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1
Welcome to PMP Exam Preparation
(Based on Guide to PMBoK 4
thEdition)
General Information
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Refreshment
No-Smoking
Copyrighted Slides
Key Contact Details
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Ground rules for this training program
On Time all the Time
Tolerance Limit - 10 Minutes / 80% of the class strength
Interactive Class
Everyone has to participate
No Criticism
Bring Highlighter
Project Management Institute
Building Professional in Project Management
Project Management Institute
Established in 1969 and headquartered outside Philadelphia, Pennsylvania USA ,the
Project Management Institute (PMI) is the world’s leading non-for-project
management professional association with over 260,000 members in more than 171
countries and 180,000 PMP’s worldwide.
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Types of Questions
Situational Questions
Questions with two or more right answers
Questions with extraneous information
Out of the blue questions
Questions where understanding is important
Questions with new approach to known topic.
FORMAT OF THE PMP EXAM
Computer based exam conducted in Prometric centers.
200 multiple choice questions to be answered within 4 hours.
Exam is preceded by a 15-minute computer tutorial on the format of the exam.
Each question has exactly one correct answer. Most people find four hours to be more than sufficient for the exam.
Out of these 200 questions, 25 questions are research questions. These are randomly placed
throughout the exam. These questions are not evaluated while computing exam results. You will only be evaluated on the basis of 175 questions.
On clicking the final submission button, the system will compute the results immediately and provide you with the Pass or Fail message. Do not forget to collect the result-sheet from the Examination center invigilator/coordinator
To pass the PMP examination, you must answer a minimum of 106 of the 175 scored questions correctly. Immediately on completion of the exam, the Prometric center will give you the provisional mark-sheet. The mark-sheet will give the breakup of the score by Process Area.
There is no negative marking in the exam. Unanswered questions are treated as wrong questions.
After clearing the exam, you will receive the PMP certificate by mail within 2 months. Examination scores are confidential.
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7
Distribution of Questions by Process Group in the PMP
Exam
Topics
Percentage of
Questions
Initiation
11%
Planning
23%
Executing
27%
Monitoring &
Controlling
21%
Closing
9%
Professional & Social
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Introduction
Trying to manage a project without
project management is like trying to
play a football game without a game
plan.
Advantages of Using Formal Project Management
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
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What is a Project ?
A Project is a temporary endeavor undertaken to create a
unique, product, service, or result.
Temporary endeavor with a beginning and an end.
Creates unique product, service or result.
Is Progressively Elaborated.
Distinguishing characteristics of each unique project will be
Another definition of a Project
"A project is a finite endeavor - having specific start and
completion dates - undertaken to create a unique product or
service which brings about beneficial change or added value.
This finite characteristic of projects stands in sharp contrast to
processes, or operations, which are permanent or
semi-permanent functional work to repetitively produce the same
product or service." -- Wikipedia
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What is Project Management?
The application of knowledge, skills, tools and technique to
project activities to meet project requirements
Project Management is accomplished through the application and
integration of the processes such as
Initiating
Planning
Executing
Monitoring and Controlling
Closing
Managing Projects
The Project Manager is the person responsible for
accomplishing the project objectives.
Managing a project includes:
Identifying requirements.
Establishing clear and achievable objectives.
Balancing the competing demand of quality, scope, time and cost.
Adapting the specifications, plans, and approach to the different
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Organizational / Managerial Approach
Management by Objective
Management by Objectives (MBO) is a process of agreeing
upon
objectives
within an organization so that
management
and
employees
agree to the objectives and understand what
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Organizational / Managerial Approach
The essence of MBO is participative goal setting, choosing
course of actions and decision making. An important part of
the MBO is the measurement and the comparison of the
employee’s actual performance with the standards set.
Ideally, when employees themselves have been involved with
the goal setting and the choosing the course of action to be
followed by them, they are more likely to fulfill their
Organizational / Managerial Approach
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Organizational / Managerial Approach
Project management is the
discipline
of
planning
,
organizing
,
and
managing
resources
to bring about the successful
completion of specific project goals and objectives. It is
sometimes conflated with
program management
, however
technically a program is actually a higher level construct: a
group of related and somehow interdependent projects
Areas of Expertise
Generally accepted as Good Practice
1. Project life cycle definition
2. Five project management process Groups 3. Nine Knowledge areas
•Functional departments & supporting disciplines •Technical elements
•Management specialization •Industry Groups
•Cultural and social environment •International and political environment •Physical environment
Planning, Organizing, Staffing, Executing & Controlling
Effective communication Influencing the organization Leadership Motivation Negotiating and conflict management Problem solving
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Project Management Context
Program Management
Portfolio Management
Programs and Program Management
A Program is a group of related projects.
Management is coordinated because:
they may use the same resources,
the results of one project feed into another, or
they are parts of a larger "project that has been broken down to smaller
projects".
ADVANTAGES
Decreased risk
Economies of Scale
Improved Management
Programs may include elements
of related work outside of the scope
of the discrete projects in the program.
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23
Portfolios and Portfolio Management
A Portfolio is a collection of projects or programs
and
other work that are grouped together to facilitate effective
management of that work to meet strategic business
objectives.
The projects or programs in the portfolio may not
necessarily be interdependent or directly related.
Portfolios and Portfolio Management
Portfolio Management
Program Management
Portfolio - A suite of Programs and
Projects managed to optimize
Enterprise Value
Program - A structured grouping
of projects designed to produce
clearly identified business value
Project – A structured set of
activities undertaken to deliver a
defined capability based on an
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Project, Program and Portfolio Management
25
Projects
Programs
Portfolios
Scope
Have defined
objectives. Scope is
progressively
elaborated.
Programs have larger
scope and provide
more significant
benefits
Have business
scope that changes
with strategic goals
of organization
Change
Project Managers
expect change and
implement processes to
keep change managed
and controlled
Program Manager
must expect change
from both inside and
outside the program
and be prepared to
manage it
Portfolio managers
continually monitor
changes in the
broad environment
Planning
Project Managers
progressively elaborate
high-level information
into detailed plans
throughout the project
life cycle
Program Managers
develop the overall
program plan and
create high-level plans
to guide detailed
planning at the
component level
Portfolio Managers
create and
maintain necessary
processes and
communication
relative to the
aggregate portfolio
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26
Projects
Programs
Portfolios
Managemen
t
Project Managers
manage the project
team to meet the
project objectives
Program Managers manage
the program staff and the
project managers; they
provide vision and overall
leadership
Portfolio managers
may manage or
coordinate portfolio
management staff
Success
Success is
measured by
product and project
quality, timeliness,
cost effectiveness
and degree of
customer
satisfaction
Success is measured by
degree to which program
satisfies the needs and
benefits for which it was
undertaken
Success is
measured in terms
of aggregate
performance of
portfolio
components
Monitoring Monitoring and
Controlling of the
work of producing
the project’s
Program Managers monitor
progress of program
components to ensure
overall goals, schedules,
Portfolio Managers
monitor aggregate
performance and
value indicators
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27
Projects are frequently divided into more manageable
components or subprojects.
Subproject are often contracted to an external enterprise or to
another functional unit in the performing organization.
Sub projects can be referred to as projects and managed as such.
Project Management Office (PMO)
An organizational entity that centralizes and coordinates the
management of projects.
Responsibility of a PMO can range from providing project
management support functions to actually being responsible
for the direct management of a project.
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Functions of a PMO
A PMO performs a number of functions that may include but are not limited to:
Managing shared resources across projects
Project Management Process/Methodology: Develop and implement a consistent
and standardized process.
Coaching, mentoring, training and oversight
Developing and managing project policies, procedures, templates and other shared
documentation (Organizational Process Assets)
Monitoring compliance with PM standards, policies, procedures and templates
Home for project managers: In some cases, maintain a
centralized office from which project managers are loaned out to
work on projects.
Project management software tools: Select and maintain project
management tools for use by employees. Also manage the Project
Management Knowledge base.
Portfolio management: Establish a staff of program managers who
can manage multiple projects that are related, such as infrastructure
technologies, desktop applications and so on, and allocate
resources accordingly.
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Authority of PMO
Manage the interdependencies between projects
Help provide resources
Terminate projects
Help gather lessons learned and make them available to other projects
Provide templates
Provide guidance
Provide enterprise project management software
Be more heavily involved during project initiating than later in the
Differences
between role of a Project Managers
and PMO
Project manager focuses on the specified project objectives ,
while the PMO manages major program scope changes which
may be seen as potential opportunities to better achieve
business objectives
The project manager controls the assigned project resources
to best meet project objectives while the PMO optimizes the
use of shared organizational resources across all the projects
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Making PMO Work
The role of the PMO must be clearly defined.
Preferably all those who are in the PMO must be qualified on
Project Management e.g. PMP certified.
The commitment of executive (top) management is required.
The PMO will not improve your project performance without
the use of proper project management processes and
technique. So professional project management must be
encouraged.
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35
Session Objective
2.1 The Project Life Cycle - Overview
2.2 Projects vs. Operational Work
2.3 Project Stakeholders
2.1 The Project Life Cycle
All projects are divided into phases, and all projects, large or
small, have a similar life cycle structure.
At a minimum, project will have a beginning or initiation
phase, an intermediate phase or phases, and an ending
phase.
All the collective phases the project progresses through in
concert are called the project life cycle.
Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Startup
IT Project: Requirement -> Design -> Program -> Test -> Implement
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Handoffs
Project phases evolve through the life cycle in a series of
phases sequences called handoffs, or technical transfers. The
end of one phase sequence may mark the beginning of the
next.
The completion of one phase does not automatically
signals the beginning of next phase.
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Phase Completion
You will recognize phase completion because each phase
has a specific
deliverable
, or multiple deliverables, that
marks the end of the phase.
A deliverable is an output that must be produced,
reviewed, and approved to bring the phase or project to completion.
Deliverables are tangible and can be measured and easily proved.
A Guide to the PMBOK states that phase ending reviews are also known
by a new other names: Phase Exits, Phase Gates, or Kill Points.
Phase-to-Phase Relationships
There are three basic types of phase – to – phase relationships :
A Sequential relationship : where a phase can only start once the previous phase is complete
An Overlapping relationship : where the phase starts prior to completion of the previous one
(Fastracking ). Overlapping phase may increase risk and can result in rework .
An Iterative relationship : where only one phase is planned at any given time and the planning for
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More on Project Phases
In early phases of a project life cycle:
Resource needs are usually lowest
The level of uncertainty (risk) is highest
Project stakeholders have the greatest opportunity to influence the project
In middle phases of a project life cycle:
The certainty of completing a project improves
More resources are needed
The final phase of a project life cycle focuses on:
Ensuring that project requirements were met
The sponsor approves completion of the project
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Typical Construction Life Cycle
P
er
ce
nt
ag
e
C
om
pl
et
e
Feasibility Planning & Designing
Production Turnover and Start-up Project “GO” decision Major Contracts Let Installation Substantially complete Full Operation 100%
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2.2 Project vs. Operational Work
• Attains its objectives and terminates
• Create own character, organization, and goals
• Catalyst for change
• Unique product or services
• Heterogeneous teams
• Definite Start and end date
Projects
• Producing a News letter
• Writing and publishing a book
• Implementing a LAN
• Hiring a sales man
• Arrange for a conference
• Opening for a new shop
• Arranging a Music Concert
Examples
•Sustains the business
• Semi-permanent charter, organization,
and goals
• Maintain status quo
• Standard product or services
• Homogeneous teams
• Ongoing
Operations
• Responding to customers requests
• Writing a letter to a Prospect
• Hooking up a Printer to a computer
• Meeting with an employee
• Attending a conference
• Running a shop
• Writing a progress update memo
2.3 Projects and Strategic Planning
Projects are means of organizing activities that cannot be
addressed within the organizations normal operational limits.
Projects are typically authorized as a result of one or more of
the following strategic considerations:
A Market Demand & Organizational Need
A Customer Request
A Technological Advancement
A Legal Requirement
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2.4 Project Stakeholders
A stakeholder is someone whose interest may be positively or
negatively impacted by the project.
Key stakeholders
The project manager
Customer
Performing organization
Project Team
Project Management Team
Sponsor
Influencers
Key Stakeholders
Sponsor
Person or group that provides the financial
resources for the project
Portfolio Managers/Portfolio Review Board
Managers responsible for the high-level
governance of a collection of projects or
programs
Program Managers
Managers responsible for managing related
projects in a coordinated way to obtain
benefits and control not available from
managing them individually
Project Management Office
It has direct or indirect responsibility for
the outcome of the project
Project Managers
Manages the Project
Project team members
Group performing the project’s work
Functional (Department/Unit) Managers
Key individuals playing a
management role within a
functional area of the business
Operations Management
Individuals who have a
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Key Stakeholders
Influencers
Due to an individual's position can
influence positively or negatively
Sellers/Business Partners
External companies that enter into
a contract
Customer
Purchases the product or service
User
Uses the product or services
Performing Organization
Whose employees are most directly
involved in doing the project’s work
Relationship between Stakeholders and the Project
Page 24
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51
What we do with the Stakeholders ?
Identify ALL of them
Determine ALL of their requirements
Determine their expectations
Communicate with them
Manage their influence
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Organizational Influence
Projects are typically part of an organization that is larger than
the project.
The maturity of the organization with respect to its project
management system, culture, style, organizational structure
and project management office can also influence the project.
Organizational Systems
Organizational Cultures and Styles
Organizational Structure
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Organizational System
Project-based organizations are those whose operations
consist primarily of projects. These organizational falls into
two categories:
Organizations that derive their revenue primarily from performing
projects for others under contract - architectural firms, engineering
firms, consultants, construction contractors, and government
contractors.
Organizational Cultures and Styles
These cultures are reflected in numerous factors:
Shared values, norms, beliefs, and expectations
Policies and procedures
View of authority relationships
Work ethics and work hours
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Organizational Structure
The structure of the performing organization often constraints
the availability of resources in a spectrum from Functional to
Projectized, with a variety of matrix structure in between.
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Functional Organization - Key Points
The organization is grouped by areas of specialization within
different functional areas.
Projects generally occur within a single department.
Information required from other department will be routed
through departmental heads.
Team members complete project work in addition to normal
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Projectized Organization – Key Points
The entire company is organized by projects.
The project manager has control of projects.
Personnel are assigned and report to a project manager.
Team members complete only project work and when its over
they don't have HOME.
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Weak Matrix - Key Points
Two Bosses
Team members reports to Project Manager and Functional Manager
Team members do project work in addition to normal departmental
work
Power rests with functional manager
Project Manager plays a role of:
Project Expediter: Cannot take decision. Staff assistant and
Communication coordinator.
Project Coordinator: Similar to Project Expeditor except has some power
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Balanced Matrix Organization - Key Points
Two Bosses
Team members reports to Project Manager and Functional
Manager
Team members do project work in addition to normal
departmental work
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Strong Matrix – Key Points
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Advantages & Disadvantages
Functional
Advantages
Disadvantages
Clear career paths in
specialization areas
Team members report
to one supervisor
Easier specialist
management
More than one boss
for project team
members
Resource allocation is
challenging
Potential for conflict
between functional and
project managers
Matrix
Advantages
Disadvantages
Improved project
manager control over
resources
Project objectives are
supported in the
organization
More support from
functional organization
More than one boss
for project team
members
Resource allocation is
challenging
Potential for conflict
between functional and
project managers
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Advantages & Disadvantages
(Cont..)
Projectized
Advantages
Disadvantages
Efficient project organization
Project loyalty
Simplified communications
Lack of professionalism in
specialization areas
No “home” when projects are
completed
Duplication of facilities and job
functions
Project Management System
The project management system is the set of tools,
techniques, methodologies, resources, and procedures used
to manage a project.
If a PMO exists in the performing organization, one of the
functions of the PMO would typically be to manage the project
management system, in order to ensure consistency in
application and continuity on the various projects being
performed.
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Project Management Processes for a Project
Unit 1Session Objective
3.1 Project Management Processes
3.2 Project Management Process Groups
3.3 Process Interactions
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Processes for a Project
Recall the definition of Project Management !
Project Management is accomplished through processes.
It uses Project Management Knowledge, Skills, Tools & Technique
It receives Inputs and generates Outputs
Select appropriate processes within the PM process group that are
required to meet the project objectives
Use a defined approach to adapt the product specifications and plans to
meet project and product requirements.
Comply with Stakeholders needs, wants and expectations.
What is a process ?
A Process is a set of interrelated actions and activities that
are performed to achieve a pre-specified set of products,
results, or services.
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Tailoring
Project Managers and their teams are advised to carefully
consider addressing each process and its constituent inputs
and outputs.
The project manager and project team are responsible for determining which
processes within each process group are appropriate for the project you're working on.
This is called Tailoring.
Project Management Processes
Based on Plan-do-check-act cycle (as defined by Shewhart
and modified by Deming)
The application of the project management processes to a project is iterative and many processes are
repeated and revised during the Project.
Initiating = Start the cycle
Planning = Plan
Executing = Do
Monitoring & Controlling = Check and Act
Closing = Ends the Cycle
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3.2 Project Management Process Groups
The project life cycle describes what you need to do the work,
the project management process describes what you need to
do to manage the project. It includes:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Project Management Process Group Triangle
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