Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Description

This lesson offers an overview of the project management certification and gives an overview of what's involved in the entire process of project management. Project management has five process groups:

  • Initiation, planning, executing, monitoring, controlling and closing

Project management has 10 areas of knowledge: - Integration, scope, time, cost, quality, human resources, communication, risk, procurement and stakeholder.

All of these processes are categorized by Process Group and knowledge area. All of these are part of the Project Management Process Table. [toggle_content title="Transcript"] Welcome to Cybrary, my name is Vincent McKeown, I am the Subject Matter Expert for the Project Management Professional Certification. Today we will be going over integration. In the PMP, there are five process groups, ten knowledge areas, and 47 total processes. The five process groups consist of initiation, planning, executing, monitoring, controlling, and closing. The knowledge areas, so today we're covering integration, but there is integration, scope, time, cost, quality, human resources, communication, risk, procurement and stakeholder. Between the ten knowledge areas and the five process groups, there are 47 processes. For studying for the PMP certification, I will first start off with writing the knowledge areas down the left side and I would write each one of the process groups on the top. So initiation, planning, executing, monitoring, controlling and closing go on top and then your ten knowledge areas will go on the left. For me, I am a numbers person, whatever works for you. But for me I visualize this chart and I take numbers. 1-1, 1-2, 1. And then planning, there is numbers all the way down. The big things are 4 and 6 and 5 right here and then for monitoring and controlling 2 and 2. I try to create patterns to make memorizing this table easy. What does this relate to? Today we are going to go over these processes for integration so there is 1-1, 1-2-1. So it means there is one process under initiation for integration, one process for planning, one process for executing, two processes for monitoring and controlling and one for closing. So this is where the hard part of the certification comes in. You have to know each one of these forty-seven processes. On top of that you need to know the inputs, the outputs, and the tools. We will be going over all that throughout the certification. So it takes a little bit of the time and the first day as I mentioned I will write down the knowledge areas and the process groups on top. Once you have that down then I will try to work on knowing how many processes fall within each one of those. Then, once you have a good understanding of that or whatever works for you then I will fill in the individual processes. So for this chart, things that helped me memorize it is knowing that there is only two processes in initiation. So develop the project charter and identify the stakeholder. Once I do that, I can develop the project management plan. Well, the project management plan is the large plan and it contains all your sub plans. So then I will go in and try to figure out what plans need to go on the project management plan. We will go all realizing in this video. But what helped me memorize it is knowing that under each one of these knowledge areas there is a plan and how to manage that knowledge areas. Plan scope management, plan schedule management, plan cost management, plan quality management, plan HR management, plan communication management, plan risk management, plan procurement management and plan stakeholder management. Such as it gives you ten processes right there and knowing that there's ten or two rights there, that's ten total processes. Another thing is there is only two processes for closing; so close project phase and close procurement. So you have the twelve processes, which are pretty easy so far, and then monitoring and controlling. If you notice there is a process in each one of the monitoring controlling. If you notice, all of them has some type of control, so control scope, control schedule, control cost, control quality, actually let me take that back; there's none in there for human resources. What makes sense because you are not going to control human resources under monitoring and controlling. There is control communications, control risk, control procurement, and control stakeholder engagement. So you just added ten more processes, so what's that...22 now? If you look at monitoring controlling under integration which we're going over today, you also have a thing called perform integrated change control. That's where our earlier change request is going to go to. So it's just an extra process. Besides control scope, the other one is validate scope, which we will cover under the scope knowledge area. Going into that...that would be my recommendation on how to get this table started. This is another table that you want to write down as a brain dump going into the exam. You get 15 minutes before the or five minutes before the exam, you are sitting down and you're going through this scenario, right after that I would write down this table this way, you have it memorized and drawing the tasks , you can just reference it. It's something that you don't have to think about why you are taking the task. Something else you need to understand for the project is how the project works over time. Start off with initiation, that's developing your project charter, then you go to the planning phase. So when you go to the planning phases, you easily add a couple more resources. So if you notice this graph right here is showing resources over time. The initiation phase is pretty quick. The planning phase a little bit longer than initiation phase but still fairly quick as far as the process of the project goes. So you're adding a little more stuff. Under executing, you are executing and you are also doing monitoring and controlling. That's the longest portion of the project. That's when you are doing the real work. You have the most staff members during that time and as you start closing that part of the project, you are going to start taking people off the project. If you notice like the staff levels starting to dip and then closing, you just have like a [skeleton] crew and they'll just help finish procurements and type of the documentation that needs to be done. Then you also have lessons learned. This is another chart. This line right here is showing cost changes and this right here is showing risk and uncertainty. As the project starts notice that cost is all the way towards the bottom. The cost if you actually having a change, is it going to impact your project a whole lot? and my project that was very large...we were three years into the project and our sponsor decided to change the design of the equipment. We already had the stuff installed, we had cables run, the cost impact was a month of design because we had to go back and change our drawings. We also had to change what was already installed, and where the cables were run to. If you can imagine if the design change was here when it was just on paper, the cost of the change would not have been that expensive. But since the cost was like we're down here, we had to go back and do a lot of rework, we had to change things around, and stuff was already done, so it's going to impact your project a lot if you have changes towards the end of the project. The other thing is risk and uncertainty. When the project starts off there is a lot of risk because there is a lot of unknowns. As the project moves along, one of those unknowns get resolved and the risk will also decrease. So if you notice, beginning on the project you have a lot of risk, and not a lot for a change is a cost of changes. As the project moves along the cost of changes will increase and your risk will decrease. One other thing you need to understand for the project is how a company is organized. This first example shows a functional organization. Notice that staff is controlled by a functional manager. Each manager represents a department. In this example I have accounting, engineering, production and sales. The staff members report up and they go to this functional manager. The functional managers report to the C.E.O. So in this scenario, the functional managers have all the power and if you are assigned to this type of organization for a project, you could be called a project coordinator. Which means you have little or no authority, you have limited resource availability. The functional manager handles the budget, the PM role is easily part time, and your staff is part time. Examples of this, I will think back into when I was in the navy. And the navy, it was this type of organization. You had a clear chain of command. When we had to deal with projects, it was easily a short-term thing. So it can be something else like...we had to put installation on pipes throughout the entire ship. So you are some of the project team, the guy who was in charge was the project coordinator, he had a full time job, but he also had to run this project. They limited the resources for people like me, so I was assigned to him. It was a part time thing. It was four hours a day. As far as the budget goes I was in the military, so the budget was more material but the functional manager or the department heads actually controlled the budget. [so and that project still went through ] The project coordinator; his authority is if you can imagine, I need to get this project done, I have all these department heads or functional managers who have full time jobs. Their willingness to give up their staff is going to be a lot harder than if it was a projectized organization where the whole mission was just to put installation on pipes. They would be more willing to give up staff for that. The next type of organizations are matrixes. So there are three types. We are going to start off with a weak matrix and then there is a strong matrix and a balanced matrix. We will go to each one of these. On a weak matrix, you get staff members assigned, so it's kind of just like a functional organization. You still have the functional managers up on top. The project manager would have the term of either a project expeditor or project coordinator. There is a little bit difference between the two. Project expeditor has less power than a project coordinator. Project coordinator; same thing with all authority, limited resource availability. The functional manager handles the budget and their PM role is part time, and their staff is part time. So it's very similar to the functional organization. If you get to think of the type where the functional organization is on the left and then we are going to get into the projectized which is on the right. Each one as we move forward, the project manager gains more authority. The functional managers lose authority and your staff becomes more...goes from part time to full time. We will notice this as we foot there. A balanced matrix similarly, you have staff members assigned to that project. Now you are not called a project coordinator, you get the title of project manager. You have little to moderate authority, you have limited to moderate resource availability. The functional manager and the PM both handle the budget. This is in the middle between a weak and a strong matrix. The PM role is now full time, he's not a part time employee to this project but their staff is still part time. Last for the matrixes, we have the strong matrix. You have moderate to high authority as a project manager, you have moderate to high resource availability, PM handles the budget, PM role is full time, and staff is full time. Now we are going to get into the projectized organization. In these scenarios, everything is based on projects. The scenario here is you have a project manager of AV installs, project manager of radio upgrades, project manager of new technology, and the project manager of IT installs. And staff assigned directly to that project. So that project manager as we see has high to total authority. He has high resource availability, so think about it. If my whole organization is based on projects, these staff members are going to be assigned to that project manager. Resources are almost 100% to his project. The PM handles the budget, the PM's role is full time and the staff is full time. The only downside when you get to this projectized organizations is when these project ends. These staff members have nowhere to go. That's when they will be laid off because they would be an overhead or would be costing the company money. The good thing is, in a projectized organization is that your company's main focus is on projects. But the bad part is that there is no work. You have to figure out what to do with those staff members. The last type of organization is called the composite organization. If you noticed there's functional managers, so it's like a functional organization but there is also another area which is called the manager of project managers. All the project managers will be assigned to this department and projects will be assigned to that project manager and all the staff members will be assigned to that project from that functional organization. In this scenarios you have two managers that the staff member would report to. This staff member will be in accounting, that would be his functional expertise and he would also report to this project manager. So it's a little bit of a hybrid between a functional organization and a matrix organization or a strong matrix organization. [/toggle_content]

Video Transcription

00:04
Welcome to Cyber. My name is Vincent McEwen.
00:07
I am the subject matter expert for the Project Man's been professional certification. Today we will be going over integration
00:14
and the PNP. There are five process groups, 10 Knowledge Aires and 47 total processes.
00:20
The five process groups consist of initiation planning, executing,
00:25
monitoring, controlling and closing
00:28
the knowledge areas. So today we're coming integration. But there's integration, scope,
00:33
time, cost, quality. Human resource is communication, risk, procurement and stakeholder.
00:40
And between the 10 process groups and the five
00:45
are the 10 knowledge Cherries and five process groups.
00:48
There are 47 processes
00:50
and
00:52
for studying for the PNP certification. I would first start off with writing the knowledge Cherries on the left side and I would write each one of the process groups
01:02
on the top. So initiation planning, executing, mountain controlling and closing
01:07
go on the top and then your 10 knowledge areas would go on the left and then
01:11
for me, I'm a numbers person. Whatever works for you,
01:15
but
01:15
for me, I
01:17
visualize this chart and I think numbers 11121
01:22
and then planning. There's numbers all way down.
01:25
Um,
01:26
the big things are four and six and five right here
01:32
and then providing controlling two and two.
01:34
I try to create patterns to make memorizing this table easy.
01:38
What does this relate? Thio.
01:41
Um, Well, today we're gonna go over these processes for integration. So there's 11121 So that means there's one process on our initiation for integration.
01:51
One process for planning, one process for executing
01:55
two processes for modern controlling and one for closing.
02:00
So this is where the hard part, um,
02:04
the hard part of the certification comes in.
02:07
You have to know it's one of these 47 processes. On top of that, you need to know the inputs, the outputs and the tools.
02:15
We will be going over all that during this certification. So
02:19
takes a little time.
02:21
On the first day, as I mentioned, I would write down the knowledge Cherries and the process groups on top.
02:28
Once you have that down, then I would try toe work on knowing how many processes fall with the needs, one of those
02:35
and then once you have a good understanding of that or whatever works for you,
02:38
they're not feel in the individual processes, so
02:43
um, for this chart. Things that helped me memorize it is knowing that there's only two processes and initiation. So develop the project charter
02:52
and
02:53
identify the stakeholder.
02:54
Once I do that, I can develop the project management plan.
02:59
Well, the project management plan is the large buying here, which contains all your sub plans. So then I would go in and,
03:07
um, try to figure out
03:08
what
03:09
plans need to go in the project plans with plan. So we'll go over all this in today's video,
03:15
but
03:16
would help me memorize it is knowing that
03:20
under each one of these knowledge areas, there's a plan on how to manage that knowledge hearing. So plan sculpt management plan scheduled management plan, cost management
03:29
planning, quality management planning, our management plan, communication management,
03:32
playing risk management plan, procurement management and playing stakeholder management.
03:38
Science just gives you 10 processes right there and knowing that there are two right there, that's 10 total processes.
03:45
Another thing is there's only two processes for closing. So close project or phase and close procurement.
03:53
So you're up to 12 processes, which are pretty easy so far,
03:58
and then
03:59
monitoring, controlling if you notice there's a process. It needs one of the monitoring controlling
04:04
so. And if you notice,
04:08
um, all who has some type of control? So
04:12
control, sculpt, control, schedule, control, cost control, quality.
04:15
Actually, let me take that back. There's
04:17
none
04:18
in there for human resource is
04:20
what makes sense, because you're not gonna control human resources and undermined and controlling,
04:27
Um, this control, communications, control, risk control, procurement
04:30
and control. Stakeholder engagement.
04:33
Um,
04:34
so you just added 10 more processes. So was that 22 now,
04:41
And if you look at minor controlling under integration, which were going over today,
04:46
you also have a thing called perform integrated chains Control.
04:49
That's where all your change requests are gonna go to. So it's system extra process,
04:54
and
04:56
besides control scope, the other one is validate scope,
05:00
which will cover under the sculpt knowledge area.
05:02
So
05:04
going into that, that's that would be my recommendation on how to
05:10
get this table started. Um,
05:14
this is another table that you wantto
05:15
right down as a brain dump going into the exam.
05:19
So you get 15 minutes before the R five minutes before the exam. You're sitting down your,
05:25
um, going through the scenario
05:27
right after that
05:29
I would write down this table this way you haven't memorized. And during the tastic disk reference it it's something that you don't have toe Think about while you're taking the test.
05:40
Ah, something else you need to understand
05:43
for the project is how the project works. Overtime. So start off with initiation
05:49
that's developing your project charter.
05:51
Then you go to the planning phase. So when you go to the planning phase easily add a couple more. Resource is so if you notice
05:59
this graph for hair is showing resource is over time.
06:01
So
06:02
the initiation phase is pretty quick.
06:05
The planning phase will be along in the initiation phase, but, um,
06:11
still fairly quick a ce faras the process
06:14
of the
06:15
project goes
06:16
So,
06:17
um, we're adding a little bit more staff under executing, so you're executing and you're also doing minor controlling.
06:26
That's the longest
06:28
portion of the project. That's when you're doing the real work.
06:30
Um, you have the both staff members during that time.
06:34
And
06:35
as you start closing that part of the project, you're gonna start,
06:41
um,
06:43
is going to start taking people off the project. So if you notice like the staff level started dip,
06:48
then closing. You just have, like, a skeleton crew. And they're just, ah, help Finished procurement. And, um,
06:56
any type of documentation that needs to be done
07:00
then you also have lessons learned.
07:03
Um, there's another chart.
07:05
So this
07:06
line red hair is showing cost changes,
07:11
and this right here is selling risk and uncertainty. So as the project starts,
07:16
um, notice that cost is always toward the bottom.
07:20
So
07:21
cost
07:24
the cost for actually having a change is gonna impact your budget a whole lot
07:30
on my project.
07:31
That was very large. We were three years into the project,
07:35
and our sponsor decided to change the design of the equipment.
07:40
So we already had this stuff installed.
07:43
We had cables ran.
07:45
Um,
07:46
the cost
07:47
impact was a month of design because we had to go back and change our drawings. And we also had to change
07:57
what was already installed and where the cables were ran, too. So if you could imagine
08:01
if the design change was hair when it was just on paper,
08:05
the cost of the change wouldn't have been that expensive. But since the cost was like wait out here,
08:13
we had to go back and do a lot of rework. We had changed things around,
08:18
um,
08:18
and stuff was already done, So
08:22
it's gonna impact your project a lot if you have
08:24
changes toward the end of the project.
08:28
The only thing is risking uncertainty. So one of the project starts off. There's a lot of risk because there's a lot of unknowns.
08:35
As the project moves along, one of those unknowns get result in the risk will also decrease. So if you notice
08:43
beginning of the project, you have a lot of risk and
08:46
not a lot for changes our costs of changes.
08:50
As the project was along, the cost of changes will increase in. Your risk will decrease.
08:58
One other thing you need to understand
09:00
for the project is how companies organized.
09:03
So this first example shows a functional organization.
09:07
I notice that
09:09
staff is controlled by a functional manager, so each manager
09:13
represented apartment.
09:16
So in this example, I have accounting, engineering, production and sales. The staff members report up and they go to this functional manager
09:24
and then the functional manager's report to the CEO.
09:28
So in this scenario,
09:31
um,
09:31
the functional managers have all the power
09:35
and If you're assigned to this type of organization for a project,
09:41
you could be called a project coordinator,
09:43
which means you have little or no authority.
09:46
You have limited resource availability.
09:50
Um, the functional manager handles the budget.
09:54
The PAN role is easily part time,
09:56
and your staff is part time. So examples of this,
10:01
um, I would think back into when I was in the Navy
10:05
and the Navy. It was this type of organization. You had a clear chain of command
10:11
when we had a deal with projects. It was easily a short term thing. So
10:15
it could be something as like,
10:18
um,
10:18
we had to
10:22
put insulation on pipes,
10:24
um, throughout the entire ship. So they assembled the project team.
10:28
The guy who was in charge was a project coordinator. He had a full time job.
10:33
He also had to run this project.
10:35
The Limited are the resource is for people like me. So I was assigned to him.
10:41
It was a part time thing. It was four hours a day.
10:43
Um, as far as the budget goes, it was in the military, So the budget was more material.
10:50
Um,
10:50
but the function of manager or the department heads actually controlled the budget, So that part's still true.
10:58
Um,
11:01
and the project coordinator,
11:03
His authorities.
11:05
Um, if you could imagine,
11:07
I need to get this project done. I have all these department had your functional managers who have full time jobs.
11:13
Their willingness to give up their staff
11:18
is gonna be a lot harder than if it was a project ties organization. Where
11:22
if the whole mission was to put insulation on pipes,
11:26
um,
11:28
they would be more willing to give up staff for that.
11:33
So the next type of organizations are matrix is. So there's three types
11:37
we're gonna start off with a weak matrix.
11:41
Um,
11:43
and then there's,
11:43
ah, strong matrix and balance matrix. So we'll go over each one of these. But in a week matrix,
11:50
you get staff members of science. It's kind of just like a functional
11:54
organization.
11:56
You still have the functional managers up on top.
11:58
Um,
12:01
so the project manager would have the term of either a project expediter or project coordinator.
12:07
Um, there's a little bit difference between the two. Project expediter has less power than a project coordinator,
12:13
project coordinator, something little authority,
12:18
limited resource availability,
12:20
the functional managers handled the budget
12:22
in the, uh, P M. Rolls part time in the staff. It's part time. So it's very similar to the functional organization.
12:30
Um, you could think of a chart
12:33
where the function organizations on the left and then we're gonna get into a project eyes, which is on the right.
12:37
So each one as we move forward, the project manager gains more authority.
12:43
The functional managers lose authority
12:46
and your staff becomes more, um,
12:50
goes from part time the full time. So
12:52
will notice that says we float there.
12:54
So on balance matrix,
12:56
um, similar. You have staff members assigned to that project?
13:01
No, you're not called a,
13:05
um, project coordinator. You get the title of project manager,
13:07
so you have little to moderate authority.
13:11
Um,
13:13
you have limited to moderate resource availability
13:16
the function of manager in the PM Both handled the budget. So
13:20
this is in the middle between a, um
13:24
a weak and the Strong matrix,
13:26
and the PM role is now full time. He's not a part time employee to this project,
13:31
but the staff is still part time
13:37
and last for The Matrix is we have the strong matrix. So,
13:39
um you have moderate to high authority is a project manager.
13:43
You have mattered to hide resource availability.
13:48
PM handles the budget PM's rose full time
13:52
and staff this full time.
13:56
So now we're gonna get into the project eyes organization.
14:01
Um,
14:01
so
14:03
in these scenarios, everything's based on projects. So
14:07
the scenario hairs, you have a project manager of 80 installs, project manager of radio upgrades, project manager of new technology and a project manager of tea installs
14:18
and staff assigned directly to that project. So that project manager,
14:24
as we'll see,
14:26
has high to total authority.
14:28
Um,
14:31
he has high resource availability. So think about it.
14:33
If my whole organization is based on projects,
14:37
these staff members are gonna be assigned to that project manager. So,
14:41
um,
14:43
resource is are almost
14:45
100%
14:46
to his project.
14:48
Um,
14:48
the PM handles the budget.
14:50
The PM's rose full time, and the staff is small time.
14:54
So the only downside of when you get into these Project ties organizations is when this project ends. Um,
15:03
these staff members have nowhere to go.
15:05
That's when um will be laid off because
15:09
they would be an overhead. It would be costing the company money.
15:13
So the good thing is
15:16
in a project Eyes organization is that your company's
15:18
main focuses on projects.
15:20
But
15:22
the bad part is that there's no work. Um,
15:26
you have to figure out what to do with those staff members.
15:31
So the last type of organization is called the Composite organization, and
15:35
you notice there's functional managers, so it's just like a functional organization.
15:41
What?
15:41
There is also another area, which is called the manager of project Managers.
15:48
So all the project managers would be assigned to this department,
15:50
and
15:52
projects would be assigned
15:54
to that project manager, and all the staff members would be assigned to that project
15:58
from that functional organization.
16:02
So in these scenarios, you have
16:04
to managers that the staff member would report to
16:08
so
16:10
this staff member would be an accounting. That would be his functional expertise.
16:15
And he would also report to this project manager,
16:18
um
16:19
so it's a little bit of a hybrid between a functional organisation. Any matrix organization are strong matrix organization

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