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PMP Certification: A Beginner s Guide
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Table 3-1 maps the 42 PMBOK processes to both the nine knowledge areas (in the first column) and the five process groups (across the top of the table)
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Each process is identified by its PMBOK chapter and section number For example, 41 is the Develop Project Charter process, which is discussed in 4 of the PMBOK and is the first process in the Project Integration Management knowledge area
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The Importance of Planning
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To see the importance of planning a project, simply look at the number of planning processes in the PMBOK As previously mentioned, the majority (20 of 42) of the processes are planning processes In the real world, projects are far too often managed with little, if any, planning We are lucky if we get three hours (much less three days or three weeks) of actual planning before we begin the work of a project This, in my opinion, is due to current culture (especially in the United States) where we have grown to expect instant gratification Between watching the problems of the universe being solved in a 30-minute television show and the wonders of modern technology (phones that play music; take pictures; receive up-to-the-minute sports scores, traffic, and weather forecasts; and use global navigation systems), it is no wonder we have little or no patience We are multiplexing our way into loss of sleep, frustration, accidents, and potentially death Empirical proof shows that our cultural changes and distractions (in the interest of improved productivity) are hazardous to our health The following is from an article titled, Drivers on Cell Phones Kill Thousands, Snarl Traffic, by Robert Roy Britt, posted at LiveSciencecom: Cell phone distraction causes 2,600 deaths and 330,000 injuries in the United States every year, according to the journal s publisher, the Human Factors and Ergonomics Society The reason is now obvious: Drivers talking on cell phones were 18 percent slower to react to brake lights, the new study found In a minor bright note, they also kept a 12 percent greater following distance But they also took 17 percent longer to regain the speed they lost when they braked That frustrates everyone Once drivers on cell phones hit the brakes, it takes them longer to get back into the normal flow of traffic, [David] Strayer said The net result is they are impeding the overall flow of traffic [3]
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Project Management Process Groups Knowledge Areas Project Integration Management Project Scope Management Project Time Management Initiating
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41: Develop Project Charter
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Planning
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42: Develop Project Management Plan
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Executing
43: Direct and Manage Project Execution
Monitoring and Controlling
Closing
44: Monitor and 46: Close Control Project Work Project or Phase 45: Perform Integrated Change Control 54: Verify Scope 55: Control Scope 66: Control Schedule
51: Collect Requirements 52: Define Scope 53: Create WBS 61: Define Activities 62: Sequence Activities 63: Estimate Activity Resources 64: Estimate Activity Durations 65: Develop Schedule 71: Estimate Costs 72: Determine Budget 81: Plan Quality 91: Develop Human Resource Plan 82: Perform Quality Assurance 92: Acquire Project Team 93: Develop Project Team 94: Manage Project Team
3: Project Management Process Groups
Project Cost Management Project Quality Management Project Human Resource Management
73: Control Costs 83: Perform Quality Control
Table 3-1
Mapping Processes to Knowledge Areas and Process Groups
(continued)
Project Management Process Groups Knowledge Areas Initiating Planning
102: Plan Communications
PMP Certification: A Beginner s Guide
Executing
103: Distribute Information
Monitoring and Controlling
104: Manage Stakeholder Expectations 105: Report Performance 116: Monitor and Control Risks
Closing
101: Identify Project Communications Stakeholders Management
Project Risk Management
111: Plan Risk Management 112: Identify Risks 113: Perform Qualitative Risk Analysis 114: Perform Quantitative Risk Analysis 115: Plan Risk Responses 121: Plan Procurements 122: Conduct Procurements
Project Procurement Management
Table 1-1
123: Administer Procurements
124: Close Procurements
Mapping Processes to Knowledge Areas and Process Groups
3: Project Management Process Groups
Ask the Expert
Q: A:
How long, on average, should one spend planning on a 12-month project It all depends on the uniqueness of the project (has it been performed before, or is it a unique first time project), the experience of the team and project manager, and the level of commitment from the sponsors and other stakeholders) Also, is there a clearly defined scope and an approved project charter The answer also will vary depending on the country in which the project is being performed For example, in Asia planning is a way of life, and project teams often will spend several months on this phase One of my students from Korea stated that in his country planning would take approximately eight to nine months on a 12-month project Granted, the planning process is viewed differently in different countries In the US, we usually want to dive right in and begin the project prior to having a clear scope, a charter, or, in many cases, approved funding So what is the right amount of planning On average, I would suggest 100 hours for every 1,000 hours of work on the project The key thing to remember is the real answer to the amount of planning needed depends entirely on the variables previously mentioned and the experience of the PM and the project team We must first aim at the target before we fire (start the project) to ensure our chances at hitting the target
The same is true with project activities the project team and manager are constantly being distracted Because over 90 percent of the PM s time is spent communicating, the unscheduled interruptions of phone calls, new concerns and issues, and project changes are like a juggling act With the urgent demands from the project stakeholders and almost immediate response expected from everyone, it is no wonder we don t take the time to plan properly how to manage a project
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