DAY #6 — Project Risk Management & Project Procurement Management

Project Risk Management

  • Plan Risk Management.
  • Identify Risks.
  • Risks Analysis (Qualitative).
  • Risk Analysis (Quantitative).
  • Plan Risk Response.
  • Monitor and Control Risks.

Plan Risk Management

Dream and worry.

  • Risk Tolerance (Risk Seeking, Fearing…).
  • Risk Management.

Identify Risks

  • Dream and worry.
  • Brain Storm.
  • Interviews (stakeholders).
  • Dephi Technique (asking expert about expected risks).
  • Root Cause Analysis.
  • Ongoing Progress (as we proceed in the project > more info > more concerns).

Perform Qualitative Risk Analysis

  • Probability and Impact Analysis (Low, Medium, High).
  • Risk Categorization (Important, I care about, Ignore).
  • Risk Urgency Assessment.
  • Risk Prioritization.

Perform Quantitative Risk Analysis

Numerical Value.

  • Probability Distribution.
  • Sensibility Analysis.
  • Expected Monitory Analysis.
  • Modeling and Simulation.

Plan Risk Response

  • Avoid: change in our project as the risk is real, to eliminate the risk.
  • Transfer: we find someone do that risky part for us, also change in our project.
  • Mitigate: take some actions to face the risk, but notice the risk is still there.
  • Accept: we did what we can, but bad things will happen anyway.

Monitor and Control

  • On going Review of Pending Risks (daily, weekly).
  • Enacting Risk Plan (start to spend contingency whether its money or time to deal with the risk).

Project Procurement Management

  • Plan Procurement.
  • Conduct Procurement.
  • Administer Procurement.
  • Close Procurement.

Planning Procurement

  • Make vs buy.
  • What; we will buy?
  • When: we will buy.
  • How.
  • Risks vs Control.

Conduct Procurement

  • Procurement Docs (detailed, dependable).
  • Bidder Conference.
  • Evaluation Process.

Administer Procurement

  • Enhance Project.
  • Approval and Payment.

Close Procurement

  • Approval Deliverables.
  • Approve Payment.
  • Warranty / Support.
  • Lessons Learned.

 

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DAY #5 — Project HR Managements & Project Communication Management

Project Human resources Management

  1. Develop HR plan (during planning > WBS).
  2. Aquire project team: near the end of planning, to start executing.
  3. Develop project team (ensure training).
  4. Manage project team (ensure productivity).

Develop HR Plan

  • Develop Staffing Plan: to ensure the staff needed for the WBS activities are on hand and assigned to the project. Some of the team members will be dedicated 100% to the project, some will not. And Staffing is based on the timeline of the project.
  • Define Project Organization: defining the org structure and put every team member on his place and then publish it >>> this will make every one understand his position and make him feel that he is a part of an organized team.
  • Define Rules and responsibilities: (team leader, team member…) We may use RACI charts (R= who is Responsible, A= Accountable, C= Consulted, I= Informed).

Aquire Project Team

  • Confirm Team Availability.
  • Negotiate Assignment (looking for substitutions).
  • Replan as needed (how this affect my Estimates, timeline, train plan…).

Develop Project Team

  • Training: maybe needed as special skills maybe needed for the projects.
  • Team Building: Forming > Storming > Norming > Performance. Our job is to keep the team at the Performance stage (Tuckman model).
  • Team Norms: what is expected from each member (reporting…).
  • Recognition: in the right way.
  • Performance Appraisal.
  • Staff Rotation.

Manage Project Team

  • Conflict Management; expect it even in Performance stage.
  • Motivation; motivating the team.
  • Issue logs.

Conflict Management

  1. Withdrawal Avoid: not very good because the problem will not be solved.
  2. Smooth Accommodate: not very good too, but little better.
  3. Compromise: also not very good.
  4. Force: the solution my be needed.
  5. Collaborate.
  6. Confront Problem Solve: the best way as we address the problem and analyze its causes and deal with them.

 

Project Communication Management 

  • Identify Stakeholders: who care and what do they need (Init).
  • Plan Communication (Plan).
  • Distribute Information (Exec).
  • Manage Stakeholders Expectations.
  • Report Performance.

Identify Stakeholders

  • Identify Stakeholders: who cares and why, and even look for adversaries.
  • Stakeholders Analysis: to know what they need and wish for.
  • Stakeholders management.

Stakeholders Analysis

  • Interest: why they do care.
  • Expectations: their need and how we satisfy their needs, do they want details report? summary?…
  • Influence: what influence do they have? (they can fund? take decisions?…)
  • Impact: what impact can they have on the project.

Plan Communication

We add more details:

  • Who?
  • What: they need.
  • When: they want us to report?
  • How: they want the report?

With that we document a: Communication Management Plan. And we prepare a template, form, and procedures to reuse.

Web portal: it’s very good idea to keep everything honest and available on a web portal.

Communications Challenges

Number of lines of communications = n(n-1)/2. Where n is the number of team members you have. So it’s important to have a good organization structure that limits those communications lines as possible.

Be aware that you send the right message and that it’s understood as you want it to be when it’s received.

Distribute Information

  • Communication Style: formal, informal, in person, by telephone…
  • Medium: the right medium for the important information.
  • Meetings: are inevitable.

Manage Stakeholders Expectations

  • Active Stakeholders Management: do what you’ve promised.
  • Issue log.

Report Information

  • Variance Analysis: what current project facts means (EVM).
  • Forecasts.
  • Performance Reports.

 

 

DAY #4 — Project Cost Management & Project Quality Management

In this day as you’ll expect I’ve finished viewing 7+8 videos of the series which are:

  • Project Cost Management.
  • Project Quality Management.

Project Cost Management

  1. Estimate Costs.
  2. Determine Budget.
  3. Control Costs.

Estimate Costs

  • Estimating  Accuracy (+-100% for example). Don’t give a specific number, give a range.
  • Driven from WBS (which is developed in Scope M. using Deliverables and Work Packages).
  • Ensure ALL costs are included (any material, tools, equipments needed to the project…).
  • Determine Schedule impact, Environment impact…
  • Include Risks.

Estimate Methods

  1. Expert Judgments.
  2. Analogous.
  3. Top\Down.
  4. Parametric.
  5. PERT (Best Guess).
  6. Procurement (buying supplies, materials, services…).
  7. Reserve Analysis (Risks, unknown, concerns…)

Determine Budget

  • Aggregate Costs (from previous).
  • Cash Analysis (in big project, done by Finance office).

Control Cost

  • Manage Cost against Budget. (Actuals vs Planned).
  • Earned Value Management.

Earned Value Management (EVM)

In theory it’s the most important tool you have to evaluate our project progress, because it allow us to integrate Scope, Quality and Cost in one single measurement.

Earned Value validate our Current State.

EVM terms

  • Planned Value (PV) = The Approved Budget.
  • Actual Cost (AC) = Current Cost (real live actual number assigned to us by accounting).
  • Earned Value (EV) = Compares Work Performed vs Work Planned.

EV in other words means efficiency, the actual value. How efficient our team is working on the project.

EVM Formulas

Schedule Variance (SV) = EV – PV

Cost Variance (CV) = EV – AC

Schedule Performance Indicator (SPI) = EV/PV

Cost Performance Indicator (CPI) = EV/AC

Hints:

  • EV always first.
  • Schedule always with AV.
  • Cost always with AC.

Estimate at Complete (EAC) = BAC/CPI

Schedule at Complete (SAC) = Original date/SPI

(BAC=Budget at complete).

Now if Variance + then Good. If Variance – then Bad.

If Indicator >1 then good. If <1 then bad.


 

Project Quality Management

  1. Plan Quality. (Plan)
  2. Perform Quality Assurance. (Exec)
  3. Perform Quality control. (M & C)

Quality vs. Grade

Quality = Fulfilling Requirements (a car that is doing its job). (Our project has achieved what the business needs).

Grade = Measurement of Functionality (small, medium or luxury car).

Q=Reliable Car. G=Different sizes.

PMI Quality Expectations

  • Customer Satisfaction: delivering what and only what business needs.
  • Prevention over Inspection.
  • Continuous Improvement.
  • Quality is a Management Responsibility.

Plan Quality

  • Define Quality Expectations (hand in hand with Acceptance Criteria).
  • Quality must be built in.
  • Cost of Quality: Cost of Prevention+Rework+Inspection < Cost of failure.

Controlling Quality

  • Cost Charts.
  • Bench Marks.
  • Experiments.
  • Sampling.
  • Flow Charts.

Perform Quality Assurance

  • Ensure we are doing the right thing.
  • Quality Audits.
  • Process Improvement.

Doing the right things, so it’s usable and value.

Perform Quality Control

  • Doing things right = satisfying deliverables.
  • Cause and effect diagram.
  • Control charts.
  • Flow charts.
  • Bar charts.
  • Run charts.
  • Scatter diagrams.

DAT #3 — Project Scope Management & Project Time Management

This is 5+6 videos of the series:

  • Project Scope Management.
  • Project Time Management.

Project Scope Management

It’s probably is the most important one of all Areas of Knowledge, because Scope defines the Base against which the other Areas are delivered.

It defines what it’s the project is going to accomplish and then the other Areas of Knowledge >>> defines time to deliver, budget, HR…

What it’s?

  1. Collect Requirements: what it’s that the business want, starts from Charter and evolve to give us better more complete of the requirements. i.e The Scope.
  2. Defines Scope: what it’s, is not delivered.
  3. Create WBS (the definition of Deliverables).
  4. Verify the Scope (ensuring the acceptance of the scope).
  5. Control Scope (to ensure all requirement required to complete the project is accomplished).

Collect Requiremetns

With Project Charter we begin to collect requirements.

Project Charter >>evolve>> elaborate to have a solid requirements >> solid Scope >> solid Project.

How we collect Requirements?

  • Interviews with key business users, workshops, brainstorming sessions…
  • All what it take to understand what the business needs.
  • It should be at a level appropriate to Planning, no more nor less.
  • Then we create Requirements Document.

Requirements Document

  • Base lined it and get it Approved from all sponsors.
  • Requirements tractability Matrix (RTM) that allow us to map/trace those high level requirements to details.
  • Identify and define in planning our acceptance and criteria.

Define Scope

Similar to defining requirements, the scope is based on requirements.

  • Clear, concise, unambiguous yet flexible.
  • Identifies Deliverables.
  • Expands on Acceptance Criteria.
  • What is not in the Scope.
  • Assumptions and Constraints.

Create WBS

  • Expanding Deliverables into work packages, take High Level deliverables and break them down into work package.
  • Decomposition = the activity of expanding deliverables into work packages.
  • WBS dictionary: defines of WBS components and definition of what the component is.
  • WBS = Deliverables oriented Hierarchical decomposition of the work.
  • Rolling Wave Planning: decompose some deliverbale into our first wave of planning… (Phase Gate again).

Verify Scope

  • Ensuring Acceptance of Deliverables (does the blue print we present satisfy the expectations?).
  • Ensuring that the right work is done and we will get final acceptance (signature).
  • Inspection of Results.
  • Not Quality Control.

Control Scope

  • Ensure no unauthorized work take place (only the scope is done).
  • Expecting that Change Happens (Integrated Change Management). (Change Request>Approved>WBS>Authorized Work).
  • Variance Analysis of work completed.

 

Project Time Management

Picks off where Scope Management left.

Takes WBS>further decomposition>Activities.

  1. Define Activities: completed on the Project.
  2. Sequence the Activities.
  3. Identify/Estimate Activity Resources.
  4. Estimate Activity Duration.
  5. Develop Schedule.
  6. Control Schedule.

Define Activities

  • A further decompose of Scope WBS into Actual individual activities to be worked on in the project.
  • We decompose them to the point where it is Estimable.
  • Assigned to Resource.
  • Identify Milestone, key points in the project that we should report status to our stakeholders.
  • Sometimes milestones = Deliverables.
  • Rolling Wave Planning.

Activity Decomposition

Scope WBC > Produce Current Situation review.

Activity Decomposition > we further decompose that down to activities.

Conduct Interview.

Review Documentations.

Sequence Activity

  • Identifies Predecessor/Successor (Logical relationship between activities).

Types of Sequence:

  • Finish to Start.
  • Finish to Finish.
  • Start to Start.
  • Start to Finish.

Network Diagram

leads ad legs.

Different types of dependency. Mandatory vs Discretionary vs External.

Identify/Estimate Activity Resources

  • Types and Quality of people/material/equipment required to complete the activities.
  • Resources Availability (differ due to organization structure).

Estimate Activity Duration

How long it will take to do the activity, in terms of:

  • Elapsed time (5 days).
  • Actual work effort (35 hours).
  • Availability: 8 hours + 50% availability >> 16 hours needed.

Estimate Methods

  1. Analogous Estimate.
  2. Parametric.
  3. PERT (best guess): E = (optimistic + 4 Likely + Pessimistic)/6

Develop Schedule

  • Resources leveling maximizing the utilization of our project.
  • Network Analysis.
  • Critical Path: identify which tasks determine the end date.
  • Use Software, not by hand.

Network Analysis

Control Schedule

We control through many processes:

  • Track Actuals: talk to teams and get the actuals from them
  • Reforcast ETC (how much left).
  • Reschedule (in Software).
  • Variance Analysis (on/ahead/behind schedule).
  • Take corrective actions to the critical path tasks.

 

 

 

DAY #2 — Project Management Processes & Project Integration Management

Today I’ve finished the 3rd and 4th videos of the series:

  • Project Management Process.
  • Project Integrated Management.

Worth mentioning; after 2 days of studying CAPM, my view of the subject changed and I started to love it.

And here are my notes for the two lectures.

Project Management Processes

This covers Ch. 3 from the PMBOK.

Project management processes = same as Project life cycles.

  1. Initiating = validating that the we are doing the right project.
  2. Planning = it’s very critical to the succcess of the project.
  3. Executing = deliver take place.
  4. Monitoring and Controlling = PM take place.
  5. Closing.

Project Management Process:

PM Processes

Notes on the Figure:

  • Notice that Initiating is stand alone process.
  • Planning and Executing take place together.
  • Planning take place during all time of the project, there is a high level of planning at the beginning but it continues through all the project, because CHANGES ARE INEVITABLE >>> we need to plan on how to deal with the problems and changes during the project.
  • Execute and Planning goes together and affect the scope and time of course.
  • Monitoring and Controlling (PM job) also almost all the time of the project.

The next figure gives a better idea on how the previous processes overlap:PM Processes 2

  • Initiating again is a stand alone process at the beginning of the project, it’s short and intense. And here we validate that we are doing the right project.
  • In theory we finish Initiating and proceed to Planning, but in practice planning start after we start initiating assuming we are doing a valid project. So Planning start after we start Initiating.
  • Monitoring and Controlling all other processes.
  • In reality also some Executing starts while we are planning.

Initiating:

  1. Develop Project Charter.
  2. Identify Stakeholders.
  3. Identify Success Criteria.

Project Charter:

It’s a PMI Must. And it Identifies:

  • The Business Needs.
  • Concerns.
  • Values of the project.

In short (this is why this project it important, why it makes sense).

Project Charter = Foundation for Approval and all future works.

Stakeholders:

  • Business owners = who have the business Needs. In other words who is experiencing the business pain that this project will solve.
  • Project Sponsers.
  • Project Acceptors.
  • Project Team.
  • Other Parties.

Any one in/out the organization who cares about the project. We need to identify the owners motivations here, i.e. what are their motivators? Is it time, cost, scope? (ex. we need to finish before Christmas to use the shopping rush = time).

So future decisions must satisfy these motivations.

Success Criteria:

  • How we measure Success.
  • The Project will be completed when the following criteria are accomplished.

 

Planning:

The most important key to success. It’s the only PM Process that covers all (9) Areas of Knowledge (Scope, Time, Budget…).

Project Management Plan: is both key and Significant to the project. And it focuses on:

  • WBS (Work, Break, Structure). Identify the work required to satisfy the requirements and Deliverables.
  • Budget.
  • Schedule.
  • Quality…

And it’s fully integrated, continuous plan. Heavy at front but take place all the time of the project.

Executing:

  • The easiest, limited PM process. Here the team do the most work and the PM monitor and control.
  • Project Deliverables are produced.
  • Follow Industry Approaches (like if we are building a house, software >>> there will be an industry approaches to follow).
  • Removal of Road Blocks (PM job): Issues that prevent the team from executing (no access to resources…)
  • Manage Communication (PM job): Keep Stakeholders informed.

Monitoring and Controlling:

All PM.

Monitor and Control:

  • Schedule (are we on time?).
  • Scope (are we delivering all the work?).
  • Budget.

Control Change:

  • Change Happens, and we need to decide the impact of this change on everything (Scope, Time, Budget, HR…).
  • Reprot Perfomance (are we still on time, on scope, on budget? or under or ahead?).

Closing:

  • Closing the Project. Getting the final acceptance on the deliverables (ex. holding the keys to the owner).
  • Lessons Learned: what worked well, what not, what we will repeat and what we will improve.
  • Harness Artifacts: value added.

 

Project Integrated Management

The Integration of All other Areas of Knowledge.

  • Develop Project Charter.
  • Develop Project Management Plan.
  • Direct and Manage Project Execution.
  • Monitor and Control.
  • + Perform Integrated Change Control.
  • Close the Project OR Phase.

Develop Project Charter:

  • Formal Authorization, you present the charter and gain the gain the approval.
  • Project Charter:
    • Business Case: what we need, the Justifications.
    • Cost\Benefit.

Project Charter Content Example:

  1. Executive Summary (for those who have no time to read it all).
  2. Project Sponsors and Key Stakeholders.
  3. Business Case.
  4. Objective and Success Criteria.
  5. High level Cost\Benefit analysis.
  6. Risk Assessment.
  7. Assumptions and Constraints.

We get the Approval and then we move to >>> Plan.

Project Management Plan:

  • PM Plan is foundation document for success.
  • Covers ALL (9) Areas of Knowledge.
  • Identifies Acceptance and Criteria.

Remember you are planning for achieving the Criteria but more for the COMPLETION of the Project.

Project Management Plan Content: 

With names more general to the public.

  1. Executive Summary.
  2. Project Goals. (Project Charter)
  3. Project Organization Chart. (Key Stakeholders)
  4. Project Deliverables.
  5. Project Scope\Boundaries.
  6. Success Criteria. (All 4+5+6 = Scope)
  7. Project Schedule. (Time)
  8. Project Budget. (Budget)
  9. Quality Plan. (Quality)
  10. Staffing Plan. (HR)
  11. Risks and Issues. (Risk)
  12. Communication Plan. (Communication)
  13. Procurement Plan. (Procurement)
  14. Change Management Procedures.
  15. Assumptions and Constraints.

Direct and Manage Project Execution:

  • Produce Project Deliverables.
  • Quality Assurance.
  • Mange Acceptance (of the deliverables by the owners).
  • Facilitate Progress = Removal of Blocks.

Monitor and Control Project Work:

  • PM.
  • Track and Manage Schedule (Proactively).
  • Track and Manage Budget (Proactively).
  • Managing Risks.
  • Report Status.
  • Manage Stakeholders (manage their expectations).

Project Weekly status Report:

What I was able to accomplish: …..

What I wasn’t able to accomplish: …..

Unplanned work accomplished: …..

What I plan to do next: …..

Problems/Issues/Warnings: …..

Project Monthly Report (to Senior Executive):

Major Accomplishments this month: …..

Financial Status: (In more details)

Total Budget: …

Spending to date: …

Estimate to complete: …

Variance: …

Project Schedule:

Effort expected to date: …

Remaining effort: …

% Completion: …

Major Issues: …..

We get the approval and move on to our next process.

Perform Integrated Change Control:

We’ve already discuss the concept, here we discuss the mechanics:

  • Identify and Qualify and Document all changes. Any change happen we need to identify and qualify and document it.
  • Approval to all changes in: Scope, Time, Budget…
  • Update Project Baseline, based on the changes and our evaluations.

Project Change Request:

Reasons for Change: …..

Description of Change: ….. (Team do it).

Cost Amount: …..

Ramifications (on schedule, staff…): …..

Close Project OR PHASE:

  • Obtain Acceptance (that we did the job).
  • Harvest Lessons Learned.
  • Reusable Materials.
  • SECURE Approval to Next Phase: after finishing Analysis we move to >>> Design (same steps then) >>> Development. (PHASE GATE APPROVAL).

DAY #1 — Starting with CAPM

In day #1 I finished the 1+2 nuggets of the series. Here are my notes on them.

Certified Associate in Project Management

If you’re looking for a certification in Project Management (PM from now on) with an entry level, like you’ve never worked in Management (M. from now on) the best choice for you is CAPM=Certified Associate in Project Management.

It’s a cert you get from PMI=Project Management Institute. Which is an international non-profit institute that advocate and promote best practices in PM.

What other certs you can have?

CAMP: (PMI cert) is the most entry level cert. It shows your boss that you have the basic PM knowledge.

PMP: (PM Professional) is the advanced cert in PM from PMI. You need to have 4000 hours of experience in PM. It’s the next logical step after having CAPM and working in PM for some years.

Project+: Alson entry level but for PM in IT (information Technology field).

Prince2: More common in Europe.

All above are traditional PM approaches. But there is non-traditional approaches certs like;

Agile: (PMI alos) and,

Scrum.

And there are other certs from PMI like: Risk M. and Program M.

What is PMI?

It’s a non-profit institute that promote and advocate best practices in PM. And of course it’s the most recognized PM certification body in the world.

What is CAPM?

As mentioned above it’s PMI entry level cert in PM.

CAPM Eligibility:

  1. High school grade.
  2. (1500) hours of experience in project environment (not necessary PM, but being in a team that report to project manager is enough), or (23) hours of training (like CBT Nuggets series).
  3. Re-certification in (5) years, but the typical progress is not to retake the exam but to progress to PMP.

The Exam:

You need to take your eligibility letter with you to the exam center.

  • 3 Hours.
  • Computer based.
  • 150 question, 15 of them is not marked but they are for evaluating the question to be used or not in next exams. i.e. PMI put some question and sees how people will answer them, if a lot answer them correctly then they’ll use these questions in future exams, if not they will not use them. And as you see they are not prat of your pass grade.
  • Passing grade is 65%.
  • All Multiple choice question: (select the best answer)
    • Fill in blanks.
    • Solve a problem (and choose the best solution from the choices).
    • Answer a direct question.
    • Complete a definition.
  • Always look for the best answer.
  • Your are expected to do simple math (there is simple calculator and scratch pad).
  • Be prepared for question in:
    • Earned Value.
    • Network Analysis. Both will be studied in details later.

Prepare for the Exam:

  • Make notes on the things that you need to remember the most before you start reading the question. (you’ll know what you need to remember the most after finishing the course).
  • Do the easy questions first and gain some confidence, then go back to the hard questions. The exam format allow you to mark question to come back to them later.
  • Always put the question in context, i.e. if I am the PM, what will I do?
  • Always look for the best answer and eliminate the wrong ones to choose correctly.
  • Use the material provided (scratch pad and calculator).
  • Answers are the Proactive, Ethical ones. (that what PMI concentrate on).
  • Relax.

Day of Exam:

  • Bring Eligibility letter.
  • 2 photo ID, name must match with Eligibility letter.
  • Bring snack and water, so you can eat and drink when taking a break. Your break will be part of the 3 hours, so 5 minute break not 30!.
  • Dress in layers.
  • Arrive early.

Introduction to PM and Project Life Cycle

This cover the first 2 chapters of the PMBOK guide.

What is a Project?

Project=a temporary endeavor undertaken to create a unique product, service, or a result.

The two key words here are: temporary which means the project has a start and an end (can be in years of course) and unique which means the product is never done (exactly like this) before.

That means our project is a success when the product or service is achieved by the end date, i.e. we focus on satisfying the requirement to allow the project to end.

PMI Principles:

You should put these principles in mind to choose the best answer, i.e. if one answer gives you more of there principles than another correct answer, then choose the first one.

  1. Triple Constraint:
    1. Scope: the magnitude of what we need to deliver.
    2. Time: we expected to deliver at.
    3. Cost: $$ the project is expected to cost.
      Notice that all three above are connected and one can’t be changed without affecting the others. i.e. If you need to end the project in less time you have to either have more money or achieve less of what you need to.
  2. Professionalism and Social Responsibility: choose the answer the gives you more of them, because PMI concentrate on them.
  3. Project Charters are KEY: Kick off documents to start the project. (will be studied in more details later).
  4. Do minimal work to satisfy the results (scope of the project).
  5. WBS= work, break down, structure define the work.
  6. Quality is integrated to every aspect of the project.
  7. Phase Gate Reviews: which means we review each phase before starting the next one.

PMI Knowledge Areas:

That is covered by the PMBOK.

  1. Scope: what is the project to accomplish.
  2. Time: required to complete the project.
  3. Cost: required to complete the project.
  4. Quality: insurance and control to insure quality is built in.
  5. Human Resources: the preparation of the team required for the project (includes the training for example).
  6. Communication: to ensure all project stackholders are fully aware of all project information.
  7. Risk Management: to ensure that risks are proactively dealt with.
  8. Procurement: items needed for the our project to be ready and purchased for the project.
  9. Full Integration of all eight areas, into a full integration approach.

PMI Project Life Cycle:

Which works in harmony with the delivery life cycle.

  1. Initiating: kick off the project. Remember that Project Charter= kick off the project (official start).
  2. Planning: very important and key to success, it’s what define the scope, time, cost, quality, HR… (all nine of knowledge are planned here). At this phase we produce PM Plan, that define all areas above.
  3. Executing; after the official approval.
  4. Monitoring, and
  5. Controlling; to ensure the project is on the track.
  6. Closing: and documenting what we’ve learned.

All above works in harmony with Delivery Methodology:

  • Analysis.
  • Design.
  • Construct.

which happens in the executing phase.

Project vs Program vs Portfolios vs Operational Management:

Project (previously defined) is what we focus on in CAPM.

Program is accumulative of projects, and Portfolios is accumulative of Programs.

Operational Management is the management of ongoing, day to day, routine activity of a business. So it’s not like PM which is the management of a project from its start to its end.

Project Management Offices (PMOs):

It’s centralized group responsible for PM. It’s different from organization to another, so it can be:

  • Pools of PMs.
  • Project Oversight (at program level, gives couching and support to PMs).
  • PMs tools and training.
  • Report Consolidation (at program level).

Organizational Influences:

Organizational characteristics influences your management, for example:

  • Does the org (organization) like to take risks.
  • Is it regulated industry (which means you have to pay attention to every thing you do).
  • Private (focus on profit) vs Public (focus on service).

and the same way is the Org Structure;

  • Hierarchical/Functional structure: which means you have less control on your team.
  • Matrix structure.
  • Projectized structure: which means you have all the authority and control on your team.

Project Stackholders:

Any one who cares about the project (even negatively=Adversaries).

  • Sponsors.
  • Owner/Acceptor.
  • Senior Management.
  • Adversaries.

 

 

 

DAY #0 — Initiating PMP

In The Name Of ALLAH.

I’ve decided to learn PM, and from my experience once you intend to learn something new >>> all you need is a good series (video lectures) and a good book.

For so far I’m using CBT Nuggets learning videos and it’s more than good for me. Before I start CAPM (which is the entry level of Project Management) I’ve watched some videos of PMP series (PMP is the advanced level of PM), and from that series I knew that the book required for me for sure is the PMBOK (Project Management Body of Knowledge). But from what I watched of the PMP series, I decided to start with the entry level; CAPM, which use the same book luckily.

So I decided to watch the CAPM series first, and put a plan to watch it a first time within a week, watching 2 videos per day. And here I will put my progress and what I learn and how I’ve learned that along the way.

بسم الله الرحمن الرحيم

الحمد لله رب العرش العظيم والصلاة والسلام على نبيه الكريم.

تحديث: هذه المقدمة كتبتها عندما قررت أن أدرس PMP وأن أنشر باللغة العربية، لكن لاحقاً غيرت الخطة وبدأت بالنشر بالإنكليزية لتثبت المعلومات التي أدرسها، ولكني أبقيت على هذه المقدمة العربية. <<< والله ولي التوفيق>>>>.

في اليوم الأول وقع اختياري على سلسلة CBT Nuggets PMP كمرجع محاضرات لهذه الشهادة. وشركة CBT Nuggets شركة عريقة جداً في السلاسل التعليمية والتي تمتاز بالفائدة المكثفة الموجودة في شروحاتها لاعتمادها على محاضرين مرموقين ومتميزين. المشكلة التي آراها في آخر نقلة في تطوير سلاسلها هي أنها باتت تعتمد على الفيديوهات القصيرة التي لا يتجاوز طولها 10 دقائق – ما يعني مدة أقصر للفيديو الواحد لكن بالتأكيد سيكون لديك عدد كبير من الفيديوهات لتشاهدها. الأمر السلبي في هذا الأمر هو التشتت الحاصل لك بين العناوين الكثيرة. ما أعتقده بأن خطتها التي كانت تعتمدها سابقاً في الفيديوهات ذات الطول المقدر بـ 30 – 45 دقيقة أفضل بكثير لأنها تتيح لك التعرض لكم معقول من المعلومات دون أن تضيع بين كثيرة العناوين.

في الفيديو التعريفي الأول تفاجأت بأن المحاضر يقول بأن هذه الشهادة ليست مخصصة لمستوى المبتدىء Entry في الإدارة، بمعنى أنها يجب أن لا تكون أول شهادة تأخذها في هذا المجال! فستلاحظ بأن من متطلبات التقدم لامتحان هذه الشهادة هو أنك يجب أن تمتلك 3 سنين خبرة وحوالي 4500 ساعة من العمل كمدير لفريق ما (إذا كنت قد أنهيت شهادة دراسة جامعية بأربع سنوات) وستكون المدة اللازمة أطول إن كنت لم تدخل الجامعة. ويجب أن تدخل المعلومات الخاصة بالأعمال التي قمت بها مزودة بمعلومات الإتصال اللازمة للتحقق منها، حيث أن الجهة المانحة للشهادة تقوم بشكل عشوائي باختيار عينة والتأكد من امتلاكها للخبرات المطلوبة للتقدم للامتحان.

وذكر بأن الشهادة التي يمكن أن تبدأ بها هي CAPM وكلا الشهادتين تصدران عن PMI: Project Management Institute. طبعاً هناك شهادات مكافئة لـ PMP مثل Princ2 كما ذكر المحاضر.

عملياً سأحاول مشاهدة هذه السلسلة أولاً وبعدها أقرر فيما إذا كنت سأنتقل للشهادة الأدنى CAMP أم سأحاول في هذه الشهادة. طبعاً أنا لا أمتلك الخبرة العملية المطلوبة ولكن مما علمته أن الأمر يتم هكذا بشكل عام.

ستحتاج طبعاً كما كل الشهادات إلى كتاب تقرؤه بجانب المحاضرات التي تشاهدها والكتاب هنا كما نصح به المحاضر

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

وهو كتاب يقع في حوالي 600 صفحة وذكر بأنك يجب أن تقرأه 2 – 3 مرات على الأقل. بالإضافة إلى مستند يقع في عشرين صفحة يتحدث عن تقسيم الأسئلة في الامتحان تجده على موقع PMI.

السلسلة تقع في 46 فيديو قصير (10 دقيقة) يمكن تقسيمها على خمس محاور هي نفس محاور الإدارة ونفس محاور الإمتحان بالتالي:

  1. Domain I – Initiating (9 videos)
  2. Domain II – Planning (16)
  3. Domain III – Executing (8)
  4. Domain IV – Monitoring and Controlling (8)
  5. Domain V – Closing (2)

بالإضافة إلى المقدمة والخاتمة التي يتحدث فيها عن التحضير للامتحان.

شاهدت اليوم فيديوهات القسم الأول Initiating. المعلومات كلها جديدة وسأحتاج طبعاً إلى مشاهدة هذه السلسلة لأكثر من مرة فيما إذا قررت المضي فيها. ولأن السياق هذا جديد علي فالمفردات لم تأخذ موقعاً في فهمي إلى بعد عدة فيديوهات، فالمصطلحات الجديد لم أفهمها من المرة الأولى ولكن فهمتها بعد أن كررها عدداً كافياً من المرات ومنها على سبيل المثال Deliverable.

الشعور العام بأن الفهم الجيد لهذه المادة سيتطلب الكثير من الوقت والجهد ولن يكون سهلاً. المدة الزمنية التي استغرقتها اليوم تقدر بالساعة، وهي مقدمة لا بأس بها. وغالباً سأتابع السلسلة كلها بنفس الطريقة كنوع من التعرف على الموضوع بشكل عام (مشاهدة + تلخيص عام). وبعد الانتهاء منها ربما أتابع السلسلة الخاصة بـ CAMP لأقرر على أي الطريقين سأسير.

والله الموفق.