To know more about PMP Exam Preparation http://www.edureka.co/pmp

1. PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc.
Edureka is a Global Registered Education Provider (R.E.P ID : 4021) of Project Management Institute (PMI)®.
ID: 4021
PMP Refresher course

2. PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 2
Know Your Instructor
Nishant Shukla, PMP, ITIL
 24+ Years of industry experience across various industries like IT –
Application Development, Telecommunication, Back Office , BPO/KPO,
Banking (Credit/Debit Card domain)
 11+ Years on Project/Program Management positions
 7000+ Managers trained across industries
 Over 11,000 hrs. of classroom training experience
 700+ Management workshops conducted
 Training conducted for clients like GMR, ABB, Wipro, Oracle, HP, Mphasis,
SAP, IBM, Cisco Systems, Unisys Global, Cinepolis, Satyam, Accenture, ITC
InfoTech, NIIT Technologies, Honda Motors, Logica to name few from list of
hundreds

3. PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 3
Agenda
 Myths about PMP®
 Tips to crack PMP ® Exam in first attempt
 Introduction to Project Management
 Factors influencing Projects
 Process and Project Management framework
 3600 Overview of The PMBOK® Guide – 5th Edition
 Q & A

4. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 4
Myths about PMP® Exam
 Aspirants need 35 PDUs to apply for the PMP® exam
» Contact hours are required to apply for the PMP® exam and PDUs are required to maintain the PMP®
credential once you clear the PMP® exam
» The minimum score needed to pass is determined by the overall difficultly of your individual exam
 Passing score for PMP® exam is 61%
» There is no documented set marks or percentages to pass the PMP® exam
» From November 2005 onwards, PMI® stopped publishing the passing percentage and adopted psychometric
analysis to calculate the passing score hence this assumption is not valid anymore
 You must memorize the Inputs, Tools & Techniques, and Outputs (ITTOs)
» There are more than 500 ITTOs in The PMBOK® Guide and to the key is to fully understand the concepts of
each process not the memorization of the ITTOs
» Most of the questions relate to how or why a specific ITTO is used in a process and memorization will be of
no use to you when answering those types of questions

5. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 5
Submit
Application
Schedule
Exam
Application
Formalities
1-3 Weeks
Attend the
PMP Exam
Prep
Training
Application
Approval
Continue
Study
2-3 Weeks
Continue Study /
Mock Test
2-3 Weeks
T – 1
Day
Relax!!!
Take the
Exam &
Clear it!!Ideal Time Gap
Between
Training and Exam
6 – 8 Weeks
PMP
Certification
Renewal
Renewal
Cycle
Every 3
Years
24 x 7 Assistance from
edureka!
Online
Virtual
Training by
edureka!
Application and audit
assistance from
edureka!
Personalized guidance
by SME from
edureka!
More than 1000 mock
questions by
edureka!
Assistance in
earning PDUs by
edureka!
Ideal Preparation Time

6. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 6
Tips to Crack PMP® Exam
 Understand PMI’sm:
» Around 80% of the questions in PMP® exam are situational questions. Remember what The PMBOK® Guide
recommends and based on that figure out how you would the situation.
» You might have used different approaches in past to handle those situations but for PMP® Exam stick to
what The PMBOK® Guide says.
 Seek support from experts whenever needed:
» When in doubt, try to get them clarified by experts or from the most authenticated source. Books, support
groups, and going through recording of your trainings are some of the ways you can help yourself pass. You
can drop in a mail to support@edureka.co if you have any doubt.
 Practice mock tests:
» It is must to take mock tests after going through The PMBOK® Guide cover-to-cover to test your
understanding of the concepts. This will help you identify your areas of improvement. Take help of more
than 1200 questions available on edureka LMS.
» If you can consistently score 90 percent in practice exams, then you should feel confident about the real
exam.

7. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 7
Tips to Crack PMP Exam Contd…
 Use tiered testing strategy:
» Make a strategy to complete one set of mock test in multiple rounds. On the first pass, try not spending
more than 20 seconds on a question, and flag it if you are not confident about the answer.
» During the second pass, give a minute to each question. During third pass give 3-4 minutes to a question.
» This will allow you to get through the entire exam quickly and have more time to focus on the questions
where you need little extra time to think.
 Answer all the questions:
» There is no negative marking hence no penalty for incorrect answer. Even if you have no clue about the
answer, your best guess has 25% chances of being right.
 Take breaks during study as well as exam:
» Do not try to cover entire PMBOK Guide overnight. Try to cover maximum one knowledge area during one
study session.
» Take breaks during the exam as well. Make a exam strategy where you take minimum 2 breaks of 5 minute
break every 90 minutes.

8. PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 8
Introduction to Project
and
Project Management

9. PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 9
Project Management also
needs generic
management skills and
professional ethics
“Project Management is the application of knowledge, skills, tools and techniques to meet
the project requirements.”
Project
requirements
Project Management

10. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 10
 Project Manager has to balance the competing factors
(included but not limited to) like Scope Schedule and Cost
along with Quality.
 It is the project manager‘s duty to balance and achieve
key-competing factors.
 Competing factors
» Scope
» Schedule (Time)
» Budget (Cost)
» Quality
» Resources
» Risk
Project Constraints
Scope
Cost
Quality
Risk
Resource Time

11. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 11
Factors Influencing Projects

12. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 12
 Projects are typically part of an organization that is larger than the project.
 The maturity of the organization with respect to following elements can influence the project significantly.
Organizations may have a robust project based system that derive revenue primarily from performing projects for
others e.g. engineering firms, consultants and construction contractors.
Work ethics and
work hours
Shared values,
norms, beliefs,
and expectations
Organizational Cultures and Styles
Policies and
procedures
View of authority
relationships
Organizational
Structure
Organizational Systems:
Organizational Influences

13. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 13
 Organizational Structure:
» The organizational structure sets the level of authority,
roles and responsibilities and the reporting structure
within the project
» Organizations are structured into one of six models, the
organizational structure of which will affect the project in
some aspect
» Project Manager’s authority varies based on the type of
organization structure
» Apart from five models in the adjacent diagram, sixth one
is Composite Organizational Structure
 Organizational Communications:
» Important factor in project success in the face of
globalization
» E-mail, texting, instant messaging, social media, video
and web conference etc.
Organizational structure
Projectized
Strong matrix
Balanced matrix
Weak matrix
Functional
ProjectManager
FunctionalManager
Authority
Authority
Organizational Influences (Contd.)

14. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 14
Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) Fifth Edition, Project Management Institute, Inc.,
2013, Page 22
Organization
Structure
Project
Characteristic
Functional Matrix Projectized
Weak Matrix Balanced
Matrix
Strong Matrix
Project Manager’s
Authority
Little or None Limited Low to
Moderate
Moderate to
High
High to
Almost Total
Who controls the project
budget
Functional
Manager
Functional
Manager
Mixed Project
Manager
Project
Manager
Project Manager’s Role Part – time Part – time Full – time Full – time Full – time
Project Management
Administrative Staff
Part – time Part – time Part– time Full– time Full– time
Organizational Influences (Contd.)

15. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 15
 Organizational Process Assets are all the organization specific to and used by the performing organization such as
formal or informal plans, processes, policies, procedures, and knowledge bases
 They may also include artifacts, practices, or knowledge from any or all of the organizations involved in the
project, which can be used to influence the success of the project
 The organization process assets may be knowledge bases such as lessons learned and historical information, or it
may include completed schedules, risk data or Earned Value data
 Organizational process assets (OPA) are input to most planning processes
 OPA Categories
» Processes and Procedures
» Corporate Knowledge Base
Organizational Process Assets (OPA)

16. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 16
OPA Corporate
Knowledge
Base
Project files from
previous projects
Configuration
management
knowledge bases
Financial
databases
Historical information
and lessons learned
knowledge bases
Issues and defect
management
databases
Process
measurement
databases
OPA Corporate Knowledge Base

17. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 17
Enterprise Environment Factors (EEF)
 These are conditions, not under the control of the project team that influence, constrain, or direct the project.
 They are inputs to most planning processes and may have positive or negative influence on the project outcome.
 They may include:
» Organization culture, structure, and governance;
» Geographic distribution of facilities and resources;
» Government or industry standards;
» Infrastructure;
» Existing human resources & personnel administration;
» Company work authorization;
» Market conditions;
 Political climate;
 Organization’s established communications channels;
 Commercial databases; and
 Project management information systems.

18. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 18
Processes
and
Project Management
Framework

19. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 19
PMBOK® Guide is a “distilled version” of Project Management Body of knowledge and it coexists with the
corresponding application area knowledge ,general management skills and interpersonal skills.
PMBOK ® Guide is published by PMI and inputs from practitioners and academics have been included
The Project Management
Framework
 Introduction
 Organizational Influence
and Project Life Cycle
The Project Management
Knowledge Areas
 10 Distinctive Knowledge
Area
The standard for Project
Management of a Project
 PM Process Groups
(5 process Groups)
 Project Management
processes for a project
(47 processes)
The PMBOK® Guide – 5th Edition
PMBOK ® Guide is organized into 3 sections:

20. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 20
Domain Current Distribution of
Questions
Revised Distribution of
Questions
Initiation 13% 13%
Planning 24% 24%
Execution 30% 31%
Monitoring & Controlling 25% 25%
Closing 8% 7%
PMP® Examination Blueprint

21. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 21
 There are 10 Knowledge Areas covered in PMBOK® Guide 5th edition. These 10 Knowledge Areas are:
1. Integration project management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholders Management
Project Management Knowledge Areas

22. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 22
Overview of The PMBOK® Guide:
5 Process Groups

23. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 23
Plan
(Develop Project
management Plan)
Do
(Direct & Manage
Project Work)
Check
(Monitor & Control
Project Work)
Act
(Decision Point for PM
and Team)
Change
(Integrated Change
Control Process)
Close
(Close Project or
Phase)
Deming Cycle and PM Processes

24. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 24
Overview of The PMBOK® Guide:
47 Processes

25. Slide 25
http://www.edureka.co/pmp
Direct &
Manage
Project Work
Control Scope
Control Schedule
Control Cost
Control Quality
Control
Communications
Control Risk
Control
Procurements
Control
Stakeholders
Deliverable
Monitor &
Control Project
Work
WPI
(Work
Performance
Information)
WP
Reports/
Project
Dashboards
The Logical Sequence: High level
Develop
Project Charter
Develop PM
Plan
Project
Charter
Project
Plan
WPD
(Work
Performance
Data)
Close Project
7 Days
200$
- 2 Days
- 25$
Develop Subsidiary Project
Management Plans
Change
Management Plan
Requirement
Management Plan
Configuration
Management Plan
Scope
Management Plan
Cost
Management Plan
Human Resource
Plan
Communication
Management Plan
Risk Management
Plan
Procurement
Management Plan
Process
Improvement
Plan
Quality
Management Plan
Scope Baseline
Schedule
Baseline
Cost Baseline
Integrated
Change Control
Process
Change
Request
Approved
Change Request
Project
Progress
Update

26. PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmpSlide 26
And That’s All


27. Questions
Slide 27 http://www.edureka.co/pmp

28. Slide 28 Course Url
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