More pics to come...first Project Management

Ok. So, I took a short break from my picture posting. I will likely start that back up either later today or tonight or tomorrow. In addition to that post I will be posting the August HBR Case Study.

Right now I've been approved to take the PMP Certification Exam. So, I've been studying the PMBOK. I have read and re-read the first few chapters....to push some of my efforts in a forward direction I figured I could put some of my notes and thoughts down to paper.

Chapter 1: Introduction - Notes and Thoughts

Good practice does not mean that the knowledge described should always be applied uniformly on all projects. (I completely agree. This is the concept of standardization. While it does improve optimization efforts...it doesn't mean that it is the ONLY way to approach a situation...or the best way across all instances)

The PMBOK is NOT comprehensive or all inclusive. It addresses only single projects and the project management processes generally recognized as good practice. (While the knowledge says it is for single projects..it doesn't mean that large scale programs can't use the knowledge in this guide to help create successful outcomes--I hope.)

1.2 Project Characteristics
Projects are temporary and unique. (well, duh. But sometimes program managers don't pass on the operational responsibilities created by projects to the operational team and these operational duties can stay in the project manager's or PMO's hands. Not good practice...but this can happen in small organizations.)

The presence of repetitive elements does not change the fundamental uniqueness of the project work. (doesn't change uniqueness...but doesn't help productivity)

Progressive elaboration means developing in steps, and continuing in increments. Scope will start out broadly and become more detailed as the project progresses.

Projects are different than operations because operations are ongoing and repetitive. Projects are a means of organizing activities that cannot be addressed within the organization's normal operational limits. (I think that this is an important characteristic of projects. They are meant to create new channels of operational revenue. As such, projects terminate as operational strategies change or are achieved)

Projects are authorized as a result of one or ore of the following strategic considerations:

• market demand


• customer request


• organizational need


• tchnological advances


• legal requirements

1.3 Project Management

Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of:

• initiating


• planning


• executing


• monitoring and controlling


• closing

Managing a project includes:

• Identifying requirements


• Establishing clear and achievable objectives


• Balancing the competing demands for quality,scope, time and cost


• Adapting the specifications, plans and approach the different concerns and expectations of the various stakeholders

The triple constraints are: project scope, time, and cost. Project quality is affected by balancing these three factors.

Five areas of expertise in Project Management:

1. The PMBOK (Chapters 2-12)


2. Application area knowledge, standards and regulations


3. Understanding the project environment


4. General management knowledge and skills


5. Interpersonal skills

Application area knowledge, standards and regulations include: functional departments and supporting disciplines; technical elements; management specialization; and industry groups

(One of the key things to understand is the difference between standards and regulations. Standards are concepts that are agreed upon by a group of experts. Regulations are rules that are enforced by a "governing" body.)

Project teams should consider the project in its cultural, social, international, political, and physical environment contexts.

A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Program management is the centralied, coordinated management of a group of projects to ahievethe program's strategic objective and benefits. A Project Management Office (PMO) is an organizational unit to centralize and coordinate the management of projects under its domain. Projects aren't necessarily related.

So this was the first installment of my notes for my studing of the PMP. I hope you enjoyed this. If you get any benefits or are also studying for the PMP please let me know if my cursary notes and comments helped you at all to align your studies.