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"Knowledge
speaks, but wisdom listens"
Jimi
Hendrix
PMP Module 1 + PMBOK® Guide Chapter 1 & 3 |
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These notes
are supplementary information that expand on the core information
contained in Mosaic's PMP Exam Prep courses. Whilst not central the the
PMP exam requirements the materials are intended to add value to our
course notes and increase the overall richness of the materials as a
project management reference resource. Topics planned for this page
include:
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Course
Information
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Allied Disciplines
This topic focuses on the allied disciplines to project management including: Portfolio Management, Program Management and PMOs. PMOs have a high potential to contribute to governence, value creation [see more on governance and value]and the successful delivery of projects and programs, provided they are established and staffed correctly. WP1034 outline the various roles of an effective PMO. - Blog (Apr 2009): A thought on PMOs and Project Controls - Paper: Designing a PMO to Succeed and Survive - Paper: Establishing an Effective Project Office - The Core Requirements for Success |
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Portfolio Management
Project portfolio management provides the capability to effectively select, prioritise, and oversight an organisations project and programs to optimise value. WP1017, Portfolio Managment provides an overview of Portfolio Managment. - PMI The Standard for Portfolio Management 2nd Edition is available free of charge to PMI members as a non-printing PDF For instructions on downloading the PDF see: http://www.mosaicprojects.com.au/Books.html |
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Program Management
Definition: A program is a group of related projects managed in a coordinated way to obtain benefits and control not available when managing them individually. Program management is an increasingly important organisational concept that focuses on business and strategic issues that cannot be resolved at the project management level. - WP1002_Programs, outlines the criteria that differentiates programs from projects, WP1022 defines different types of program based on the GAPPS Typology. - Published paper: Understanding Programs and Projects - There is a difference! describes the difference between managing a program and managing a project. - PMI The Standard for Program Management 2nd Edition is available free of charge to PMI members as a non-printing PDF For instructions on downloading the PDF see: http://www.mosaicprojects.com.au/Books.html - View details of the PMI PgMP (Program Management Professional) examination. |
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The PM Knowledge Framework
- Blog (Apr 2009): PMBOK -v- Methodology (More PM Methodologies) - Free web resource: a PMI licensed, Visual PMBOK® Guide – 4th Ed. The site uses information design and adult learning principles to give students a companion to the PMBOK® Guide and its 600+ concepts. The enhanced paid version adds questions and links to web resources. See: http://www.jospar.com |
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Project Management Definitions
his topic focuses on the question 'What is a Project' and other key definitions - Paper: Project Fact or Fiction (Will the real Projects please stand up!) - Blog (Mar 2009): De-Projectising IT Maintenance |
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Delineating Projects
This topic focuses on understanding the limitations of project management and the various types of project (see more on project typology). - Blog (Mar 2009): De-Projectising IT Maintenance |
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Project Typology
This is not really a subject for the PMP exam but is important in the general management of projects in an organisation. Understanding the type of project you are doing is essential to establish the right sort of project management processes to achieve success. - Blog (Apr 2009): Projects aren’t Projects - Blog (Apr 2009): Projects aren’t projects - Typology - Blog (Apr 2009): What is a project?????? |
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Enterprise
Environmental Factors
Enterprise Environment Factors (EEF) are the physical and cultural and environment constraints you have to work within to successfully deliver the project. The differences between EEFs and Organizational Process Assets (OPAs) are discussed in WP 1026. |
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