PMP

P REPARATION P ROGRAM

Based on
PMBoK V Edition

Pre- Training Material

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 L EARNING O BJECTIVES

Introduc)on to Project Management Ins)tute

Why become a Cer)ed PMP
PMI Standards & Reference
PMP Exam Overview
Roadmap to become a PMP

INTRODUCTION TO PMP Examination Slide no. 1

 I NTRODUCTION TO PMI
PMI - headquartered in USA, founded in 1969
Worlds leading not-for-prot project management associa)on
Over 395,000+ Members across globe
PMP Professionals Worldwide - Over 500,000+ (Recent PMI Update)
Demand for CerFed Project Sta in India 20,00,000+ (Ministry of StaFsFcs, Govt Of India)
Advocates Best PracFces in Project, Program and Por\olio Management
Creden)als
Cer)ed Associates in Project Management (CAPM)
Project Management Professionals (PMP)
Program Management Professionals (PgMP)
PMI Risk Management Professional (PMI-RMP)
PMI Scheduling Professional (PMI-SP)
PMI-Agile Cer)ed Prac))oner (PMI-ACP)

INTRODUCTION TO PMP Examination Slide no. 2

 W HY BECOME A C ERTIFIED PMP

Widely recognized Project Management Cer)ca)on

Worldwide Recogni)on 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 Condence
Valued Globally across Industry VerFcals & Companies like:-
Infosys, TCS, HCL Technologies, Johnson & Johnson, L&T, Delhi Metro, Bhar) Airtel,
Ranbaxy, LPS, Sun Microsystems, American Express, Cognizant Tech, HSBC, Keane,
Perot Systems, Pzer, Samsung, Unisys, Wipro, ABB, Cap Gemini, Ci)group, SAP, Wipro,
CGI, Cisco Systems, Intel, Motorola, IBM, Hewle` Packard, EDS, GE, Siemens,
Accenture, Ericsson, CSC, KPMG, Alcatel/Lucent just to name a few

INTRODUCTION TO PMP Examination Slide no. 3

 PMI S TANDARD &
R EFERENCE

Guide to PMBOK
Good PracFce 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 Prac))oners Commitment to Ethical & Professional Conduct

INTRODUCTION TO PMP Examination Slide no. 4

 PMP E LIGIBILITY C RITERIA

In case of any QuesFons/ClaricaFons, please get in touch with your

respec)ve Business Development Representa)ve
KnowledgeWoods will have your CV checked by PMP CerFcaFon Expert

INTRODUCTION TO PMP Examination Slide no. 5

 PMI M EMBERSHIP F EE

- $129 Membership Fee + $10 Registration Fee

PMI Membership
- $129 Renewal/Year

INTRODUCTION TO PMP Examination Slide no. 6

 PMP E X A M I N A T I O N

4 Hour DuraFon

Knowledge Tested for FIVE domains

200 MulFple Choice QuesFons

25 Pilot QuesFons

Randomly Generated QuesFons

RaFng Based System

NO NegaFve Marking

INTRODUCTION TO PMP Examination Slide no. 7

 PMP E XAMINATION F ORMAT

35

30%
30

24% 25%
25

Percentage of 20
Questions 15 13%
10 8%
5

0
Initiating Planning Executing Monitoring and Closing
Controlling

INTRODUCTION TO PMP Examination Slide no. 8

 PMP Q UESTION T YPES

Scenario based
Situa)onal
Using a`ached illustra)ons such as Network Diagram
Formulas and Compu)ng
Nega)ve descriptors such as Except
Two likely Answers

INTRODUCTION TO PMP Examination Slide no. 9

 S AMPLE R ESULT S HEET

INTRODUCTION TO PMP Examination Slide no. 10

 R OADMAP TO BECOME A PMP

BOOK
ATTEND BECOME SUBMIT PMP Pass the
PMP Exam PMP
PMP PMI
Exam
Workshop Member
Applica)on with Exam
Prometric

INTRODUCTION TO PMP Examination Slide no. 11

 L EARNING O BJECTIVES

What is Project Management ?

Project Managers Skill set
Project Life Cycle
Project, Program and Poreolio management
Project Management Processes
Project Management Knowledge Areas
Intersec)on of Processes & Knowledge Areas

PROJECT MANAGEMENT FRAMEWORK Slide no. 1

 W HAT IS A P ROJECT

Temporary Endeavor (denite start and 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. 2

 P ROJECT P HASES

Divisions within a project for extra control, ease of management

Depends on the size, complexity & impact
Collec)vely called project life cycle
Typically deliverable oriented
Phase Ends Reviews : Phase Exits, Stage Gates or Kill Points
Example of Phases:
- Analysis, Design, Development, Tes)ng

PROJECT MANAGEMENT FRAMEWORK Slide no. 3

 P R O J E C T S V S . O P E R A T I O N S ?

PROJECTS OPERATIONS

Temporary On-going

Unique Repe))ve

Closes ager a`aining the

Objec)ve is to sustain business
objec)ves

Prototyping the new car model Assembly line produc)on

PROJECT MANAGEMENT FRAMEWORK Slide no. 4

 W HAT IS P ROJECT M ANAGEMENT ?
ApplicaFon of Knowledge, Skills, Tools and Techniques
Accomplished through applicaFon of 42 processes grouped as:
Ini)a)ng,
Planning,
Execu)ng
Monitoring and Controlling
Closing
Balancing the compeFng Project Constraints of:
Scope
Quality
Schedule
Budget
Resources
Risks
PROJECT MANAGEMENT FRAMEWORK Slide no. 5
 PROJECT, PROGRAM & PORTFOLIO MANAGEMENT

PROGRAMS
Collec)on of related projects
Controls are implemented and managed in a coordinated way
Collec)ve benets are realized
Each project has a project manager
Projects share resources and depends on the outcomes of other projects

PORTFOLIOS
Collec)on of programs and projects
Projects meet a specic business goal or objec)ve
Includes weighing the value of each project against the poreolios strategic objec)ve
Ensures ecient use of resources

PROJECT MANAGEMENT OFFICE [PMO]
Centralized units to oversee project and programs within the organiza)on
Establishes and maintains the standards of project management methodologies
Support managers in planning, es)ma)ng, risk management and provide trainings
P
Project
ROJECT MANAGEMENT FRAMEWORK
Management Slide no. 7 18
Framework
 RELATIONSHIP PROJECT, PROGRAM & PORTFOLIO

PROJECT MANAGEMENT FRAMEWORK Slide no. 8

 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
Ajtudes,
Core personality characteris)cs and
Leadership
The ability to guide the project team while achieving project objecFves and balancing
the project constraints.

PROJECT MANAGEMENT FRAMEWORK Slide no. 10
 P ROJECT M ANAGER S S KILL S ET

MANAGEMENT SKILLS INTERPERSONAL SKILLS

Presenta)on Skills, Team building
Nego)a)ng, Mo)va)on
Wri)ng Skills, and Communica)on
Public Speaking. Inuencing
Decision making
Poli)cal and cultural
awareness
Nego)a)on

PROJECT MANAGEMENT FRAMEWORK Slide no. 11

 PROJECT STAKEHOLDERS
Individuals and organiza)ons involved in the project
Those who will be directly or indirectly impacted
Stakeholders should be iden)ed throughout the project
They may have a posi)ve or nega)ve inuence on the outcome
Stakeholder inuence goes down as the project progresses
Key stakeholders include:-
Project Manager
Customer / User
Performing organiza)on
Project team members
Project management team
Sponsor
Inuencers
PMO

PROJECT MANAGEMENT FRAMEWORK Slide no. 12

 ENTERPRISE ENVIRONMENT FACTORS
Enterprise environmental factors refer to both internal
and external environmental factors that surround or
inuence a projects success.

OrganizaFonal culture, structure, and processes;
Government or Industry Standards (e.g., regulatory agency
regula)ons, codes of conduct)
Standards, quality standards, and workmanship standards
Marketplace Condi)ons;
Poli)cal Climate;
Organiza)ons established communica)ons channels;

PROJECT MANAGEMENT FRAMEWORK Slide no. 13

 P ROJECTIZED O RGANIZATION
ProjecFzed OrganizaFon: Project managers have a great deal of independence and
authority. Team members are ogen co-located.

Project CoordinaFon
Chief Execu)ve

Project Manager Project Manager Project Manager

Sta Sta Sta

Sta Sta Sta

Sta Sta Sta

Reporting
PROJECT MANAGEMENT FRAMEWORK Slide no. 14
 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 specializa)on of resources wrt
Func)onal organiza)ons

PROJECT MANAGEMENT FRAMEWORK Slide no. 15

 FUNCTIONAL ORGANIZATION
FuncFonal OrganizaFon: Sta members are grouped by specialty and employee has one
clear superior.
Chief Execu)ve Project Coordina)on

Func)onal Func)onal Func)onal
Manager Manager Manager

Sta Sta Sta

Reporting

Sta Sta Sta

Sta Sta Sta

NOTE: Red represent sta engaged in project objec)ves.

PROJECT MANAGEMENT FRAMEWORK Slide no. 16
 F UNCTIONAL O RGANIZATION

Each employee has one clear superior.

Sta members are grouped by specialty, such as
produc)on, marke)ng, engineering, and accoun)ng
Special)es may be further subdivided into func)onal
organiza)ons, such as mechanical and electrical
engineering.
Each department in a func)onal organiza)on will do its
project work independent of other departments.

PROJECT MANAGEMENT FRAMEWORK Slide no. 17

 M ATRIX O RGANIZATION
MATRIX ORGANIZATION: Blend of func)onal and Projec)zed characteris)cs
Weak Matrix: Project manager role is more of coordinator or expediter
Chief Execu)ve

Func)onal Manager Func)onal Manager Func)onal Manager

Reporting Sta Sta Sta

Project Coordination Sta Sta Sta

Sta Sta Sta

PROJECT MANAGEMENT FRAMEWORK Slide no. 18

 M ATRIX O RGANIZATION
MATRIX ORGANIZATION:
Strong Matrix: Have full )me project managers with considerable authority and full-
)me project administra)ve sta.
Chief Execu)ve

Managers of
Func)onal Manager Func)onal Manager Func)onal Manager
Project Manager

Reporting
Sta Sta Sta Project Manager

Sta Sta Sta Project Manager

Sta Sta Sta Project Manager

Project Coordination
PROJECT MANAGEMENT FRAMEWORK Slide no. 19
 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 Execu)ve

Func)onal
Func)onal Manager Func)onal Manager
Manager

Reporting Sta Sta Sta

Sta Sta Sta

Project Coordination

Project
Sta Sta
Manager

PROJECT MANAGEMENT FRAMEWORK Slide no. 20

 M ATRIX O RGANIZATION

Weak matrices
Many characteris)cs of a func)onal organiza)on, and the project
manager role is more of a coordinator or expediter than that of a
true project manager.
Strong matrices
Many characteris)cs of the Projec)zed organiza)on,
Can have full-)me project managers with considerable authority
Can have full-)me project administra)ve sta.
Balanced matrix organizaFon
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. 21

 C OMPOSITE O RGANIZATION
Composite OrganizaFon
Chief Execu)ve

Func)onal Manager Func)onal Manager Func)onal Manager
Managers of
Project Manager

Sta Sta Sta Project Manager

Sta Sta Sta Project Manager

Sta Sta Sta Project Manager

Project B Coordination Project A Coordination

Slide no. 22
 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. 23

 O RGANIZATION I NFLUENCE

PROJECT MANAGEMENT FRAMEWORK Slide no. 24

 PROJECT MANAGEMENT PROCESS GROUPS

Concept of PLAN-DO-CHECK-ACT cycle :

INITIATING - Authorizes the project

PLANNING - Plans the course of ac)on to achieve objec)ves
EXECUTING - Uses the resources to carry out project tasks
MONITORING & CLOSING - Measures progress to iden)fy variances
CLOSING - Formalizes SIGN O & Ensures Structured Project Closure

PROJECT MANAGEMENT FRAMEWORK Slide no. 26

 PROJECT MANAGEMENT PROCESS GROUPS

PROJECT MANAGEMENT FRAMEWORK Slide no. 27

 Project InformaFon Flow
Work performance data
The raw observa)ons and measurements.
Examples can be:
Start and nish dates of schedule ac)vi)es,
Number of change requests,
Number of defects,
Actual costs,
Actual dura)ons
Work performance informaFon
The performance data collected from various controlling processes,
Examples can be:
Status of deliverables,
Implementa)on status for change requests
Forecasted es)mates to complete.
Work performance reports
The physical or electronic representa)on, compiled in project documents.
Examples can be:
Status reports,
Memos,
Jus)ca)ons,
Informa)on notes,
Electronic dashboards,
 Project InformaFon Flow

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

Work Work Work

performance
performance
performance

data
informa)on

reports


Knowledge)
Area Initiating Planning
4.1$Develop$Project$
Integration Charter 4.2$Develop$Project$Management$Plan$
Scope 5.1)Plan)Scope)Management
5.2$Collect$Requirements
5.3$Define$Scope
5.4$Create$WBS$
Time 6.1)Plan)Schedule)Management
6.2$Define$Activities
6.3$Sequence$Activities$
6.4$Estimate$Activity$Resources
6.5$Estimate$Activity$Durations
6.6$Develop$Schedule
Cost 7.1)Plan)Cost)Management
7.2$Estimate$Costs$
7.3$Determine$Budget
Quality $8.1$Plan$Quality$Management
$8.1$Plan$Quality
$9.1)Plan)Human)Resource)Management)
HR (Develop0Human0Resource0Plan)
Communications $10.1$Plan$Communications$Management (Distribute0Information)
Risk 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
Procurement $12.1$Plan$Procurement$Management
$12.1$Plan$Procurements
13.1)Identify$
Stakeholder Stakeholders 13.2)Plan)Stakeholder)Management
Monitoring)and)
Executing Controlling Closing
$4.3$Direct$&$Manage$Project$Work) 4.4$Monitor$&$Control$
(Execution) Project$Work 4.6$Close$Project$or$Phase$
4.5$Perform$Integrated$
Change$Control$$
5.5$Validate$$(Verify)0
Scope$
5.6$Control$Scope
$6.7$Control$Schedule
$7.4$Control$Costs
$8.3)Control)Quality)
$8.2$Perform$Quality$Assurance (Perform0Quality0Control)
9.2$Acquire$Project$Team
9.3$Develop$Project$Team
9.4$Manage$Project$Team
10.2)Manage)Communications$ 10.3)Control)
Communications
11.6$(Moniter0&)0Control$
Risks
12.3$Control0(Administer)$
$12.2$Conduct$Procurements Procurements $12.4$Close$Procurements
13.3$Manage$Stakeholder$ 13.4)Control)Stakeholder)
Engagement0(Expectations) Engagement
 INITIATING
PROCESS
GROUP

Establish Project Charter

Assign a project manager
Formally authorize to start a new project or phase
Iden)fy Stakeholder and Stakeholder Strategy

PROJECT MANAGEMENT FRAMEWORK Slide no. 29

 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 nal scope
Develop schedule
Agree what quality standards will be met by the project and how
Dene project stang plan
Establish the communicaFon requirements and how it will be fullled
Iden)fy 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. 30

 EXECUTING PROCESS GROUP

Execute as per project plan

Complete work packages
Implement Approved Changes
Team building acFviFes and boost morale and eciency
Perform Quality Audits
Distribute Project Informa)on
Manage customers, team and other stakeholders
Procure required project resources

PROJECT MANAGEMENT FRAMEWORK Slide no. 31

 MONITORING &CONTROL PROCESS GROUP

Measure project performance

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

PROJECT MANAGEMENT FRAMEWORK Slide no. 32

 CLOSING PROCESS GROUP

Close Procurements.
Obtain formal Sign O from the customer
Hand over the completed deliverables
Compile lessons learnt
Measure customer sa)sfac)on
Archive project data and informa)on for future reference
Release resources

PROJECT MANAGEMENT FRAMEWORK Slide no. 33

 PROJECT MANAGEMENT PROCESS
GROUPS INTERACTION

PROJECT MANAGEMENT FRAMEWORK Slide no. 34

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 PMP P REPARATION P ROGRAM

All the Best !!!

PMI ACP | Project Managers Tool Kit | Six Sigma | PRINCE2 | ITIL| Microso@ Project
@ KnowledgeWoods ConsulFng