PMP Exam Preparation

Samer Zawaydeh, PMP

INTRODUCTION

Training Course Goal

Provide Project Managers with the right knowledge,

tools and techniques to further pass PMIs - PMP
Exam on their first try.

Ground Rules

PMI

The Project
Management
Institute
www.pmi.org

The PMBOK
Project management body of knowledge.
Approved by ANSI as PM reference.
Reference manual for PM professionals.
Basis for certification examination.
Introduction to 9 PM knowledge areas.

Course Overview
Introduction
Project Management Framework
Project Initiation
Project Planning
Project Executing
Project Monitoring and Control
Project Closing

Module 1

PROJECT MANAGEMENT
FRAMEWORK

Keywords
Project, Program, Portfolio, PMO, OPM3, Operational

Works, Tight Matrix, Objectives, Management By

Objectives
Organizational Structure
Stakeholders Management
Project Life Cycle & Product Life Cycle
Project Constraints
Lessons Learned
Project Expediter & Project Coordinator

DEFINITIONS

What is a Project ?

A temporary endeavor undertaken to

create a unique product, service, or
result.

Project vs. Operations

OPERATION
PEOJEC
S
T Similarities
Consume Resources
Constrained
Planned, Executed and Controlled

Differences
Unique
Temporary

Repetitive
Ongoing

Exercise: Project or Not...

Project
X corp. builds an
online solution

Not

O
R

Daily upkeep of online

database

Preparation for opening

ceremony of word cup 2006

Electricity generation by
utility companies

E-government launching
services online

Regular updating of online

information

Building the Four Seasons

Hotel

Catering at the Four

Seasons Hotel

Upgrading the water system

Monitoring performance of
water system

Competing Demands & Triple

Constraint
The triple
Constraint

Scope

Qualit
y

st
Co

e
m
Ti
Competing demands are: Scope, Cost, Time,

Quality.
They can include resources and risk

What is Project Management?

The application of knowledge, skills, tools, and techniques to

project activities to meet the project requirements.

Accomplished though not only the application but also the

integration of the project management processes.

Includes:

Identifying requirements.

Establishing clear and achievable objectives.

Adapting specs, plans, and approach to the different concerns and

expectations of the various stakeholders.

Organizational Project Management

The systematic management of business and its processes

in alignment with achievement of strategic goals.

The purpose of the Organizational Project Management

Model is to enhance an organization's ability to implement
organization strategy through successful delivery of project.

Project, Program, Portfolio Interactions

Strategy

Busines
Level
s Plan

Portfol
Portfol
Benefit
Level
io
io

Progra
m

Projec
t

Portfol
io

Progra
m

Delivery Level

Projec
t

Projec
t

Projec
t

Projec
t

Relate
d Work

Program Management

A program is a group of related projects managed in a

coordinated way to obtain benefits and control that cannot
be achieved from managing them individually.

Juggling Work!
Project management is like
juggling three balls - time, cost
and quality.
Program management is like a
troupe of circus performers
standing in a circle, each jugglingthree balls and swapping balls
from time to time.

Portfolio Management

A portfolio represents a collection of active programs,

projects and other work undertaken at a specific point in
time to help the organization reach strategic objectives.

Portfolio management, therefore, is the centralized

management of one or more portfolios in order to achieve
specific strategic business objectives.

What does the word Maturity means to you?

The period of time in your life after your physical growth

has stopped and you are fully developed

The state of quality of being fully grown or developed

Organizational Maturity

1.
2.
3.
4.
5.

It is the measurement that shows the organizational

capabilities to:
Sets its strategic direction
Creates plans to fulfill those objectives
Hires, retains, and creates needed tools, processes,
procedures and competencies to achieve the objectives
Continuously improves the process and its internal
capabilities to reach better objectives
Responds to external changes and aligns its business

What is OPM3?

Provides a way to understand organizational project

management

Measure the organizations maturity against a

comprehensive and broad-based set or organizational
project management Best Practices

Helps organizations wishing to increase their organizational

project management maturity to plan for improvement

Maturity State

Portfoli
o
Progra
m

Project
Standardize

Measure

Control

Improve

Project Portfolio Life Cycle

Project 1-1
ID - Cost Duration

Org. Vision,
Mission,
Strategic
Objectives

Portfolio A
ID - Cost Duration

Program 1
ID - Cost - Time

Project 1-2
ID - Cost Duration

Project 2
ID - Cost Duration

Project 1-3
ID - Cost Duration

Project 3
ID - Cost Duration

Org. Business
Plan
ID -Time - Cost

Portfolio B
ID - Cost Duration

Project 4
ID - Cost Duration
Project 5
ID - Cost Duration

Sub - Project
1
ID - Cost Duration
Sub - Project
2
ID - Cost Duration

3-

3-

Project Management Office

An organizational body or entity assigned
various responsibilities related to the
centralized and coordinated management
of projects.

Project Stakeholders

Person or organization (e.g., customer, sponsor, performing

organization, or the public) that is actively involved in the project,
or whose interests may be positively or negatively affected by
execution or completion of the project.

Their level of responsibility and authority vary and might overlap.

Figure: Stakeholders
Customer
(multi)
Project
Team
Members

Business
Partner

PM
Team

PMO

Org

In fluencers

Supplier

Project
Sponsor

Senior
Mgt

Managing Stakeholders Expectation

Different stakeholders have different or conflicting objectives.

One of the major challenges of project management.

PROJECT MANAGER

Project Manager

Responsible for managing the project.

Assigned as early as feasible, before planning and preferably

during charter development.

Must have the authority and accountability.

Must be proactive.

Must have professional responsibility.

Has direct authority over project, not necessarily resources.

Dose not have to be a technical expert.

Functions of the Project Manager

1.

Management functions.

2.

Interface management.

3.

Integration management.

1. Management Functions

Planning.

Organizing.

Leading.

Controlling.

2. Interface Management

Identifying, documenting, scheduling, communicating, and

monitoring interfaces related to the product and the project.

Important part of the project mangers job.

3. Integration Management

Integration of project team into one functional unit to achieve

project objectives.

Integration Activities

Develop integrated work breakdown structure, schedule, and

budget.

Review and update project plan.

Assure adherence to project plan.

Resolve conflict.

Remove roadblocks.

Set priorities.

Maintain communication links.

Project Manger Skills

Leadership

Team building

Conflict resolution

Planning.

Organization.

Communication.

Negotiation.

Decision making.

Project management competence.

Business management competence .

Understanding of project environment.

Understanding of project technology.

Project Manger Personal Characteristics

Flexibility.

Initiative and Leadership.

Confidence.

Effective Communication.

Creativity.

Generalist.

Well Organized.

Decision Maker.

Honesty and Integrity.

Project Manager Role

Primary responsibility over project, not necessarily resources.

Dose not have to be a technical expert.

Leads and directs planning efforts.

Assists in project execution.

Maintains project control.

Project Manager vs. Technical Expert

Teach

80%
Technical
20% Human
Relations &
Management

le
Ro g
n
a
h
C
e

PM

20%
Technical
80% Human
Relations &
Management

If you are deeply involved in solving technical

problems, who is managing the project?

PROJECT LIFE CYCLE

Project Life Cycle

The collection of project phases the project team
will follow in order to produce the product of the
project,
It varies from one industry to the other.

The Project Lifecycle

Defines the beginning and end of a project.
Defines the phases that connect the project beginning to
its end.
Helps project manager determine if feasibility study is
part of project.
Determines transitional actions at the beginning and end
of the project.
Determines transitional actions (handoffs) between
phases.

Project Lifecycle Characteristics

Defines:
- Technical work undertaken for each phase of
the project.
- When deliverables to be generated.
- Who should be involved in each phase.
- How to control and approve each phase.
Helps link the project to the ongoing operations of
the organization.
Varies by organization / industry.

What a process?

A set of interrelated actions and activities performed to achieve a

specified set of projects, results, or services.

Project Processes

Project management processes.

Product oriented processes.

Both interact and overlap throughout the project.

Integration requires each product and project related process to be

aligned and connected with other processes.

Project Management Processes

Aggregated into five groups:

- Initiating.
- Planning.
- Executing.
- Monitoring and Controlling.
- Closing

All Processes overlap and interact when applied on actual

projects.

Process Groups Interact in a Project

Initiati
on
Level of
Proces
Process
s
Interaction
Group

Execution
Planning
& Monitoring
Process
Process
Control ProcessClosing
Group Group
Process
Group
Group

The Project Through its Life Cycle

The Project Through its Life Cycle

Project Management Process Groups

&Monitoring
Controlling Processes
Planning
Processes

Initiation
Processes

Closing
Processes

Execution
Processes

Project Management Processes

Inputs

Tool &
Techniqu
es

Outputs

Project Management Knowledge Areas

Project
Project
Project
Project
Project
Project
Project
Project
Project

Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resources Management
Communication Management
Risk Management
Procurement Management

Recurring ITTOs
Input, Tool & Technique, and Output (ITTO)

Lessons Learned
Expert Judgment,
Requested Changes,
Updated Project Documents,
Assumptions and Constraints,
Enterprise Environmental Factors,
Organizational Process Assets.

Enterprise Environmental Factors

The internal and external environmental factors
surrounding and/or influencing the project
negatively or positively.
Are Inputs to most of the Project Management
Processes.
Can be categorized into Internal and External

Enterprise Environmental Factors

External:
Government or industry standards.
Market conditions.
Political Climate.
Internal:
Infrastructure.
Human resources.
Project management information systems.

Organizational Process Assets

Include all process related assets in addition to
the organizations knowledge bases
Input to most of the project management
processes
Outputs of many processes may include updating
or adding to these process assets
Can be categorized into Processes and
Procedures, and Corporate Knowledge Base

Sequential Phases

Phase 1

Phase 2

Phase 4

Phase 3

Overlapping Phases

Phase 1
Phase 2
Phase 3
Phase 4

Iterative Phases/ Spiral Model

Phas
e1

Phas
e2

Phas
e4

Phas
e3

Remember!
Project Life Cycle is NOT a Project Management
Process,
Project Life Cycle is NOT a Project Phase.
Project Phase is a division within the same project
to improve control.

Project Governance
provides comprehensive and consistent
method of controlling the project all over
its life cycle to ensure meeting the project
objectives.
Examples:
Phase structure,
Phase-end review.

Organizational Governance
Is the set of authorities, processes, and
procedures guiding strategic and key operational
decisions made for the enterprise.
It clarifies relationships and responsibilities
among the entities making up the enterprise.

ORGANIZATIONAL INFLUENCE

Organizational Influence
Different types of organization structure exert
different influences on project teams and project
managers.
Certain structures are in favor of project work,
others are against it.

Functional Organization

Advantages
Clear
Authority
Career
Development
Controlled

Disadvantag
es
Poor
Coordination
No Project
Accountability
High Politics

(Matrix) Organization

Matrix has type, Strong, weak, and balanced

In the weak matrix: no project manager ..all
are staff.. Project manager is an expediter or
coordinator. Close to functional.
The Balanced matrix is as the slide shows
The strong matrix, there is one unit called
Manager of Project Managers (could be a
PMO), where it contains a pool of project
managers to be assigned on any project.

Balanced Matrix (Matrix) Organization

Project Coordination

Balanced Matrix (Matrix) Organization

Disadvantages
Advantages
Project Manager
Assigned.
Communication
and Coordination
Visible Project
Objectives

Two Bosses
Competition of
Priorities
Hard to Control
Tough Resource
Allocation

Projectized Organization
Resources pool, and a project team is
composed for each initiated project.
This is typical in service oriented organizations,
small organizations (as if they were large, there
wont be sharing)
Project managers have great deal of
independence.
Departments either report directly to the
projects manager or provide support to other
projects.

Projectized Organization

Projectized Organization

Disadvantage
s
Advantages
Effective
Communication
Project Driven
Coordination
More focused

High Risk
Poor Resource
Utilization
No Home

Composite Organization
This is a combination. Like most organizations.
Team created to handle a critical project,

Composite Organization

Organizational Influence on Projects

The more towards projectized, the more better for

project management

Organizational Influence on Projects

Remember
Tight Matrix: Keeping project team in same
room or project office
Project Coordinator reports to a higher level
managers and have authority to make some
decisions, while project expediter has no
authority to make decisions
In Functional Org. Project Manager has the least
support and little authority
In Projectized Org. the project manager have the
most power

Summary: PM Framework
Initiation
Integration
Scope
Time
Cost
Quality
HR
Communicatio
n
Risk
Procurement

Planning

Execution

Control

Closure

I N I T I AT E Y O U R P R O J E C T

Reference
PMBOK 5th Edition
Project Management Framework
Section One
Page 1 - 32