I cleared my PMP on 26th may 2014. I have gone through all the three books PMBOK, RITA MULCAHY'S and HEAD FIRST. During preparation I made few notes. so the material has been picked up from all the three books and these are just the key points.
NOTE : IT IS RECOMMENDED THAT ONE SHOULD READ THESE POINTS IN DETAIL FROM THE BOOKS (which ever interests you more) AND ONLY AFTER YOU HAVE FINISHED A THOROUGH READING, YOU CAN GO THROUGH THESE POINTS FOR CONSOLIDATION.
NOTE : IT IS RECOMMENDED THAT ONE SHOULD READ THESE POINTS IN DETAIL FROM THE BOOKS (which ever interests you more) AND ONLY AFTER YOU HAVE FINISHED A THOROUGH READING, YOU CAN GO THROUGH THESE POINTS FOR CONSOLIDATION.
FRAMEWORK
this part is boring :( but important :)
- OPM : ORGANIZATIONAL PROJECT MANAGEMENT
1. Framework for keeping the org as a whole focussed on overall strategy.
2. Provides directions for how portfolios, programs, projects and other org work should be prioritized, managed, executed and measured to best achieve the strategic goal
- PMO : PROJECT MANAGEMENT OFFICE : mainly three types
1. SUPPORTIVE : Only provide support, low level of control
2. CONTROLLING : Provides support + guides + provide training on PMS (project management software) + assists with tools + ensure compliances
Moderate level of control
3. DIRECTIVE : Provides PM (Project Manager) + responsible for the result
High level of control
- PROJECT CONSTRAINTS : Total Six (some say seven)
main three : Scope, Time and Cost
next three : Quality, Risk and Resources
one more : Customer Satisfaction
- PROJECTIZED ORGANIZATIONS :
1. Team only works for the project
2. Project ends - team has no home - new project for team members
3. Team members loyal to the project
4. No specialization
5. More effective communication then functional
6. Less efficient use of resources
- FUNCTIONAL ORGANIZATION : such org are grouped by areas of specialization eg. HR, accounting
1. Team members come from different departments, maintain home after project
2. Project in one department, help from all departments, PM have to request to HODs
3. Team does department work + project work
4. Gives more importance to the dept work
5. Clear career path - in area of work specialization
6. Centralized resources as coy is grouped by specialization
- MATRIX ORGANIZATION :
1. Maximum utilization of scarce resources
2. Extra administration required
3. More then one boss
4. More complex (resource allocation + maintenance and control)
5. Different priorities
6. Higher potential for conflicts
- PROJECT MANAGER'S ROLE IN A WEAK MATRIX
1. Project EXPEDITOR :
a. Acts primarily as a staff assistant and communication coordinator
b. Can not personally make or enforce decisions
2. Project COORDINATOR :
a. Same as above
b. Has some power to make decisions, some authority, reports to a higher level manager
- TIGHT MATRIX : Colocation, project team in the same room, nothing to do with type of organization
- PROJECT BASED ORG : Temporary framework around the project
- PMIS (PROJECT MANAGEMENT INFORMATION SYSTEM) : Different softwares used during/ for a project. e.g.
1. scheduling software
2. time tracking software
3. work authorization software etc.
- EEF (ENTERPRISE ENVIRONMENTAL FACTORS) : Company culture + existing system + PMIS
outside the control of project team
- OPA (ORGANIZATIONAL PROCESS ASSETS) : Really are processes, procedures and historical info + past coy experience + corporate knowledge base
- LESSONS LEARNED : Technical + project management + management
realized throughout the project, finalized during closing
- WPD (WORK PERFORMANCE DATA) : Collected during execution phase e.g. numbers, dates data, rates
- WPI (WORK PERFORMANCE INFORMATION) : during monitoring & controlling, data is analyzed, make sure conforms to PM plan
- WPR (WORK PERFORMANCE REPORTS) : Organized information, distributed to various stakeholders, output of Monitoring & Controlling
PLEASE FEEL FREE TO ASK QUESTIONS. I SHALL REPLY IMMEDIATELY. PLEASE INFORM IF YOU FIND ANYTHING WRONG. I SHALL CHECK AND CORRECT IT :)
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