A brief introduction of PMP, its processes and knowledge areas; what is the new things introduced in PMBOK 6; how it is different from PMBOK 5;

1. Project Management Professional
(PMP)
A Brief Introduction

2. What is PMP?
Project Management Professional (PMP) is an internationally recognized professional designation offered by Project Management Institute (PMI).
As of March 2018, there are 833,025 active PMP certified individuals and 286 chartered chapters across 210 countries and territories worldwide.
The exam is based on the PMI Project Management Body of Knowledge (PMBOK), and the prerequisites are:
• Secondary degree (high school diploma, associate’s degree or the global equivalent)
• 7,500 hours leading and directing projects
• 35 hours of project management education
OR
• Four-year degree
• 4,500 hours leading and directing projects
• 35 hours of project management education
• A candidate who passes the exam and meets the professional requirements is awarded the PMP certification.

3. What is a project?
• A temporary endeavour undertaken to create Unique products, services or
result.
In other way, a project may also be defined as a set of interrelated tasks to be
executed over a fixed period and within a certain cost and certain limitations.

4. Features of Project
• It has a defined beginning, end, schedule and approach
• End results have specific goals
• Use Resources like time, people, money, equipment and facilities, explicitly
allocated to the work
• Follows a planned and organized approach
• Mostly involves a team of people

5. Project vs Operation
Project Operation
Temporary Ongoing
Unique Repetitive
Ends when objectives are met Does not end even on achieving the objectives
Project Operation

6. What is project management?
As per Project Management Institute, Inc. (PMI) defines Project Management
as the application of knowledge, skills, tools and techniques to a broad range
of activities in order to meet the requirements of a particular project.
Project Management is the practice of initiating, planning, executing,
controlling and closing the work of a team to achieve specific goals and meet
specific success criteria at the specified time.

7. The project constraints
The
Project
Scope
TimeCost
Risk Quality
Resources
Project constraints are anything that
restricts or dictates the actions of the project
team.
The triple constraints i.e. time, resources
(cost), and quality (scope) - are the big
hitters, and every project has one or two, if
not all three, of the triple constraints as
a project driver.

8. The project constraints - 2
• These Triple Constraints, i.e. time, cost and scope, indicate the key factors that two out of
three define the framework of a project, and direct project managers as to where
adjustments would have to be made if one or another of those constraints became
problematic.
• These constraints can also be interpreted as “cheap, fast or good”. This means if you want
to have it cheap (low cost), and fast (short time frame), you would have to settle for limited
scope or lower quality. In the same way, if you wanted it fast and good (high quality with full
scope), then it would cost you. In the third scenario, if the project was expected to run
longer than planned, to bring it back into the desired time frame would require a
compromise on either cost (i.e. spend more money to get it done on time) or scope/quality
(i.e. reduce the scope or settle for lower quality in the form of less features or less quality
checking).

9. What is the program?
• A program is a group of related projects, subsidiary programs, and program
activities managed in a coordinated way to obtain benefits and control not
available from managing them individually.
• Program management focuses on interdependencies of projects and
describes the best approach to achieve program objectives.

10. What is a portfolio?
A portfolio is a collection of projects, programs, subsidiary portfolios, and
operations managed as a group to achieve strategic objectives.

11. Project management processes
• Every project management process produces one or more outputs from one
or more inputs by using appropriate project management tools and
techniques.
Inputs Tools & Techniques Outputs

12. Process Groups & Knowledge Areas
The Process Groups remain the same in PMBOK’s 6th edition. While, two of
the Knowledge Areas have been renamed - ‘Project Time Management’ and
‘Project Human Resource Management’ are now ‘Project Schedule Management’
and ‘Project Resource Management’ respectively.

13. Process Groups Knowledge Areas
1. Initiating Process Group 1. Project Integration Management
2. Planning Process Group 2. Project Scope Management
3. Executing Process Group 3. Project Schedule Management
4. Monitor & Controlling Process Group 4. Project Cost Management
5. Closing Process Group 5. Project Quality Management
6. Project Resource Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

14. Mapping of Project Management Process Groups to
the Knowledge Areas - 1
Process Groups
Knowledge Areas
Initiating Process
Group
Planning Process
Group
Executing Process
Group
Monitoring & Controlling
Process Group
Closing Process
Group
1. Project
Integration
Management
1.1. Develop Project Charter 1.2. Develop Project Management
Plan
1.3. Direct and Manage Project Work
1.4. Manage Project Knowledge
1.5. Monitor and Control Project
Work
1.6. Perform Integrated Change
Control
1.7. Close Project or Phase
2. Project Scope
Management
2.1. Plan Scope Management
2.2. Collect Requirements
2.3. Define Scope
2.4. Create WBS
2.5. Validate Scope
2.6. Control Scope
3. Project Schedule
Management
3.1. Plan Schedule Management
3.2. Define Activities
3.3. Sequence Activities
3.4. Estimate Activity Durations
3.5. Develop Schedule
3.6. Control Schedules
4. Project Cost
Management
4.1. Plan Cost Management
4.2. Estimate Costs
4.3. Determine Budget
4.4. Control Costs
5. Project Quality
Management
5.1. Plan Quality Management 5.2. Manage Quality 5.3. Control Quality

15. Mapping of Project Management Process Groups to
the Knowledge Areas - 1
Process Groups
Knowledge Areas
Initiating Process
Group
Planning Process
Group
Executing Process
Group
Monitoring & Controlling
Process Group
Closing Process
Group
6. Project Resource
Management
6.1. Plan Resource Management
6.2. Estimate Activity Resources
6.3. Acquire Resources
6.4. Develop Team
6.5. Manage Team
6.6. Control Resources
7. Project
Communications
Management
7.1. Plan Communications
Management
7.2. Manage Communications 7.3. Monitor Communications
8. Project Risk
Management
8.1. Plan Risk Management
8.2. Identify Risks
8.3. Perform Qualitative Risk Analysis
8.4. Perform Quantitative Risk
Analysis
8.5. Plan Risk Responses
8.6. Implement Risk Responses 8.7. Monitor Risks
9. Project
Procurement
Management
9.1. Plan Procurement Management 9.2. Conduct Procurements 9.3. Control Procurements
10. Project
Stakeholder
Management
10.1. Identify Stakeholders 10.2. Plan Stakeholder Engagement 10.3. Manage Stakeholder
Engagement
10.4. Monitor Stakeholder
Engagement

16. Process Groups & Knowledge Areas
In this way, after introduction of 3 new processes, now there are 49 processes
in total in 6th Edition of PMBOK. These 3 new processes are listed below:
1. Manage Project Knowledge (Executing Process Group & Project
Integration Management Knowledge Area)
2. Implement Risk Responses (Executing Process Group & Project Risk
Management Knowledge Area)
3. Control Resources (Monitoring and Controlling Process Group & Project
Resource Management Knowledge Area)

17. Renaming of Processes in PMBOK 6
PMBOK 5 PMBOK 6
Perform Quality Assurance Manage Quality
Plan Human Resource Management Plan Resource Management
Acquire Project Team Acquire Resources
Develop Project Team Develop Team
Manage Project Team Manage Team
Control Communications Monitor Communications
Control Risks Monitor Risks
Plan Stakeholder Management Plan Stakeholder Engagement
Control Stakeholder Engagement Monitor Stakeholder Engagement

18. Another minor changes in Processes
• In PMBOK 6, ‘Estimate Activity Resources’ is now associated with the
Project Resource Management. Earlier in PMBOK 5, it was in the Project
Schedule Management Processes. But, it is still part of the Planning Process
Group.
• The Close Procurement process has been removed and portions have now
been moved to Control Procurements and other portions to the Close
Project or Phase process in the Project Integration Management knowledge
area.

19. Tailoring
• The selection of appropriate project management processes, inputs, tools,
techniques, outputs and life cycle phases to manage a project is known as
Tailoring.
• Tailoring is necessary because each project is unique. Hence, not necessary
that all of the processes, tools and techniques defined in PMBOK® are
required in every project.

20. Project Management Office (PMO)
Following are the tasks of a PMO:
• Identifying and developing project management methodology, best practices, and standards.
• Coaching, mentoring, training, and oversight
• Coordinating communication across projects
• Managing shared resources across all projects administered by the PMO
• Monitoring compliance with project management standards, policies, procedures, and
templates by means of project audits
• Developing and managing project policies, procedures, templates, and other shared
documentation