, Programs and Projects - Part 2

Portfolios, Programs and Projects - Part 3
Resource optimization is an important goal of these classifications. A program manager needs to be aware of what are the resource allocations and needs to ensure resources are effectively used across the program.
The portfolio manager is more interested in the strategic objectives. What is the return on investment, profit of the account, how to improve it? how to handle customer requirements, give the best options to the customer, maintain customer relationship, ensure portfolio is aligned with organizational objectives etc.
Normally project management is first-level. program management is mid-level management and portfolio management is senior-level management.
Project manager - operational
Program manager - tactical
Portfolio manager - strategical

Portfolios, Programs and Projects - Part 4

Portfolios, Programs and Projects - Part 5

Portfolios, Programs and Projects - Part 6
PMO is project management office. These days, PMOs are reduced to personal assistants, to do documentation or any first-level jobs in many of the companies but, the main role of a PMO is to be able to weight objectives and make decisions for the project team. They must be able to maintain templates and decide which one fits the concerned project. They are responsible to provide project guidance, groom new managers. They are governance body. Any vital decisions or documentations must be approved by them.
Project Management Office (PMO) - Part 1

Refer Chapter 1 in ITTO Section for different types of PMOs like Supportive, Controlling and Directive.
Project Management Office (PMO) - Part 2

Project Management Office (PMO) - Part 3

What is Project Management? - Part 1
There are 5 process groups in project management. Initiating and closing are ideally applied during project (or phase) start and closure respectively. Note that these process groups can be applicable for both phase-level and project-level.
What is Project Management? - Part 2

What is Project Management? - Part 3

What is Project Management? - Part 4
Refer Chapter 1 in ITTO Section in
What is Project Management? - Part 5

What is Project Management? - Part 6

What is Project Management? - Part 7

What is Project Management? - Part 8

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