1. PROJECT MANAGEMENT BASICS

2. CHAPTER 1 - INTRODUCTION
1.1 The PMBOK Guide
1.2 What is a Project?
1.3 What is Project Management?
1.4 Areas of Expertise Necessary for Project Management?
1.5 Project Management Context

3. 1.1 The PMBOK Guide
The PMBOK® Guide identifies the subset of project management knowledge that is generally recognized as good practice.
It provides a foundational reference for anyone interested in the profession of project management.

4. 1.2 What is a Project?
A project is a temporary endeavor undertaken to create a unique product, service, or result.
Projects and operations differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique. Projects are often utilized as a means of achieving an organization’s strategic plan.

5. 1.3 What is Project Management?
Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.

6. 1.4 Areas of Expertise Necessary for Project Management
Effective project management requires that the project management team understand and use knowledge and skills from several five areas

7. 1.5 Project Management Context
Project management exists in a broader context that includes program management, portfolio management and the project management office.
Frequently, there is a hierarchy of strategic plan, portfolio, program, project and subproject.

8. CHAPTER 2 – PROJECT LIFE CYCLE & ORGANIZATION
2.1 The Project Life Cycle
2.2 Project Stakeholders
2.3 Organizational Influences

9. 2.1 The Project Life Cycle
2.1.1 Characteristics of the Project Life Cycle
2.1.2 Characteristics of Project Phases
2.1.3 Project Life Cycle and Product Life Cycle Relationships

10. 2.2 Stakeholders
Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion.
Stakeholder expectations must be managed carefully due to different or conflicting objectives.

11. 2.3 Organizational Influences
2.3.1 Organizational Systems
2.3.2 Organizational Cultures and Styles
2.3.3 Organizational Structure
2.3.4 The Role of the PMO in Organizational Structures
2.3.5 Project Management System

12. CHAPTER 3 – PROJECT MANAGEMENT PROCESSES
3.2 Project Management Process Groups
3.2.1 Initiating Process Group
3.2.2 Planning Process Group
3.2.3 Executing Process Group
3.2.4 Monitoring and Controlling Process Group
3.2.5 Closing Process Group

13. 3.2.1 Initiating Process Group
Develop Project Charter
Develop Preliminary Scope Statement

14. 3.2.2 Planning Process Group
Develop Project Management Plan
Scope Planning
Scope Definition
Create Work Breakdown Structure (WBS)
Activity Definition
Activity Sequencing

15. 3.2.2 Planning Process Group (continued)
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Cost Estimating
Cost Budgeting
Quality Planning
Human Resource Planning

16. 3.2.2 Planning Process Group (continued)
Communications Planning
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Plan Purchases and Acquisitions
Plan Contracting

17. 3.2.3 Executing Process Group
Direct and Manage Project Execution
Perform Quality Assurance
Acquire Project Team
Develop Project team
Information Distribution
Request Seller Responses
Select Sellers

18. 3.2.4 Monitoring and Controlling Process Group
Monitor and Control Project Work
Integrated Change Control
Scope verification
Scope Control
Schedule Control
Cost Control

19. 3.2.4 Monitoring and Controlling Process Group (continued)
Perform Quality Control
Manage Project Team
Performance Reporting
Manage Stakeholders
Risk Monitoring and Control
Contract Administration

20. 3.2.5 Closing Process Group 3.2.5.1 Close Project
Contract Closure

21. Thank You!