PMP is one of the most industry-recognized project management certifications for project managers in the globe. PMP certified professionals demonstrate their knowledge in leading projects across industry verticals. This PMP certification has consistently ranked among “Top 10 IT Certifications in the World” and has found widespread acceptance among employers across the globe.
This PMP courseware is created by international subject matter experts and offers comprehensive understanding of global language of project management and help one to standout from the crowd to become a global professional with immense opportunities.
To know more about PMP Exam Prep Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
1. PMP is a registered mark of the Project Management Institute, inc.
Course Name : PMP
Version : INVL_PMP_CW_01_2.1
Course ID : PMGT - 103
PMP® Exam Prep Training
For the 6th Edition
2. 2
About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our
expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one
of the trusted certification training partners for many Fortune 500 organizations and Government
institutions worldwide. Invensis Learning has trained and certified thousands of professionals across a
wide-range of categories such as IT Service Management, Project Management, Quality Management,
IT Security and Governance, Cloud Computing, DevOps, Agile Project Management, and Digital
Courses. Invensis Learning’s certification training programs adhere to global standards such as PMI,
TUV SUD, AXELOS, ISACA, DevOps Institute, and PEOPLECERT.
3. 3
What we Offer
We offer globally-recognized training and certifications in categories such as Project Management,
ITSM, Agile, Quality Management, Technology Training, Program Management and IT Security &
Governance.
ITSM Project Management Quality Management
Technology
Training
Agile & Scrum IT Security & Governance
ITIL Foundation PMP Project Rescue Six Sigma Yellow Belt Training Cloud Computing PMI-ACP COBIT5 Foundation
ITIL SD CAPM Project Scope Management Six Sigma Green Belt Training Big Data Scrum Training COBIT5 Implementation
ITIL SS PRINCE2 Project Schedule Management Six Sigma Black Belt Training Hadoop
DevOps
Foundation
COBIT5 Assessor
ITIL ST PgMP
Project Communications and
Stakeholder Management
Lean Six Sigma Green Belt Training .Net Technologies ISO/IEC 27001 Foundation
ITIL SO PMI-RMP Project Cost Management Lean Six Sigma Black Belt Training Data Warehousing
ITIL CSI P3O Project Procurement Management Introduction to Lean Training CISSP
ITIL RCV MSP Project Leadership Lean Fundamentals Program VC++, MCF
ITIL OSA Microsoft Project Change Management Lean Management Training
Advanced WCF,
WPF
ITIL SOA Microsoft Project Server
Implementing a Project Management
Office
Lean Manufacturing Training Advanced JAVA
ITIL PPO IT Project Management Managing Conflict in the Workplace Lean Processes and Tools Advanced J2EE
ITIL MALC
Project Management
Fundamentals - Overview
Negotiating in a Project Environment
Lean Six Sigma in Information
Technology
ISO 20000 Project Initiation Presentation Skills for Project Personnel Lean Six Sigma in Healthcare
Earned Value Management Project Estimating Techniques DFSS Yellow Belt Training
Project Risk Management Managing Multiple Projects DFSS Green Belt Training
Project Sponsorship DFSS Black Belt Training
Team Development MINITAB Training
5. 5
Copyright Notice
PMI, PMP, and PMBOK are registered marks of the Project Management Institute, Inc.
Materials in this class are based on the Project Management Institute, A Guide to the Project
Management Body of Knowledge, (PMBOK Guide) – Sixth Edition, Project Management Institute
Inc., 2017
This PMP Courseware is a property of Invensis Learning. Reproduction of this courseware in its
entirety or in part is strictly prohibited.
6. 6
PMP Training – Daily Agenda
Day 1 Day 2 Day 3 Day 4
Welcome
&
Introduction
Context &
PMI Processes
Recap Day 1 Recap Day 2 Recap Day 3
Integration Management
&
Scope Management
Schedule Management
&
Cost Management
Resource Management
&
Communication Management
Break Break Break Break
The Environment of
Project
Management
& The Role of the
PM
Schedule Management Quality Management Risk Management
Lunch Lunch Lunch Lunch
Integration
Management
Schedule Management
&
Cost Management
Resource Management
&
Communication Management
Procurement Management
&
Stakeholder Management
Break Break Break Break
Scope Management
Exercise, Discussions & Quiz
Sessions
Quiz sessions, Discussions Quiz Sessions & Discussions
7. 7
Training Guidelines
Beware personal experience and “real world”
Slow the instructor down:
• Taking notes
• Asking questions
Normal meeting etiquette:
• Cell phones
• Conversations
9. 9
Introduction
Module 1
Objectives
After completing your PMP Exam Prep training, you will gain in-depth understanding of:
Initiating a project
Planning project work
Developing Project schedules, cost estimates, and budgets
Planning project staffing and communication
Analyzing projects risks
Planning and managing project procurement
Monitoring and controlling of project work and more
10. 10
Introduction
Module 1
About PMI
Founded in 1969, PMI delivers value for more than 2.9 million professionals working in nearly every
country in the world through global advocacy, collaboration, education and research
They are the leading not-for-profit professional membership association in the project management
domain
They help to advance careers, improve organizational success and further mature the profession of
project management through their globally recognized standards, certifications, resources, tools,
academic research, publications, professional development courses and networking opportunities
They offer eight certifications that recognize knowledge and competency, including the Project
Management Professional (PMP)® certification undertaken by more than 777,000 (as on Sep 2017)
practitioners and growing worldwide. Salaries and career opportunities for certification holders show
that employers recognize the value delivered by trained practitioners
11. 11
Introduction
Module 1
About PMP
The Project Management Professional (PMP)® certification is the most important industry-
recognized certification for project managers.
You can find PMPs leading projects in nearly every country and, unlike other certifications that focus
on a geography or domain, the PMP® is truly global. As a PMP, you can work in virtually any
industry, with any methodology and in any location.
The PMP certification can also provide a significant advantage when it comes to salary and earning
potential. Among survey respondents to PMI’s Earning Power Salary Survey, those with a PMP
certification garner a higher salary (20% higher on average) than those without a PMP certification.
*
Employers benefit as well. When more than one-third of their project managers are PMP-certified,
organizations complete most of their projects on time, on budget of and by meeting original goals.
(Pulse of the Profession® study, PMI, 2015.)
The PMP signifies that you speak and understand the global language of project management and
connects you to a community of professionals, organizations and experts worldwide. Become a
PMP and become a project hero.
PMI knowledge expectations can be found at: https://www.pmi.org/certifications/types/project-
management-pmp
12. 12
Introduction
Module 1
Route to PMP Certification
I want to acquire
PMP® Certification
Have Degree
qualification?
Yes
Have requisite
PM experience?
Yes
No
Have Diploma
qualification?
Yes
GATHER
Become a PMI® MemberAttend PMP Training
Prepare for PMP®
examination
Take PMP® exam from
Prometric Center
and clear the exam
Maintain
PMP® credential
No
4500
hours
7500
hours
Apply for PMP®
examination from
PMI® and get the approval
13. 13
Introduction
Module 1
PMP Exam Syllabus
There are 5 Process Groups -
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
There are 10 Knowledge Areas -
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
Code of Ethics and Professional Conduct
14. 14
Introduction
Module 1
PMP Exam: % Distribution of Questions
Initiating 13%
Planning 24%
Executing 31%
Monitoring and
Controlling
25%
Closing 7%
Initiating
Planning
Executing
Monitoring and
Controlling
Closing
15. 15
Introduction
Module 1
PMP Exam Format
Computerized at the Prometric Test Center
Multiple choice (200 questions, 4 choices)
4 hours: wordy questions / read ? first
Passing score: 66% is a safe guide for passing score!!!
• 25 “pre-test” or control questions; do not count in score
• Need 106 of remaining 175 (approx. 61%)
• Beware: if all 25 control questions are correct but only 105 of the others; Your score is 65% (130/200) but you
would have failed by one question!!
Test bank, random selection (more diverse than ever)
Questions jump from topic to topic (no defined sections)
No penalty for guessing (answer all questions)
16. 16
Introduction
Module 1
Exam Tips and Strategies
You must study all knowledge areas and process groups
Be cautious when using free tests from the internet because they might not have been subject to
review
Study the glossary last (you will know most of the material and the terms by then)
Don’t memorize…you must understand
The day before: normal sleep, dining and beverages
You may not bring any personal item to the workstation
Do the computer tutorial at the test site:
• - Approximately 15 minutes (does not count against your 4 hours)
• - 4 hour timer begins immediately upon completion of tutorial
• - Calm down (adrenaline will be pumping at first)
Answer from PMI perspective and not your own experience (you will not always agree with PMI)
Read carefully: find the pace that works for YOU (not too fast)
17. 17
Introduction
Module 1
Exam Tips and Strategies
Do the tutorial to settle your nerves
Do a “brain dump” for 3 minutes when exam starts (at that point, time is going)
A basic calculator will be provided (or the one on the computer)
Answer everything the first round
Mark questions for review (if you need; leave them marked and it does not impact your score)
30 minutes into the exam, you should have completed 26–35 questions; If you have competed 45–
50, slow down. If your pace is slower, no need to panic, but mind your pace; check your pace apx.
every half how
Always read all 4 possible answers
Questions are mostly situational
Expect some questions about inputs, outputs, tools and techniques
Some questions could have terminology that is not familiar
Pay attention to absolutes (“all,”, “only”, “must”, ”always”, “never” and to words like “except”, “ but”,
“not”
Sometimes the possible responses are true statements, but they do not answer the question
18. 18
Introduction
Module 1
Processes, Inputs, Tools, Outputs
Many questions depend on your knowledge of inputs, tools, and outputs
Use the tables and exercises provided (Units 14 & 15)
Know the sequence of the processes in a knowledge area
Examine the following summary of trends and patterns
Information
Typical Inputs
Documents
OPA
Plans
EEF
Actions
Typical Tools
Judgment
Analysis
Meetings & methodologies
Estimating
Systems
Outcomes
Typical Outputs
Documents
Updates
Change request
EEF=Enterprise Environmental Factors
OPA=Organizational Process Assets
19. 19
Introduction
Module 1
PMP Exam Fee Structure
PMI Membership Fees
Annual Membership Fee - $129
One time joining Fee - $10
Certification Fees
For members - $405
For Non-members - $555
22. 22
What is a Project?
A project is "a temporary endeavor undertaken to create a unique product, service or result"
Temporary: Temporary nature of the project indicates a definite beginning and an end
Unique: Although repetitive elements may be present in some project deliverables, this repetition
does not change the fundamental uniqueness of the project work
Projects drive change: Projects drive change in organizations. From a business perspective, a
project is aimed at moving an organization from one state to another state in order to achieve a
specific objective
Projects enable business value creation: PMI defines business value as the net quantifiable
benefit derived from a business endeavor. The benefit may be tangible, intangible, or both.
Project Initiation Context: Organizational leaders initiate projects in response to factors acting
upon their organizations.
Introduction to Project Management
Module 1
23. 23
What is Project Management
Introduction to Project Management
Module 1
(Reproduced from PMBOK® Guide)
24. 24
Project Constraints: the “Old” Triple Constraints
Cost, Schedule, and scope are called the triple constraint
Project success is often measured against the triple constraint
A change in one factor is likely to affect other factors
Other Constraints (must also be balanced with triple constraint):
Quality
Resources
Risk
Cost Schedule
Scope
Introduction to Project Management
Module 1
26. 26
PMI Processes
Processes and Process Groups
Activities Aligned with Process Groups
Project Information
Building Blocks of the Body of Knowledge
Mapping Processes, Process Groups, and Knowledge Areas
Introduction to Project Management
Module 1
27. 27
Processes
PMI defines a process as:
• A set of interrelated actions performed to achieve a pre-specified set of products, results, or services
Processes fall into 3 categories:
• Processes used once or at predefined points in the project. The processes Develop Project Charter and
Close Project or Phase are examples.
• Processes that are performed periodically as needed. The process Acquire Resources is performed as
resources are needed. The process Conduct Procurements is performed prior to needing the procured item.
• Processes that are performed continuously throughout the project. The process Define Activities may
occur throughout the project life cycle, especially if the project uses rolling wave planning or an adaptive
development approach. Many of the monitoring and control processes are ongoing from the start of the project,
until it is closed out.
Introduction to Project Management
Module 1
28. 28
Introduction to Project Management
Module 1
Project Management Process Groups as Part of the Lifecycle
Each phase of a project is initiated,
planned, executed and closed
Each phase is constantly monitored
and controlled
For exam preparation, assume a large
multi-year project, in which all process
groups are formally applied in each
project phase
PMBOK Guide, 6th Edition, Figure 1-5
29. 29
Project Lifecycle
Phase gate: questions to ask
• Are we still on track?
• Scope-cost-schedule?
• Changes?
• Is the project still justified?
• Business case benefits?
• Risks?
• Lessons learned?
Introduction to Project Management
Module 1
Based on PMBOK Guide, 6th Edition, Figure 1-8
30. 30
Process Group Activities: Initiating
Typical initiating activities include the following:
Perform project assessment using:
• Available information
• Lessons learnt
• Meetings with stakeholders
• Purpose: evaluate feasibility of a new project
Identify key deliverables and manage customer expectations
Perform stakeholder analysis:
• Align expectations
• Gain support
Establish goals and objectives
Introduction to Project Management
Module 1
31. 31
Process Group Activities: Planning
Typical planning activities include the following:
Review and assess detailed project requirements based on the project charter
Develop detailed management plans:
• Change management, scope, schedule, cost
• Quality, Resource, communication
• Risk, procurement, stakeholder
Create a detailed scope statement
Determine who is needed on the project team
Introduction to Project Management
Module 1
32. 32
Process Group Activities: Executing
Typical executing activities include the following:
Set up a project organization
Acquire, develop, and manage the project team
Manage stakeholders
Conduct team building
Perform quality assurance
Perform (execute) work packages
Manage the flow of information per the communication plan
Maintain stakeholder relationships and manage expectations
Exam
Tip
PMI sometimes refers Executing as Implementing
Introduction to Project Management
Module 1
33. 33
Process Group Activities: Monitoring / Controlling
Typical monitoring and controlling activities include the following:
Perform integrated change control
Perform various control processes: scope, schedule, cost, quality, risk, procurement, and
stakeholder
Measure and report project performance
Monitor project variances: Plan minus Actual
Take corrective action
Capture, analyze, and manage lessons learned
Monitor procurement activities to verify compliance
Introduction to Project Management
Module 1
34. 34
Process Group Activities: Closing
Typical closing activities include the following:
Review and accept project results
• Procurement audits
• Product verification
• Formal acceptance
Transfer ownership of deliverables to appropriate stakeholders
Evaluate project results (lessons learned)
Update and archive records
Obtain feedback from stakeholders
Reassign resources (release team)
Introduction to Project Management
Module 1
35. 35
Project Management Process Groups
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring
and Control
Process
Group
Closing
Process
Group
Level of
Process
Interaction
Start
Time
Finish
Introduction to Project Management
Module 1
36. 36
Inputs, Tools & Techniques, Outputs
Input:
• “Any item, whether internal or external to the project, which is required by a process before that
process proceeds. May be an output for a predecessor process.”
Output:
• “A product, result or service generated by a process. May be an input to a successor process.”
Tool:
• “Something tangible, such as a template or software program, used in performing an activity to
produce a product or result.”
Technique:
• “A defined systematic procedure employed by a human resource to perform an activity to
produce a product or result or deliver a service, and that may employ one or more tools.”
Introduction to Project Management
Module 1
PMBOK Guide, 6th Edition, Figure 1-5
PMBOK Guide, 6th Edition, Glossary
37. 37
Tools & Techniques
Data Gathering Techniques – 9
• E.g., Brainstorming, benchmarking, surveys, etc.
Data Analysis Techniques – 27
• E.g., Alternatives analysis, decision tree, cost-benefit, etc.
Data Representation Techniques – 15
• E.g., Affinity diagrams, matrix diagrams, flowcharts, etc.
Interpersonal and Team Skills - 17
• E.g., Active listening, emotional intelligence, etc.
Decision-making Techniques – 2
Communication Skills – 2
Introduction to Project Management
Module 1
PMBOK Guide, 6th Edition, Appendix X6
38. 38
Projects vs. Operations
Projects Operations
Temporary Ongoing
Unique Product Standard Product
Definite start and end date Indefinite
Heterogeneous Teams Homogenous Teams
Introduction to Project Management
Module 1
39. 39
Program and Program Management
Program:
A group of related projects, sub-programs and program activities managed in a coordinated way to
obtain benefits not available from managing them individually
Programs are larger in scope than projects
It is not clear when a program should end
Programs have elements of on-going, cyclical operations
Program Management:
Activities applied to a program to meet program requirements and obtain benefits not available by
managing the projects individually
Programs always contain related projects
However, projects may exist separately from programs
Introduction to Project Management
Module 1
40. 40
Portfolio and OPM
Portfolio:
A collection of projects, programs, and operations managed as a group to achieve strategic business
objectives
One outcome of portfolio management would be the selection and initiation of a new project or
program
New projects and programs should always align with strategic objectives
OPM (Organizational Project Management):
The overall strategy framework for pursuing organizational goals and objectives
Projects, programs, and portfolios exist within this framework
Introduction to Project Management
Module 1
42. 42
Project Lifecycles
Introduction to Project Management
Module 1
In a predictive life cycle, the project scope, time, and cost are determined in the early
phases of the life cycle. Any changes to the scope are carefully managed. Predictive
life cycles may also be referred to as waterfall life cycles.
In an iterative life cycle, the project scope is generally determined early in the project
life cycle, but time and cost estimates are routinely modified as the project team’s
understanding of the product increases. Iterations develop the product through a series
of repeated cycles, while increments successively add to the functionality of the
product.
In an incremental life cycle, the deliverable is produced through a series of iterations
that successively add functionality within a predetermined time frame. The deliverable
contains the necessary and sufficient capability to be considered complete only after
the final iteration.
Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined
and approved before the start of an iteration. Adaptive life cycles are also referred to as
agile or change-driven life cycles. See Appendix X3.
A hybrid life cycle is a combination of a predictive and an adaptive life cycle. Those
elements of the project that are well known or have fixed requirements follow a
predictive development life cycle, and those elements that are still evolving follow an
adaptive development life cycle.
44. 44
Work Performance Data / Information / Reports
Project
Execution
Controlling
Processes
Overall Project
Control
Project
Management
Plan
Project
Communications
Project
Change
Control
Work Performance Data
Work Performance Information
Work Performance Reports
Change
Requests
Project
Management
Plan Updates
Project Team Members
Project Stakeholders
Reports
Introduction to Project Management
Module 1
45. 45
Work Performance Data / Information / Reports
Form of Project
Information
Definition Examples
Work performance
data
The raw observations and measurements
identified during activities performed to carry
out the project work
reported percent of work physically
completed, quality and technical performance
measures, start and finish dates of schedule
activities, number of change requests,
number of defects, actual costs, actual
durations, etc.
Work performance
information
The performance data collected from various
controlling processes, analyzed in context and
integrated based on relationships across areas
status of deliverables, implementation status
for change requests and forecasted
estimates to complete
Work performance
reports
The physical or electronic representation of
work performance information compiled in
project documents, intended to generate
decisions or raise issues, actions or awareness
status reports, memos, justifications,
information notes, electronic dashboards,
recommendations and updates
Introduction to Project Management
Module 1
46. 46
Tailoring
“Determining the appropriate combination of processes, tools, techniques, outputs, and the life cycle
phases to manage a project.”
In collaboration with the team, sponsor or organization
PM methodology
Considers governance, stakeholders, competing constraints, culture
Introduction to Project Management
Module 1
PMBOK Guide, 6th Edition, Glossary, and Section 1.2.5
47. 47
Mapping Knowledge Areas, Process Groups, and Processes
Introduction to Project Management
Module 1
Knowledge Areas
Initiating
Process Group
Planning Process Group Executing Process Group Monitoring & Controlling
Process Group
Closing Process
Group
4 . Project
Integration Management
4.1 Develop
Project Charter
4.2 Develop Project Management Plan 4.3 Direct & Manage Project
Work
4.4 Manage Project
Knowledge
4.5 Monitor & Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or
Phase
5 . Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7 . Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8 . Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9 . Project
Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10 . Project
Communications
Management
10.1 Plan Communications Management 10.2 Manage
Communications
10.3 Monitor Communications
11 . Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Implement Risk
Response
11.7 Monitor Risks
12 . Project Procurement
Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
13 . Project Stakeholder
Management
13.1 Identify
Stakeholders
13.2 Plan Stakeholder engagement 13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement
48. 48
To know more about our PMP Exam Prep Training
please visit www.invensislearning.com
Training is designed around PMBOK knowledge domains (10). The PMBOK is an accredited American Standard that contains best practices of project management that have been collected and verified by the project management community represented in the PMI (The Project Management Institute)
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) addresses the processes that project management experts agree are necessary for most projects in most environments. Also note that the sixth edition is expected to be published in Q3 2017 the exam normally change to be based on the new edition within 6th month to one year max.
Modern project management (more next chapter)
Project Management Institute since 1969
Almost 500,000 members in 185 countries
Chapters >280
Communities of Practice
PMP designation since 1984
Total PMP: >777,000
PMI-ACP® (>15,000), PMI-PBA® (>1,400), CAPM (>33,000), PgMP® (>1,900)
Also: PMI-SP®, PMI-RMP®, PfMP®
The 1950s marked the beginning of the modern project management era where core engineering fields came together to work as one. Project management became recognized as a distinct discipline arising from the management discipline with the engineering model. [13] In the United States, prior to the 1950s, projects were managed on an ad-hoc basis, using mostly Gantt charts and informal techniques and tools. At that time, two mathematical project-scheduling models were developed. The "Critical Path Method" (CPM) was developed as a joint venture between DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. And the "Program Evaluation and Review Technique" or PERT, was developed by the United States Navy in conjunction with the Lockheed Corporation and Booz Allen Hamilton as part of the Polaris missile submarine program. [14]
The International Project Management Association (IPMA) was founded in Europe in 1967, [15] as a federation of several national project management associations. IPMA maintains its federal structure today and now includes member associations in every continent except Antarctica. IPMA offers a Four Level Certification program based on the IPMA Competence Baseline (ICB). [16] The ICB covers technical, contextual, and behavioral competencies.
In 1969, the Project Management Institute (PMI) was formed in USA. [17]PMI publishes A Guide to the Project Management Body of Knowledge (PMBOK Guide), which describes project management practices that are common to "most projects, most of the time." PMI also offers multiple certifications.
More years of experience translates into greater success on the first attempt
PMI knowledge expectations can be found at:
https://www.pmi.org/certifications/types/project-management-pmp
Download Exam Content Outline and Handbook
If a great deal of the terminology in this course is new, it will be more difficult to pass the exam
This is a crash REVIEW course!
Let us discuss the route to PMP Certification. There are certain pre-requisites to be met in order to be able to apply for this certification.
The pre-requisites depend upon a person’s formal educational background. A professional with a Diploma needs to have at least 7500 hours or 60 months of unique non-overlapping project management experience. This project management experience should be spent in leading and directing project tasks.
A professional with a degree needs to have at least 4500 hours or 36 months of unique non-overlapping project management experience. As mentioned above, this project management experience should be spent in leading and directing project tasks.
We suggest that you become a PMI Member. The membership provides you access to a large database of project management knowledge and you will have an access to the PMI standards, such as PMBOK for the PMP exam.
Also note, the Project management experience should have been accrued within the last 8 consecutive years prior to the application.
In addition to this, the applicant should have gathered 35 contact hours from project management training from a registered REP training organization.
REP stands for Registered Education Provider. PMI REP training institute indicates that these training companies are registered with PMI as a registered education provider.
You will be required to fill in the application online on PMI’s website viz www.pmi.org. Once you start filling the application, PMI provides you 90 days to complete it. PMI takes 5 working days to review the submitted application. Thereafter, PMI will ask you to pay the exam fees if your application is accepted. In case your application is selected for audit, you will be asked to send the experience and educational proofs to PMI within 90 days. PMI will process the audit materials in 5-7 days and send you an authorization to make the payment.
Once the payment is made, the applicant has 1 year, which is the eligibility period to appear for the exam. The applicant can take the exam up to 3 times during this 1 year.
For more details, refer the PMP Handbook on www.pmi.org
PMI has documented the entire PMP Content in PMBOK, Project Management Body of Knowledge. It is prepared by project management volunteers and is the sum of knowledge within the profession of project management and includes widely applied practices and innovation. It is constantly evolving. PMI updates the PMBOK once every four years.
PMBOK discusses the Project Management Process Groups and the Knowledge Areas.
There are 5 process groups namely Initiating, Planning, Executing, Monitoring and Controlling and Closing.
There are 10 Knowledge Areas. These are Project Integration Management, Project Scope Management, Project Schedule Management, Project Cost Management, Project Quality Management, Project Resource Management, Project Communication Management, Project Risk Management, Project Procurement Management and Project Stakeholder Management.
Within these 5 Process groups and 10 Knowledge Areas, there are a total of 49 Project Management Processes. We will be discussing these 49 processes in this training.
PMI has stated the code of ethics and professional conduct. To read this code, refer to the site www.pmi.org
The % of questions from each of the Process Groups is shown in the diagram above. This is the breakdown for the 5th Edition. There is still no breakdown for the 6th Edition.
As shown, 13% of the questions in the PMP exam are from the Initiating Process Group.
24% of the questions in the PMP exam are from the Planning Process Group.
30% of the questions in the PMP exam are from the Executing Process Group.
25% of the questions in the PMP exam are from the Monitoring and Controlling Process Group.
8% of the questions in the PMP exam are from the Closing Process Group.
The questions in the PMP exam are related to different aspects of project management.
PMI says, “the scoring system is no longer based on a percentage score, ... since the exam is now a scaled scoring system, the number of correct answers needed to pass the exam varies”
We estimate the effective pass mark is approximately 61%
The PMI annual membership fees is $129 with a first-time registration fee of $10.
The PMP Certification fees for PMI Members is $405 and for non-members is $555. The fee has to be paid online at www.pmi.org
How Temporary?
It has a definite beginning and end and it is not an ongoing effort.
It comes to an end when the objectives have been met
Project Team members are released on the completion of the Project
How Unique?
The end result, product or service is different in some way from the other product, service or result. For example: Within a Housing complex, each type of flat has different designs, facilities and features to differentiate their end characteristics - mosaic with teak wood finish or marble with teak wood finish or red-oxide flooring with forest wood finish.
Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
Project requirements are the stakeholders’ needs, wants and expectations from the project.
Every project is constrained by three primary factors, viz. Scope, Time and Cost within the framework of Quality. These are also known as Triple Constraints.
Apart from these, the extended ‘Triple Constraints’ are managing in ‘risk’ environment for ‘Opportunities and Threats’ with optimum utilization of resources.
Project Stakeholders may have differing ideas as to which factors are more important, and this can create conflicts at the project level. Project Manager sets the priority of each of the Constraints throughout
the project. Hence, Quality, Cost, Schedule, Scope, Risk, Resources & other factors may be prioritized differently on each project.
PMI has organized all 49 project management processes into the following 5 process groups:
• Initiating: defining and authorizing the project or phase
• Planning: establishing scope, refining objectives, and defining a course of action to attain the objectives
• Executing: completing the work defined by the plan
• Monitoring and Controlling: measuring progress, identifying variances from the plan, and recommending corrective action when necessary
• Closing: formally accepting the project or phase results; bringing the project to an orderly end
Additional initiating activities include:
• Determine high level
Product description, key deliverables, milestones
Constraints, assumptions, time and cost estimates
Resource requirements and risks
• Define responsibilities of the PM
• Conduct benefit analysis: validate project alignment with organizational strategy and expected business value
• Develop and obtain approval of project charter
• Inform stakeholders of approved charter
Additional planning activities include:
• Develop a WBS and associated WBS dictionary
• Finalize needed team members
• Create a network diagram and estimate durations
• Determine critical path and develop schedule
• Estimate costs and determine budget
• Analyze stakeholder needs, interests, and potential impact:
Engage stakeholders in project decisions
Effectively manage stakeholder expectations
• Develop a formal project management plan
• Obtain formal approval of the project management plan
• Conduct a kick-off meeting
This slide shows the five process groups. It shows how the process groups interact with each other.
During the project lifecycle, the Initiating and Closing process groups will be performed only once during the project but the other three processes – Planning, Executing, Monitoring and Controlling are performed many times during the project. The Planning process takes inputs from the Initiating process and prepares a baseline for the project. The team starts working on the project and creates deliverables, as part of the Executing process group. These deliverables are fed to the Monitoring and Controlling process group and are monitored. If there are any variances, it must be resolved based on where the problem or defect is. Also, the deliverables created have to be validated by the customer and that is part of the Monitoring and Controlling process group.
The entry and exit for the process groups will be dependent on the project lifecycle that the project undertakes.
Process groups:
• Are linked by the results they produce: an output often becomes an input to the next process
Example: The charter is the output to Develop Project Charter and becomes an input to the next process, Develop Project Plan
• Are overlapping and iterating, e.g., a problem during execution may require a revision to the plan
• Occur in all phases of a project, i.e., each phase of a project must be initiated, planned, executed, controlled, and closed
Projects are different from operations in the following ways:
Temporary – projects are temporary and complete when their objective is achieved. Operations continue indefinitely and sustain the business
Unique - Normal operations would produce standard product or service where as projects would produce unique product or service
Project Teams usually comprise of members from a wide range of Functions/Departments with diverse skill set whereas operations involve similar skill set resources.
The project lifecycle is a series of phases that the project passes from Initiation to Closure. A phase is a discrete unit of work to be completed on the project.
The various project lifecycles are:
Predictive Lifecycles - also known as fully plan driven. These are the ones in which the project scope, time and cost required to deliver the scope are determined early in the project lifecycle as practically as possible. The work performed in each phase is generally different from the other phases, be it preceding or subsequent.
In this lifecycle, there are very less or no adjustments to the project scope during the course of the project. These are suited for projects where the product to be delivered is well understood and well defined.
Iterative & Incremental Lifecycles are the ones in which the project phases intentionally repeat one or more project activities as the project team’s understanding of the product increases. The lifecycle is broken into multiple iterations; during each iteration, work is performed to deliver the deliverables and with each increment, functionality is added to the product.
In this lifecycle, only a high-level vision is known at the start of the project but the detailed scope is elaborated with every iteration,
Large and complex projects are frequently executed in an iterative fashion to reduce risk by allowing the team to incorporate feedback and lessons learned between iterations.
Adaptive Lifecycles are also known as change driven or agile methods. These Lifecycles are iterative and incremental too; but differ from the Iterative lifecycle as the iterations are very rapid and are fixed in time and cost. This lifecycle should be chosen when stakeholder involvement in the project is high and it is predicted that there will be high levels of change.
In this lifecycle, the overall scope is decomposed into a set of requirements and work to be performed; this is known as product backlog. At the beginning of each iteration the team would decide how many items from the backlog are to be included in the current iteration based on priority. At the end of each iteration the product deliverables should be ready for customer review. Customer is continuously involved in providing feedback and in updating the backlog. After the completion of one iteration, the next set of requirements will be compiled based on priority as the next iteration to be performed.
The generic lifecycle structure displays certain characteristics that we will discuss now.
Let us understand the trend of Cost of changes. The cost of making changes is low at the start, peak as the work is carried out and drop rapidly as the project draws to a close.
The Risk and uncertainty in the project decreases as the project progresses.
There are some standardized outputs from the different process groups that we need to understand before we move ahead and understand the 10 Knowledge Areas in detail.
Throughout the project life cycle, a significant amount of data and information is collected, analyzed, transformed and distributed in various formats to project team members and other stakeholders. This project data is referred to as Work Performance data and is collected as a result of the Executing processes and is shared within the project team.
The Work Performance data is analyzed in context and transformed to become Work performance information during various Monitoring and Controlling processes. This information may then be communicated verbally or stored and distributed as reports in various formats, known as Work performance reports.
This matrix structure shows the 49 project management processes within the 5 Process Groups and 10 Knowledge Areas.
Burgundy = new process
Orange = moved process
Blue = renamed
3 new processes:
4.4. Manage Project Knowledge
9.6 control Resources
11.6 Manage Risk Responses
1 process moved:
9.2 Estimate Activity Resources (from Schedule Management)
1 process removed:
Close Procurement
47+3-2=49
A few (5) renamed:
8.2 from Perform Quality Assurance to Manage Quality
10.3 from Control Communication to Monitor Communication
11.7 from Control Risks to Monitor Risks
13.2 from Plan Stakeholder Management to Plan Stakeholder Engagement
13.4 from Control Stakeholder Engagement to Monitor stakeholders Engagement
Every project follows a project management methodology where the project is initiated, planned, executed, monitored, controlled and closed. The Project management processes (49) ensure the effective flow of the project throughout its lifecycle. PMI has grouped the 49 project processes in 5 process groups, popularly known as Initiating, Planning, Executing, Monitoring, Controlling and Closing.
A knowledge area represents a complete set of concepts, terms and activities that make up an area of specialization. There are 10 knowledge areas defined in the PMBOK. As shown in the slide, they are Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, Procurement and Stakeholders.
The Project Manager’s role is that of a Project Integrator. He has to integrate the outputs from the knowledge areas to deliver the project deliverables.