PMP Certification Course. Lesson 2 PMP FRAMEWORK Part 1

[Music] hi welcome to lesson two of our pmp certification training once again my name is abba lim and i'm gonna be your on-call person so in this particular lesson we're going to be taking a look at the project management framework of course i'll talk about framework framework simply refers to skeletal structure so in essence what we're going to be doing in this lesson is to take a skeletal structural look at the whole of the pmp so what the project management framework lesson is basically all about is this is where we're going to be telling you all about pmp so in essence this is like a high level look at the whole syllabus and that's one key thing that the framework here is going to be talking about so in essence at the end of this particular lesson you should be able to recognize the rules of project management office then also describe the different organizational structures also be able to differentiate between project life cycle and product life cycle then define and understand project management process map as well as frameworks so these are the things i hope you'll be able to learn by the end of this very lesson so first let's talk about the project management office for short this is referred to as the pmo so the project management office or the pmo is simply a department or unit within an organization that oversees the management of projects and programs throughout the organization so in essence interpret the project management office as a unit or a department within an organization that is responsible for managing projects so part of the things that the project management office does includes one they provide policies methodologies and templates for managing projects within the organization they also provide support as well as guidance to others in the organization on how to manage projects train others in project management and then also in the use of project management softwares now when it comes to the project management office pmi identified three major types of the project management office and the three types of project management office that the pmi identifies includes what we have called the supportive pmo then we have the controlling pmo as well as the directive pmo so i'll talk about the supportive project management office supporting pre-environment office is a kind of pmo that provides our systems that's why it's called supportive supportive assist so it simply provides assistance to managing project and that's essentially what the supportive pmo focuses on then there's also the controlling pmo so the controlling pmo in addition to providing assistance also comes in with some checks and balances to help in being able to carry out the project and then of course there's not the directive pmo so directive pmo takes ownership of the project in other words the directive pmo is accountable for a success or otherwise of any particular initiative or project that is carried out within the organization and that's exactly what the directive pmos refers to so remember we said that there are three types of project management office which are the supportive the controlling as well as the directive pmo so part of the rules of the project management office in addition to what we have said so far would of course include um providing policies and methodologies as well as templates for managing project also they provide support as well as training in the organization on how to manage projects then also it is the pmo that provides project managers for ongoing projects in the organization and then also ensures compliance with all policies procedures methodologies tools and templates within the organization of course other rules that the pmo can play can include managing interdependencies between project also selected managing and deploying shared or dedicated project resources they can also terminate project when they need arises and then also they help in providing support through what will refer to us knowledge repositories as well as training and then also mentoring now another key term we're going to take a look at is what we refer to as the organizational structure so i want you to interpret the organizational structure majorly as how people are grouped within an organization the basis upon which we group individuals who work in the organization that's one key thing that the organizational structure focuses on so pmi identifies three major types of organizational structures which are the functional the projectized and then the matrix organizational structure so i'll talk about the functional organizational structure this is a type of organizational structure where staff who work within this organization are grouped according to their areas of specialization and that's what a functional organizational structure here refers to so in this organizational structure project manager typically does not exist so if you even have anybody who is handling a project here the person is probably you know referred to as a project sp dieter so in essence this person basically facilitates project but then also reports to the functional manager so employees here report to the functional manager who is basically the head of operations or operational units within the organization and that's typically what happens in a functional organizational structure so examples of you know the units you can have in a functional organizational structure would include marketing accounting engineering accounts then also you talk about human resources then also operations all of these are you know various departments that can actually exist within a functional organizational structure then there's now the projectiles organizational structure so in the projectiles organizational structure just like the name sound people are grouped here according to projects so that's part of the reason why you notice that the organization's resources mostly work on projects so everybody who is working in this organization is involved in one project or the other so the project manager has the primary control over resources and then also team members reports to the project manager and that's typically what happens in a projectized organizational structure so remember in functional organizational structure we said people who work here are grouped according to their areas of specialization however in projectiles organizational structure people here are grouped according to a project there's also the metrics organizational structure so the matrix organizational structure is now a hybrid in other words it's a combination of both the functional as well as the projectiles organizational structure and that's exactly what gives us the matrix organizational structure so if you have a situation where the organization in addition to having functional rules also have a unit or a department that is dedicated to carrying out projects we now refer to that as a matrix organizational structure so the matrix organizational structure is further divided into three and then of course the three types of matrix organizational structure are we have also referred to as the weak metrics there's a strong metrics as well as what we refer to as the balanced metrics so the type of organizational structure that an organization runs to a larger stand is dependent on the amount of authority that is granted to the project managers within such an organization so if we take a look at the functional organizational structure so this is a functional organizational structure so remember here we said that people are grouped according to their areas of specialization with different functional areas so typical organizational structure will appear somewhat like this so you can see the head of the organization now these are the various units of functional units you have within the organization and everybody who works here is you know put within their areas of specialization and they work within one unit or the other so yes you can clearly see we do not have any department that is dedicated to project and then also we don't also have the project manager in this case because the functional managers are typically the head of units within this organizational structure so it has its own advantages as well as disadvantages one of the major advantages of running a functional organizational structure is that one it is easier to manage specialists remember people here are grouped according to their areas of specialization so if that's the case i mean it becomes easier to manage them then also team members report to only one supervisor that's also one of the major advantages of a functional organizational structure you don't have this confusion as to okay do i report to the project manager or do i report to my functional manager also similar resources are centralized as the company is grouped by specialities so you have a situation where resources are grouped together by specialties and then they can begin to harness use of similar resources because of the fact that um these are specialties within which that they operate then also there's clearly defined career paths in areas of work specialization so here you can actually decide to build a career in a particular specialty say for example accounting or human resource or operations or i.t and that's typically one of the major advantages of running a functional organizational structure but immediate disadvantage of a functional organizational structure is that yeah people place more emphasis on their functional specialty to the detriment of project so what that simply means is that in a functional organizational structure you have a situation where people focus more on their functional roles and then of course when you give them project tasks because it's not part of their appraisal so you see them you know paying like a classical and non-cooperative attitude to project and then sometimes some of them might even go out rightly and make effort to frustrate projects because sometimes they feel that it's an additional work you know that is being added to you know their job description there's also no career path in project management in this type of organizational structure and here the project manager when i you mean the project manager here i'm simply talking about anybody who is overseeing project so the project manager has little or no authority so that's why here will refer to anybody who is overseeing the project as the project sp data so this person basically you know um overseas project but then in order to take a decision he has to refer to the functional manager to be able to take a relevant decision with regards to um how the project will run so in a projectile's organizational structure like i mentioned here you can see people here are grouped according to projects so you can see you have different projects running within the organization headed by different project managers and then also who now uses project team to effectively carry out the project and that's typically what happens in a projectiles organizational structure it also has its own advantages as well as disadvantages one of the major advantages of running a projectile structure is as efficient project organization because in this case people are focused on projects and because they are focused on project there's a tendency for them to effectively you know organize the project there's also loyalty to the project remember like we mentioned earlier on since it is project that brought these people together in the first place then there is a tendency for there to be a specific set of loyalty to the project just a more effective communication than what you have in functional organizational structure reason being that everybody here is working on a particular objective which is basically the project that they are involved and therefore you have project communications clearly mapped out and then also clearly planned out even before the commencement of the project one of the major disadvantages of running a projectile structure is the fact that when a project is completed there is no unit or department to go back to in the organization so in essence at the end of the project you notice that the team is disbanded and that marks the end of the project there's also lack of specialization in discipline so what that simply means is you may not be able to say you're building a career within a particular project just like we used to have in a functional organizational structure and then also there's a tendency for duplication of facilities as well as jump job functions typically every project would utilize or would you know require its own resources to be able to operate so um having shared resources in this case may not be very very feasible especially if the projects are dispersed so you notice that you may not have a duplicity of resources as well as job functions and that's one key disadvantage of running a projectile structure and then of course it may also result because of this duplicity it may now result in a less efficient use of resources then we talk about the metrics organizational structure remember we said the metrics organizational structure is basically a hybrid so it combines and tries to maximize the strength of both the functional as well as the projectiles organizational structure so in the in the in some form of matrix organizational structure you have a situation where team members actually report to two bosses for example in a balanced metrics you have the project manager and then you also have the functional manager so team members report to more than one boss so the project manager as well as a functional manager who are those who now the team members report to so of course notice that one of the major things that this can actually do is it would actually create some kind of rank or and then in some cases this actually negates the principle of management we talked about unity of command that clearly stipulates that a particular individual should report to only one supervisor so the matrix organizational structure is further divided into three which are strong balanced and then what we now refer to as the weak metrics so the force of metrics organizational structure that the organization runs basically depends on the amount of authority that the organization is willing and able to give out to the project manager so let's take a look at this particular diagram so that you'll be able to better understand what i have been talking about with regards to authority or the power of the project manager so in this case this metrics is going to be used to represent the amount of authority that the project manager has within the organization so this is our authority axis and then of course these are now the various organizational structures so notice that this is a functional organizational structure so you can see that in a functional organizational structure the project manager in this case does not have any authority at all now this is what we call a weak metrics so you can see the weak matrix is just very close to the functional organizational structure in a functional organizational structure remember i mentioned that you have what we refer to as project sp data who basically oversees project and then reports to the functional manager and then also takes decision based on the instruction of the functional manager in a weak metrics you can have what we refer to as a project coordinator so project coordinator is slightly higher than that of the project man and exec msp data in the sense that the project coordinator can actually take some minor decisions but no major decisions on the project but then again within a week matrix the project coordinator or the project manager that is the person who oversees the project actually also reports to the functional manager so this is a balanced metrics so in a balanced metrics notice that we have a situation where the authority is shared into half so there's a 50 50 sharing arrangement between the project manager as well as the functional manager so this is a situation where you now have two managers and then of course team members report about the functional manager as well as the project manager and this is what happens in a balanced matrix then this is a strong metric so in a strong matrix you can see that the authority of the power of the project manager is now significantly higher than that of the functional manager and then this is of course the projectiles organizational structure where within the project the project manager has absolute authority and this is what happens in a projectized organizational structure so like i mentioned earlier on the amount of authority that the organization is willing to give out to the project manager is basically one key thing we can also use to be able to define the type of organizational structure that we run so this is absolutely necessary because of the fact that understanding these different organizational structures can actually help you in answering some questions in the exam i mean there's a particular exam question i saw which goes thoughts a functional organization secure the contract that is quite instrumental to the survival of the organization so in the question they now ask to successfully implement this project what type of organizational structure should they adopt so again i repeat a functional organizational structure secures a functional organization secures the contract that is imminent studio survival of the organization to successfully implement this project which type of organizational structure should they adopt so of course the answer was a strong metrics so what would enable the organization to successfully implement such a project would be to basically make the project manager much more powerful than the functional manager so that pre manager can command resources and then also relevant authority required to successfully implement the project so here we take a look at the metrics organizational structure so notice that we mentioned that the matrix organizational structure is further broken down into the strong the weak as well as the balanced metrics so this is a strong matrix you can see in a strong metrics you have a department or a unit dedicated to a project and then you also have a station where projects are headed by project managers this is a weak metric so you can see in a weak metrics we have project coordinator who still works within a particular unit in the organization and reports to the functional manager and then there's another balance metric so in a balanced metrics you actually have a project manager who doesn't per se reports to the functional manager but you now have a situation where reports from staff members goes to the project manager as well as a functional manager and that's what happens within a balanced organizational a balanced metrics organizational structure now beyond the metrics organizational structure we're also going to talk about what to refer to as the life cycles so there are two major forms of life cycle we have what we call the project life cycle as well as the product life cycle so first of all we're going to talk about the product life cycle so product lifecycle basically talks about the stages a product goes through from inception that is when the product is introduced into the market up until when the product is withdrawn or taken out from the market so the product life cycle typically goes thus every product goes through what we refer to as the inverted yield curve what that simply means is that the product goes through setting stages and these are the stages that typical products go through so the first stage of the product life cycle is what to refer to as the conception stage so conception is where we have the best of the product that's what happens in a you know conception stage of the product where the product is newly introduced into the market so at the end of the conception stage if the product secures a situation where demand for the product is greater than the supply of the product we say that the product is in its growth stage so at any point in time in the product life cycle when the demand is greater than the supply it is said that the product is in its growth stage and then you now have what we refer to as the maturity state this is more like the peak of the product life cycle where you have both high demand and then high supply so here you have a station where the demand effectively meets the supply for that particular product so at this case we say that the product is in its maturity stage now don't forget that you may have a situation where at the end of the maturity stage you may have a station where demands begin to fall so if you have a station where the demand is now less than the supply then we say that the product is in its decline stage product is in its decline stage and then of course if nothing is done the product can actually be taken away from the market which is what we now refer to as the withdrawal stage and that's essentially where the product is effectively removed or taken away from from the the market so these are the various stages that a typical product goes through within what we refer to as the product life cycle so beyond the product life cycle there's also what we call the project life cycle so the protein life cycle of course depends on the control needs of the performing organization so in essence we'll talk about the project life cycle the project life cycle basically talks about our ability to break down the project into what we refer to as phases or stages of implementation so the total number of stages or phases that the project has now comes together to make up what to refer to as the project life cycle so let's say for example this is an app development project and then we have what to refer to as the design stage and then after the design stage there is now the development stage which will refer to as the build and then there is now the go live stage so this is what now represents the project life cycle in other words from the stage one which is the design up until they go live all together mix up what you now refer to as the project life cycle so the amount of phases that the organization decides to break down the project into is totally dependent on the amount of control that your decision wants to have on the project so that's why we say that the project life cycle is dependent on the control needs of the performing organization so remember we talked about the project life cycle so prejudice life cycle of course um addresses the question uh which of course would include what to do to get the work done and then also the prison life cycle varies by industry so you may not have a situation you may have a station where different industries have different you know project life cycle and then it can either be what we refer to as plant-driven life cycle or what is now referred to as change-driven life cycle so i will talk about a plant-driven life cycle plan driven life cycle simply means or simply is predicated on the fact that we're saying that focus is on the planning and what that simply means is that if it doesn't work on paper it will not work in real life so we try as much as possible to figure it out on paper first before we now begin to look at how we'll be able to you know um translate it in execution then there's also the chain driven life cycle so the chain driven project life cycle is where with the focus is on execution and then also not just you know focusing on execution we also um are available for change so as much as possible we're open to making amendments along the line and this is typically where the agile methodology derives from and the plan driven life cycle is typically where the traditional or waterfall methodology comes from of course we're going to talk about this in much more detail as we journey along and then beyond the project life cycle we are now going to talk about what to refer to as the project management processes which of course talks about what to do to manage the project and then we're going to take a look at the processes one after the other don't forget that like i mentioned earlier on the pmi project management methodology has what we refer to as 49 processes and then these 49 processes are now putting into what to refer to as process groups so process groups simply refer to a grouping methodology for your processes that's exactly what the process group here refers to and there are five process groups within the pmbok guide so the five process groups that the pmi refers to are we have the initiating the planning the executing the monitoring and controlling as well as the closing so when we talk about initiating initiating simply refers to all activities that we carry out to enable us start the project then in planning this is where we determine the how the when as well as the how much that the project is going to cost and that's what you do during the planning during the executing that's when we do so this is more like the implementation stage of the project managing and controlling is where we check we're basically checking what we have in the plan against the data we're gathering in the course of the executing and then of course once we are done you bring the project to one end and that's exactly what the closing process group here refers to so this is typically how these processes groups interact within the project so of course first of all we begin with initiating which is the very first stage and after the initiating we now go into planning notice that planning and executing goes round and round in circles because as we plan we check and then we do then we act on um as we plan we do then we check then we act on the outcome of that so it will keep going in that particular cycle until we've been able to deliver the very last you know deliverable and then it now triggers the closing processes which is essentially where we now bring the project to an end if you notice there's now an envelope that envelops the whole of these process groups which is what we now refer to as the monitoring and controlling processes so motion and controlling processes basically now helps us to track to check in each of these stages or in each of these process groups to be able to determine how well the project is performing and then if it is in line with the expectations that we have actually derived that we have actually put up in the first instance so like i mentioned earlier on the five process groups are initiating and we said that during the initiating this is where we establish the vision of what the project will accomplish and then also we define the and and authorize the project or a project phase then during the planning this is where we establish the total scope of the project we also define and refine objectives and plans as and plan the course of action required to obtain the objectives and scope for which the project was undertaken then during the executing this is where we integrate and coordinate people and other resources to carry out the project plan and deliver the agreed scope of the project then during the monitoring and controlling here we monitor and measure progress regularly in order to identify variances from the plan so that appropriate corrective actions can be taken when necessary and during the closing this is where we formalize acceptance of the product and service or result and bring the project or the project phase to an orderly end these are specific set of things that actually happen in each of these process groups so for what we have said so far notice that this is typically how all of these process groups interact and the results that we get remember we begin with the initiating initiating basically is where we get authorization to start with the project so once we've not gotten the authorization to start with the project then next we go into the planning so at the end of the planning stage we get what we refer to as the project management plan as well as other project documents that will be required to carry out the project and then of course this project management plan is now what will now inform the executing of our project and then once executing eventually starts you begin to get what we call work performance data basically you begin to get raw facts about how work is being done within the project and then this in the course of implementing the project you're now checking which is the monitoring and controlling so this is where you're not going to be comparing this raw facts with the information or the forecast that you have within your plan and that will now enable you to derive what to refer to as your work performance information so in essence the output we're going to get typically during the controlling stage of our project is our work performance information so what performance information is basically data that has gone through refinement has been compared with forecast that we have in the plan which of course now enables us to get information which is the interpreted data that helps us to be able to determine the project variance as well as the index and also helps us in being able to determine the status of the project and then of course this will now enable us to determine the overall control we are going to implement and then ultimately do reports with regards to the project status and then sent to the relevant stakeholders so this report can either trigger what to refer to as project change control in other words let's say for example we plan that we're gonna be able to implement the stage one of this project in one month and that's what we have on the plan and then we did the executing and got our work performance data which suggests that the project was implemented in one month and two weeks so it was done in one month and then two weeks so that's 1.5 months so it was done in one month and two weeks so we now do the controlling where we check and that's why i said you compare the data against the plan so when you do that it simply tells us that we are two weeks behind shadow so we are two weeks behind shadow so this two weeks behind schedule is now what referred to as the information because you can see the data here now has a meaning which is essentially what we have explained here so this report is now sent as communication to relevant team members as well as stakeholders and that's exactly where this arrow is emanating from uh okay guys we are two weeks and uh behind shared with regards to this project and then of course this can trigger a change request either we ask for additional time or we ask that resources be increased or that we begin to carry out the activities in a concurrent manner all of these are not going to be addressed via a change control process so if the chain request is approved then of course we now need to go back and update any document that the change will affect which is part of reason why you're seeing project document update as part of the output here and then the approved changes will also be communicated to relevant stakeholders including the project team as well as other relevant stakeholders and then again don't forget that these approved changes would have to be replanned and then of course implemented and we run through this cycle again so this is typically how these process groups interact with one another in the course of the project implementation so so far so good remember we said we are taking a look at the project management body of knowledge which is the pmbok and we of course you know you're looking at the version six of the pinball so this is more like a mind map that shows us every component of the pinball guide including the 49 processes the five process groups as well as the 10 knowledge areas and that's exactly what we have here if you remember in my previous lesson i made mention of the fact that in the pmi project management methodology that there are 10 knowledge areas 49 processes as well as five process groups again remember when we're defining project when we're defining project management we said project management has to do with the application of knowledge and then of course um skills then choose as well as techniques in order to achieve the project objectives that's how we define project management in lesson one so remember we took a look at the skills that the project manager should have well we saw the pmi talent triangle which of course included technical project management skills strategic business management skills as well as leadership skills so right now we're just looking at the 10 knowledge areas which of course we have in you know pmi project management methodology so those technology areas include integration scope shadow cost quality resource communication risk procurement and stakeholders these are the 10 knowledge areas that you have in pmi's project management methodology and remember like we mentioned earlier on there are five process groups which are the initiating planning executing monitoring and controlling and closing so if you take a look from this mind map you'll notice that the 49 process is at the heart of it so in a sense what was simply saying is that this is the core of the pinball guide so these 49 processes were now put into two grouping methodologies in other words pmi groups them in two ways so they group them according to one what to refer to as knowledge areas so knowledge areas in this case refers to what you need to understand to be able to carry out the project that's exactly what we refer to as the knowledge areas and then also you have what you call the process groups so process groups is essentially where you now talk about the way or the other in which we actually carry out the project that's exactly what the process groups in this case actually you know represent and like i mentioned earlier on um these are the 10 knowledge areas and these are the five process groups so to enable us remember the 10 knowledge areas i usually insist that you know the 10 knowledge areas part of the reason why it is necessary is because of the fact that in some questions in the exam they usually ask for order for example they say a pre-manager has finished performing this process what next should the project manager do and that's exactly what we do here when we talk about you know the process groups when we talk about the knowledge areas as the case may be and that's part of the reason why i usually expect that i'm as much as possible we all understand or know these knowledge areas off by heart so we have a mnemonics for the knowledge areas which of course are referred to as the east core crypts the is core crips now is called crypt simply stands for integration scope shadow cost quality resource communication risk procurement and then stakeholders just like we discussed earlier on in our very first lesson which was the free part of this particular training remember i told you that this technology has represents aspects of projects that need to be addressed or continually addressed throughout throughout the project implementation factors that we need to worry about constraints that we need to be able to deal with in the course of the project implementation so you want to understand this scope in other words the boundaries of the project you also want to be able to determine how long the project will take then how much what will be the definition of dawn in other words how do we make sure we have good results also resource consideration and then also how we're gonna be able to disseminate project information then be able to address uncertainties how we're gonna be able to buy and then also carry out contracting negotiation as well as claims administration and how we're gonna be able to effectively manage our stakeholders and then all of this now comes together and forms part of our project implementation which is now where integration comes in so integration is basically where we put all of this together to enable us to effectively carry out our project and essentially this is the framework of the project management body of knowledge so in this particular lesson which is the part one of the project management framework we took a look at what to refer to as the project management office and we said it's a unit or a department within the organization that oversees the management of project in the organization and of course we said that the project uh management office that is the pmo is divided into three which are we have also referred to as the supportive the controlling and then of course the directive pmo then we also talked about organizational structures and we said that organizational structure simply refers to how people are grouped within the organization again here we took a look at three organizational structures which are the you know functional organizational structure the projectiles organizational structure and then the matrix organizational structure so the measures organizational structure was further broken down into three which are the strong the balance as well as the weak metrics then of course we take a look at life cycle so in the life cycle we said that there are two major types of life cycle which are the product life cycle as well as the project life cycle so for the product life cycle we say that a typical product goes through five stages which are of course we have also referred to as the conception the growth the maturity the decline as well as the withdrawal while the project life cycle talks about the stages that the project goes through from the very first phase of the project up until the very last stage of that particular project then again we take a look at the five process groups that we have which of course included initiating planning executing monitoring and controlling and closing and then finally we now discussed the 10 knowledge areas which of course we came up with the mnemonics is called crypts which stands for integration scope shadow cost quality resource communication risk procurement as well as stakeholders so in the part two of this particular lesson which talks about project management framework we're going to take a look at the detailed description of each of these process groups and then also give a high level overview of the 10 knowledge areas as well as the 49 processes and then also talk about some other keywords that we're gonna be seeing much more later in the course of this particular training i hope this particular lesson has been very informative for you i will see you in the part two of this particular lesson thank you for listening [Music] [Music]

Channel: Obalim Esedebe

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Keywords: PMP, PMI, PROJECT, PROJECT MANAGEMENT

Id: UV_94bSd1Mo

Length: 39min 12sec (2352 seconds)

Published: Wed Jul 15 2020