Project Management Framework

For the PMP Exam using PMBOK Guide 5th Edition

PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc.

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Contacts
Name: Khaled El-Nakib, PMP URL: http://www.khaledelnakib.com E-mail: elnakib@khaledelnakib.com Mobile: 0100 166 5 136

Khaled El-Nakib, PMP 2013

Exam prerequisites
Minimum of 4500 hours of project management experience. Project management experience dating back at least three years from application submittal date. Project management experience not dating back further than eight years from the application submittal date. Minimum of 36 months of project management experience (gaps in experience and overlapping experience will not be counted).

Khaled El-Nakib, PMP 2013

Exam prerequisites

(continued)

Project management experience is required in each of the following process areas when all projects are totaled, but not on each project: (Initiating, Planning, Executing, Monitoring and Controlling, and Closing) 35 hours project management education Bachelor degree

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Exam layout
200 questions 25 not included in exam score 106 questions out of 175 question are required to pass the exam

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Questions allocation in Exam

Process Area
Initiating Planning Executing Monitor and Control Closing

%
13 24 30 25 8

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Get prepared for the Exam

Study Chapter by Chapter Study according to Process Areas Practice PMP online exams Revisit knowledge areas with weak score Apply for the exam Reschedule when ever you still fell unready

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What do you need to memorize?

Glossary Tools and techniques Common inputs and outputs Processes definitions

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Maintaining PMP license

PMP certificate warrant a three years license To maintain license, you must collect at least 60 Professional Development Units (PDUs)

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What is a Project?
A temporary endeavor undertaken to create a unique product, service, or result.
Temporary means that every project has a definite start and definite end. Unique product, service, or result Product e.g. new car model Service e.g. business consultancy Result e.g. research project Progressive elaboration; Developing in steps

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Additional project elements

Uncertainty Requires cross-functional team Agreement

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Project Vs Operation
The project is completed when its goals and objectives are accomplished Operations are ongoing and repetitive. The purpose of operations is to keep the organization functioning

Both share the following characteristics: Performed by people Constrained by limited resources Planned, executed, and controlled Performed to achieve organizational objectives

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Triple Constraints concept

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Modern Triple Constraints concept A.K.A Competing Project Constraints

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Customer Satisfaction

Project!

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What is project management?

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

Khaled El-Nakib, PMP 2013

What does project manager need?

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Knowledge areas
Project Scope Management

Project Time Management Project Cost Management Project Quality Management

Project Human Resource Management Project Communication Management Project Procurement Management Project Risk Management

Project Stakeholders Management Project Integration Management

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Skills
General Management Skills
Financial and accounting Purchasing and procurement Information technology

Interpersonal Skills Negotiation skills Communication skills Problem solving Leadership

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What is a Program
A Program is defined as a group of related projects, sub-programs, and program activities managed in a coordinated way to obtain benefits and control not available from managing them individually.

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What is a Portfolio
Portfolios are collections of programs and projects and other work that meet a strategic business objective.

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Project Management Office (PMO)

A Project Management Office is a management structure that standardizes the project-related governance processes and facilities the sharing of resources, methodologies, tools, and techniques.

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Project Management Office (PMO)

Identify Project Management Methodology Coaching an mentoring Managing shared resources Perform project audits Developing and managing organizational process assets Coordinating communications across projects

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Enterprise environmental factors

Enterprise environmental factors are both internal and external factors that surround or influence a project success. These factors may enhance or eliminate project management options and may have positive or negative influence on the outcome.
Stakeholders Risk Tolerance Infrastructure (Existing facilities, or equipments) Existing Human Resources (skills, knowledge) Personnel administration (training records)

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Project life cycle

Starting a project Preparing and organizing Carrying out the work Closing the project

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Project life cycle characteristics

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Project life cycle characteristics

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Project life cycle characteristics

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Project Phase
Project phase structure allows the project to be segmented into logical subsets for ease of management, planning, and control

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Project Phase
Project phases are typically sequential, but can overlap in some situations Ending a phase does not necessarily mean start of another one Work is distinct from one phase to another Repetition of five process areas in each phase

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Phase to Phase relationships

Sequential relationship
Less uncertainty No schedule compression

Overlapping relationship
More Risk Fast tracking

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Project Life Cycle

Predictive Life Cycles Iterative and Incremental Life Cycle Adaptive Life Cycle

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Project Stakeholders
Stakeholder is an individual, group, or organization who may affect, be affected by, or perceived itself to be affected by a decision, activity, or out come of a project.

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Project Stakeholders

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Organization structures

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Weak Matrix

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Strong Matrix

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Balanced Matrix

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Organizational Process Assets

Processes and procedures
Organizational process assets include formal and informal plans, policies, procedures, templates, work instructions and guidelines

Corporate knowledge base

Process assets also include organizations knowledge base such as lessons learned, historical information, risk data, and earned value data.
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Project Management Process Groups

Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group
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Start the cycle Plan the work Do planned work Check the work while being Done End the cycle

Project Management Process Groups

(Continued)

Plan-Do-Check-Act cycle defined by Shewhart and modified by Deming

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Project Boundaries

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 Khaled El-Nakib, PMP 2013