Project managementtraining report Experience sharing_厦门领才PMP®学习分享-蔡建涵

I am a residential engineering guy in Specialized, we do new projects and manage suppliers at the same time. To have a better overview about the project managing is helping a lot with our daily work. And ZG PMP institution is a good institution for PMP® training.

 

At the beginning of the study. I am shocked with the substantial knowledge from PMBOK®. Although I have more than 7 years experiences on project development. 

With the presenting of professor Jia, we build our knowledge frame and then we know what we need to learn from each knowledge areas. Thank you very much to the patience and profession of Professor Jia. And thank you to Mr. Hu and LEADCAN（领才教育） institution for the well-arranged courses.

 

Below I am going to show some more practical learning from the PMP training. wish the institution can make themselves better and better.  It’s helping the transition of the knowledge which is going to do good to the society and helping new generations.

 

The PMP training started from 21st, June and Ended at 8th, Sep.a total of 6 classes for teaching and some randomly classes for practicing, the classes are aiming at understanding the PMBOK and getting used to think in PMP mindset.

Which important is the mindset. At the meantime, it’s interesting and good for communication that you always can find a place to put what you do of the daily work in the knowledge system.

 

Ø  Overall Introduction

1.     What’s a project?  A temporary endeavor undertaken to create a unique product, service or result.  In specialized, we create new bikes, apply new IT systems and build new offices which are all a kind of project.

2.     Why we do project management?  We want to achieve our goals, meet stakeholder expectation, deliver right product at right time, and balance the influence of constrains, etc.

3.     When we do project management?   In Specialized, we do project management through whole development phases from concept, design, tooling, validation and production.  And general speaking, project managing as well including pre-project work like economical study management and emphasize the lessons learned a lot during the whole process of project life cycle.

4.     How we do project management?  We first identify what kind of project life cycle and what kind of organizational structure we are in, then doing the circulation, overlap and interact of 5 process groups which includes schedule of 10 knowledge areas.

 

Ø  The PMBOK knowledge isbranches that based on 5 process groups and 10 knowledge areas

l   5 process groups:

1.     Initiating

2.     Planning

3.     Executing

4.     Monitoring and controlling

5.     Closing

l   10 knowledge areas:

1.     Integration

2.     Scope

3.     Schedule

4.     Cost

5.     Quality

6.     Resource

7.     Communications

8.     Risk

9.     Procurement

10.  Stakeholder

 

Ø  To figure out the category of specialized organization structure, we first list out the organizational structure in PMBOK as below:

1.     Organic or simple

2.     Centralized functional

3.     Multi-divisional

4.     Matrix-strong

5.     Matrix-balanced

6.     Matrix-weak

7.     Project-oriented

8.     Virtual

9.     Hybrid

10.  PMO

Apply this on Specialized.

1.     Currently according to the O-chart. And only up to Mark Schroeder,The functional managers and project management manager are all reported to Mark, the organizational structure is Matrix-balanced.

2.     As the project team in Specialized is always a multi-regions team.  So the organizational structure is as well Virtual.

 

Ø  To figure out the category of development life cycle, we first list out the development life cycle in PMBOK as below:

1.     Predictive life cycle.

2.     Iterative life cycle

3.     Incremental life cycle

4.     Adaptive life cycle

5.     Hybrid life cycle

As in specialized project, scope, time and cost are determined at the early phases, and any change of those knowledge is managed carefully. The development life cycle   belongs to predictive life cycle.

 

Ø  To have an overall view of the process in specialized. Below is comparing specialized process and the process claimed in PMBOK.  We will compare and figure out the document is from which knowledge area, and what more the PMBOK claims to do.

l   Regarding integration management.

1.     What we do:

We create charter to start a project by product manager, and approved by design engineer, project manager and design engineer manager.  In PMBOK a project sponsor is always the approver of a charter, no matter the Charter is created by himself or a project manager assist to create.

A general charter includes:

  Project purpose

  Measurable project objectives and related success criteria

  High-level requirements

  High-level project description, boundaries and key deliverables

  Overall project risk

  Summary milestone schedule

  Preapproved financial resources

  Key stakeholder list

  Project approval requirements

  Project exit criteria

  Assigned project manager, responsibility and authority level

  Name and authority of the sponsor or other persons authorizing the project charter.

2.     What we did not do but PMBOK claims we should do is

1.     Create the project management plan

2.     Create the assumption log.

3.     Create the lesson learned log.

4.     Final report

 

l   Regarding scope management.

1.     What we do:

We create the engineering brief.  It’s kind of the project scope statement.

The general project scope statement including:

l   Product scope description

l   Deliverables

l   Acceptance criteria

l   Project exclusions

2.     What we did not do but PMBOK claims we should do is

1.     Project scope management plan

2.     Requirement management plan

3.     Requirement document

4.     Requirement traceability matrix

5.     WBS

6.     WBS vocabulary

 

l   Regarding schedule management

1.     What we do:

We create timeline, which is a schedule baseline, in some projects we only do the milestones setting up, and some others we create detailed activity schedule. A milestone schedule is the schedule baseline, and a summary schedule could be used for company management to review and a detailed activity schedule is a guide for team members about how to make project moving more smoothly.

2.     What we did not do, but PMBOK claims we should do is

1.     Schedule management plan

2.     Activity list

3.     Activity attributes

4.     Milestone list

5.     Project schedule network diagrams

6.     Duration estimate

7.     Basis of estimate

8.     Project calendar

 

l   Regarding cost\procurement management

As here we have separated supply chain team, and from the development process map I can’t see any document about cost.

Below just list out what the PMBOK claims we should do:

1.     Cost management plan

2.     Cost estimate

3.     Basis of estimate

4.     Cost baseline

 

l   Regarding quality management

1.     What we do:

1.           Quality plan, paint masking, part control plan and molded part quality standard are kind of the quality metrics in PMBOK. Which is in the “plan quality management” process group.

2.           Field test summary, CCT and TTS are kind of test and evaluation document in PMBOK. Which is in the “manage quality” process group.

3.           Dimensional check is kind of quality control measurement in PMBOK. Which is in the “control quality” process group.

2.     What we did not do, but PMBOK claims we should do:

1.           Quality management plan

2.           Quality report

 

l   Regarding risk management

1.     What we did is the FMEA, which is called as the risk register in PMBOK. Which describes the single risks and values them by quantitative analysis. What different is that FMEA only includes the risk about quality, but not including the cost and schedule and other knowledge areas.

2.     In some confluence page, PM makes a project healthy status and showing some of the project general risk.  Which is kind of the risk report that should be done in the PMBOK.

 

l   Regarding resource, communication and stakeholder management.

As in specialized, the development life cycle is predictive life cycle. The resource, communication method and stakeholder are fixed and stable, PM is not focus on these areas a lot.

 

Below are some more ideas for what we can do in specialized:

1.     Work breakdown structure (WBS) and combined with the WBS vocabulary is quite a kind of document we can create. Which explained the project scope and we can set up each work package at the beginning. By WBS the whole team will understand clearly how much they take part in the project, who is the right guy to ask for certain information and how he affects othe