PMP Chapter 1 of 6 introduction (Based on PMBOK 6th edition)

PMP Exam
Preparation
Eng. Shamil Habet; MSc; PMP; JPE
Based on PMBOK 6th
PMP Exam Preparation; Based on PMBOK 6th Edition Eng. Shamil Habet; MSc; PMP; JPE
shamilhabet@yahoo.com 1
PMP Exam
Preparation; Shamil Habet; MSc; PMP; JPE

THE PMP CERTIFICATION
The Project Management Institute (PMI) “www.pmi.org”; offers a professional credential
for project managers, known asThe Project Management Professional (PMP).
PMP recognizes the competence of an individual to perform in the role of a project
manager, especially experience in leading and directing projects. Year after year, the
PMP credential has garnered global recognition and commanded a higher salary for
credentialed individuals over non-credentialed individuals.
In order to attain the PMP designation, one has to:
1- Meet the required professional experience,
2- Gain 35 hours of project management education,
3- Pass a 4-hour 200-question examination.
PMP Exam

ELIGIBILITY REQUIREMENTS
Education
Background
Project Management
Experience*
Project Management
Education
Associate Degree or
Below
1. Minimum 5 years of
professional project
management experience
2. Minimum 7,500 hours
leading and directing project 35 contact hours of formal
education
Bachelor Degree or
Above
1. Minimum 3 years of
professional project
management experience
2. Minimum 4,500 hours
leading and directing project
* In the last 8 consecutive years prior to the PMP application
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 The hours counted towards leading and directing projects include
only those period that you are involved in project management
activities (not executive the project work itself). PMI does not
require you to perform the work in the capacity of a project
manager, only that you carry out the work as outlined in the Project
Management Professional Examination Content Outline.
ELIGIBILITY REQUIREMENTS
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ITRODUCTION
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WHAT IS PROJECT
Project is aTemporary endeavor undertaken to create a
Unique product, service, or result.
A unique product that can be either a component of another item,
an enhancement or correction to an item, or a new end item in itself
(e.g., the correction of a defect in an end item);
A unique service or a capability to perform a service (e.g., a
business function that supports production or distribution);
A unique result, such as an outcome or document (e.g., a research
project that develops knowledge that can be used to determine
whether a trend exists or a new process will benefit society); and
A unique combination of one or more products, services, or
results (e.g., a software application, its associated documentation, and
help desk services).
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Temporary endeavor: The temporary nature of projects indicates
that a project has a definite beginning and end.
Temporary does not necessarily mean a project has a short duration.
The end of the project is reached when one or more of the
following is true:
 The project’s objectives have been achieved;
 The objectives will not or cannot be met;
 Funding is exhausted or no longer available for allocation to the
project;
 The need for the project no longer exists (e.g., the customer no
longer wants the project completed, a change in strategy or priority
ends the project, the organizational management provides direction
to end the project);
 The human or physical resources are no longer available; or
 The project is terminated for legal cause or convenience.
WHAT IS PROJECT
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WHAT IS PROJECT
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(s).
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Projects Enable BusinessValue Creation
- PMI defines business value as the net quantifiable benefit derived
from a business endeavor. The benefit may be tangible, intangible,
or both.
WHAT IS PROJECT
Tangible elements Intangible elements
Monetary assets Goodwill
Stockholder equity Brand recognition
Utility Public benefit
Fixtures Trademarks
Tools Strategic alignment
Market share Reputation
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Project Initiation Context: Organizational leaders initiate projects
in response to factors acting upon their organizations.
WHAT IS PROJECT
Project Initiation Context
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WHAT IS PROJECT MANAGEMENT
Project Management is the application of knowledge, skills,
tools, and techniques to project activities to meet the project
requirements.
 Project management is accomplished through the appropriate
application and integration of the project management processes
identified for the project.
 Project management enables organizations to execute projects
effectively and efficiently.
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THE IMPORTANCE OF PROJECT MANAGEMENT
Meet business
objectives
Satisfy stakeholder
expectations
Be more
predictable
Increase chances of
success
Deliver the right
products at the
right time
Resolve problems
and issues
Respond to risks in
a timely manner
Optimize the use of
organizational
resources
Identify, recover, or
terminate failing
projects
Manage constraints
(e.g., scope, quality,
schedule, costs,
resources)
Balance the
influence of
constraints on the
project
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Effective Project Management Poorly Managed Projects
Meet business objectives Missed deadlines
Satisfy stakeholder expectations Cost overruns,
Be more predictable Poor quality
Increase chances of success Rework
Deliver the right products at the right time Uncontrolled expansion of the project
Resolve problems and issues Loss of reputation for the organization
Respond to risks in a timely manner Unsatisfied stakeholders
Optimize the use of organizational resources Failure in achieving the objectives for
which the project was undertaken
Identify, recover, or terminate failing projects
Manage constraints (e.g., scope, quality, schedule,
costs, resources)
Balance the influence of constraints on the project
Manage change in a better manner
WHAT IS PROJECT MANAGEMENT
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Program is defined as a group of related projects, subsidiary
programs, and program activities managed in a coordinated manner to
obtain benefits not available from managing them individually.
Portfolio is defined as projects, programs, subsidiary portfolios, and
operations managed as a group to achieve strategic objectives.
 The Program and projects that make up the portfolio may not be
related, other than fact that they are helping to achieve a common
strategic goal.
PROJECT, PROGRAM, AND PORTFOLIO
Program and Project Management focus on doing programs and
projects the “right” way
Portfolio Management focuses on doing the “right” programs and
projects.
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Portfolio, Programs, Projects, and Operations
PROJECT, PROGRAM, AND PORTFOLIO
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PROJECTS & OPERATIONS
Operations management is concerned with the ongoing production
of goods and/or services.
 It ensures that business operations continue efficiently by using the
optimal resources needed to meet customer demands.
 It is concerned with managing processes that transform inputs.
PROJECTS OPERATIONS
Temporary Ongoing
Unique Repetitive
Closes after attaining the objectives Objective is to sustain business
Prototyping the new car model Assembly line production
“Project” and “Operation” do carry some similarities:
 They both have to take limited resources into accounts.
 Both are performed by people/human resources.
 Both involve execution and control (e.g. quality control).
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 Projects can intersect with operations at various points during
the product life cycle, such as;
 When developing a new product, upgrading a product, or
expanding outputs;
 While improving operations or the product development process;
 At the end of the product life cycle;
 At each closeout phase.
At each point, deliverables and knowledge are transferred
between the project and operations for implementation of the
delivered work. This implementation occurs through a transfer of
project resources or knowledge to operations or through a transfer
of operational resources to the project.
PROJECTS & OPERATIONS
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ORGANIZATIONAL PROJECT MANAGEMENT (OPM)
The purpose of OPM is to:
- Ensures that the organization undertakes the right projects and allocates
critical resources appropriately.
- Helps to ensure that all levels in the organization understand the strategic
vision, the initiatives that support the vision, the objectives, and the
deliverables
OrganizationalProject
Management(OPM)
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Project Life Cycle is the series of phases that a project passes through from its
start to its completion.It provides the basic framework for managing the project.
- Project life cycles can be predictive or adaptive. Within a project life cycle,
there are generally one or more phases that are associated with the
development of the product, service, or result. These are called a
development life cycle.
PROJECT LIFE CYCLE
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THE AGILE MANIFESTO AND MINDSET
The FourValues of the Agile Manifesto
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TheTwelve Principles Behind the Agile Manifesto
THE AGILE MANIFESTO AND MINDSET
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 Predictive Life Cycle (Water-Fall),
A more traditional approach, with the bulk of planning occurring upfront,
then executing in a single pass; a sequential process.
 The project Scope,Time,& Cost are determined in the early phases
of the life cycle.(i.e.detailed plans to know what to deliver and how).
 High certainty around firm requirements, a stable team, and low risk. As
a result, project activities often execute in a serial manner.
 Any changes to the scope are carefully managed.
 The phases defined may have Sequential or Overlapping relations
or even a combination of both.
 Work performed in each phase is distinct from the predecessor or the
successor phase.
 Suits well to small projects with minimal complexity and where the
product to be delivered is well understood.
LIFE CYCLE SELECTION (Predictive)
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LIFE CYCLE SELECTION (Predictive)
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 Iterative Life Cycle
An approach that allows feedback for unfinished work to improve and
modify that work.
 Project Scope is generally determined early in the project life cycle,
 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
 improve the product or result through successive prototypes or proofs
of concept.
 Projects benefit from iterative life cycles when complexity is high, when
the project incurs frequent changes, or when the scope is subject to
differing stakeholders’ views of the desired final product.
 May take longer because they are optimized for learning rather than
speed of delivery.
LIFE CYCLE SELECTION (Iterative)
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 Incremental Life Cycle
An approach that provides finished deliverables that the customer may
be able to use immediately.
 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.
 The degree of change and variation is less important than ensuring
customers get value sooner than at the end of the project.
 Providing a customer a single feature or a finished piece of work is an
example of the incremental approach.
LIFE CYCLE SELECTION (Incremental)
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Life Cycle ofVarying-Sized Increments (Time Scaled)
Predictive Life Cycle
Iterative Life Cycle
Incremental
Life Cycle
LIFE CYCLE SELECTION
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 Adaptive Life Cycle (Change-Driven or Agile Method)
An approach that is both iterative and incremental to refine work items
and deliver frequently.
 Are agile, iterative, or incremental.
 The detailed scope is defined and approved before the start
of an iteration.
 The iterations are very rapid and time bound.
 Customer Involvement is the key to successful Projects.
 The customer and the sponsor form a part of the Delivery Team.
 Sometimes, the phases may not be clearly defined.
 It relies heavily on customer feedback and the ability of the team
to quickly work on the feedback and incorporate the same into
the Project.
 Communication and Collaboration are of paramount importance
in implementing Projects using the Agile methodologies.
LIFE CYCLE SELECTION (Agile or Adaptive)
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 Suitable for complex projects where the requirements are absolutely
unclear, but it is possible to define incremental requirements.
 Required high levels of Customer Involvement (which may not always be
possible or practical).
 Having a Virtual Team may work against the required enhanced
collaborative approach.
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 Project Phase Relationship
Projects on the more adaptive side of the continuum make use of TWO recurring
patterns of project phase relationships:
1- Sequential Iteration-based Phases
 Projects are often decomposed into a sequence of phases called Iterations.
 Each iteration utilizes the relevant project management processes.
 These iterations create a cadence of predictable, time-boxed pre-agreed,
consistent duration that aids with scheduling.
 Performing the process groups repeatedly incurs overhead. The overhead is
considered necessary to effectively manage projects with high degrees of
complexity, uncertainty, and change.
2-Continuous Overlapping Phases
 Perform all of the project management process groups continuously
throughout the project life cycle. Inspired by techniques from lean thinking,
 Referred to as “continuous and adaptive planning,”
 Once work starts, the plan will change, and the plan needs to reflect this new
knowledge.
 Aggressively refine and improve all elements of the project management plan,
beyond the prescheduled checkpoints associated with Iterations.
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Relationship of Process
Groups in Continuous Phases
Level of Effort for
Process Groups across
Iteration Cycles
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Ways to achieve incremental delivery so the project aligns with customer needs and can
be adapted as necessary.
- Iteration-Based Agile, the team works in iterations (time-boxes of equal duration)
to deliver completed features. The team works on the most important feature,
collaborating as a team to finish it. Then the team works on the next most important
feature and finishes it.
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- Flow-Based Agile, the team pulls features from the backlog based on its capacity to
start work rather than on an iteration-based schedule. The team defines its workflow
with columns on a task board and manages the work in progress for each column.
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Uncertainty and Complexity Model Inspired by the Stacey Complexity Model
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The Continuum of Project Life Cycles
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The Continuum of Life Cycles
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Characteristics of Four Categories of Life Cycles
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 Hybrid Life Cycle
Combination of a predictive and an adaptive life cycle.
 Agile Development Followed by a Predictive Rollout. (For example:
development of a new high-tech product followed by rollout and training to
thousands of users.)
 Combined Agile and Predictive Approach Used Simultaneously. (team is
incrementally transitioning to agile and using some approaches like short
iterations, daily standups, and retrospectives, but other aspects of the project
such as upfront estimation, work assignment, and progress tracking are still
following predictive approaches.)
LIFE CYCLE SELECTION (Hybrid)
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 Predominantly Predictive approach with some Agile components. (an
engineering firm that is building a facility with a new component.)
 Largely Agile approach with a Predictive component. (integrating an
external component developed by a different vendor that cannot or will not
partner in a collaborative or incremental way. A single integration is required
after the component is delivered).
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 Hybrid Life Cycles as Fit-For-Purpose.
Project teams may design a hybrid life cycle based on project risks. For example,
a campus construction project may have multiple buildings to improve and build.
An incremental approach would focus resources on completing some buildings
earlier than others, accelerating the return on investment. Each individual
delivery may be sufficiently well known to benefit from a predictive life cycle for
that building alone.
 Hybrid life cycles asTransition strategy.
Many teams are not able to make the switch to agile ways of working overnight.
Agile techniques look and feel very different to those who are accustomed to
and have been successful in a predictive environment. The larger the
organization and the more moving parts, the longer it will take to transition. For
that reason, it makes sense to plan a gradual transition.
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Project Life Cycles are INDEPENDENT of product life cycles, which may
be produced by a project.
A product life cycle is the series of phases that represent the evolution of a
product, from concept through delivery, growth, maturity, and to retirement
(longer than the Project Lifecycle)
PROJECT VS. PRODUCT LIFE CYCLE
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CHARACTERISTIC OF PROJECT LIFE CYCLE
A generic life cycle structure typically displays the following
characteristics:
 Cost and staffing levels are low at the start, increase as the work is
carried out, and drop rapidly as the project draws to a close.
 Risk is greatest at the start of the project. These factors decrease
over the life cycle of the project as decisions are reached and as
deliverables are accepted.
 The ability of stakeholders to influence the final characteristics of
the project’s product, without significantly impacting cost and
schedule, is highest at the start of the project and decreases as the
project progresses toward completion.
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CHARACTERISTIC OF PROJECT LIFE CYCLE
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PROJECT PHASE & PHASE GATE
Project Phase is a collection of logically related project activities that
culminates in the completion of one or more deliverables.
Characteristics of Project Phases
Phase Gate, is held at the end of a phase. Phase-end reviews are also
called phase review, stage gate, kill point, and phase entrance
or phase exit.
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PROJECT MANAGEMENT DATA & INFORMATION
Work Performance Data: The raw observations and measurements
identified during activities performed to carry out the project work.
Examples include 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. Project data are usually recorded in a
Project Management Information System and in project documents.
Work Performance Information: The performance data collected
from various controlling processes, analyzed in context and integrated
based on relationships across areas. Examples of performance
information are status of deliverables, implementation status for
change requests, and forecast estimates to complete.
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Work Performance Reports: The physical or electronic
representation of work performance information compiled in project
documents, which is intended to generate decisions or raise issues,
actions, or awareness. Examples include status reports, memos,
justifications, information notes electronic dashboards,
recommendations, and updates.
 Raw Data  Analyzing raw data  Reports about Data
 Activity Progress  Deliverables Status  Dashboards
 Quality Measures  Change Requests Status  KPI
 Start and End Dates  Estimated Finish  Graphs
 Number of Defects  Suggestions
Work
Performance
Data
Work
Performance
Information
Work
Performance
Reports
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Project Data, Information, and Report Flow
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PROJECT INFLUENCES
Two major categories of influences are enterprise environmental
factors (EEFs) and organizational process assets (OPAs).
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ENTERPRISE ENVIRONMENTAL FACTORS
Enterprise Environmental Factors (EEFs) refer to conditions, not under
the control of the project team, that influence, constrain, or direct the
project.
 Can be internal and/or external to the organization.
 May enhance or constrain project management options.
 May have a positive or negative influence on the outcome.
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Organizational
culture,
structure, and
governance
Geographic
distribution of
facilities and
resources
infrastructure
information
technology
software
Resource
availability
Employee
capability
Marketplace
conditions.
Social and
cultural
influences and
issues.
Legal
restrictions.
Commercial
databases.
Academic
research.
Government
or industry
standards.
Financial
considerations.
Physical
environmental
elements
External EEFsInternal EEFs
ENTERPRISE ENVIRONMENTAL FACTORS
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ORGANIZATIONAL PROCESS ASSETS
Organizational Process Assets (OPAs) are the plans, processes, policies,
procedures, and knowledge bases specific to and used by the performing
organization. These assets influence the management of the project. They
Include:
 Any artifact, practice, or knowledge from any or all of the performing
organizations involved in the project that can be used to execute or govern
the project.
 The organization’s lessons learned from previous projects and
historical information
 Completed schedules, risk data, and earned value data.
Since the OPAs are internal to the organization, the project team members may
be able to update and add to the organizational process assets as necessary
throughout the project.They may be grouped into two categories:
 Processes, policies, and procedures; and
 Organizational knowledge bases.
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Processes & Procedures
Organizational Standards and Policies
Organizational Guidelines
Templates
Tailoring Guidelines and Criteria
Organizational Communication Requirements
Project Guidelines or Requirements
Project Control Guidelines
Corporate Knowledge Base
Historical Information
Lessons Learned
Financial Databases
Issue and Defect Management Databases
Project Files
Process Measurement Databases
ORGANIZATIONAL PROCESS ASSETS
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ORGANIZATIONAL GOVERNANCE FRAMEWORKS
Rules
Policies
Procedures
NormsRelationships
Systems
Processes
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ORGANIZATIONAL INFLUENCE CATEGORY
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53
Degree of
alignment with
organizational
objectives
Specialization
capabilities
Span of control,
efficiency, and
effectiveness
Clear path for
escalation of
decisions
Clear line and
scope of authority
Delegation
capabilities
Accountability
assignment
Responsibility
assignment
Adaptability of
design
Simplicity of design
Efficiency of
performance
Cost
considerations
Physical locations
Clear
communication
FACTORS TO CONSIDER IN SELECTING AN
ORGANIZATIONAL STRUCTURE
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ORGANIZATIONAL STRUCTURE TYPES
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PROJECT MANAGEMENT OFFICE (PMO)
Project Management Office (PMO) is an organizational structure that
standardizes the project-related governance processes and facilitates
the sharing of resources, methodologies, tools, and techniques. The
responsibilities of a PMO can range from providing project
management support functions to the direct management of one or
more projects.
Types of PMOs in organizations:
 Supportive. Supportive PMOs provide a consultative role to
projects by supplying templates, best practices, training, access to
information, and lessons learned from other projects. This type of
PMO serves as a project repository. The degree of control
provided by the PMO is low.
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 Controlling. Controlling PMOs provide support and require compliance
through various means. The degree of control provided by the PMO
is moderate. Compliance may involve:
 Adoption of project management frameworks or methodologies;
 Use of specific templates, forms, and tools;
 Conformance to governance frameworks.
 Directive. Directive PMOs take control of the projects by directly
managing the projects. Project managers are assigned by and report to the
PMO. The degree of control provided by the PMO is high.
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Supportive Controlling Directive
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A primary function of a PMO is to support project managers in a
variety of ways, which may include but are not limited to:
 Managing shared resources across all projects administered by the
PMO;
 Identifying and developing project management methodology, best
practices, and standards;
 Coaching, mentoring, training, and oversight;
 Monitoring compliance with project management standards,
policies, procedures, and templates by means of project audits;
 Developing and managing project policies, procedures, templates,
and other shared documentation (organizational process assets);
 Coordinating communication across projects
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A PMO may have the authority to act as an integral stakeholder and
a key decision maker throughout the life of each project in order to
keep it aligned with the business objectives.The PMO may:
 Make recommendations,
 Lead knowledge transfer,
 Terminate projects, and
 Take other actions, as required.
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PROJECT STAKEHOLDERS
A stakeholder is an individual, group, or organization that may affect, be
affected by, or perceive itself to be affected by a decision, activity, or outcome
of a project.
Internal External
Sponsor Customers
Resource manager End users
Project management office (PMO) Suppliers
Portfolio steering committee Shareholders
Program manager Regulatory bodies
Project managers of other projects Competitors
Team members
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Examples of Project Stakeholders
PROJECT STAKEHOLDERS
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The Project Manager is the person assigned by the performing
organization to lead the team responsible for achieving the project
objectives. The project manager’s reporting relationships are based on the
organizational structure and project governance.
In addition to any specific technical skills and general management
proficiencies required for the project, project managers should have at least
the following attributes:
 Knowledge about project management, the business environment,
technical aspects, and other information needed to manage the project
effectively;
 Skills needed to effectively lead the project team, coordinate the work,
collaborate with stakeholders, solve problems, and make decisions;
 Abilities to develop and manage scope, schedules, budgets, resources,
risks, plans, presentations, and reports;
 Other attributes required to successfully manage the project, such as
personality, attitude, ethics, and leadership.
ROLE OF THE PROJECT MANAGER
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PROJECT MANAGERS INTERPERSONAL SKILLS
Project Managers
Interpersonal Skills
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PROJECT MANAGER’S SPHERE OF INFLUENCE
Project Managers fulfill numerous roles within their sphere of influence. These
roles reflect the project manager’s capabilities and are representative of the
value and contributions of the project management profession.
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The Project Manager stays informed about current industry trends. The
project manager takes this information and sees how it may impact or apply
to the current projects.These trends include but are not limited to:
 Product and technology development;
 New and changing market niches;
 Standards (e.g., project management, quality management, information
security management);
 Technical support tools;
 Economic forces that impact the immediate project;
 Influences affecting the project management discipline;
 Process improvement and sustainability strategies
THE INDUSTRY TRENDS
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1-Technical Project Management Skills
 Focus on the critical technical project management elements for
each project they manage.
 Tailor both traditional and agile tools, techniques, and methods
for each project.
 Make time to plan thoroughly and prioritize diligently.
 Manage project elements, including, but not limited to, schedule,
cost, resources, and risks
2- Strategic and Business Management Skills
 Explain to others the essential business aspects of a project
 Work with the project sponsor, team, and subject matter experts
to develop an appropriate project delivery strategy
 Implement that strategy in a way that maximizes the business
value of the project.
PROJECT MANAGER COMPETENCES
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3- Leadership Skills
 Dealing with People
 Qualities and SKILLS of a Leader (Being a visionary, Being
optimistic and positive, Being collaborative, Managing relationships
and conflict, Communicating
 Politics, Power, and Getting Things done
PROJECT MANAGER COMPETENCES
PMITalentTriangle
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- Positional (Formal, Authoritative, Legitimate) (e.g., formal position granted in the
organization or team);
- Informational (e.g., control of gathering or distribution);
- Referent (e.g., respect or admiration others hold for the individual,credibility gained);
- Situational (e.g., gained due to unique situation such as a specific crisis);
- Personal or charismatic (e.g., charm, attraction);
- Relational (e.g., participates in networking, connections, and alliances);
- Expert (e.g., skill, information possessed;experience, training,education,certification);
- Reward-oriented (e.g., ability to give praise, monetary or other desired items);
- Punitive or Coercive (e.g., ability to invoke discipline or negative consequences);
- Ingratiating (e.g., application of flattery or other common ground to win favor or
cooperation);
- Pressure-based (e.g., limit freedom of choice or movement for the purpose of
gaining compliance to desired action);
- Guilt-based (e.g., imposition of obligation or sense of duty);
- Persuasive (e.g., ability to provide arguments that move people to a desired
course of action);
- Avoiding (e.g., refusing to participate).
PROJECT MANAGER POWER
Expert &
Reward
Punitive or
Coercive
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COMPARISON OF LEADERSHIP AND MANAGEMENT
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Laissez-faire
Transactional
Servant leader
Transformational
Charismatic
Interactional
LEADERSHIP STYLES
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LEADERSHIP STYLES
 Laissez-Faire (e.g., allowing the team to make their own decisions and
establish their own goals, also referred to as taking a hands-off style);
 Transactional (e.g., focus on goals, feedback, and accomplishment to
determine rewards; management by exception);
 Servant Leader (e.g., demonstrates commitment to serve and put other
people first; focuses on other people’s growth, learning, development,
autonomy, and well-being; concentrates on relationships, community and
collaboration; leadership is secondary and emerges after service);
 Transformational (e.g., empowering followers through idealized
attributes and behaviors, inspirational motivation, encouragement for
innovation and creativity, and individual consideration);
 Charismatic (e.g., able to inspire; is high-energy, enthusiastic, self-
confident; holds strong convictions);
 Interactional (e.g., a combination of transactional, transformational, and
charismatic).
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Personality refers to the individual differences in characteristic patterns of
thinking, feeling, and behaving.
 Authentic (accepts others for what and who they are, show open concern);
 Courteous (ability to apply appropriate behavior and etiquette);
 Creative (ability to think abstractly, to see things differently, to innovate);
 Cultural (measure of sensitivity to other cultures including values, norms, and beliefs);
 Emotional (ability to perceive emotions and the information they present and to
manage them; measure of interpersonal skills);
 Intellectual (measure of human intelligence over multiple aptitudes);
 Managerial (measure of management practice and potential);
 Political (measure of political intelligence and making things happen);
 Service-Oriented (evidence of willingness to serve other people);
 Social (ability to understand and manage people);
 Systemic (e.g., drive to understand and build systems).
PERSONALITY
PMP Exam

Three Dimensions of Complexity:
 Human Behavior: The interplay between diverse individuals and groups.
 System Behavior: The interdependencies of components and systems.
 Ambiguity: Uncertainty of emerging issues and lack of understanding or confusion.
INTEGRATION AND COMPLEXITY
Groups Causes Associated
Human behavior - Individual behavior.
- Behavior of the group, organization and politician.
- Communication and control.
- Development and organizational design.
System Behavior - Complexity of the project product,
- Technical and design problems.
Ambiguity - Uncertainty.
- Emergency.
PMP Exam

PROJECT MANAGEMENT KNOWLEDGE AREAS
 Project Integration Management: Includes the processes and activities to
identify, define, combine, unify, and coordinate the various processes and project
management activities within the Project Management Process Groups.
 Project Scope Management: Includes the processes required to ensure the
project includes all the work required, and only the work required, to complete
the project successfully.
 Project Schedule Management: Includes the processes required to manage the
timely completion of the project.
 Project Cost Management: Includes the processes involved in planning,
estimating, budgeting, financing, funding, managing, and controlling costs so the
project can be completed within the approved budget.
 Project Quality Management: Includes the processes for incorporating the
organization’s quality policy regarding planning, managing, and controlling project
and product quality requirements, in order to meet stakeholders’ expectations.
Triple-Constraints
PMP Exam

PROJECT MANAGEMENT KNOWLEDGE AREAS
 Project Resource Management: Includes the processes to identify, acquire, and
manage the resources needed for the successful completion of the project.
 Project Communications Management: Includes the processes required to
ensure timely and appropriate planning, collection, creation, distribution, storage,
retrieval, management, control, monitoring, and ultimate disposition of project
information.
 Project Risk Management: Includes the processes of conducting risk
management planning, identification, analysis, response planning, response
implementation, and monitoring risk on a project.
 Project Procurement Management: Includes the processes necessary to
purchase or acquire products, services, or results needed from outside the project
team.
 Project Stakeholder Management: Includes the processes required to identify
the people, groups, or organizations that could impact or be impacted by the
project, to analyze stakeholder expectations and their impact on the project, and
to develop appropriate management strategies for effectively engaging stakeholders
in project decisions and execution
PMP Exam

PROJECT MANAGEMENT PROCESS GROUPS
 Initiating Process Group: The process(es) performed to define a new project
or a new phase of an existing project by obtaining authorization to start the
project or phase.
 Planning Process Group: The process(es) required to establish the scope of the
project, refine the objectives, and define the course of action required to attain the
objectives that the project was undertaken to achieve.
 Executing Process Group: The process(es) performed to complete the work
defined in the project management plan to satisfy the project requirements.
 Monitoring and Controlling Process Group: The process(es) required to
track, review, and regulate the progress and performance of the project; identify
any areas in which changes to the plan are required; and initiate the corresponding
changes.
 Closing Process Group: The process(es) performed to formally complete or
close a project, phase, or contract.
PMP Exam

Remember:
- Process Groups are not project phases
PMP Exam

Project Management Process Group and Knowledge Area Mapping
Project Management Process Groups & Knowledge Areas
PMP Exam

Process Group InteractionsWithin a Project or Phase
PMP Exam

PROJECT MANAGEMENT PROCESSES
 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.
PMP Exam

ROLLING WAVE PLANNING
ROLLING WAVE PLANNING is an iterative planning technique in which
the work to be accomplished in the near term is planned in detail, while work
further in the future is planned at a higher level.
It is a form of PROGRESSIVE ELABORATION applicable to work
packages, planning packages, and release planning when using an agile or
waterfall approach.
“During early strategic planning when information is less defined, work
packages may be decomposed to the known level of detail. As more is known
about the upcoming events in the near term, work packages can be
decomposed into activities.”
RollingWave Planning
Work Package
gains more
details
The closer they
are to being
current
activities
PMP Exam

PMP Exam

PMP Chapter 1 of 6 introduction (Based on PMBOK 6th edition)

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