3. • Introduction
• Module One: Creating A High-performing Team
• Module Two: Starting The Project
• Module Three: Doing The Work
• Module Four: Keep Your Team On Track
• Module Five: Keep The Business In Mind
Contents
4. Creating a High-Performing Team
• Building a Teams
• Define Team Ground Rules
• Negotiate Project Agreements
• Empower Team Members and Stakeholders
• Train Team Members and Stakeholders
• Engage and Support Virtual Teams
• Build a Shared Understanding about a Project
Module
One
5. Starting the Project
• Determine Appropriate Project Methodology/Methods
and Practices
• Plan and Manage Scope
• Plan and Manage Budget and Resources
• Plan and Manage Schedule
• Plan and Manage Quality of Products/Deliverables
• Integrate Project Planning Activities
• Plan and Manage Procurement
• Establish Project Governance Structure
• Plan and Manage Project/Phase Closure
Module 2
6. Doing the Work
• Assess and Manage Risks
• Execute Project to Deliver Business Value
• Manage Communications
• Engage Stakeholders
• Create Project Artifacts
• Manage Project Changes
• Manage Project Issues
• Ensure Knowledge Transfer to Project Continuity
Module 3
7. Module 4
Keep Your Team on Track
• Lead a Team
• Support Team Performance
• Address and Remove Impediments Obstacles, and
Blockers
• Manage Conflict
• Collaborate with Stakeholders
• Mentor Relevant Stakeholders
• Apply Emotional Intelligence to Promote Team
Performance
8. Keep The Business in Mind
• Manage Compliance Requirements
• Evaluate and Deliver Project Benefits and Value
• Evaluate and Address Internal and External
Business Environment Changes
• Support Organizational Change
• Employ Continuous Process Improvement
Module 5
9. PMP Exam 2022
• PMP Exam 202 Contents
• How to Study?
• Project and Project Management
11. PMP Exam Changes in January 2021:
What will be Different?
The exam is still based on the PMBOK® Guide Sixth Edition.
Two factors lead to changes in the PMP Exam:
(1) updates to the PMBOK® Guide, and (2) changes in the PMP
Examination Content Outline.
The PMP Examination Content Outline (ECO) only changes when PMI
commissions a Role Delineation Study (RDS).
These exam changes are the result of the recent RDS and 2019 ECO
changes.
More about PMP Exam 2021
12. What is changing on the exam?
• The new PMP Exam Content Outline includes two changes that will have a significant
impact on the PMP Exam. First, the ECO states that half the questions will represent
predictive project management approaches and the other half will represent agile or
hybrid approaches. Second, the domains and their related tasks have changed.
• The 2015 ECO organizes the questions by the 5, familiar domains (Process Groups).
• The 2019 ECO groups the questions by 3 domains.
21. Read the Project Management Professional (PMP) Credentials Handbook.
Project Management Professional (PMP) Credentials Handbook is published by PMI and it has the details of
taking the PMP exam to become a certified project manager.
Check the eligibility criteria for becoming certified PMP
For Example: If you have your high school and graduation certificates, then you have a minimum of 5 yrs (60
months) of unique project management experience which is normally ingrained in life.
Become a PMI Member & Member of your local PMI Chapter
You will get an idea of the costs involved and also a substantial discount on the PMP exam. Most chapters
offer PMP Prep Workshops by becoming a member of your local PMI Chapter.
How to become a certified PMP
22. How to become a certified PMP
Sign up for the PMP exam
You can go to https://certification.pmi.org to sign up for the exam.. Fill the online credential application and
submit it to PMI for approval.
Study PMBOK Guide at least twice.
It is the primary reference point for correct answers to 75 percent of PMP exam questions. So, it is
recommended to study the PMBOK Guide at least twice.
Take assistance of PMP self-study courses and preparation books
These resources provide the 25 percent of additional material which cannot be found in PMBOK Guide and
help to understand the concepts and techniques along with examples.
Take an In-Person PMP Workshop
PMI Chapters, universities, colleges, and training companies offer in-person PMP workshops around the
world.
23. Practice sample PMP exam questions
It is a good way to track your performance and scores. As time passes, you will attain the confidence to tackle
questions.
Study well with a proper plan
Personal dedication and proper plan are essential preparing for the exam.
Take the exam
Keep your mind calm before the exam and organize your schedule to give the exam peacefully.
Earn 60 PDUs (Professional Development Units) every 3 Years
You can do this to keep the certification active by a number of ways including Project Management podcasts.
How to become a certified PMP
24. The PMP® EGO
Domain
Task
Enabler
The high-level knowledge areas that are essential to the practice of
project management.
Illustrative examples of the work associated with the task
The underlying responsibilities of the project manager within each
domain area.
26. 180 questions (the previous exam was 200) but the same
number of questions will be scored
230 minutes to complete the exam
One additional break for a total of two 10-minute breaks
Questions will be a combination of multiple-choice,
multiple responses, matching, hotspot and limited fill-in-
the-blank.
The New Exam is Comprised of:
28. Training Objectives
At the end our PMP Certification exam preparation training course, attendees should be
able to:
• Be familiar with PMI philosophy;
• Be well prepared for passing the PMP exam
• Master the skills to manage, execute and deliver projects successfully in line with global
project management best practices
• Earn the requisite 35 PDUs required to take up the PMP certification exam
31. Project Management Institute
Established in 1969 and headquartered outside Philadelphia, Pennsylvania USA ,the Project
Management Institute (PMI) is the world’s leading for project management professional
association. There are more than 1,000,000 PMP certification holders worldwide. They’ve earned
universally recognized knowledge.
32. Is it worth to be PMP Certified?
• Salary: The PMP certification has a positive effect on the Project Manager’s salary.
• Market Demand: The demand for the PMP is big, and it’s growing every day, and there is
no sign that this demand will lessen in time.
• Prestige and Recognition: it is a prestigious certification, with difficult eligibility criteria, a
hard test, as well as requiring constant maintenance (e.g. acquiring PDUs).
• Increased Project Management Knowledge: Studying for the PMP will help the applicant
learn new Project Management concepts, or understand concepts better.
33. PMP Certification Eligibility Requirements
Educational Background PM Experience PM Education
High School Diploma Associate’s
Degree or Global Equivalent
Bachelor’s Degree or Global
Equivalent
60+ Months
7,500+ Hours
36+ Months
4,500+ Hours
35 Contact Hours
35 Contact Hours
34. With a beginning and an end date
Not an on-going effort
A unique, product, service, or result
Temporary Endeavor
Project
35. Unique Product, Service, or Result
• Repetitive elements may be present in some project deliverables and activities.
• This repetition does not change the fundamental and unique characteristics of the project
work.
• Office buildings can be constructed with the same or similar materials and by the same or
different teams. However, each building project remains unique in key characteristics (e.g.,
location, design, environment, situation, people involved).
36. The End of The Project is Reached When
• The project’s objectives have been achieved;
• The objectives will not or cannot be met;
• Funding is exhausted or no longer available for allocation to the project;
• The need for the project no longer
• The human or physical resources are no longer available;
• The project is terminated for legal cause or convenience
37. Projects Enable Business Value Creation
• The benefit may be tangible, intangible, or both.
• Examples of tangible elements include: Monetary assets, Stockholder equity, Utility,
Fixtures, Tools, and Market share.
• Examples of intangible elements include: Goodwill, Brand recognition, Public benefit,
Trademarks, Strategic alignment, and Reputation.
38. What is Project Management?
The application of knowledge, skills, tools and technique to project activities to meet proje
ct requirements.
40. CREATING A HIGH-PERFORMING TEAM
• Building a Teams
• Define Team Ground Rules
• Negotiate Project Agreements
• Empower Team Members and Stakeholders
• Train Team Members and Stakeholders
• Engage and Support Virtual Teams
• Build a Shared Understanding about a Project
Module One
42. Enablers
• Support diversity and inclusion. (ECO 1.2.2)
• Appraise teams' skills. (ECO 1.6.1)
• Determine team member requirements. (ECO 1.6.2)
• Continuously assess and refresh team skills. (ECO 1.6.3)
• Maintain team knowledge and transfer. (ECO 1.6.4)
• Discuss responsibilities within teams. (ECO 2.16.1)
43. Deliverables and Tools
Skills list
Technology
Resource schedule
Rates
Resource assignment
Deliverables
RACI matrix
Pre-assignment tools
Virtual teams
Tools
44. Project Teams
Project team: A set of individuals with assigned roles and responsibilities who work collectively
to achieve a shared project goal. The project manager should invest suitable effort in acquiring,
managing, motivating, and empowering the project team
45. Project Resource Management
• Project Resource Management includes the processes to identify, acquire, and manage the
resources needed for the successful completion of the project.
• These processes help ensure that the right resources will be available to the project
manager and project team at the right time and place.
46. Project Stakeholders
Stakeholder: An individual, group, or organization
that may affect, be affected by, or perceive itself to
be affected by a decision, activity, or outcome of a
project.
47. Project Stakeholders
• Project stakeholders may be internal or external to the project, they may be actively
involved, passively involved, or unaware of the project.
• Project stakeholders may have a positive or negative impact on the project, or be
positively or negatively impacted by the project.
48. Project Stakeholders
Internal stakeholders
Sponsor
Resource manager
Project management office (PMO)
Portfolio steering committee
Program manager
Project managers of other project
s
Team members
External stakeholders
Customers
End users
Suppliers
Shareholders
Regulatory bodies
Competitors
49. Identify Stakeholders
• Identify Stakeholders: process of identifying project stakeholders regularly and analyzing
and documenting relevant information regarding their interests, involvement,
interdependencies, influence, and potential impact on project success
• It enables the project team to identify the appropriate focus for engagement of each
stakeholder or group of stakeholders.
• This process is performed periodically throughout the project as needed
50. Skills List
Skill Definition
Conflict management Involves intervening before a negative result from a conflict can occur.
Cultural awareness Understanding and being aware of the different cultural viewpoints and believes of the individuals
Decision making The ability to make decisions will show that you can be a strong advocate in any decision-making process, meeting, or group.
Facilitation Skills used to lead or guide an assembled group toward a successful conclusion.
Leadership The ability to step up and guide others to achieve results.
Meeting management The ability to conduct productive meetings efficiently and effectively.
Negotiation An approach used by more than one individual to come to an agreement or resolution.
Networking The interaction between people to expand their knowledge about business topics.
Observation/conversation Involves watching individuals as they perform their daily tasks in an effort to obtain first-hand knowledge of a situation or how a process is going.
Servant Leadership Used in agile and other types of projects, which encourages the self-definition, self-discovery, and self- awareness of team members.
Team building
Through continuous support and working collaboratively, you can enable a team to work together to solve problems, diffuse interpersonal issues,
share information, and tackle project objectives as a unified force.
51. RACI Chart
RACI Chart: A common type of responsibility assignment matrix that uses responsible,
accountable, consult, and inform statuses to define the involvement of stakeholders in
project activities.
R=Responsible; A= Accountable, C=Consulted, I= Informed
Stakeholder Receive Project Execution Quality Assurance Dispatch of Project
Manager A/I
Account Manager R I A/C A/R
Point of Contact R A/R A/R/C A/R
PowerPoint Designer R R
52. Team Skill Appraisal
• Team Assessment Tools give the project manager and the project team insight into areas of
strengths and weaknesses.
• These tools help project managers assess team members’ preferences, aspirations, how
they process and organize information, how they make decisions, and how they interact
with people.
• Various tools are available such as attitudinal surveys, specific assessments, structured
interviews, ability tests, and focus groups.
• These tools can provide improved understanding, trust, commitment, and communications
among team members and facilitate more productive teams throughout the project.
53. Pre-Assignment Tools
When physical or team resources for a project are determined in advance, they are considered
pre-assigned.
Ability tests
Structured interviews
Attitudinal surveys
Specific assessments
Focus groups
54. Diversity and Inclusion
• Project teams are becoming more global and therefore more diverse:
• Cultural backgrounds
• Industry experiences
• Spoken language
• Create an environment that takes advantage of the diversity and builds climate of mutual
trust.
• Creating a collaborative culture to improve individual and team performance and facilitate
cross-training and mentoring.
• Empowering the team to participate in decision making and own the solutions they create
55. Resource Management Plan
• The resource management plan provides guidance on providing project team member
rewards, feedback, additional training, and disciplinary actions as a result of team
performance assessments and other forms of project team management.
• The resource management plan may include also
The team performance assessment criteria.
Training strategies and requirements.
Roles and responsibilities
Recognition plan
Competence skills and capacities required to complete the desired activities
56. Virtual Teams
• The globalization of projects has promoted the need for virtual teams that work on the same
project, but are not collocated at the same site.
• Using communication technology such as email, audio conferencing, social media, web-
based meetings, and video conferencing has made virtual teams feasible.
• Managing virtual teams has unique advantages, such as being able to use special expertise
on a project team even when the expert is not in the same geographic area, incorporating
employees who work from home offices, and including people with mobility limitations or
disabilities.
57. Virtual Teams
The challenges of managing virtual teams are mainly in the communication domain, including
a possible feeling of isolation, gaps in sharing knowledge and experience between team
members, and difficulties in tracking progress and productivity, possible time zone difference
and cultural differences.
58. Project Responsibilities within the Team
• In an Agile Approach, self-organizing teams assess the work requirements and determine
who will do the work.
• In Traditional Project Management Approaches, use a work breakdown structure to a
assign work to team members.
59. Rates
• The project manager is responsible for project budget and disbursements.
• Rates are based on:
The needs of the project
Resource availability
Experience
Knowledge
Skills
Attitude
International factors
60. Resource Assignment
Project manager creates a project management plan that includes:
Team members assigned to the project
Their roles and responsibilities
Project team directory
Project organization charts
Project schedules
61. Guidelines to Continuously Assess and Refresh Team Skills
• The project manager must have a certain level of awareness of the knowledge, skills,
attributes, and experience required to produce the project's deliverables.
• As the project progresses, the project team and project manager should gain a better
understanding of customer needs and team capabilities to identify gaps in the team's skill
set.
• The project manager needs to coordinate frequent checks for these gaps and identify
appropriate mechanisms to close those gaps.
63. Enablers
• Collectively define ground rules.
• Communicate ground rules with team members. (EGO 1.12.1)
• Establish an environment that fosters adherence to ground rules. (EGO1.12.2)
• Manage and rectify ground rule violations. (EGO 1.12.3)
64. Deliverables and Tools
Team charter
Team norms
Deliverables
Negotiation skills
Conflict management
Brainstorming
Ethics
Tools
65. Team Charter
• The Team Charter is a document that establishes the team values, agreements, and
operating guidelines for the team. Early commitment to clear guidelines decreases
misunderstandings and increases productivity
• The team charter may include but is not limited to:
Team values
Communication guidelines
Decision-making criteria and process
Conflict resolution process
Meeting guidelines
Team agreements
66. Ground Rules
Ground rules defined in the team charter set the expected behavior for project team
members, as well as other stakeholders, with regard to stakeholder engagement.
67. Negotiation Skills
Negotiation is used to achieve support or agreement that supports the work of the project
or its outcomes and to resolve conflicts within the team or with other stakeholders
68. Communication Between Internal and External
Stakeholders
• Regular communication with stakeholders outside of the team will enable:
• Collaboration between team and external teams or stakeholders
• Effective expectations-management among stakeholders
• Team charter should include communication protocols:
• For internal team members (i.e., team meetings, shared calendars, etc.)
• For external stakeholders to generate feedback, manage dependencies, and ensure
alignment
69. Team Norms
• Establish expected behaviors of the team at the beginning of the project.
• Enable teams to handle challenges as the project progresses.
• Team norms should include:
Meetings
Communications approaches
Managing conflict
Shared values
Decision-making
70. Conflict Management
• Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling
priorities, and personal work styles.
• Successful conflict management results in greater productivity and positive working relationships
• When managed properly, differences of opinion can lead to increased creativity and better decision
making.
• If the differences become a negative factor, project team members are initially responsible for their
resolution.
• If conflict escalates, the project manager should help facilitate a satisfactory resolution.
• Conflict should be addressed early and usually in private, using a direct, collaborative approach.
• If disruptive conflict continues, formal procedures may be used, including disciplinary actions
71. Brainstorming
• This technique is used to identify a list of ideas in a short period of time. It is conducted
in a group environment and is led by a facilitator.
• Brainstorming comprises two parts: idea generation and analysis.
• Brainstorming can be used to gather data and
solutions or ideas from stakeholders, subject matter
experts, and team members when developing the
project charter
72. Code of Ethics and Professional Conduct
Responsibility Respect
Fairness Honesty
73. Code of Ethics and Professional Conduct
• Make decisions based on the best interests of the company and the team, as well as
society, rather than your own interest.
• Inform the sponsor of your real qualifications if its not matching the project before
accepting the assignment.
• Do what you say you will do.
• Acknowledge your own errors.
• Respect confidentiality requirements.
• Uphold laws.
• Report unethical behavior to the management.
• Report violations of PMI’s code of ethics and professional conduct.
74. Respect
• Respect- The appropriate treatment of people and resources
• Maintain an attitude of mutual cooperation.
• Respect cultural differences.
• Don't gossip or saying things that could damage another persons reputation.
• Engage in good faith negotiations.
• Respect others.
• Be direct in dealing with conflict.
• Do not use your power or position to influence others for your own [personal benefit.
75. Fairness
• Fairness-being objective and making impartial decisions
• No bribery.
• Don't discriminate against others.
• Don't use your position for personal gain.
76. Professional Responsibility
• Routine Government Fee (Transfer Fee) – only government official can collect routine
government fees (this is not a bribe).
• Company Policies – It is the project manager’s professional responsibility to ensure
that company policies are followed during the project.
• Copyright laws – do not violate
77. Professional Responsibility
• Employee mistake – when a team member makes a mistakes, allow him to save face and
to fix the problem. Try to workout an issue before escalating. Exception: if it is not
considered a project related issue (e.g. harassment), it should be reported directly to the
employee’s manager.
• Do not make illegal payments, report thefts.
78. Professional Responsibility
• Company and Customer’s Interest – professional responsibility requires the investigation
of any instances where the legitimate interests of the customer may be compromised. If
such compromise is found, action must be taken. Protect your company’s interests.
• Budget tampering – presenting anything besides your original estimate to allocate more
to the budget is inaccurate and calls into question your competence and integrity as
project manager (e.g. if a customer ask to estimate “pessimistically”, you should add as a
lump sum contingency fund to handle project risks)
• Rights – do not do business with a country where there is a clear violation of the
fundamental rights (e.g. non-discriminating treatment).
79. Honesty
• Try to understand the truth.
• Be truthful in all communications: don't hide that the project in trouble.
80. Guidelines to Manage and Rectify Ground Rule Violations
• In the team charter, the ground rules are established.
• Violations of the ground rules require the team and project manager to assess
opportunities for remediation.
• For serious violations, removing or replacing the offending team member may be required.
• Team needs to focus on its core values that include accountability, shared expectations,
and transparency where appropriate.
82. Enablers
• Analyze the bounds of the negotiations for agreement. (ECO 1.8.1)
• Assess priorities and determine ultimate objective(s). (ECO 1.8.2)
• Verify objective(s) of the agreement is met. (ECO 1.8.3)
• Determine a negotiation strategy. (ECO 1.8.5)
• Participate in agreement negotiations. (ECO 1.8.4)
84. Negotiations
• Negotiation is a discussion aimed at reaching an agreement.
• The major components in an agreement document will vary, and may include but are not
limited to:
• Procurement statement of work or major deliverables;
• Schedule, milestones, or date by which a schedule is
required;
• Performance reporting;
• Pricing and payment terms;
• Inspection, quality, and acceptance criteria;
• Warranty and future product support;
• Incentives and penalties;
• Insurance and performance bonds;
• Subordinate subcontractor approvals;
• General terms and conditions;
• Change request handling;
• Termination clause and alternative dispute resolution
mechanisms.
85. Prioritization Techniques to Determine Objectives
• Product backlog: An ordered list of user-centric requirements that a team maintains for
a product.
• Product backlog prioritization technique:
MoSCoW prioritization
Kano model
The relative weighting method
86. Performance Report
• Work performance reports are the physical or electronic representation of
• work performance information intended to generate decisions, actions, or awareness
• Work performance reports can
• contain earned value graphs and information, trend lines and forecasts, reserve burn
down charts, defect histograms,
• contract performance information, and risk summaries
• They can be presented as dashboards, heat reports, stop light
• charts, or other representations useful for creating awareness and generating decisions
and actions.
87. Expert Judgment
• As part of negotiating a project agreement, the project manager needs to identify
relevant subject matter expertise.
• Expert judgment is defined as judgment provided based upon expertise in an application
area, Knowledge Area,
• discipline, industry, etc., as appropriate for the activity being performed. Such expertise
may be provided by any group
• or person with specialized education, knowledge, skill, experience, or training.
88. Resource Calendars
• A Resource Calendar identifies the working days, shifts, start and end of normal business hours,
weekends, and public holidays when each specific resource is available.
• Information on which resources (such as team resource, equipment, and material) are potentially
available during a planned activity period is used for estimating resource utilization.
• Resource Calendars also specify when, and for how long, identified team and physical resources will be
available during the project. This information may be at the activity or project level. This includes
consideration of attributes such as resource experience and/or skill level, as well as various geographical
locations
89. Lessons Learned
• Lessons Learned: The knowledge gained during a project which shows how project events were
addressed or should be addressed in the future for the purpose of improving future performance
• Lessons Learned Register: A project document used to record knowledge gained during a project so that
it can be used in the current project and entered into the lessons learned repository
• Agile teams schedule a ceremony called a retrospective at the end of each iteration to identify potential
issues, identify potential solutions, and improve the processes the team uses to improve its overall
performance.
90. Go Live Black-Out Times
• Black-Out times occur when the deliverables are handed over for implementation.
• Suspends changes: reduces risks as a solution is released to customers.
• Go Live occurs at the end of the project timeline, and black-out times may be negotiated in advance
based on the overall project schedule and timeline.
• In an Agile approach, there may be numerous releases of aspects of the solution over the project's
timeline, and black-out times (if needed) will be negotiated as the project approaches a release threshold.
91. Guidelines to Participate in Negotiations
• Project managers and project team members will often be engaged throughout the
negotiations process.
• Project team can suggest or identify:
• Deliverables and milestones
• Risks and issues
• Expert judgment about problem definition and solution approaches
• Practices for how the project will be operated (traditional waterfall, Agile, etc.)
• Resource requirements
92. Project Agreement
• Agreements are used to define initial intentions for a project.
• Agreements may take the form of contracts, memorandums of understanding (MOUs),
service level agreements (SLA), letters of agreement, letters of intent, verbal
agreements, email, or other written agreements.
• Typically, a contract is used when a project is being performed for an external customer.
93. Project Agreement
• In a traditional project, each deliverable is identified and objective acceptance criteria
for each are identified.
• In an agile project, since the actual deliverables will vary as the product backlog is added
to, reprioritized, and so forth, each story needs to have clearly defined acceptance
criteria approved by the customer.
• In an agile project , the project may also specify a Definition of Done for the project,
releases, iterations, and user stories.
95. Enablers
• Organize around team strengths. (EGO 1.4.1)
• Support team task accountability. (EGO 1.4.2)
• Evaluate demonstration of task accountability. (EGO 1.4.3)
• Determine and bestow level(s) of decision-making authority. (EGO 1.4.4)
97. Team Strengths
• When forming teams, critical to understand the skills and competencies need by
members to perform their work and produce deliverables.
• As teams progress, leverage the team members' skills to improve team performance.
• Identify team strengths and weaknesses to organize around team strengths.
98. SWOT Analysis
STRENGTHS
OPPORTUNITIES
WEAKNESSES
THREATS
Things that your organization does particularly well,
or in a way that distinguishes you from your
competitors. the advantages your organization has
over other organizations. These might be the
motivation of your staff, access to certain materials,
or a strong set of manufacturing processes.
Weaknesses, like strengths, are inherent features of
your organization, so focus on your people,
resources, systems, and procedures. Think about
what you could improve, and the sorts of practices
you should avoid.
Anything that can negatively affect your business
from the outside, such as supply chain problems,
shifts in market requirements, or a shortage of
recruits. It's vital to anticipate threats and to take
action against them before you become a victim of
them and your growth stalls.
Opportunities are openings or chances for
something positive to happen. Being able to spot
and exploit opportunities can make a huge
difference to your organization's ability to compete
and take the lead in your market.
O
S W
T
99. Team Decision-Making Tools
• Decision-making techniques: Used to select a course of action from different
alternatives.
• Identifying how the team will make decisions together, and how they will resolve
conflicts when disagreements arise.
• As the initial Team Charter is produced, the team needs to address decision-making and
conflict resolution.
• For example, it may be highly desirable to seek consensus, but the team may want to
identify how they will respond when consensus can't be reached.
• One option might be to decide in advance to take the highest estimate if there are
persistent disagreements
100. Estimates
• The people doing the work should perform the estimating tasks because they have the
best knowledge of:
• The risks
• Level of effort
• Potential pitfalls
• Traditional project managers use hours of effort.
• Three-point estimating is one example.
• Agile projects avoid using absolute time estimates.
• Story Point technique provides a unit-less measure estimation.
101. Story Points
• A story point is a metric used in agile project management and development to estimate
the difficulty of implementing a given user story, which is an abstract measure of effort
required to implement it.
• In simple terms, a story point is a number that tells the team about the difficulty level
of the story. Difficulty could be related to complexities, risks, and efforts involved.
102. Team Task Accountability
• Encourage team members to self-organize in determining:
The work that needs to be done
How to perform the work
Who should perform it
• In Agile approaches, the team commits to performing work in an iteration.
• Use Gantt charts and Kanban boards to promote visibility and collaboration.
103. Guidelines to Evaluate Demonstration of Task Accountability
• Determine how task accountability will be tracked and managed.
• In a Work Breakdown Structure (WBS), tasks to produce the deliverables are
identified, preferably by the team members who will be performing the work.
• When a WBS dictionary (or work package) is produced, each of the relevant tasks and
assignees is identified, tracked, and managed.
• In an Agile approach, task identification and tracking is generally handled by the
team themselves as part of iteration planning.
104. Retrospective
A Retrospective is A regularly occurring workshop in which participants explore their work and results in order
to improve both process and product.
Set the Stage Gather and Share Data Generate Insights
Problem Analysis Close
Check-in activities to
engage the team
Team Performance
metrics. Earned Value
Analysis, etc.
What's working? Where
are challenges?
New Information,
Appreciation, and
Thank You
Make Decisions Agree on 1-
2 improvements/changes to
try in the subsequent
iteration
Agile Retrospectives Steps
106. Enablers
• Determine required competencies and elements of training. (ECO 1.5.1)
• Determine training options based on training needs. (ECO 1.5.2)
• Allocate resources for training. (ECO 1.5.3)
• Ensure training occurs. Measure training outcomes. (ECO 1.5.4)
107. Deliverables and Tools
Training and mentoring plan
Training cost estimates
Training calendar
Training assessment
Certifications
Deliverables
Training gap analysis
Training
Pairing and mentoring
Tools
108. Required Competencies
• Project team assignments provide information on the type of competencies and
experience available in the project and the knowledge that may be missing.
• Competencies can include knowledge, skills, and other attributes.
• As a leader, the project manager is also responsible for proactively developing team skills
and competencies while retaining and improving team satisfaction and motivation.
• The project manager should be aware of, and subscribe to professional and ethical
behavior, and ensure that all team members adhere to these behaviors
109. Elements of Training
• Training includes all activities designed to enhance the competencies of the project team
members.
• Training can be formal or informal.
• Examples of training methods include classroom, online, computer-based, on-the-job
training from another project team member, mentoring, and coaching.
• If project team members lack the necessary management or technical skills, such skills
can be developed as part of the project work
110. Guidelines to Determine Required Competencies
• What knowledge will be required for this stakeholder to perform as expected with the
new solution?
• What skills or hands-on experience are needed to learn and be able to demonstrate
readiness to carry out work using the solution?
• What level of buy-in to the solution has been given by the stakeholder.
• What aspects of the training need to be employed to help develop support for the
solution?
• What modalities of training should be offered?
• What are the relative costs of different approaches?
111. Training and Mentoring Plan
• Training should be done as close to the point of solution use as possible
• Scheduling is critical to avoid delaying the overall solution deployment.
• Perform a gap analysis to identify missing knowledge, skills, or required attributes.
• Training costs could be included in the project budget or supported by the performing
organization if the added skills may be useful for future projects.
• It may be performed by in-house or by external trainers
112. Training Options
Live online instructor-led training through a virtual meeting or virtual training
environment.
Simulated hands-on labs are often available using this option too.
Virtual Instructor-led training
E-learning content made available to students online and generally consumed using a
browser.
A benefit of this approach is scalability of the solution to a large number of students.
Self-paced e-learning
For simple knowledge transfer, sharing relevant documents may be
sufficient.
Document reviews
113. Training Calendar
• Project manager needs to publish and support a specific calendar of training dates and
locations. Schedule also needs to be published to the customer stakeholders.
• Create a mechanism for registration and sending confirmation messages.
• Provide class rosters and a way to capture signatures of attendees.
• Manage the training schedule and timing to avoid delaying the project's delivery timeline
114. Pairing and Mentoring
• Pairing customer stakeholders together enables them to reinforce the learning in each
other.
• Monitoring, enables an experienced team member to coach a less experienced team
member.
• Pairing and mentoring foster team building and a collaborative environment.
• Training focuses on building individual skills to be used in the present; mentoring helps
develop well-rounded individuals for the future through long-term professional
relationships between novice and experienced employees.
• Relationships can be informal, ad-hoc ones created by the individuals themselves, or might
be formally established by the organization, who intentionally pair the participants.
115. Baseline and Post-Training Assessments
• Base lining provides a technique for measuring the efficacy of training. Attendees
complete a pre-assessment before training.
• After training, a post-assessment is used to demonstrate the newly acquired
levels of competence.
116. Certifications
• Industry certifications demonstrate that knowledge and skills have been gained during
training.
• The location and administration of certification exams can vary:
Delivered directly after the training class.
Administered at a testing center with a proctor.
Delivered online using a webcam proctor.
• Industry credentials are more portable and can be more desirable by those who hold
the certification and future employers.
119. Enablers
• Examine virtual team member needs. (EGO 1.11.1)
• Investigate alternatives for virtual team member engagement. (EGO 1 .11 .2)
• Implement options for virtual team member engagement. (EGO 1.11.3)
• Continually evaluate effectiveness of virtual team member engagement. (EGO 1.11.4)
120. Deliverables and Tools
Collaboration technology
Engagement assessments
Calendar tools
Deliverables
Communication
Communication plan
Variance analysis
PM Powers
Tools
121. Collaboration Technology
• Collaboration is intended to boost productivity and facilitate innovative problem solving.
Collaborative teams may facilitate accelerated integration of distinct work activities,
improve communication, increase knowledge sharing, and provide flexibility of work
assignments in addition to other advantages
• Collaboration tools might include:
• Shared task boards to promote visibility
• Messaging and chat boards to enable communication
• Knowledge repositories to store shared documents
• Video-conferencing tools to create opportunity for face-to-face communication
122. Virtual Team Member Engagement
• Use videoconferencing tools to facilitate active participation and the ability to assess
body language and tone.
• Enable visibility of the work and work status being done by the virtual team members by
using tools such as Kanban-style boards.
123. Communication
• Communication is the process of exchanging information, intended or involuntary, between
individuals and/ or groups.
• Communications describes the means by which information can be sent or received, either
through activities, such as meetings and presentations, or artifacts, such as emails, social
media, project reports, or project documentation.
• Effective communication creates a bridge between diverse stakeholders whose differences
will generally have an impact or influence upon the project execution or outcome, so it is
vital that all communication is clear and concise.
124. Communication Plan
• It ensure that the appropriate messages are communicated to stakeholders in various
formats and various means as defined by the communication strategy.
• Components include:
When does the team meet?
What tools are used to track work status?
How often is work status updated?
What are the shared team hours?
What are the preferred communication approaches?
125. Guidelines to Implement Options for Virtual Team Member
Engagement
• Focus on collaboration and team norms before focusing too much on tools reinforce the
teams' mutual commitments, achievements, and opportunities
• Virtual teams require a significant amount of feedback and reinforcement of the team
goals and objectives
• Provide opportunities for members of a virtual team to meet in person to build
relationships that will nurture their shared commitment to the project's goals.
• Recognize that team formation in a virtual environment is difficult, so it's critical to
126. Calendar Tools
• Shared calendars help virtual teams plan meetings, coordinate feedback, and improve
visibility to goals and activity status.
• Time boxed meetings:
Improve focus
Encourage team to set clear agendas and objectives
Helps keep the work on track
The team must decide how best to manage its calendar with an eye toward the goal of visibility
among the team and relevant stakeholders.
127. Powers of a PM
• For virtual teams, the risk of individual team members becoming isolated from other
team members is inherent.
• Important to focus on shared commitments vs. individual accomplishments regarding
tasks.
• By instilling a sense of shared commitments into the team starting with the team charter,
then team members will adopt certain behaviors to reinforce collaboration and promote
visibility.
• As a project manager of a virtual team, you must reinforce the team goals over individual
performance, and enable teams to self-organize and be accountable for deliverables.
129. Enablers
• Survey all parties to reach consensus. (ECO 1.10.2)
• Support outcome of parties' agreement. (ECO 1.10.3)
130. Deliverables and Tools
Vision
XP Metaphor
Product box exercise
Deliverables
Charter Project Plan
Kick-off meeting
T-Shaped Skills
Brainstorming
Tools
131. Vision
• A vision is a desired end-state—a set of desired
objectives and outcomes.
• At the start of a project, a clear vision of the desired
end objectives is critical. The definition of the
deliverables influences the project approach—
traditional waterfall or agile approach. Vision
Product
Description
132. Project Charter
• The project charter is defined as a document issued by the project sponsor that formally
authorizes the existence of a project and provides the project manager with the authority
to apply organizational resources to project activities
• The project charter establishes a partnership between the performing and requesting
organizations.
• The approved project charter formally initiates the project.
133. Project Charter
• It documents the high-level information on the project and on the product, service, or
result the project is intended to satisfy, such as:
• Project purpose
• Measurable project objectives and related success
criteria;
• High-level requirements
• High-level project description, boundaries, and key
deliverables;
• Overall project risk;
• Summary milestone schedule;
• Preapproved financial resources;
• Key stakeholder list;
• Project approval
• Project exit criteria
• Assigned project manager, responsibility, and authority
level;
• Name and authority of the sponsor or other person(s)
authorizing the project charter.
134. Project Overview Statement (POS)
• The Requirements Document provides the input you need to generate the Project Overview
Statement (POS).
• The POS is a short document (ideally one page) that concisely states what is to be done in
the project, why it is to be done, and what business value it will provide to the enterprise
when completed
136. Agile Ceremonies
Sprint Planning
A collaborative event in Scrum in which the Scrum team plans the work for the
current sprint.
Daily Standup
Sprint Review
A short 10-15-minute meeting held daily for the team to reaffirm commitment to its
objectives for the iteration.
Retrospective
A review at the end of each iteration with the Product Owner and other customer
stakeholders to review the progress of the product and receive feedback for that
iteration.
A meeting of the team members to identify its own improvements. Reviews the
team's processes and practices and identifies ways for the team to improve its
performance, collaboration, etc.
137. Kickoff Meeting
Establish project context
Assist in team formation
Ensure proper alignment to the overall project vision
Defining a vision statement
Defining a team charter
Assisting the customer / Product Owner with the following:
User story writing
Estimation of effort
Prioritization planning
Initial product backlog
138. T-Shaped Skills
• Cross-functional agile teams produce functional product increments
frequently. That is because the teams collectively own the work and
together have all of the necessary skills to deliver completed work.
• T-shaped skills describe specific attributes of desirable workers. The
vertical bar of the T refers to expert knowledge and experience in a
particular area, while the top of the T refers to an ability to collaborate
with experts in other disciplines and a willingness to use the knowledge
gained from this collaboration.
139. Iteration Planning
• Iteration Planning is an event where all team members determine how much of the Team
Backlog they can commit to delivering during an upcoming Iteration.
• Attendees of the iteration planning event include:
The Product Owner
The Scrum Master, who acts as the facilitator for this event
All team members
Any other stakeholders as required
Subject matter experts
140. Task Boards
• In its most basic form, a task board can be drawn on a
whiteboard or even a section of wall.
• Using electrical tape or a dry erase pen, the board is
divided into three columns labeled “To Do”, “In Progress”
and “Done”.
• Sticky notes or index cards, one for each task the team is
working on, are placed in the columns reflecting the
current status of the tasks.
• The task board is an “information radiator” – it ensures
efficient diffusion of information relevant to the whole
team
142. Consensus-Building Approaches
• The Fist to Five is a technique for quickly getting feedback or gauging consensus during a
meeting.
• The leader makes a statement, then asks everyone to show their level of agreement with
the statement by holding up a number of fingers, from 5 for wild enthusiasm (Jazz hands!)
down to a clenched fist for vehement opposition.
143. Consensus-Building Approach 3: Roman Voting
• Roman voting is used by teams or other groups in agile organizations when making a
single yes/no decision. After discussing the merits of a possible decision, each participant
votes.
• A thumb up is a vote in favor of a decision. A thumb down is a vote against that decision.
a horizontal thumb is not to go either way
145. Estimation Techniques
Affinity Grouping each story is grouped according to similar complexity. Each group is then
assigned a value, whether a size or a number, creating a scale.
146. Estimation Techniques
Planning Poker
• Planning Poker is an agile estimating and planning technique that is consensus based.
• Each estimator is holding a deck of Planning Poker cards with values by using the
Fibonacci sequence to assign a point value to a feature or item like 0, 1, 2, 3, 5, 8, 13,
20, 40 and 100, which is the sequence we recommend. The values represent the number
of story points, ideal days, or other units in which the team estimates.
147. Product Box Exercise
• In this exercise, teams create the physical “box” that sells their idea—whether that idea
will ultimately become a tangible product or not.
• By imagining the package for their idea, the
teams make decisions about important
features and other aspects of their vision that
are more difficult to articulate.
148. Guidelines to Reach Consensus and Support the Outcome of the
Parties' Agreement
• Having a team charter is enormously helpful here as it may specify how we as a team
choose to handle certain scenarios and disagreements when they arise.
• For example, if team members disagree about the number of story points to estimate for
a user story, the team charter may designate that the team use the higher estimate, or
that majority vote rules.
• In general, it is preferable to seek consensus among the team where possible, and to
recognize that sometimes it will not be possible.
• For those times when consensus is not possible, it is helpful to have an agreed upon
approach in advance.
150. Question 1
All of the following are characteristics of a project EXCEPT:
A. Temporary.
B. Definite beginning and end.
C. Interrelated activities.
D. Repeats itself every month.
Answer
151. Question 2
Operational work is different from project work in that it is:
A. Unique
B. Temporary
C. On-going and repetitive.
D. A part of every project activity.
152. Question 3
In order to assist the team in Agile projects to achieve consensus where possible, and
to coordinate conflict identification and resolution when needed, there are a number
of techniques a project manager or Agile coach can use EXCEPT?
A. Fist of Five Technique.
B. Roman Voting.
C. Kanban boards.
D. Dot Voting.
153. Question 4
Agile teams generally do not use absolute estimates to predict the level of work involved
in a task; too much of the work is innovative and dependent on a number of factors,
including risk, complexity, and labor, all of the following Estimation Techniques EXCEPT
which one?
A. T-Shirt Sizing
B. Modified Fibonacci Sequence
C. Product Box Exercise
D. Planning Poker
154. Question 5
Agile practices like Scrum have popularized a ceremony called a Retrospective, which is a
time specifically set aside for the team to reflect on its performance and practices,
identify and solve problems, and identify specific proposed improvements for how the
team works together. There are literally hundreds of different methods and techniques
for running a retrospective, but they generally follow a model like this Except which one?
A. Gather and Share Data— Team Performance metrics, Earned Value Analysis, etc.
B. Generate Insights—What is working? Where are challenges? Problem Analysis.
C. Starting iteration — which involve the customer in backlog prioritization.
D. Make Decisions—Agree on 1-2 improvements/changes to try in the subsequent iteration.
155. Question 6
One of the important features in agile approaches is the maintenance and management
of the product backlog, which requires several prioritization techniques like all EXCEPT?
A. Kano model.
B. MoSCoW (MSCW) analysis.
C. 100 Points Method.
D. Brainstorming.
156. Question 7
The team charter is a document that enables the team to establish its values, agreements,
and practices as it performs its work together. A good team charter should include all of
the following except?
A. The team's shared values.
B. Guidelines for team communications and the use of tools.
C. How the team makes decisions.
D. Team roles and responsibilities.
157. Question 8
Which of the following is not a technique you can use to prioritize requirements?
A. Kano Model.
B. Planning Poker.
C. Paired Comparisons.
D. MOSCOW Analysis.
158. Question 9
Which might justify using self-paced training solutions?
A. Large scale of needed training.
B. Extensive needs for question and answer sessions.
C. Ability to iterate the training frequently.
D. Already own an existing learning management system.
159. Question 10
What is the technique that a project manager can use to appraise the skills of a
potential team member?
A. RACI Matrix.
B. Control charts.
C. Focus groups.
D. Team performance reports.
160. Question 11
Nicolas is the project manager of a project that has been described as revolutionizing
the mobile fitness tracking industry. He prepares for a meeting with the project's
sponsor to discuss how to approach the project. During the meeting, he tells the project
sponsor that he would like to promote self-awareness, listening, and coaching versus
controlling. Nicolas is promoting characteristics of what?
A. Servant leadership approach
B. Incremental approach
C. Deming approach
D. Hygiene model
161. Question 12
Sue is the head of an enterprise project management office (PMO). During a private
meeting with one of her project managers, she expresses her disappointment after
learning that the project manager had falsely noted on their resume that they were a
certified project management professional (PMP). Which core value did the project
manager fail to abide by?
A. Responsibility
B. Fairness
C. Respect
D. Honesty
162. Question 13
Which of the following is part of an effective team charter?
A. Project objectives
B. Resource assignments
C. project assumptions
D. conflict resolution
163. Question 14
Who issues the Project Charter?
A. Sponsor
B. Project Manager
C. Project Team
D. Stakeholders
164. Question 15
Jolia is managing an agile project in Kuwait. Her project management plan states that
task identification and tracking are generally handled by the team themselves. Which
technique could the team members use to manage and track tasks?
A. Storyboarding.
B. Retrospective.
C. Task board.
D. Phase review.
165. Question 16
An important part of the overall project plan and timeline is developing a training and
mentoring plan. Which of the following is included in training and mentoring plan?
A. Affordable courses.
B. Easy courses.
C. Training collection.
D. Training calendar.
166. Question 17
Your project is very complex and due to a scope change, you need a few additional
experts, which you did not think of earlier. You request that your company provide you
with some experts for consultancy work. Although your company has provided you with
those experts, they are located in a different geographical location. In this situation, how
will you get their input?
A. Ask management to bring them to you
B. Recruit new members with same skills
C. Create a virtual team
D. None of the above
167. Question 18
Your project is very complex and due to a scope change, you need a few additional
experts, which you did not think of earlier. You request that your company provide you
with some experts for consultancy work. Although your company has provided you with
those experts, they are located in a different geographical location. In this situation, how
will you get their input?
A. Ask management to bring them to you
B. Recruit new members with same skills
C. Create a virtual team
D. None of the above
168. Question 19
Your project is very complex and due to a scope change, you need a few additional
experts, which you did not think of earlier. You request that your company provide you
with some experts for consultancy work. Although your company has provided you with
those experts, they are located in a different geographical location. In this situation, how
will you get their input?
A. Ask management to bring them to you
B. Recruit new members with same skills
C. Create a virtual team
D. None of the above
169. Question 20
Your project is very complex and due to a scope change, you need a few additional
experts, which you did not think of earlier. You request that your company provide you
with some experts for consultancy work. Although your company has provided you with
those experts, they are located in a different geographical location. In this situation, how
will you get their input?
A. Ask management to bring them to you
B. Recruit new members with same skills
C. Create a virtual team
D. None of the above
Answer D
Explanation Choice D implies that the whole project repeats every month. Generally, the only things that might repeat in a project are some activities. The whole project does not repeat.
Answer C
Explanation Operational work is that which is ongoing to sustain an organization.
C. Kanban boards.
D. Planning Poker
C. Starting iteration — which involve the customer in backlog prioritization.
