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Presentation on pmp exam

  1. 1. PMBOK ® Guide –Fifth Edition, Project Management Institute, Inc., 2013 PMP/CAPM EXAM Flash Summaries Original by David Geoffrey Litten PMBOK ® Guide –Fifth Edition, Project Management Institute, Inc., 2013 Adapted by MASILAMANI. R ( Essential Exam Aspects of PMBOK 6/4/201m Based on Dave Litten's Text 1
  2. 2. The PMP Exam Objectives • Initiating the project • Conducting project selection methods • Defining scope • Documenting project risks, assumptions, and constraints • Identifying perform stakeholder analysis • Developing project charter • Obtaining project charter approval 6/4/2014 Based on Dave Litten's Text 2
  3. 3. Planning the project • define and record requirements, constraints, and assumptions • identify project team and define roles and responsibilities • create the Work Breakdown Structure • develop change management plan • identify risks and defined risk strategies • obtain plan approval • conduct kick-off meeting 6/4/2014 Based on Dave Litten's Text 3
  4. 4. Executing the project executing tasks defined in project plan • ensuring common understanding and setting expectations • Implementing the procurement of project resources • managing resource allocation • implementing quality management plan • implementing approved changes • implementing approved actions and workarounds • improving team performance 6/4/2014 Based on Dave Litten's Text 4
  5. 5. Executing the project • executing tasks defined in project plan • ensure common understanding and set expectations • implement the procurement of project resources • manage resource allocation • implement quality management plan • implement approved changes • implement approved actions and workarounds • improve team performance 6/4/2014 Based on Dave Litten's Text 5
  6. 6. Monitoring and controlling the project • measure of project performance • verify and manage changes to the project • in show project deliverables conform to quality standards • monitor all risks 6/4/2014 Based on Dave Litten's Text 6
  7. 7. Closing the project • obtain final acceptance of project • obtain financial, legal, and administrative closure • release project resources • identify, document, and communicate lessons learned • create and distribute final project report • archive and retain project records • measure customer satisfaction 6/4/2014 Based on Dave Litten's Text 7
  8. 8. Professional and social responsibility • ensure individual integrity • contribute to the project management knowledge base • attain enhanced professional competence • promote interaction among stakeholders 6/4/2014 Based on Dave Litten's Text 8
  9. 9. The skills of excellence a good project manager • Communication • problem solving • budgeting • organizational • team building • team leading • negotiation and influencing 6/4/2014 Based on Dave Litten's Text 9
  10. 10. Differences between a project and an operation A project • is temporary in nature • has a definite beginning • has a definite ending date • produce – products (deliverables) – services – or results An operation • is an on-going activity • use repetitive processes • typically produce a similar result • Repeated time and time again 6/4/2014 Based on Dave Litten's Text 10
  11. 11. the project management processes • initiating • planning • executing • monitoring and controlling (Validate) • Closing (evaluate) 6/4/2014 Based on Dave Litten's Text 11
  12. 12. the 10 project management knowledge areas • integration management • scope management • time management • cost management • quality management • human resource management • communications management • risk management • procurement management, and • stakeholder management 6/4/2014 Based on Dave Litten's Text 12
  13. 13. different organizational structures and the project manager’s authority MATRIX (weak, strong & balanced) PROJECTIS ED (most authority) FUNCTION AL (least authority) 6/4/2014 Based on Dave Litten's Text 13
  14. 14. 6 needs or demands that can create a project • market need • business need • customer request • legal requirements • social needs • ecological impact, or • technological advance 6/4/2014 Based on Dave Litten's Text 14
  15. 15. the payback period • It is the time-frame it will take the organization to recoup its investment from the product of the project • The calculation involves the sum of the expected cash inflows, compared against the original investment, and • Calculate how many time periods (typically years), before the cash inflows equal the initial investment. 6/4/2014 Based on Dave Litten's Text 15
  16. 16. inputs for the develop project charter process. • project statement of work, • contract (if this is appropriate), • the project business case • the problem that it will solve • the benefit cost analysis • the enterprise environmental factors, and • the organizational process assets. 6/4/2014 Based on Dave Litten's Text 16
  17. 17. Why selection methods. • measure the value of the product or service of the project and compare this against the benefits realized • fall into two categories: 1. benefit measurement methods and • 2. mathematical models • also described as decision models, which compares different criteria, and calculation methods to calculate the value of the project. • Both are used to aid project selection & decision making. 6/4/2014 Based on Dave Litten's Text 17
  18. 18. Mathematical models 6/4/2014 Based on Dave Litten's Text 18 • are complex formulas and algorithms, also known as constrained optimization • Method of simulating real life situations with mathematical equations to forecast their future behaviour • MMMMMMMMMMMMMM
  19. 19. Mathematical Modeling • Mathematical Modeling uses the following tools: • DECISION TREE • QUEING THEORY • LINEAR PROGRAMMING etc., • linear programming requires large amounts of number crunching 6/4/2014 Based on Dave Litten's Text 19
  20. 20. Benefit measurement methods • Include.  benefit cost ratio (BCR) internal rate of return (IRR) economic value add (EVA) present value (PV) net present value (NPV) payback period return on investment (ROI)  opportunity cost, and return on invested capital (ROIC) 6/4/2014 Based on Dave Litten's Text 20
  21. 21. decisions based on NPV and IRR • Any project with an NPV greater than zero should be accepted • Any NPV less than zero should be rejected • The project with the highest IRR should be chosen • IRR is the discount rate at the point when NPV is equal to zero • IRR assumes reinvestment at the IRR rate 6/4/2014 Based on Dave Litten's Text 21
  22. 22. the project charter, its creation and purpose. • The charter – officially recognizes and acknowledges that the project exists, • It is created – during the develop project charter process and • Its purpose – to explain the business need of the project. – It names and authorizes the project manager – is signed off by the performing organizations senior management 6/4/2014 Based on Dave Litten's Text 22
  23. 23. Contents of charter • Project charter, – Contains the high-level project requirements – Provides a milestone view of the project schedule. – Will have a summary level preliminary project budget. – Used as a key input for the development of the project management plan 6/4/2014 Based on Dave Litten's Text 23
  24. 24. the purpose of the develop project management plan process. • defines, coordinates, and integrates all of the subsidiary project plans • specifies the who, what, when, where, and how of the project • the project management plan is progressively elaborated • it is developed in the first place and then refined, revisited, and updated(i.e., progressively elaborated) 6/4/2014 Based on Dave Litten's Text 24
  25. 25. purpose of the project management plan. • consists of the 15 component plans integrated together • needs to be integrated after component plans are created • describes how the project is to be • how project to be executed • what is to be monitored and controlled, and • how it is to be closed. • documents • the outputs of the planning group processes, • the level of detail will reflect the size and complexity of the project 6/4/2014 Based on Dave Litten's Text 25
  26. 26. project constraints and assumptions. constraints • restrict or dictate future actions • limit the options available to the project team • classic constraints are, – a limiting condition, circumstance or event, setting boundaries for the project process and expected – time, cost, and scope, quality requirements, risk levels assumptions • may be the underlying cause leading to risks and • should be continually monitored and checked • Classic assumptions are, – an "educated guess", a likely condition e.g., duration estimate, given conditions – circumstance or event, presumed known and true in the absence of absolute certainty 6/4/2014 Based on Dave Litten's Text 26
  27. 27. the project scope statement • provides a common understanding of the project scope • lays out the project goals and objectives, project requirements, the project products or deliverables • Lays out their quantifiable criteria, and any constraints, assumptions, and scope related risks. • is used at the end of the project to agree its successful completion, and • Therefore, objective criteria must be included for accepting the final product of the project 6/4/2014 Based on Dave Litten's Text 27
  28. 28. the work breakdown structure (WBS) • is created in the create WBS process • is a deliverable-oriented hierarchy, • is the hub of information for the project and • it uses the projects products derived from the project scope statement and • It decomposes them into logical and manageable units of work. • the lowest level of a WBS is called a work package 6/4/2014 Based on Dave Litten's Text 28
  29. 29. main inputs of WBS • the project scope statement • the requirements documentation, and • the organizational process assets (which might include templates, tools, or previous project examples) – WBS is used later to determine • the project activities • costs • risks • quality attributes, and • procurement decisions 6/4/2014 Based on Dave Litten's Text 29
  30. 30. main outputs of WBS • Decomposed WBS • WBS dictionary – providing detailed information for each WBS node • the scope baseline – represents the combination of the project scope statement, the WBS, and the WBS dictionary. – As with all baselines, • it is placed under change control as laid out within the scope management plan 6/4/2014 Based on Dave Litten's Text 30
  31. 31. the communications management plan. • lays out the communication needs of the stakeholders • uses the stakeholder register and the stakeholder management strategy document • Describes, – who should receive project communications – what those communications should be – how and to whom the communications should be sent, and – how often it will be updated 6/4/2014 Based on Dave Litten's Text 31
  32. 32. The plan quality process • Quality is planned in from the start, not inspected in • Meeting quality requirements, leads to – an increase in stakeholder satisfaction – lower costs – less rework and – an increase in productivity • The plan quality process identifies – what such quality specifications are, and – how all of those will be met. • Main outputs are – the quality management plan describing how the quality policy will be met, and – the process improvement plan which covers how quality activities will be refined and improved 6/4/2014 Based on Dave Litten's Text 32
  33. 33. cost of quality (COQ). • This is the total cost of all the work to produce the product or service of the project such that it meets the required quality standards. • The three costs of quality are. – prevention costs - those associated by creating a defect-free product, – appraisal costs - which are those associated with inspections and testing, and – failure costs - which are typically reworks costs so that the requirements are met, or failure costs wants the customer has been using the product 6/4/2014 Based on Dave Litten's Text 33
  34. 34. tools and techniques of the plan quality process • These include – cost-benefit analysis – COQ (cost of quality) – statistical process control (Control Charts) – design of experiments (DOE) – statistical sampling – Benchmarking, and – flow charting (e.g. Cause and effect diagrams) 6/4/2014 Based on Dave Litten's Text 34
  35. 35. purpose of the scope management plan • describes the process for determining the project scope and facilitates the creation of the work breakdown structure(WBS) • describes how the project product or service is to be verified and accepted, and • details how changes to scope will be managed • forms part of the project management plan 6/4/2014 Based on Dave Litten's Text 35
  36. 36. purpose of the requirements documentation • contains an understanding of what is needed to satisfy the stakeholders, • States why each requirement is important • covers both the project itself and the products to be created. • A lever on determining the project schedule, budget, quality specifications, risk factors and both human and non human resource requirements. • accompanied by the requirements management plan, describing how the requirements will be managed, and • that goes on to define the team activities needed to gather and manage the project requirements 6/4/2014 Based on Dave Litten's Text 36
  37. 37. scope tools, techniques and outputs of requirements • Inputs: the project charter, requirements documentation, and organizational process assets • Tools and techniques: product analysis, expert judgment, alternatives identification, and facilitated workshops • outputs: the project scope statement and the many project document updates. • Outputs may include the requirements documentation, the requirements traceability matrix, the stakeholder register, and changes or additions to project risk and issues. 6/4/2014 Based on Dave Litten's Text 37
  38. 38. Key quality techniques. • Phillip B. Crosby invented the zero defects practice and the quote, ‘doing it right first time’ • Joseph M Juran coined the term ‘fitness for purpose’, • W Edwards Deming was the major contributor of total quality management (TQM) • Six Sigma focuses on achieving very high levels of quality both by controlling the process and reducing defects. • Kaizen, advocated continuous improvement, constant process improvement via small changes in products or services. 6/4/2014 Based on Dave Litten's Text 38
  39. 39. risk management plan purpose and definition. • describes how you will define, monitor, and control risks throughout the project • Is created in the plan risk management process • does not define responses to individual risks • defines – what level of risk (risk appetite) is tolerable – how risk will be managed – who will be responsible for risk activities, cost and time to be allocated to risk activities – how risk will be communicated, and – how risks will be categorized (a risk breakdown structure can be helpful in achieving this) 6/4/2014 Based on Dave Litten's Text 39
  40. 40. purpose of the identify risks process • all the risks which may impact the project • understand the characteristics or nature of each. • the output is, • the risk register, • containing a list of all known risks at this time, their causes, and if possible, any responses that can be identified 6/4/2014 Based on Dave Litten's Text 40
  41. 41. the risk register and its contents • This is an output of the identify risks process • and for each risk, the following aspects should be captured: – the risk ID number – a description of the risk itself – the chosen responses – the root cause of the risk – the risk triggers – the risk owners, and – what category the risk falls into 6/4/2014 Based on Dave Litten's Text 41
  42. 42. the perform qualitative risk analysis process • For each risk, – its impact on the project will be determined, and – the probability of that particular risk occurring – This process then ranks each risk according to their impact on project objectives in rank order 6/4/2014 Based on Dave Litten's Text 42
  43. 43. the perform quantitative risk analysis process • This assigns, – A projected value to each risk, normally specified in terms of cost or time – This can be done by pre- assigning numeric probabilities to each risk and their potential impacts on the objectives of the project 6/4/2014 Based on Dave Litten's Text 43
  44. 44. the plan risk responses process • This creates the plan for how each risk will be handled • A risk may have a negative impact or it may have a positive impact (normally called an opportunity) • They are both risks because they both have uncertainty • Responses for negative risks or threats, are avoid, transfer, mitigate (reduce), or accept. • Responses for positive risks or opportunities are, exploit, share, enhance, and accept (‘Accept’ response is used in negative threats and positive impacts – it is the ‘do nothing’ option) 6/4/2014 Based on Dave Litten's Text 44
  45. 45. the plan procurements process • This determines; – which products, components or services of the project will be created internally, and which will be procured externally. – In addition the project manager must determine the most appropriate types of contracts to be used for each procurement. • The two main outputs from this process are, – the procurement management plan; defining how procurement will be conducted, and – the procurement statements of work, which explains the relevant parts of the project scope to potential Sellers to decide if they wish to bid for the working question 6/4/2014 Based on Dave Litten's Text 45
  46. 46. the contract types and their use • There are three categories of contracts: – Fixed Price contracts (lump sum contracts) • firm fixed price (FFP), • fixed price incentive fee (FPIF), and • fixed price economic price adjustment (FP-EPA) – Cost Reimbursable contracts • cost plus fixed fee (CPFF), and • cost plus incentive fee (CPIF) – time &materials contract • which is a combination of fixed and cost reimbursable contracts 6/4/2014 Based on Dave Litten's Text 46
  47. 47. the point of total assumption • This is the point within a contract where the subcontractor assumes responsibility for all additional costs, and • is therefore motivated to bring their work to a swift conclusion because they have consumed all the costs, and any further spending will be funded by them. 6/4/2014 Based on Dave Litten's Text 47
  48. 48. the outputs of the plan procurements process • the procurement management plan • the procurement statements of work • make or buy decisions, procurement documentation • the source selection criteria, and if needed, • change requests relevant to changes in procurement. 6/4/2014 Based on Dave Litten's Text 48
  49. 49. the tools and techniques of the conduct procurements process • These are bidder conferences • proposal of valuation techniques • independent estimates • expert judgment, advertising • Internet search, and • procurement negotiations 6/4/2014 Based on Dave Litten's Text 49
  50. 50. the outputs of the develop human resource plan process • This is – the human resource plan itself, and consists • roles and responsibilities • organization charts, and • the staffing management plan • The staffing management plan • explains how and when the project will be staffed, including their release, and • if appropriate, how they will be trained 6/4/2014 Based on Dave Litten's Text 50
  51. 51. the purpose of the define activities process • This takes the WBS and decomposes it into – the activity list (each one should match that to a unique work package) – it defines the activity attributes such as resources needed and – any procurement activities, and a milestone list 6/4/2014 Based on Dave Litten's Text 51
  52. 52. the tools and techniques of the sequence activities process • the project schedule network diagrams (which basically show the sequence and dependencies between each activity but do not include start or finish dates) • The main tool is the precedence diagramming method (PDM) (which is a graphical representation showing the correct order and sequence of the various project activities) • The dependencies between each activity could be: mandatory, discretionary, or external. • Activity leads and lags must also be incorporated (For similar previous projects it may be possible to use existing schedule network templates) 6/4/2014 Based on Dave Litten's Text 52
  53. 53. the purpose of the estimate activity resources process • to determine the types of resource needed (human, materials, facilities, or equipment), and • to determine how many are needed for each activity • the resource availability must also be taken into consideration, and • all of these aspects will determine the duration of each activity 6/4/2014 Based on Dave Litten's Text 53
  54. 54. the tools and techniques of the estimate activity durations process • expert judgment, • analogous estimating (top down estimating) • parametric estimating (linear extrapolation) • three-point estimates (PERT estimates), and • reserve analysis, also called contingency which consists of extra time added to an activity duration estimate 6/4/2014 Based on Dave Litten's Text 54
  55. 55. the difference between analogous estimating and bottom-up estimating • Analogous estimating, also known as top- down estimating is – the actual duration of a similar activity on a previous project used to help calculate the duration of an activity on this project – this is combined with expert judgment to determine how similar the two activities really are • Bottom-up estimating is – where an activity is decomposed into small pieces of work and these are estimated by adding them up to give a total estimate – It can be used in terms of work effort and cost and also when developing the project schedule by summing the estimates given at each activity level. 6/4/2014 Based on Dave Litten's Text 55
  56. 56. Calculate the critical path • occurs in the develop schedule process • uses forward pass, backward pass, and float calculations • determines the duration – and hence the earliest finish date, of the project • other terms used are: float, early start, late start, early finish, late finish, free float, and negative float • a critical path activity is a project activity with zero float. 6/4/2014 Based on Dave Litten's Text 56
  57. 57. three point estimates (PERT estimates) PERT estimates use three data points called, • the pessimistic estimate, • the most likely or realistic estimate, and • the optimistic estimate for each activity • We then use a weighted average technique via the formula: • pessimistic, plus 4 times the realistic, plus the optimistic estimate, and divide the result by 6 6/4/2014 Based on Dave Litten's Text 57
  58. 58. duration compression techniques • There are two techniques; crashing and fast-tracking • Crashing consists of adding extra resources to a project activity so that the work can be shared so the activity will be completed more quickly. This normally increases project costs • Fast-tracking entails reordering the sequence of activities so that some are performed in parallel. This does not normally lead to increased costs • but often increases project risk due to dependency rules being broken and multiple activities occurring at once adding risk and complexity 6/4/2014 Based on Dave Litten's Text 58
  59. 59. main output of the estimate costs process • The primary output here is the activity cost estimates describing how much it would cost to complete each activity on the project 6/4/2014 Based on Dave Litten's Text 59
  60. 60. cost performance baseline • This is another term for the project budget • it shows not just the total cost but when such costs will be incurred. • when plotted as cumulative cost, forms a characteristic S Pattern, called an S Curve. • As with all baselines, this is under change control and • is used to measure the cost performance of the project 6/4/2014 Based on Dave Litten's Text 60
  61. 61. the direct and manage project execution process • This is where the project work is performed • where the team are executing the work packages, and • the project products or deliverables are being created • For this reason, most of the budget is spent during this process 6/4/2014 Based on Dave Litten's Text 61
  62. 62. five stages of group formation. • This is Alan Tuckman’s model of team mnagement; –Forming –Storming –Norming –Performing, and –Adjoining 6/4/2014 Based on Dave Litten's Text 62
  63. 63. Maslow’s highest level of motivation • This is self-actualization and occurs, • when an individual is living and working at full potential, and • that all lower level needs have been met 6/4/2014 Based on Dave Litten's Text 63
  64. 64. The five forms of power • These help the project managers maximize their ability to influence and manage the team. • These are – reward power – expert power – legitimate or formal power – referent power, and – punishment or coercive power • The best forms of power are reward and expert with punishment as the least affective form 6/4/2014 Based on Dave Litten's Text 64
  65. 65. senders and receivers of information • Senders must ensure that their message is clear concise and complete • receivers must ensure that they understand the message correctly 6/4/2014 Based on Dave Litten's Text 65
  66. 66. six styles of conflict management These are, problem-solving collaboration compromise forcing smoothing and or withdrawal (Withdrawal is not so much a resolution to conflict but a means of avoiding it, so this is not the best method to use as the conflict is never actually resolved) 6/4/2014 Based on Dave Litten's Text 66
  67. 67. purpose of the perform quality assurance process • This process is focused on improving the activities and processes that are undertaken to achieve the project quality standards, and • should not be confused with perform quality control, which is about inspecting the product for quality or measuring defects 6/4/2014 Based on Dave Litten's Text 67
  68. 68. purpose of the monitor and control project work process • This compares actual work results to the plan and then makes appropriate adjustments to ensure that the two match. • It makes sure that both the products, and the way in which they are being produced, fall in line with the plan • it also looks at how the overall project is progressing and takes any corrective action if needed via change requests 6/4/2014 Based on Dave Litten's Text 68
  69. 69. tools and techniques of the manage project team process • These are, – observation and conversation –project performance appraisals –conflict management –the issue log, and –interpersonal skills 6/4/2014 Based on Dave Litten's Text 69
  70. 70. purpose of the manage stakeholder expectations process • This is an executing process to ensure that the project stakeholders are actively managed and kept informed • it focuses on identifying and resolving any stakeholder concerns in a timely manner 6/4/2014 Based on Dave Litten's Text 70
  71. 71. purpose of the report performance process • This process uses work performance information and work performance measurements to report back to the stakeholders on how the project is progressing against the plan and • the various baselines (scope, time, cost, and quality). • The main output is the performance report 6/4/2014 Based on Dave Litten's Text 71
  72. 72. purpose of the perform integrated change control process • This process is where you assess the change’s impact on the project • Whenever a change occurs in one area, it must be evaluated for its impact across the entire project • This process is focused on managing change to the project’s scope 6/4/2014 Based on Dave Litten's Text 72
  73. 73. purpose of a configuration management system • It describes how change requests are submitted; it includes processes for tracking the changes and their authority levels • A configuration management system must include configuration identification describing the characteristics of each product, configuration status accounting to determine the true status of each product, and • configuration verification and auditing 6/4/2014 Based on Dave Litten's Text 73
  74. 74. purpose of the control costs process • This process monitors project costs to prevent unauthorized or incorrect costs from entering the cost baseline • The focus here is on cost variance • It does this by measuring what was executed against what was planned. • If they do not match, then go on to harmonize the planned and actual costs; • this match may mean altering future plan forecasts or changing the way in which the work is being carried out 6/4/2014 Based on Dave Litten's Text 74
  75. 75. purpose of the monitor and control risks process • This is performed almost continually throughout the project because existing risks can change and new risks may arise • The main outputs here are updates to the risk register and • as a consequence may need new or modified risk responses resulting in a change to the activities within the project 6/4/2014 Based on Dave Litten's Text 75
  76. 76. define and calculate earned value • There are 13 key formulas that need to be understood and memorized • The technique continuously monitors the planned value, earned value, and actual costs expended to produce the work of the project • There are performance measures, performance indexes, and forecasting and variance analysis techniques 6/4/2014 Based on Dave Litten's Text 76
  77. 77. tools and techniques of the perform quality control process • These are, – cause and effect diagrams (Ishikawa diagrams) – control charts and Flowcharting – histograms such as a Pareto chart – run charts – scatter diagrams – statistical sampling, and – inspection 6/4/2014 Based on Dave Litten's Text 77
  78. 78. purpose of the verify scope process • This verifies that the product, service, or result of the project matches the documented scope baseline • Verify scope focuses on completeness and acceptance of the product by the appropriate stakeholders 6/4/2014 Based on Dave Litten's Text 78
  79. 79. purpose of the close project or phase process • The focus here is to ensure that the project or phase comes to a controlled shut down • This will typically create any appropriate documentation and archive it, capture the lessons learned, and ensure the contract (if any), is closed properly • The purpose of lessons learned is to document the project successes and failures, make recommendations, and is used as information learned for future projects 6/4/2014 Based on Dave Litten's Text 79
  80. 80. apply professional responsibility • The project manager should deal with issues in a direct swift, open and honest manner, and should act ethically and legally • The project manager should act with integrity by adhering to ethical standards • If in doubt, always do the right thing • Aspirational standards are those that we strive to uphold • mandatory standards establish firm requirements that must be adhered to. 6/4/2014 Based on Dave Litten's Text 80
  81. 81. Project management knowledge areas 6/4/2014 Based on Dave Litten's Text 81
  82. 82. 10 PMBOK® Guide project management knowledge areas • Project Integration management • Project Scope management • Project Time management • Project Cost management • Project Quality management • Project Human resource management • Project Communications management • Project Risk management • Project Procurement management • Project Stakeholder Management 6/4/2014 Based on Dave Litten's Text 82
  83. 83. Project Integration management processes • Develop project charter • Develop project management plan • Direct and manage project work • Monitor and control project work • Perform Integrated change control • Close project or phase 6/4/2014 Based on Dave Litten's Text 83
  84. 84. Project Integration Management • This knowledge area is concerned with identifying defining the work of the project and then combining and integrating with the appropriate processes • It also includes managing issues and change, and re-planning if required • There are two tools which fall with this process. They are earned Value management and the use of project management software such as Microsoft Project. 6/4/2014 Based on Dave Litten's Text 84
  85. 85. Project Scope management processes • Plan Scope Management • Collect Requirements • Define Scope • Create WBS • Validate Scope • Control Scope 6/4/2014 Based on Dave Litten's Text 85
  86. 86. Project Scope management • There are two aspects of Scope management; one is product Scope and the other project Scope • Product Scope covers the required features of the product and clarifies the boundaries what is not included • Project Scope is concerned with the work of the project, and again clarifies the boundaries of what is not included 6/4/2014 Based on Dave Litten's Text 86
  87. 87. Project Scope management within PMBOK will use the following PMP areas • The end-product requirement details • measurement techniques to verify those details • creating the project Scope management plan • creating the work breakdown structure • controlling changes to these processes • Project Time management 6/4/2014 Based on Dave Litten's Text 87
  88. 88. Project Time Management processes • Plan Schedule Management • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule 6/4/2014 Based on Dave Litten's Text 88
  89. 89. Project Time Management within PMBOK will use the following PMP areas • Project time management includes estimating task schedules, determining the project schedule and project completion date • It will also include monitoring and controlling a project schedule throughout the project • It is closely aligned with Project Cost Management, in particular with the Estimate Activity Resources and the Estimate Activity Durations, since it is these along with their cost implications that must be finalized before the schedule can be developed 6/4/2014 Based on Dave Litten's Text 89
  90. 90. Project Cost management processes • Plan Cost Management • Estimate Costs • Determine Budget • Control Costs 6/4/2014 Based on Dave Litten's Text 90
  91. 91. Project Cost Management within PMBOK will use the fo;;owing PMP areas • In a similar way, this knowledge area is there to estimate the resources required, and the project budget. • Resource costing is not just about people. It should also include other types of resource such as Materials, equipment, facilities, and project related services such as letting contracts. • This knowledge area has four processes 6/4/2014 Based on Dave Litten's Text 91
  92. 92. Project Quality management processes • Plan Quality Management • Perform Quality Assurance • Perform Quality Control 6/4/2014 Based on Dave Litten's Text 92
  93. 93. Project Quality Management within PMBOK will use the following PMP areas • Performing Quality Assurance. This is the act of auditing and comparing the quality requirements against the quality control measurements to check that appropriate quality standards and operational definitions are used • Compare and contrast this to: • Perform Quality Control. This is the monitoring the results of carrying out quality activities which will include the project deliverables/products and project management results such as how the project is performing against schedule and budget 6/4/2014 Based on Dave Litten's Text 93
  94. 94. Project Human resource management processes • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team 6/4/2014 Based on Dave Litten's Text 94
  95. 95. Project Human Resource Management within PMBOK will use the following PMP areas • This knowledge area is to do with managing people • It includes aspects such as acquiring the team, developing the overall team performance, and then managing that performance such as performance appraisals, leading and coaching, and resolving resource issues and optimizing the project performance • The objective here is to ensure that all human resources are used effectively, and draws upon skills such as leadership, team building, and communication 6/4/2014 Based on Dave Litten's Text 95
  96. 96. Project Communications management processes • Plan Communications Management • Manage Communications • Control Communications 6/4/2014 Based on Dave Litten's Text 96
  97. 97. Project Communications Management within PMBOK will use the following PMP areas • Communications is not just about the human kind, but includes information such as meeting management and actions, risk actions and assessments, project plans, reviews and walk-throughs, etc. • This information must be shared with all of the project stakeholders — both internal and external to the project • The Communications plan should document all of these aspects and along with other documents, be reviewed and updated as needed 6/4/2014 Based on Dave Litten's Text 97
  98. 98. Project Risk management process • Plan Risk Management • Identify Risks • Perform Qualitative Risk Analysis • Perform Quantitative Risk Analysis • Plan Risk Responses • Control risks 6/4/2014 Based on Dave Litten's Text 98
  99. 99. Project Risk Management within PMBOK will use the following PMP areas • The PMBOK Guide advises that risks include both threats and opportunities • An opportunity should also be seen as a type of risk because just like a negative threat, an opportunity also has uncertainty • Risks predict potential give negative impacts, and any actions should strive to reduce or remove these • By the same token, opportunity actions should strive to make them more probable and increase their potential positive outcomes • Put another way, opportunities should be grasped, and action taken to ensure that they are realized • Risk identification is best done during planning, and as many people should be involved as possible, so that the complete picture of risk threats and positive opportunities to the project can be identified 6/4/2014 Based on Dave Litten's Text 99
  100. 100. Project Procurement management processes • Plan Procurement Management • Conduct Procurements • Control Procurements • Close Procurements 6/4/2014 Based on Dave Litten's Text 100
  101. 101. Project Procurement Management within PMBOK will use the following PMP areas • Most projects work within a customer/supplier environment. Generally the project team are working on behalf of the customer, and suppliers are responsible for the creation of the project deliverables/products — there can be both internal suppliers and external suppliers • Project Procurement is used when it is necessary to purchase or acquire products, services, or results needed from outside the project team. This knowledge area includes contract management and change control • Activities in this knowledge area will include working with suppliers, vendors, contractors, service groups, etc. 6/4/2014 Based on Dave Litten's Text 101
  102. 102. Project Stakeholder management processes • Identify Stakeholders • Plan Stakeholder Management • Manage Stakeholder Engagement • Control Stakeholder Engagement 6/4/2014 Based on Dave Litten's Text 102
  103. 103. Project Stakeholder Management within PMBOK will use the following PMP areas • This is defined as the creation and maintenance of relationships with the aim to satisfy needs • This is done by identifying stakeholders and their needs, then going on to manage these while providing continuous communication and involvement throughout the project. 6/4/2014 Based on Dave Litten's Text 103
  104. 104. Key Difference between PMP and CAPM 1. PMP is a more higher level certification than other PM tests and enjoys unmatched reputation and acceptance over any other certificate PMI offers 2. PMP is meant for the people who already have at least 3-4 years of real project management experience and an idea what it takes to be a project manager in real world 3. point 2 is also reflected by PMI's exam strategy around PMP which is more lengthy, complex and longer than CAPM examination 4. PMP exam is takes 4 hours to complete in which you have to answer 122(61%) questions correct out of 200, in order to qualify yourself as PMP.25 questions are pre-test questions, not scored. 6/4/2014 Based on Dave Litten's Text 104
  105. 105. Key Difference between PMP and CAPM- cont. • 4. CAPM has 150 questions from which you have to answer 92 questions correctly in 3 hour examination.!00 correct answers are safe. 15 pre-test questions are randomly placed, not scored. 5. PMP examination tests every possible scenario keeping in mind that the test tackers would already face all those scenarios in real-life work 6. CAPM exam does test all the knowledge areas but keeps focuses on sections from PMBOK more heavily than the real-life scenarios 6/4/2014 Based on Dave Litten's Text 105
  106. 106. Overall guide to Preparing for the PMP®, CAPM® Certification Exam • Understanding type of questions in PMP ® , CAPM® Certification exam • Understanding PMBOK® thoroughly • Joining a Study Group • Following the PMstudy Education Process • Finding Time to study for the Exam 6/4/2014 Based on Dave Litten's Text 106
  107. 107. Filling in online application for PMP®, CAPM® Certification Exam • Filling in contact hour details • Filling in work experience details • Submitting with enough time lead for preparation 6/4/2014 Based on Dave Litten's Text 107
  108. 108. Tips on taking the PMP®, CAPM® Certification Exams • Take simulated practice tests • Be relaxed - rest before exam day • Question Answering Techniques • Take breaks to relax • Answer All Questions - what to do if you do not know an answer 6/4/2014 Based on Dave Litten's Text 108
  109. 109. Final PMP®, CAPM® Certification Exam; Information for Certified PMPs/CAPMs • Successful PMPs/CAPMs : Name in PMI Registry, getting PMP/CAPM Certificates • Successful PMPs/CAPMs : Continuing Education Requirements 6/4/2014 Based on Dave Litten's Text 109
  110. 110. Acknowledgement • David Litten • Wikipedia • PMI • Lauren S, • ConsultUSA & • PMCentresUSA • PMBoK • SRIDAYA • Dreamstime • PMStudy • DEEP FRIED BRAIN 6/4/2014 Based on Dave Litten's Text 110