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1. PROJECT MANAGEMENT
Concepts and Cases
Certified Six Sigma Black Belt
Certified Project Management Professional (PMP)
BPM Practitioner
Jeremy Jay V. Lim

2. What is a Project?
What is Project Life Cycle?
What are Project
Management Processes?
Project Management Pillars

3. WHAT IS A PROJECT?

4. A Project is...

5. We do projects because..
Projects make it "possible"
BUT Operational processes give us the results
and benefits of the projects on an ongoing basis.

6. A Project is a means to create ...

7. A Project is...

8. A Project is...

9. A Project is...
A Project is A TEMPORARY ENDEAVOR
undertaken to create
A UNIQUE PRODUCT, SERVICE or RESULT!

10. A Project is of ...

11. Keep in mind...

12. Keep in mind...

13. Keep in mind...
There's always a challenge in a project
Pushing too much in one direction causes
problems on the other.
It's called the "Project Constraints"

14. That's why Project Management is
so important..

15. And the role and responsibilities of
a project manager are ..

16. And the cross-cutting skills
and traits of an effective
project manager are ..

17. And the cross-cutting skills
and traits of an effective
project manager are ..

18. Now,
Your Idea
How many
projects can a
project manager
handle at one
time?

19. WHAT IS A PROJECT
LIFE CYCLE?

20. Project Life Cycle

21. Project Life Cycle
Initiating Process Group.
Those processes performed to define a new project or a new phase of an
existing project by obtaining to start the project or phase.

22. Project Life Cycle
Planning Process Group.
Those processes required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the objectives
that the project was undertaken to achieve.

23. Project Life Cycle
Executing Process Group.
Those processes performed to complete the work defined in the project
management plan to satisfy the project specifications.

24. Project Life Cycle
Monitoring & Controlling Process Group.
Those processes required to track, review, and regulate the progress
and performance of the project; identify any ares in which changes to
the plan are required; and initiate the corresponding changes.

25. Project Life Cycle
Closing Process Group.
Those processes performed to finalize all activities across all Process Groups
to formally close the project or phase.

27. Effort Spent in the Process Groups

28. Now,
Your Idea
How do you save a
problematic or
troubled project
that no one wants
to take?

29. WHAT ARE THE
PROJECT MANAGEMENT
PROCESSES?

30. PROJECT MANAGEMENT CORE PROCESSES
Or Knowledge Areas
Quality
Cost
Human
Resources
Communication
Project Risk
Procurement
Integration
Scope
Schedule
Stakeholders

32. Stakeholder
Management
Making sure that
people concerned
with the project are
continuously
engaged and their
expectations met.

33. 6
6
7
4
3
4
3
6
4
4
47PM Processes

34. Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Integration
Project Scope
Scheduling
Project Cost
Quality
Human Resource
Communications
Project Risk
Procurement
Stakeholder Mgt

35. Project Integration: "Getting the job done"
4.1. Getting the project charter approved to be authorized to control the budget and assign resources
4.2. Planning all of the work that's going to happen throughout the project
4.3. Directing the work once it gets started
4.4. Monitoring the way the work progresses and looking for potential problems
4.5. Looking out for changes, understanding their impacts, and making sure they don't derail the
project
4.6. Closing out the project and making sure that there are no loose ends when it's over

36. Project Integration: "Getting the job done"

37. Steps when making a Project Charter
States the need,
expected project benefit
and the compelling
reason to do the project

38. Steps after making a Project Charter
Identify Stakeholders is
part of Stakeholders
Management

39. Project Scope: "Doing the right stuff"

40. Steps when defining Project Scope

41. When Project Scope is poorly defined

42. Project Schedule: "Getting it done on time"

43. Project Schedule: "Getting it done on time"

44. Steps when defining Project Schedule

45. Steps when defining Project Schedule

46. Different techniques of Determining Activity Duration

47. Computing Activity Duration with 3-Point Estimate

48. Let's try identifying the technique used

49. Project Cost: "Watching the Bottom Line"

50. Inputs Needed when Creating the Project Budget

51. Accuracy of Budget Forecast throughout the Life Cycle
Variance
100% - (-50%) = 150%
50% - (-30%) = 80%
-20% - (+30%) = 50%
20% - (-15%) = 80%
15% - (-10%) = 25*%

52. Steps when Creating Project Budget

53. Steps when Computing Project Costs

54. Behavior of Project Cost
BAC = total Budget needed when project is completed

55. Behavior of Project Cost (2)
EAC = estimated total cost that will be incurred when project is completed
ETC = estimated cost that will still be incurred until project is completed

56. Let's Compute Project Cost Performance

57. How to Interpret Project Cost Performance

58. Project Quality: "Getting it Right"

59. Steps when defining Project Quality

60. Human Resources: "Getting the team together"

61. Steps when Forming the Project Team

62. Tips when Forming the Project Team

63. Tips when Assigning Roles and Responsibilities

64. Steps when Forming the Project Team

65. Project Comm'ns: "Getting the words out"

66. 90% of the Project Manager's job is
Communications

68. Communication Techniques

69. Ways of Communicating Out the Project Status

70. More People, More Connections

71. Let's try ...

72. Project Risk: "Planning for the Unknown"

73. Steps when Managing Project Risks

83. Let's
Try...

84. Let's
Try...

85. Project Procurement: "Getting some Help"

87. And remember,
in each failed contracted service
there is a frustrated project manager

88. Procurement is an Intuitive Process
Plan what to contract
Plan how to contract
Contact Sellers re.
Requirements
Sellers bid for a contract
Select best Seller
Sign contract with Seller
Monitor adherence to
agreed contract
Close out Contract

89. Let's
Try...

90. Let's
Try...

91. Steps when Managing Project Procurements

92. Steps when Managing Project Procurements

93. Major Types of Procurement Contract
Fixed-Price
Cost-Reimbursable
Time & Material
Pay a fixed amount regardless of how much it costs the
contractor to do the work. This is applicable if the scope of work
is very much defined and fixed.
Contractor will reimburse incurred project cost. Applicable if
scope of work is defined as the project progresses
Contractor is paid based on agreed rates ex. Hourly rate, per
piece rate, etc. Applicable if the project timeline or contract
period is extendable or indefinite.

94. Risk Levels per Contract Type

95. Risk Levels per Contract Type

96. Stakeholders Mgt: "Managing Expectations"

99. Now,
Your Idea
Knowing the PM
processes now, is
there anything you
would have done
differently?
Why?

100. Now,
Your Idea
How do you work
with people not
familiar with Project
Management
practices?

101. Updates on PMBOK from 4th Ed to 5th Ed

102. References
2013
"Passing the PMP Exam", 7th Ed., Rita Mulcahy