PMP Preparation

PMBOK 6 Consists of 1. Project – What is Configuration Functional

a project? management Manager.
1. 5 Process Groups system, 11.4 Balanced
2. What is project
2. 10 Knowledge repositories for Matrix –
Management?
Areas historical Power
3. Difference
3. 49 Processes information shared
between Project
9. Project between
1. 5 Process Groups vs Operations? Management FM and
& Questions, 4. Balancing the Office (PMO) – Project
Level of difficult following? – Centralize and Manager
– M, E, I, P, C Constrain: - Standardize 12. Project Manager
1) Initiation - Scope, Time, management of Role in a Weak
13% (d3) Cost, Quality, projects; Matrix or
2) Planning – Risk, Resource Different forms: - functional
24% (d4) and Stake Supportive, organization
3) Executing- Controlling, 12.1 Project
holder’s
30% (d2) Directive Expediter –
expectation, 10. Stake holder – Acts as staff
4) Monitoring
Requirements(ne People or assistant
& Control-
eds) Vs Organization and
25% (d1)
Unidentified whose interests communica
5) Closure- 8%
requirements. may be tion co-
(d5)
5. Portfolio positively or ordinator
Management? negatively can’t make
2. Knowledge
6. Organizational impacted by or take
Areas – project or its decisions.
Remember Project
product. 12.2 Project
I Saw Six Cars Management(OP 11. Organizational Coordinator
Quickly Rip Clare M) – Guide for Structure: - – Has some
rear passenger Organizational Functional – power to
Seat; Practices; Grouped by area make
Framework for of specialization decision,
1) I – or functional some
Organization
Integration; areas. authority
2) Saw – Scope; focused on
Projectized – reports to
3) Six – overall strategy Entire Company higher level
Schedule; 7. OPM3 – organized by manager.
4) Cars – Cost; Organization projects. 13. Enterprise
5) Quickly – Project Maturity 11.1 Matrix – Environmental
Quality; Model; Strength of factors (EEF) –
6) Rip – determine level both 13.1 Company
Resource, of maturity in functional culture and
7) Clare – Project and Environment,
Communica Management projectized. 13.2
tion; 8. Project 11.2 Strong Organization
8) rear – risk; Management matrix – structure and
9) Passenger – Information Power rests hierarchy, 13.3
Procuremen systems(PMIS) – with PM. existing systems.
t; Part of its 11.3 Week 14. Organizational
10) Seat – Stake Enterprise matrix – Process Assets
holder environmental Power rests (OPA) –
factors, include with the
automated tools,
 14.1 Process, into Work incremental
Procedures, Performance is followed.
Policies Reports (WPR). 19.3 Backlog –
14.2 Corporate 18. Project Life Cycle Adaptive or
Knowledge (PLC) Agile life
Base 19. Project Life Cycle cycle –
14.3 Historical – Depending Customer
Information upon the project requiremen
. and industry The ts are
15. Work PLC range from, documente
Performance Plan driven to d and
Data (WPD) – Change driven prioritized
Initial details projects know as
related to 19.1 Plan driven backlog.
project such as – Projects 20. Project
start date of have Management
activity, risk, Predictive Process? – Is
consumptions, life cycle or what you need
resource usage. also known to do to manage
Gathered during as waterfall the project.
project work or Management
(Executing) traditional efforts in –
life cycle. In Initiating,
Refer to link this model planning,
below for Scope, executing,
additional Schedule, monitoring and
information Cost to be controlling and
https://www.pro determined closing.
jectcubicle.com/ early in the 21.
work- life of the
performance- project
data-work- before
performance- work
information/ begins to
16. Work produce
performance deliverable
Information s.
(WPI) – During 19.2 Change
controlling. WPD Driven –
are analysed to Iterative,
ensure they Incrementa
confirm to the l or
project adaptive
management (Agile).
plan. The out is Early
WPI. planning of
17. Work high-level
performance scope is
Report (WPR) – sufficient
Output of and later
Monitoring and iterative
Controlling. The and
WPI is organized