PMP® P REPARATION P ROGRAM

Based on
Guide to PMBOK® – Fifth Edition

Pre-Training Material

PMI® ACP | Project Manager’s Tool Kit | Six Sigma | PRINCE2® | ITIL®| Microsoft® Project
@ KnowledgeWoods Consulting
 L EARNING O BJECTIVES

 Introduction to Project Management Institute®

 Why become a Certified PMP®
 PMI® Standards & Reference
 PMP® Exam Overview
 Roadmap to become a PMP®

INTRODUCTION TO PMP® Examination Slide no. 2

 I NTRODUCTION TO PMI®
 PMI® - headquartered in USA, founded in 1969
 World’s leading not-for-profit project management association
 Advocates Best Practices in Project, Program and Portfolio Management
 Credentials
• Certified Associates in Project Management (CAPM)®
• Project Management Professionals (PMP)®
• Program Management Professionals (PgMP)®
• Portfolio Management Professionals (PfMP) )®
• PMI ® Risk Management Professional (PMI-RMP)®
• PMI ® Scheduling Professional (PMI-SP)®
• PMI-Agile Certified Practitioner (PMI-ACP)®
• PMI Professional in Business Analysis (PMI – PBA)®

INTRODUCTION TO PMP® Examination Slide no. 3

 W HY BECOME A C ERTIFIED PMP®

 Widely recognized Project Management Certification

 Worldwide Recognition of your knowledge of Project Management
 Demonstrates Proof of professional achievement
 Improves the way you manage your projects
 Increases your Marketability
 Displays your willingness to pursue Growth
 Increases customer confidence
 Valued globally across industry verticals & companies like:
Infosys, TCS, HCL Technologies, Johnson & Johnson, L&T, Delhi Metro, Bharti Airtel,
Ranbaxy, LPS, Sun Microsystems, American Express, Cognizant Tech, HSBC, Keane, Perot
Systems, Pfizer, Samsung, Unisys, Wipro, ABB, Cap Gemini, Citigroup, SAP, Wipro, CGI,
Cisco Systems, Intel, Motorola, IBM, Hewlett Packard, EDS, GE, Siemens, Accenture,
Ericsson, CSC, KPMG, Alcatel/Lucent just to name a few.

INTRODUCTION TO PMP® Examination Slide no. 4

 PMI® S TANDARD & R EFERENCE

 Guide to PMBOK®
• Good Practice Body of Knowledge
• Provides and promotes a common vocabulary for Project Management

 Code of Ethics and Professional Conduct Guide

• Focus on Responsibility, Respect, Fairness & Honesty
• Need Practitioners’ commitment to ethical & professional conduct

INTRODUCTION TO PMP® Examination Slide no. 5

 PMP® E LIGIBILITY C RITERIA

 In case of any Questions/Clarifications, please get in touch with your

respective Business Development Representative
 KnowledgeWoods will have your CV checked by PMP® Certification Expert

INTRODUCTION TO PMP® Examination Slide no. 6

 PMI® M EMBERSHIP F EE

- $129 Membership Fee + $10 Registration Fee

PMI® Membership
- $129 Renewal/Year

INTRODUCTION TO PMP® Examination Slide no. 7

 PMP® E XAMINATION

4 Hours Duration

Knowledge Tested for FIVE domains

200 Multiple Choice Questions

25 Pilot Questions

Randomly Generated Questions

Rating Based System

NO Negative Marking

INTRODUCTION TO PMP® Examination Slide no. 8

 PMP® E XAMINATION F ORMAT

35

31%
30

24% 25%
25

20
Percentage of
Questions 15 13%
10 7%
5

0
Initiating Planning Executing Monitoring and Closing
Controlling

INTRODUCTION TO PMP® Examination Slide no. 9

 PMP® Q UESTION T YPES

 Scenario based
 Situational
 Using attached illustrations such as Network Diagram
 Formulas and Computing
 Negative descriptors such as Except
 Two likely Answers

INTRODUCTION TO PMP® Examination Slide no. 10

 S AMPLE R ESULT S HEET

INTRODUCTION TO PMP® Examination Slide no. 11

 R OADMAP TO BECOME A PMP®

BOOK
ATTEND BECOME SUBMIT PMP® Pass the
PMP® PMP®
PMP® PMI® Exam
Exam
Workshop Member
Application with Exam
Prometric

INTRODUCTION TO PMP® Examination Slide no. 12

 L EARNING O BJECTIVES

 What is Project Management?

 Project Manager’s skill set
 Project Life Cycle
 Project, Program and Portfolio management
 Project Management Processes
 Project Management Knowledge Areas
 Intersection of Processes & Knowledge Areas

PROJECT MANAGEMENT FRAMEWORK Slide no. 13

 W HAT IS A P ROJECT

 Temporary Endeavor (definite start & end)

 Unique product, service or result
 Progressively Elaborated

Projects are undertaken typically to address:

 Market demand
 Strategic opportunity/business need
 Customer request
 Technological advancement
 Legal requirements

PROJECT MANAGEMENT FRAMEWORK Slide no. 14

 P ROJECT P HASES

 Divisions within a project for extra control, ease of management

 Depends on the size, complexity & impact
 Collectively called project life cycle
 Typically deliverable oriented
 Phase Ends Reviews : Phase Exits, Stage Gates or Kill Points
 Example of Phases:
• Analysis
• Design
• Development
• Testing

PROJECT MANAGEMENT FRAMEWORK Slide no. 15

 PROJECTS V / S OPERATIONS ?

PROJECTS OPERATIONS

Temporary On-going

Unique Repetitive

Closes after attaining the

Objective is to sustain business
objectives

Prototyping the new car model Assembly line production

PROJECT MANAGEMENT FRAMEWORK Slide no. 16

 W HAT IS P ROJECT M ANAGEMENT ?
 Application of Knowledge, Skills, Tools and Techniques
 Accomplished through application of processes groups:
• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing
 Balancing the competing Project Constraints of:
• Scope
• Quality
• Schedule
• Budget
• Resources
• Risks

PROJECT MANAGEMENT FRAMEWORK Slide no. 17

 PROJECT, PROGRAM & PORTFOLIO MANAGEMENT

 PROGRAMS
• Collection of related projects
• Controls are implemented and managed in a coordinated way
• Collective benefits are realized
• Each project has a project manager
• Projects share resources and depends on the outcomes of other projects
 PORTFOLIOS
• Collection of programs and projects
• Projects meet a specific business goal or objective
• Includes weighing the value of each project against the portfolios strategic objective
• Ensures efficient use of resources
 PROJECT MANAGEMENT OFFICE [PMO]
• Centralized units to oversee project and programs within the organization
• Establishes and maintains the standards of project management methodologies
• Support managers in planning, estimating, risk management and provide trainings
• Custodian of Organization Process Assets (OPA)

PROJECT
Project MANAGEMENT FRAMEWORK
Management Slide no. 18
Framework
 RELATIONSHIP PROJECT, PROGRAM & PORTFOLIO

PROJECT MANAGEMENT FRAMEWORK Slide no. 19

 P ROJECT M ANAGER ’ S S KILL S ET
 Knowledge
• What PM knows about project management?
 Performance
• What the PM is able to do or accomplish while applying
project management knowledge
 Personal
• Attitudes
• Core personality characteristics and
• Leadership
• The ability to guide the project team while achieving project objectives and
balancing the project constraints.

PROJECT MANAGEMENT FRAMEWORK Slide no. 20

 P ROJECT M ANAGER ’ S S KILL S ET

MANAGEMENT SKILLS INTERPERSONAL SKILLS

 Presentation Skills  Team building
 Negotiating  Motivation
 Writing Skills  Communication
 Public Speaking  Influencing
 Decision making
 Political and cultural
awareness
 Negotiation

PROJECT MANAGEMENT FRAMEWORK Slide no. 21

 PROJECT STAKEHOLDERS
 Individuals and organizations involved in the project
 Those who will be directly or indirectly impacted
 Stakeholders should be identified throughout the project
 They may have a positive or negative influence on the outcome
 Stakeholder influence goes down as the project progresses
 Key stakeholders include:
• Project Manager
• Customer / User
• Performing organization
• Project team members
• Project management team
• Sponsor
• Influencers
• PMO

PROJECT MANAGEMENT FRAMEWORK Slide no. 22

 ENTERPRISE ENVIRONMENT FACTORS
Enterprise environmental factors refer to both internal
and external environmental factors that surround or
influence a project’s success.

 Organizational culture, structure, and processes;

 Government or Industry Standards (e.g. regulatory agency
regulations, code of conduct);
 Standards, quality standards, and workmanship standards;
 Marketplace Conditions;
 Political Climate;
 Organization’s established communications channels

PROJECT MANAGEMENT FRAMEWORK Slide no. 23

 ORGANIZATION PROCESS ASSETS
 PROCESSES AND PROCEDURES
 Plans
 Processes
 Policies
 Procedures

 CORPORATE KNOWLEDGE BASE

 Lessons learned
 Historical information
• Completed schedules
• Risk data
• Earned value data

PROJECT MANAGEMENT FRAMEWORK Slide no. 24

 P ROJECTIZED O RGANIZATION
Projectized Organization: Project managers have a great deal of independence and authority.
Team members are often co-located.
Project Coordination
Chief Executive

Project Manager Project Manager Project Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Reporting
PROJECT MANAGEMENT FRAMEWORK Slide no. 25
 P ROJECTIZED O RGANIZATION

 Project Managers Have Highest Authority

 Project Managers Controls All Aspect of project
including resources
 Resources Do not have a HOME as projects Ends
 Result in non – specialization of resources wrt
Functional organizations

PROJECT MANAGEMENT FRAMEWORK Slide no. 26

 FUNCTIONAL ORGANIZATION
Functional Organization: Staff members are grouped by specialty and employee has one
clear superior.
Chief Executive Project Coordination

Functional Functional Functional

Manager Manager Manager

Staff Staff Staff

Reporting

Staff Staff Staff

Staff Staff Staff

NOTE: Red/Underlined represent staff engaged in project objectives.

PROJECT MANAGEMENT FRAMEWORK Slide no. 27

 F UNCTIONAL O RGANIZATION

 Each employee has one clear superior.

 Staff members are grouped by specialty, such as
production, marketing, engineering, and accounting
 Specialties may be further subdivided into functional
organizations, such as mechanical and electrical
engineering.
 Each department in a functional organization will do its
project work independent of other departments.

PROJECT MANAGEMENT FRAMEWORK Slide no. 28

 M ATRIX O RGANIZATION

MATRIX ORGANIZATION: Blend of functional and Projectized characteristics

• Weak Matrix: Project manager role is more of coordinator or expediter
Chief Executive

Functional Manager Functional Manager Functional Manager

Reporting Staff Staff Staff

Project Coordination Staff Staff Staff

Staff Staff Staff

PROJECT MANAGEMENT FRAMEWORK Slide no. 29

 M ATRIX O RGANIZATION
MATRIX ORGANIZATION:
• Strong Matrix: Have full time project managers with considerable authority and full-
time project administrative staff.
Chief Executive

Managers of
Functional Manager Functional Manager Functional Manager
Project Manager

Reporting
Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Project Coordination
PROJECT MANAGEMENT FRAMEWORK Slide no. 30
 M ATRIX O RGANIZATION
MATRIX ORGANIZATION:
• Balanced Matrix: It does not provide the project managers with the full authority
over the project or project funding.
Chief Executive

Functional Functional
Functional Manager
Manager Manager

Reporting Staff Staff Staff

Staff Staff Staff

Project Coordination

Project
Staff Staff
Manager

PROJECT MANAGEMENT FRAMEWORK Slide no. 31

 M ATRIX O RGANIZATION

Weak matrices
 Many characteristics of a functional organization, and the project
manager role is more of a coordinator or expediter than that of a
true project manager.
Strong matrices
 Many characteristics of the Projectized organization,
 Can have full-time project managers with considerable authority
 Can have full-time project administrative staff.
Balanced matrix organization
 Recognizes the need for a project manager,
 It does not provide the project manager with the full authority over
the project and project funding.

PROJECT MANAGEMENT FRAMEWORK Slide no. 32

 C OMPOSITE O RGANIZATION
Composite Organization
Chief Executive

Managers of
Functional Manager Functional Manager Functional Manager
Project Manager

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Project A Coordination
Project B Coordination
PROJECT MANAGEMENT FRAMEWORK Slide no. 33
 ORGANIZATION TYPES
ADVANTAGES & DISADVANTAGES
Org. Type Advantages Disadvantages

Matrix Highly visible project objectives Not cost effective because of extra administrative
personnel
Better Project Manager control over More than ONE boss for project teams
resources
Better coordination More complex to monitor and control

Team members maintain “a home” Higher potential for conflict and duplication of effort
and functional managers have different priorities

Functional Team members report to one supervisor No career path in Project Management
and clearly defined career paths

Easier management specialists People place more emphasis on their functional

specialty to the determent of the project

Projectized Efficient project organization No “Home” when project is completed

More effective communication than Duplication of facilities and job functions

functional
Loyalty to the project Lesser efficient use of resources as few roles are
repeated in projects e.g. Configuration Manager

PROJECT MANAGEMENT FRAMEWORK Slide no. 34

 O RGANIZATION I NFLUENCE

PROJECT MANAGEMENT FRAMEWORK Slide no. 35

 PROJECT MANAGEMENT PROCESS GROUPS

Concept of PLAN-DO-CHECK-ACT cycle :

 INITIATING - Authorizes the project

 PLANNING - Plans the course of action to achieve objectives
 EXECUTING - Uses the resources to carry out project tasks
 MONITORING & CONTROLLING - Measures progress to identify
variances
 CLOSING - Ensures Structured Project Closure

PROJECT MANAGEMENT FRAMEWORK Slide no. 36

 PROJECT MANAGEMENT PROCESS GROUPS

PROJECT MANAGEMENT FRAMEWORK Slide no. 37

 Project Information Flow
 Work performance data
– The raw observations and measurements.
– Examples can be:
• Start and finish dates of schedule activities,
• Number of change requests,
• Number of defects,
• Actual costs,
• Actual durations
 Work performance information
– The performance data collected from various controlling processes,
– Examples can be:
• Status of deliverables,
• Implementation status for change requests
• Forecasted estimates to complete.
 Work performance reports
– The physical or electronic representation, compiled in project documents.
– Examples can be:
• Status reports,
• Memos,
• Justifications,
• Information notes,
• Electronic dashboards,

PROJECT MANAGEMENT FRAMEWORK Slide no. 38

 Project Information Flow

Monitor &
Direct & Manage Controlling Control
Project Work Processes Project
Work

Work Work Work

performance performance performance
data information reports

PROJECT MANAGEMENT FRAMEWORK Slide no. 39

 INITIATING PROCESS GROUP

 Establish Project Charter

 Assign a project manager
 Formally authorize to start a new project or phase
 Identify Stakeholder and Stakeholder Strategy

PROJECT MANAGEMENT FRAMEWORK Slide no. 41

 PLANNING PROCESS GROUP

 Determine HOW part of all knowledge areas.

 Create and develop the project management plan
 Develop the project requirements in detail and agree the final scope
 Develop schedule
 Estimate Cost and arrive at authorized budget
 Agree what quality standards will be met by the project and how
 Define project staffing plan
 Establish the communication requirements and how it will be fulfilled
 Identify what can go wrong and the plans to deal with them
 Document what products or services will be acquired from outside the project
 Gain formal buy-in from everybody involved in the project

PROJECT MANAGEMENT FRAMEWORK Slide no. 42

 EXECUTING PROCESS GROUP

 Execute as per project plan

 Complete work packages
 Implement Approved Changes
 Team building activities and boost morale and efficiency
 Perform Quality Audits
 Distribute Project Information
 Manage customers, team and other stakeholders
 Procure required project resources

PROJECT MANAGEMENT FRAMEWORK Slide no. 43

 MONITORING & CONTROL PROCESS GROUP

 Measure project performance

 Identify variances
 Create Dashboards and other Reports
 Handle change requests
 Obtain formal acceptance of deliverables from the customer
 Control Cost, Time, Scope, Communications & procurements
 Monitor the status of risks and identify if new risks have
emerged
 Monitor and manage Stakeholders (Add new/modify
approach)

PROJECT MANAGEMENT FRAMEWORK Slide no. 44

 CLOSING PROCESS GROUP

 Close Procurements.
 Obtain Final Formal Sign Off from the customer
 Hand over the completed deliverables
 Compile lessons learnt
 Measure customer satisfaction
 Archive project data and information for future reference
 Release resources

PROJECT MANAGEMENT FRAMEWORK Slide no. 45

 PROCESS GROUPS INTERACTION

PROJECT MANAGEMENT FRAMEWORK Slide no. 46

 PMP® P REPARATION P ROGRAM

All The Best !!!

PMI® ACP | Project Manager’s Tool Kit | Six Sigma | PRINCE2® | ITIL®| Microsoft® Project
@ KnowledgeWoods Consulting