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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]