PMP Induction 1

4 main areas of responsibility for a project manager :
1. Identify the needs of the
   project Figure out what is needed to make the project successful
   If you do this before the project starts, your project will start on the right
   track Everyone's requirements for the project. Sort out your cost, scope, schedule, and overall project needs2
, establish achievable goals
   Plan what the team will strive for and how to achieve them
   When everyone knows the goal, it's very easy to keep everyone on the right path
   Make sure you set goals that everyone agrees on to avoid future conflicts in the team3 Balance
project scope, time and cost
   Track project execution with previously planned schedule, budget and quality requirements Compare. Whenever any one of the three is changed, the other two are also affected. Therefore, it is imperative to always manage all three together.
   The project manager must balance these three things to ensure the success
of the project. 4. Meeting everyone's needs
   . Communicating with everyone who is impacted by your project, which means that all your team members, The person who funded the project, the customer, or anyone else affected by the progress of the project, including the project team,
   understands the needs of everyone affected by the project, which means that the chances of the final outcome of the project satisfying all stakeholders are greatly increased The 5 process groups

of project management : 1. Initiating    This process group contains the process of creating and defining a preliminary version of the project scope


2. Planning is
   where the plan is to manage all aspects of the project, including scope, risk, time, cost, quality, etc.
3. Executing
   is where all the work is done
4. Monitoring & Controlling )
   to compare with the plan and make recommendations as needed
   Review the output generated from the execution process group and continuously compare to the plan. This will help you make decisions about what to do to keep the project on track.
5 Closing
   Once the work is done, you must do the necessary paperwork so that the company has a record of what you did. You should also make sure that your team is freed up for other

projects . The 9 Knowledge areas of Project Management :
1. Scope
   defines the tasks that the project will and will not accomplish
2. Time
   Estimate the time it will take to complete the project and make sure it is completed within the project deadlines set
3 Cost
   budget for the project and track money being spent
4 Quality
   ensure you are building the right output and be as efficient
as
   possible

   Establish a management of information flow so that everyone has a clear understanding of the relevant information about the
project7, Integration
   allows everyone to move towards the same goal and handle
changes8, Procurement (Procurement)
   Define the content of the contract and select the contractor to Do your project
9, Human Resources
   find people who will perform the project work and motivate them

3 types of organization:
1. Functional organization: Putting the full power to the functional manager
   Project management decisions need to confirm with the functional manager that
   the project manager is a functional Manager's assistant, assisting functional managers with their work
   Project managers spend a lot of time on administrative work, often only using part of their time on project management
   All project work generally occurs in a specific department, and the manager of that department controls everything
2. Projects Type of Organization: Dedication to the Project Manager (PM)
   team is organized around the project. When the project is over, the team is disbanded and the team members are assigned to other projects. The
   project manager makes all decisions about the project budget, schedule, quality and resources. The
   project manager is responsible for the success or failure of the project
. The two share
   include: weak matrix, balanced matrix, strong matrix
   Weak matrix:
       the project manager has some power but does not control the resources of the project. The
       main decision-making still needs to be decided or approved by the functional manager.
       Project liaisons can work in weak matrix organizations.
   Balance the matrix:
       project managers share power with functional managers
       . project managers share functional managers' people management decisions, while functional managers share project managers' project decisions
       . People who work to both project managers and functional managers share Reporting
   Strong Matrix:
       The project manager has more power than the functional manager, but the project team also has to report to both managers
       The project team may be rated based on their performance on the project and functional contribution to the department

7 overall management processes :
1. Develop a project charter (Develop Project Charter)
   The first thing to be done in a new project is the development of a project charter. That's the document that authorizes you to do the work, but it doesn't always involve you in its creation -- often it's handed to you directly by the sponsor (who pays for the execution of the project).
2. Develop Preliminary Scope Statement (Develop Preliminary Scope Statement)
   This is the document that shows all the goals of the project, you create it before you start planning the project. As you become more familiar with the project, you will think of a more detailed project scope.
3. Develop Project Management Plan
   The project management plan is the most important document because it guides everything that happens on the project. It covers all areas of knowledge.
4. Direct and Manage Project Execution
   After the plan is completed, the work begins. Your job is to make sure that everyone is doing what they are supposed to do and that the product or service the project creates meets the needs of all stakeholders.
5. Monitor an Control Project Work
   A good project manager continuously monitors everything going on in the project. Remember, the later a problem is discovered, the more difficult and expensive it is to fix.
6, Integrated Change Control (Integrated Change Control)
   Once you find a problem with the project, you must work with stakeholders and sponsors to find a way to deal with it. You should also update the project management plan to reflect the additional steps required to complete the project. Updating the project management plan also ensures that everyone performing project work has a common understanding of the current state of the project.
7. Close Project
   The last thing you do with a project is to close it. Make sure you document everything...especially the lessons you and the team have learned along the way.

These 7 processes belong to 5 process groups respectively. The formulation of the project charter and the formulation of the preliminary scope statement belong to the initiation process; the formulation of the project management plan belongs to the planning process group; the direction and management of the project execution belongs to the execution process group; the supervision and control of the project work, the overall change Control belongs to the Monitoring and Control process group; Closing projects belongs to the Closing process group.

Project Charter:
1. Project Description
   The purpose of the project, which is a high-level description of the project's goals, usually a few sentences describing the main purpose of the project.
2. Project Requirements
   describe the outputs that the project must create, anything you know that customers, stakeholders, and sponsors want from the project
3.
   Who is the assigned project manager & authority level (Assigned Project Manager & Authority Level) and what he should    do Usually an advanced schedule. 5. External assumptions and constraints (External Assumptions & Constraints)    Some rules and judgments you have made about the project 6. Why did the business case    company decide to do this project ? Project funding. Developing a project charter is the first process performed in a project. The two inputs to developing a project charter are the contract and the Statement of Work (SOW). A contract is something you agree to do, although not all projects have a contract. The Statement of Work lists all the deliverables that you and your team will produce. Preliminary scope statement: 1.    What business objectives need to be achieved by the project and product objective 2. Product or service requirements and characteristics    that describe what the outcome of the project will be 3. product acceptance criteria

















   This is where you and your stakeholders agree on the definition of
project success4, the project boundary
   states that certain activities are not included in the project5, the
project deliverables
   are to be produced the specific product or
service6, project constraints and assumptions (project constraint ans assumptions)
   the known constraints of the project and the assumptions that need to be made7
, the initial project organization (initial project organization)
   the initial idea of ​​how the project work will be organized and assigned8
, The initial defined risk
   is a list of potential issues that could affect the
project9, the schedule milestone
   is a known date that the project team must commit to10
, and the order of magnitude cost estimate is
    how much the project will cost. Preliminary estimates11
, project configuration management requirements (project configuration management requirement)
    level of change control required by the
project12, approval requirements (approval requirement)
    who will approve the project and what is to be done to verify that the results of the project meet their requirements

Project management plan :
A project management plan is a collection of other plans. The project management plan is at the heart of overall management and is your primary tool for executing your project.

Directing and managing project execution:
2 outputs of directing and managing project execution:
1. work performance information
2. deliverables

3 main elements of directing and managing project execution:
1. Using plan creation Deliverables (A deliverable is anything that is produced when the project activities are carried out)
2. Remediate defects in deliverables (your quality management plan focuses on capturing defects as the project progresses so that they can be remedied as quickly as possible)
3. For Deliverables implement approved changes and corrections

Change
Control: Change control is how you handle changes to the project management plan.
You always have independent authority to make changes to a project without affecting the cost, time, and quality of the project.