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Professional (PMP)
Certification Study Guide
PMI Certification Materials
• To assist PMI candidates for completing the PMI
certification exam administered by the Project
Management Institute
• Content is from “A Guide To The Project
Management Body Of Knowledge” (PMBOK)
• www.pmi.org
Recurring Themes
• Historical Records – need to collect and use for
planning, estimating and risk
• Kickoff meetings are important
• Work Breakdown Structures
• Do not introduce benefits that are not stated in
requirements
• Needs of all stakeholders should be taken into account
during all projects
• Team Members must be involved in project planning
• Project Mangers must be pro-active
Chapter 1 – Introduction
• Project – temporary endeavor undertaken to
create a unique product or service
• Has a definite beginning and end and
interrelated activities
• Programs adopt new set of objectives and
continue to work; projects cease when declared
objectives have been attained
Chapter 1– Introduction
• Projects are unique – characteristics are
progressively elaborated
– Progressively: proceeding in steps
– Elaborated: worked with care and detail
• Scope of project should remain constant
even as characteristics are “progressively
elaborated”
Chapter 1 - Introduction
• Project Management: the application of
knowledge, skills, tools and techniques to project
activities in order to meet or exceed stakeholder
needs and expectations from a defined project –
balancing the following:
– Scope, time, cost, and quality
– Stakeholders’ expectations
– Requirements (needs) vs. unidentified requirements
(expectations)
Chapter 1 - Introduction
• Programs are groups of projects managed in a
coordinated way to obtain benefits not available
from managing the projects individually
• Most programs have elements of ongoing
operations
– Series of repetitive or cyclical undertakings
• Projects are often divided into “subprojects” for
more manageability
– Often contracted out to external organizations
Chapter 2 – Project Management
Context
• Project Phases are marked by the
completion of a deliverable
– Tangible, verifiable work product
– Review of deliverables and approval/denial
are “phase exits, stage gates, or kill points”
• Phases are collected into the Project Life
Cycle
– Set of defined work procedures to establish
management control
Chapter 2 – Project Management
Context
• Project Life Cycle defines:
– Technical work performed in each phase
– Who is involved in each phase
• Project Phases can overlap – “Fast Tracking”
• Common Characteristics of Project Life Cycles:
– Cost and Staffing levels are low at start and move higher
towards the end
– Probability of successfully completing project is low at beginning,
higher towards the end as project continues
– Stakeholder influence is high at the beginning and progressively
lowers as project continues
Chapter 2 – Project Management
Context
• Stakeholders: individuals and organizations
who are actively involved in the project
– Often have conflicting expectations and objectives
– In general, differences should be resolved in favor of
the customer – individual(s) or organization(s) that will
use the outcome of the project
– Stakeholder management is a proactive task
• Project Mangers must determine all stakeholders and
incorporate their needs into the project
Chapter 2 – Project Management
Context
• Stakeholders are:
– Project Managers
– Customers
– Performing Organizations, owners
– Sponsor
– Team
– Internal/External
– End User
– Society, citizens
– Others: owner, funders, supplier, contractor
Chapter 2 – Project Management
Context
• Organizational Systems: Project based vs.
Non-Project Based
– Project Based – derive revenues from performing
projects for others (consultants,
contractors),”management by projects”
– Non-Project Based – seldom have management
systems designed to support project needs
(manufacturing, financial services)
Chapter 2 – Project Management
Context
• Organizational Cultures and Styles:
– Entrepreneurial firms more likely to adopt
highly participative Project Manager – accept
higher risk/reward
– Hierarchical firms less likely to adopt
participative Project Manager – take fewer
risks
Chapter 2 – Project Management
Context
• Organizational Structures
– Functional (classical) marked by identifiable
superiors. Staff grouped by specialty .
Perceived scope of project limited by function
(Engineering, HR). Typically have part-time
Project Manager
– Projectized Organization –blend functional
and projectized characteristics. Mix cross-
department personnel with full-time Project
Manger
Chapter 2 – Project Management
Context
• Project Management Skills
– General Business Management (consistently
producing results expected by stakeholders)
– Leading (establishing direction, aligning resources,
motivating)
– Communicating (clear, unambiguous, and complete)
– Negotiating (conferring with others to reach an
agreement)
– Problem Solving (definition and decision making)
• Distinguish causes and symptoms
• Identify viable solutions
– Influencing Organization (understanding power and
politics)
Chapter 2 – Project Management
Context
• Socioeconomic Influences
– Standards – document approved that provides
common, repeated use, rules and guidelines
• Compliance is not mandatory
– Regulations – document that identifies products,
services or characteristics
• Compliance is mandatory
– Standards often become “de facto” regulations
– Internationalization
– Cultural Influences
Chapter 2 – Project Management
Context
• Organization Structure Pro’s and Con’s
– Projectized
• Efficient Organization – No “home”
• Loyalty – Lack of Professionalism
• Effective Communication – Duplication of functions, less
efficient resource usage
– Matrix
• Visible Objectives – not cost effective
• PM Control – More than 1 boss
• More support – More complex to control
• Utilize scarce resources – Tough resource allocation
• Information distribution – Competition of priorities
• Coordination – Policies & Procedures
• Home based – Potential for conflict
Chapter 2 – Project Management
Context
• Functional Organization
– Specialists – More emphasis on functions
– 1 supervisor – No career path in PM
Chapter 3 – Project Management
Processes
• Project Management requires active
management of Project Processes
– Series of actions that achieve a result
– Project Management Processes
• Describing and organizing the work
– Product-Oriented Processes
• Specifying and creating the product
Chapter 3 – Project Management
Processes
• Process Groups:
– Initiating processes: recognizing a project or phase
should begin
– Planning processes: devising and maintaining a
workable plan
– Executing processes: coordinating resources to
execute the plan
– Controlling processes: ensuring project objectives
are met; monitoring, correcting and measuring
progress
– Closing processes: formalized acceptance
Chapter 3 – Project Management
Processes
• Process Groups are linked by the results each
produces
• Process Groups are overlapping activities with
various levels of intensity
• Process Group interactions cross phases –
“rolling wave planning”
– Provides details of work to complete current phase
and provide preliminary description of work for
subsequent phases
• Individual processes have inputs, tools and
techniques, and outputs (deliverables)
Chapter 3 – Project Management
Processes
• Initiating and Planning Processes
• Committing the organization to begin
– Initiation, High-level planning, Charter
• Amount of planning proportional to the scope of
the project – Core Planning
– Scope Planning – written statement
– Scope Definition – subdividing major deliverables
into more manageable units
– Activity Definition – determine specific tasks needed
to produce project deliverables
– Activity Sequencing – plotting dependencies
Chapter 3 – Project Management
Processes
• Core Planning (continued)
– Activity Duration Estimating – determine amount of work
needed to complete the activities
– Schedule Development – analyze activity sequences, duration,
and resource requirements
– Resource Planning – identify what and how many resources
are needed to perform the activities
– Cost Estimating – develop resource and total project costs
– Cost Budgeting – allocating project estimates to individual work
items
– Project Plan Development – taking results from other planning
processes into a collective document
Chapter 3 – Project Management
Processes
• Planning/Facilitating Processes – manage the
interaction among the planning processes
– Quality Planning – standards that are relevant to the
project and determining how to meet standards
– Organizational Planning – identify, document, and
assigning project roles and responsibilities
– Staff Acquisition – obtaining the human resources
– Communications Planning – determining rules and
reporting methods to stakeholders
Chapter 3– Project Management
Processes
• Planning/Facilitating Processes (continued)
– Risk Identification – determining what is likely to
affect the project and documenting these risks
– Risk Quantification – evaluating risks and
interactions to access the possible project outcomes
– Risk Response Development – defining
enhancement steps and change control measures
– Procurement Planning – determining what to buy
and when
– Solicitation Planning – documenting product
requirements and identifying possible sources
Chapter 3– Project Management
Processes
• Planning/Facilitating Processes (continued)
– Order of events:
• Scope Statement
• Create Project Team
• Work Breakdown Structure
• WBS dictionary
• Finalize the team
• Network Diagram
• Estimate Time and Cost
• Critical Path
• Schedule
• Budget
• Procurement Plan
• Quality Plan
• Risk Identification, quantification and response development
• Change Control Plan
• Communication Plan
• Management Plan
• Final Project Plan
• Project Plan Approval
• Kick off
Chapter 3 – Project Management
Processes
• Executing Processes
– Project Plan Execution – performing the activities
– Complete Tasks/Work Packages
– Information Distribution
– Scope Verification – acceptance of project scope
– Quality Assurance – evaluating overall project
performance on a regular basis; meeting standards
– Team Development – developing team and
individual skill sets to enhance the project
– Progress Meetings
Chapter 3 – Project Management
Processes
• Executing Processes (continued)
– Information Distribution – making project
information available in a timely manner
– Solicitation – obtaining quotes, bids,
proposals as appropriate
– Source Selection – deciding on appropriate
suppliers
– Contract Administration – managing vendor
relationships
Chapter 3 – Project Management
Processes
• Controlling Processes – needed to regularly
measure project performance and to adjust
project plan
• Take preventive actions in anticipation of
possible problems
– Change Control – coordinating changes across the
entire project plan
– Scope Change Control – controlling “scope creep”
– Schedule Control – adjusting time and project
schedule of activities
Chapter 3– Project Management
Processes
• Controlling Processes (continued)
– Cost Control – managing project budget
– Quality Control – monitoring standards and
specific project results; eliminating causes of
unsatisfactory performance
– Performance Reporting – status,
forecasting, and progress reporting schedule
– Risk Response Control – responding to
changes in risk during the duration of the
project
Chapter 3 – Project Management
Processes
• Closing Processes
– Administrative Closure – generating necessary
information to formally recognize phase or project
completion
– Contract Close-out – completion and delivery of
project deliverables and resolving open issues
• Procurement Audits
• Product Verification
• Formal Acceptance
• Lessons Learned
• Update Records
• Archive Records
• Release Team
Chapter 3 – Project Management
Processes
• Overall Processes
– Influencing the organization
– Leading
– Problem Solving
– Negotiating
– Communicating
– Meetings
Chapter 3– Project Management
Processes
• Project Selection Techniques
– Comparative Approach (similar projects)
• Benefit measurement method
– Constrained Optimization (mathematical
approach)
• Key aspect of scope verification is
customer acceptance
• Only 26 % of projects succeed
Chapter 4 – Project Integration
Management
• Project Integration Management
– Ensures that the project processes are properly coordinated
– Tradeoffs between competing objectives and alternatives in
order to meet stakeholder approval
• Project Plan Development
• Project Plan Execution
• Overall Change Control
– These processes may occur repeatedly over the project duration
– Historical Records are needed to perform project management
well, they are inputs to continuous improvement
• Files
• Lessons Learned
• Actual Costs
• Time Estimates
• WBS
• Benchmarks
• Risks
Chapter 4 – Project Integration
Management
• Project Plan Development
– Uses outputs from other planning processes to create
consistent document to guide project execution and
control
– Iterated several times
– Documents planning assumptions
– Documents planning decisions that are chosen
– Facilitates communication
– Defines key management reviews
– Provides a baseline to track progress measurement
and project control
Chapter 4 – Project Integration
Management
• Project Plan Development Inputs
– Other planning outputs: primarily the planning
process outputs (WBS, base documents, application
area inputs)
– Historical information – verify assumptions, records of
past project performance
– Organizational policies – quality management,
personnel administration, Financial controls
– Constraints – factors that limit performance,
contractual provisions, budget
– Assumptions – risk factors
Chapter 4 – Project Integration
Management
• Tools & Techniques for Plan Development
– Project Planning Methodology – any structured
approach (software, templates, forms, start-up
meetings
– Stakeholder Skills & Knowledge – tap into plan
development; use expertise for reasonableness
– PMIS – Out of the box approach to support all project
aspects through closure
Chapter 4 – Project Integration
Management
• Project Plan Development Outputs
– Project Plan is a collection that changes over time as more
information about the project becomes available
– Baseline will change only in response to approved scope change
– Project Plan includes some or all of the following:
• Project Charter
• Project Management approach or strategy
• Scope statement
• Work Breakdown Structure (WBS)
• Budget, schedule, risks
• Key Staff, Major Milestones
• Change Control Plan, Management and Communications Plan
Chapter 4 – Project Integration
Management
• Project Plan Components (continued)
• Cost Estimates, scheduled start dates and responsibility
assignments
• Performance measurement baselines
• Major milestones and target dates
• Required Staff
• Risks, constraints and assumptions
• Subsidiary management plans (scope, schedule)
• Open Issues
• Pending Decisions
Chapter 4 – Project Integration
Management
• Supporting Details to the Project Plan
– Outputs from planning processes
– Technical documentation
– Business requirements, specifications, and
designs
– Relevant standards
– Additional information not previously known
Chapter 4 – Project Integration
Management
• Project Plan Execution
– Primary process for carrying out the project
plan
– Most costly aspect of project management
– Direction of organizational resources and
interfaces
Chapter 4 – Project Integration
Management
• Project Plan Execution Inputs:
– Project Plan
– Supporting Detail
– Organizational Policies
– Corrective Action – anything to bring expected
performance in line with the project plan
Chapter 4 – Project Integration
Management
• Tools & Techniques for Plan Execution
– General Management Skills
– Product Skills and Knowledge – defined as part of
planning, provided by staffing
– Work Authorization System – formal procedure for
sanctioning work to ensure completion – written or
verbal authorization
– Status review meetings – regular exchanges of
information
– Project Management Information System
– Organizational Procedures
Chapter 4 – Project Integration
Management
• Project Plan Execution Outputs
– Work results – the outcome of activities
performed is fed into the performance
reporting process
– Change Requests – expand/shrink project
scope, modify costs and schedule estimates
Chapter 4 – Project Integration
Management
• Overall Change Control
– Influencing factors that create change to ensure beneficial
results; ensure that change is beneficial
– Determining that change has occurred
– Managing actual changes as they occur
• Evaluate impact of change
• Meet with team to discuss alternatives
• Meet with management to present decision
• Change control requires
– Maintaining integrity of performance measurement baselines
(project plan)
– Ensuring changes to scope are accurately recorded
– Coordinating changes across knowledge areas (scheduling, risk,
cost, quality, etc.)
– Determine all factors that control change and pro-actively
preventing the occurrence; evaluate the impact of change
Chapter 4 – Project Integration
Management
• Inputs to Change Control
– Project Plan – baseline performance
– Performance Reports – issue tracking, risk
management
– Change Requests – orally or written,
externally or internally initiates, legally
mandated or optional
Chapter 4 – Project Integration
Management
• Change Control Tools & Techniques
– All Changes must be evaluated before a decision can
be reached
– Change Control System – collection of formal
procedures, paperwork, tracking systems, approval
levels
– Change Control Board – decision making authority
– Configuration Management – documented procedure
to apply technical and administrative direction
• ID and document functional and physical characteristics
• Control changes to these characteristics
• Record and report change and implementation status
• Audit items and system to verify requirements
Chapter 4 – Project Integration
Management
• Change Control Tools & Techniques
– Performance Measurement – earned value, plan
variance analysis
– Additional Planning – revised cost estimates, modify
activity sequences, plan adjustments
– Project Management Information System
– Change Control System may have
• Change Control Plan
• Change Control Board
• Change Control Procedures, Corrective Action plans
• Performance Statistics, Reports, Change forms
• Specification reviews, Demonstrations, Testing, Meetings
– Configuration Management
Chapter 4 – Project Integration
Management
• Change Control Outputs
– Project Plan Updates
– Corrective Actions
– Lessons Learned – variance causes and
reasoning documented for historical purposes
Chapter 4 – Project Integration
Management
• Configuration Management
– Rigorous Change Management as it relates to scope
• Subset of the change control system
• Work Authorization System
– Controls “gold plating”; defines what task is/is not
• Meetings
– Most are inefficient; keep minutes
– Status can be determined without meeting
Chapter 4 – Project Integration
Management
• Lessons Learned
– Project is not complete until a Lessons Learned is
completed
– What have we done, how can we do it better
• Technical Aspects of the project
• Project Management (WBS, plans, etc.)
• Overall Management (communications, leadership)
• Best to have whole team complete and made available
• Also called “Post – Mortem”
Chapter 4 – Project Integration
Management