Certified Associate in Project Management

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What are the three areas project managers try to get good at?
Performance, knowledge, and personal skills
Portfolio is…
Set of programs, projects, sub portfolio and operations managed as a group to achieve objective
Program is…
Set of projects and subprograms
Project is…..
Temporary task that has a start and finish duration which would create a product, service. It’s temporary and could be terminated by the sponsors, owners or the users.
Operation (process)
ongoing task such as assembly line in factory
Project charter is….
1. assign description and manager to project
2. summary
3. schedule
Project Constrains
Is any limitation placed before the start of the project, it can be time, cost, resource, risk, quality, and scope
How many processes are there to manage a project?
47
How many group of process that each process falls under?
5
What are the five processes group?
1. Initiate
2. Plan
3. Execute
4. Monitor and Control
5. Close
How many knowledge areas are there?
10
What’s PMO?
Project management offices will help you with templates, guidance and experience from past projects.
What are the different types of PMO?
1. Supportive
2. Controlling
3. Directive
What is supportive PMO?
They will provide you with the templates and the standards needed to communicate scope, resources, and schedule
What is Controlling PMO?
Same as supportive but they will review the work you’re doing periodically to make sure you’re following the standards they set
What is Directive PMO?
1. PMO will supply managers to project team
2. They will check to make sure you’re following the process/framework
3. Managers will directly report to PMO
Interpersonal Skills
1. Leadership
2. Motivation
3. Team building
4. Trust building
5. Influence
6. Coaching
7. Conflict Management
8. Political and cultural awareness
Leadership
Help the team see the end results and achieve goals
Motivation
Motivate the team to achieve their personal goals
Team Building
You do that by making the team feel like they can rely on each other and by that the team can achieve more toward project goals
Trust Building
You share information with stakeholders and build a strong relationship by doing so
Influence
Sharing information and knowledge with the team to achieve common project goals
Coaching
You help team solve problem or coach the team to achieve personal goals
Conflict Management
Disagreement will happen among team, you use your skills to solve conflicts
Political and cultural awareness
you understand the team and know the topics that would make the team uncomfortable and make they feel included
Functional Organization
1. Project manager clear the decisions with functional managers
2. Project managers are assistant to functional managers
3. The project managers do administrative tasks
4. Project managers are called expediter
5. Project work is done in departments and the manager of that department has complete control
Weak Matrix (shared responsibility between managers)
1. Project Manager has some authority but not control over resources
2. Coordinators and expediters can work together
3. PM still has to clear decisions with functional managers
Balanced Matrix (shared responsibility between managers)
1. PM and functional managers share authority in making decisions
2. Team that works in this type of organization report to both PM and functional managers
Strong Matrix (shared responsibility between managers)
1. The team will report to both PM and functional managers
2. Team will be judged based on performance
3. PM can overrule functional manager
Projectized Organization
1. The PM has more authorities to make decisions and team members report directly to him
2. Team will work on a project and when finished, they would be released and work on a different project
3. Project coordinators and expediters don’t exist in projectized organization
4. Contractors and consultants are always projectized organization
Composite Organization
It’s the composite of different types of Organization to get more projects done
Project Expediters
1. They are like coordinators but has no authority to make decisions at all
2. They keep track of project status
3. They are assistant to functional managers
4. Exists in weak matrix or functional organization
They have all the power in functional organization?
Functional Managers
They have all the power in projectized organization?
Project Managers
Project Characteristics
1. Authority
2. Budget
3. Role
4. Staff
5. Resource Availability
Stakeholders: Any one who affected negatively or positively by the project.
1. User/Consumers
2. Seller
3. Business Partner
4. Functional Managers
5. Organizational Group
6. Sponsor:
Project Constraints: All constraints need to be managed at the same time, otherwise the project will suffer.
1. Time: You have to deliver the project on time
2. Cost: Project has to stay within budget
3. Resources: You need people and materials
4. Quality: Project needs to meet quality standards
5. Risk: Manage unforeseeable events
6. Scope: You need to understand and manage work scope
Projectized Organization Type Check
Projectized Check
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1. If there are dedicated teams for each of the organizational project, leaded by a project manager having full control over the project, this is a projectized organization.
(If the above check fails, the organization is not projectized, and it will be either functional or matrix organization).
Functional Organization Type Check
Functional Check
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2. If the project team is a 100% subset of a functional department (e.g, HR, operations, sales, customer service, finance etc.) and is managed by the departmental manager directly, this is a functional organization.
3. If the project team is not a 100% subset of a functional department, and some of the project team members come from a different functional departments. Determine who is the project coordinator/expeditor. If the project coordinator can’t directly assign project tasks to the team members who come from other departments, this is a functional organization. In such a structure, if you are the project coordinator/expeditor and you have to assign a project task to a member who comes from another department, you have to request your functional manager to talk to that member’s functional manager to assign that task to this member. To summarize the coordination level of functional organization is at the functional manager’s level. (See PMBOK 4 figures: 2.7, 2.8, 2.9, 2.10 and 2.11). A functional organization is identified by the inter-department communication level.
(If all of the above checks fail, the organization is not functional either and must be a matrix organization).
Matrix Organization Type Check
Matrix Check
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Here, you’re borrowing staff from other departments (HR, Sales, Customer Service, etc..)
4. If the project manager/expeditor has more control over the project than the functional manager, the organization is strong matrix.
5. If the project manager/expeditor has less control over the project than the functional manager, the organization is weak matrix.
6. If the control is balanced between the project manager/expeditor and the functional manager, the organization is balanced matrix.
Summary of projectized, functional, and matrix type check
Let me summarize the above explanation into some sort of an “algorithm” form:
1. Check for Projectized (No functional departments, only project teams)
2. Check for Functional (Functional coordination is between functional managers)
3. Check for Strong Matrix (Project manager has more control)
4. Check for Weak Matrix (Functional manager has more control)
5. If you have reached this point, this is a Balanced Matrix organization.
“If not enough data is present to determine whether an organization is functional or matrix based. Here is my exam cheat, assume it is a matrix organization and then determine the level”.
What are the five process group?
Initiate -> Plan -> Execute -> Monitor/Control -> Close
Initiate Process
New projects or phases will be defined here
Plan Process
Identify project scope and refine objectives
Execute Process
Steps needed to complete the work
Monitor/Control
Monitor project progress and identify if changes in plan is needed
Closing Process
Finalize activities to close the project / phase
Sequential Phases
When you break your big project into phases, those phases would have a sequential relationship, meaning that when one phase is 100% finished the other phase starts without overlapping and each phase goes through the five process groups.
Overlapping Phases
Two or more phases in parallel with the first phase. This would allow the team to work interdependently on different parts of the project. Phase two can finish before the previous phase.
Iterative Phases
One team work with different processes on multiple phases concurrently
Anatomy of Process
Inputs (documents, policies, templates) -> Tools and Techniques to do the work -> Outputs (product, services, schedule, budget)
Categories: Project Management