Introduction to PMP, Professional responsibility and Introduction to project management

12-Feb-18 PMP Training 1
PMP Training
By : Gunesh Apte, PMP

Introduction to PMP, Professional
Responsibility and Introduction to
Project Management
Based on PMBOK 5th Edition

Introduction to PMP Examination

Contents
▪ Introduction to PMI
▪ What is PMP Certification?
▪ Requirements to obtain PMP Certification
▪ Requirements to maintain PMP Certification
▪ Structure and Content of PMP Examination
▪ Other related Examinations
▪ Sources of Study Material

Project Management Institute (PMI)
World’s leading not-for-profit Project Management Professional
Association
Involved in
Professional Standards
Certifications
Research
Publications
Training
Professional Development

Project Management Institute (PMI)
Component Organizations
Chapters, Specific Interest Groups, Colleges
Nearly 450,000 members worldwide
Over 280 Local Chapters Internationally
For details please refer to PMI website
http://www.pmi.org

What is PMP Certification?
PMI offers Certification as a Project Management Professional
(PMP)
Purpose and Goal
Development, maintenance, evaluation, promotion and administration of
rigorous examination based professional credential of highest calibre
Designed to objectively assess and measure the professional knowledge
Supports International Community of PM Professionals
Not industry specific

What is PMP Certification?
Globally recognized and respected
Over 791,448 PMPs worldwide
PM with PMP Credential is preferred in many industries
Detailed information is available from PMI in a brochure called
“Certification & Standards” and on the web at http://www.pmi.org

PMP Certification Pre-reqisites
• 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

Earning PMP Certification
Signing a PMP Certificant and Candidate Agreement and Release
form
Completing the PMP Certification Exam Application along with
experience verification form and paying a fee of $555 for non-PMI
members and $405 for members
Passing the PMP exam

Maintaining PMP Status
Demonstrate an ongoing professional commitment to the field of
Project Management by satisfying PMI’s Continuing Certification
Requirements Program
You must earn at least 60 Professional Development Units (PDUs)
within a three-year cycle
Agree to continue to adhere to PMI’s PMP code of Professional
Conduct
Consult PMI’s web site for more details

Steps to PMP Examination
Take PMI’s Individual Membership
Complete the Application form as a PMI member.
Wait for the eligibility letter from PMI for approximately 2weeks.
Contact the examination contractor to schedule an examination
appointment at PTC
Carry Passport, Eligibility letter and Scientific non-programmable
calculator. All other belongings such as food, drinks, wallets, mobile
phones will have to be deposited outside.

Structure and Content of the PMP Certification Exam
Briefing
15 Minute computer tutorial
4 hour examination consisting of 175 scorable multiple choice
questions and 25 Pretest / Unscored questions randomly delivered
from a database containing thousands of questions
Onscreen result after the examination
Present passing score 106 (61%)
5 minute optional candidate satisfaction survey
Printed signed score report

Breakdown of Questions
Exam content breakdown after March 4, 2002
1. Initiating – 13%
2. Planning – 24%
3. Executing – 31%
4. Controlling – 25%
5. Closing – 7%
To pass, you need to get a minimum of 106 questions correct out of 175
questions (61%).

Changes to PMP Passing Score in Chronological
Order
• In 2004, PMBOK Guide, 3rd Edition was introduced.
In July 2005, PMP exam was changed to align with PMBOK Guide, 3rd Edition. At the same time,
PMI increased the passing percentage to a staggering 81% (yes, eighty one percent).
With the increase in passing percentage, the percentage of candidates clearing the exam in the first
attempt dropped dramatically. PMI was quick to react and dropped the passing percentage to a more
reasonable 61% (sixty one percent) in Dec 2005.
• Until 2006, the PMP Handbook clearly specified 61% as the passing score, but thereafter, PMI
stopped revealing the exact pass percentage, even though, they continued to provide the domain-wise
percentage on the score reports.
• The next big change occurred at the end of 2007, when PMI changed how diagnostic results were
presented in the score reports. Instead of domain-wise percentages, PMI started using global best
practices in examination administration by using proficiency levels. So now they provide proficiency
levels like Proficient, Moderately Proficient and Below Proficient by domain, instead of a numerical
percentage scored in each domain.

Types of Questions
To measure application of knowledge, skills, tools and techniques
Conceptual Questions
Application Questions
Evaluative Questions

Sample Scenario Question
Your project sponsor insists on weekly project status reports, including an
assessment of whether it’s necessary to kill the project. You think it’s
unnecessary and unproductive to address the possibility of killing the project.
Which of the follow situations would merit a weekly report on project viability?
a. the organization is under severe financial distress
b. the project sponsor does not trust the project manager
c. the competition is working on a similar project
d. the CEO is nearing retirement

PMI Certifications
PMP – Project Management Professional - The PMP is the gold standard of project management
certification. Recognized and demanded by organizations worldwide, the PMP validates your competence
to perform in the role of a project manager, leading and directing projects and teams.
PgMP – Program Management Professional - Designed for those who manage multiple, complex
projects to achieve strategic and organizational results.
PfMP – Portfolio Management Professional - Portfolio management certification recognizes the
advanced experience and skill of portfolio managers. The PfMP demonstrates your proven ability in the
coordinated management of one or more portfolios to achieve organizational objectives.
CAPM – Certified Associate in Project Management - The CAPM demonstrates your understanding of
the fundamental knowledge, terminology and processes of effective project management.
PMI-PBA – PMI Professional in Business Analysis - The PMI-PBA highlights your expertise in
business analysis. It spotlights your ability to work effectively with stakeholders to define their business
requirements, shape the output of projects and drive successful business outcomes.
PMI-ACP – PMI Agile Certified Practitioner - Created for those who believe in and apply agile
principles and practices on projects. It requires a combination of training, experience and an exam. It also
bridges agile approaches such as SCRUM, XP, LEAN and Kanban.

Sources of Study Material
PMBOK 5th Edition
PMI PMP Code of Professional Conduct
PMP Exam Prep Book by Rita Mulcahy
Pass-the-PMP-Exam-by-Sean-Whitaker
http://www.pmi.org/certification/project-management-professional-
pmp.aspx - PMP Application Form
http://www.pmidallas.org/ - PMI-Dallas Chapter

Professional Responsibility

What is Professional Responsibility?
6th Process group added related to behavioral aspects of Project
Manager
Insuring Integrity and professionalism
Contributing to the project management knowledge base
Enhancing individual competence
Balancing Stakeholders’ interests
Interacting with team and stakeholders in a professional and
cooperative manner

What is Professional Responsibility?
Understand PMI PMP Code of Professional Conduct
Professional Ethics
Awareness of Legal Issues
Cultural Sensitivity
Managing Conflict of Interest

Integrity and Professionalism
Understand the legal requirements surrounding the practice of
projects
Know ethical standards that should govern the behaviour of
project managers
Comprehend the values of the community and the various project
stakeholders
Practice proper judgment in the pursuit of successful project
work
Adhere to PMI PMP Code of Professional Conduct.

Advancing the Profession
Overall understanding of project management principles
Understand the community and media surrounding projects
Knowledge of research strategies available and proper
communication techniques
Learn to communicate and transfer knowledge effectively as a
coach and mentor and to use available research strategies

Advancing the Profession
Respect and recognize intellectual property
Act in an accurate, truthful and complete manner including all
activities related to professional work and research.
Support and disseminate PMP Code of Professional Conduct to
other PMI Certificants

Enhance Individual Competence
Understand the project manager’s strengths and weaknesses and
learning style – become aware of instructional processes and tools
Know the useful competencies for project managers and possible
training to address that
Be able to perform self-assessment and competencies development
plan
Ability to apply lessons learned

Balance Stakeholders’ Interests
Understand the various competing stakeholders’ interests and
needs
Comprehend the conflict resolution techniques useful in
handling differing objectives
Be able to resolve conflicts in a fair manner
Exercise negotiation skills based on proper information

Interacting with Stakeholders
Understand cultural diversity, norms and stakeholders’
communication styles
Show flexibility towards diversity, tolerance and self control
Becoming empathetic to differences

PMP Code of Professional Conduct
Responsibilities to the Profession
Compliance with all organizational rules and policies
• Upon a reasonable and clear factual basis report violations of
PMP Code of Professional Conduct.
• Disclose to clients, owners or contractors, circumstances that
could be construed as a conflict of interest or appearance of
impropriety

• Responsibility to cooperate with PMI concerning ethics
violation and the collection of related information.
• Responsibility to provide accurate and truthful
representations concerning all information directly or
indirectly related to all the aspects of the PMI
Certification Programs.

Candidate/Certificant Professional Practice
• Provide accurate, truthful advertising and representations
concerning qualifications, experience and performance of
services.
• Comply with laws, regulations and ethical standards governing
professional practice in the state/province and/or country when
providing project management services
Advancement of the Profession

Responsibilities to Customers and the Public
Qualification, experience and performance of professional
services
• Provide accurate, truthful representations to the public in
advertising, public statements and in the preparation of
estimates.
• Maintain and satisfy scope and objectives of professional
services.

• Maintain and respect the confidentiality of the
information obtained in the course of professional
activities or otherwise where a clear obligation exists.

Conflict of interest situations and other prohibited professional
conduct
• Ensure that a conflict of interest does not does not
compromise legitimate interests of a client or a customer or
influence/interfere with the professional judgments.

• Refrain from offering or accepting inappropriate payments,
gifts or other forms of compensation for personal gain, unless
in conformity with applicable laws or customs of the country
where PM services are being provided.

Introduction to Project Management,
Organizational influences and
Project Lifecycle & Processes

Contents
Introduction to PMBOK
Characteristics of Projects and Operations
Related Endeavors like Program
Project Management and its Organization
Project Lifecycle
Project Management Processes

PMBOK
Knowledge within the profession of project management
consisting of proven traditional practices that are widely used as
well as innovative and advanced practices that have seen limited
use and both published and unpublished material.

PMBOK and other Management disciplines
Generally
accepted PM
Knowledge
PMBOK (Industry specific)
General
Management
Knowledge
Application
Area
Knowledge
PMBOK
Guide

Other Management disciplines
General Management
Planning, organizing, staffing, controlling, forecasting
Law, HR
Leadership, Negotiation, Problem solving
Application areas
Categories of projects that have common elements significant in such
projects but are not needed or present in other projects.
Functional Areas, Technical elements, Management specializations etc.

Application Area Extensions
Additions to core PMBOK Guide to specific to application area.
Unique or unusual aspects of project environment in a particular
application area
Common knowledge and practices for a particular application
area that will improve efficiency and effectiveness of the project

Project Characteristics
Project – temporary endeavor undertaken to create a unique
product, service or a result
Temporary
• Has a definite beginning and definite end
• Opportunity or market window is temporary
• Team is disbanded after the project ceases to exist
Unique product, service or a result

Project Characteristics
Progressive elaboration
• Progressively: proceeding in steps
• Elaborated: worked with care and detail
• Scope of project should remain constant even as
characteristics are “progressively elaborated”

Projects and Operations
Similarities
Performed by people
Constrained by limited resources
Planned, executed and controlled

Projects and Operations
Differences
Projects are unique and temporary, operations are ongoing and
repetitive
Projects are undertaken as a means of achieving organization's
strategic plan and are closed after achieving objectives. The
objective of Operations is to sustain business.
A project may consist of operations.

Related Endeavors
Strategic Plan->Program->Project->Subproject
Programs are groups of projects managed in a coordinated way to
obtain benefits not available from managing the projects
individually
Most programs have elements of ongoing operations
Projects are often divided into “subprojects” for more
manageability

Related Endeavors
Programs adopt new set of objectives and continue to work;
projects cease when declared objectives have been attained
Project Portfolio Management is selection and support of project
or program investments so as to achieve organization's strategic
plan within the available resources.

Project Program Portfolio
Scope Projects have defined objectives. Scope is
progressively elaborated throughout the
project life cycle.
Programs have a larger scope and
provide more significant benefits.
Portfolios have an organizational scope that
changes with the strategic objectives of the
organization.
Change Project managers expect change and
implement processes to keep change
managed and controlled.
Program managers expect change from
both inside and outside the program and
are prepared to manage it.
Portfolio managers continuously monitor
changes in the broader internal and external
environment.
Planning Project managers progressively elaborate
high-level information into detailed plans
throughout the project life cycle..
Program Managers develop the overall
program plan and create high-level plans
to guide detailed planning at the
component level.
Portfolio managers create and maintain
necessary processes and communication
relative to the aggregate portfolio.
Management Project managers manage the project team to
meet the project objectives.
Program managers manage the program
staff and the project managers; they
provide vision and overall leadership.
Portfolio managers may manage or coordinate
portfolio management staff, or program and
project staff that may have reporting
responsibilities into the aggregate portfolio.
Success Success is measured by product and project
quality, timeliness, budget compliance, and
degree of customer satisfaction.
Success is measured by the degree to
which the program satisfies the needs
and benefits for which it was undertaken.
Success is measured in terms of aggregate
investment performance and benefit realization
of the portfolio.
Monitoring Project managers monitor and control the
work of producing the products, services, or
results that the project was undertaken to
produce.
Program managers monitor the progress
of program components to ensure the
overall goals, schedules, budget and
benefits of the program will be met.
Portfolio managers monitor strategic changes
and aggregate resources allocation,
performance results, and risk of the portfolio.
Comparison: Project, Program and Portfolio

Project Management
The application of knowledge, skills, tools and techniques to
project activities in order to meet or exceed stakeholder needs and
expectations from a defined project – balancing the following:
Scope, time, cost, risk and quality
Stakeholders’ expectations
Requirements (needs) vs. unidentified requirements (expectations)

Project Management
Project Management is accomplished through the use of
processes: initiating, planning, executing, controlling and
closing
The PM processes in general are iteratively performed
throughout the project.

Organization of Project Management Knowledge
Project Management Context
Project Management Processes & their interactions
( 5 process groups)
Project Management Knowledge Areas (47 constituent
processes organized into 10 Knowledge Areas)

Portfolio, Program and Project Management
Interactions

Program Management
Program is a define group of related projects, subprograms
and program activities.
It is the application of knowledge, skills, tools and
techniques to a program in order to meet the program
requirements.
It focuses on the project interdependencies and helps to
determine the optimal approach for managing them.

Portfolio Management
A portfolio refers to projects, programs, sub portfolios and
operations managed as a group to achieve strategic
objectives.
Portfolio Management refers to the centralized
management of one or more portfolios to achieve strategic
objectives
Ensures that projects and programs are reviewed to
prioritize resource allocation and management of the
portfolio is consistent with organizational strategies

Role of Project Manager
Person assigned by the performing organization to lead the
team that is responsible for achieving the project objectives
Depending on the organizational structure, Project Manager
may report to a Functional Manager or Program Manager
Project Manager needs to work closely with Business
Analyst, Quality Assurance Manager and Subject Matter
Experts

Responsibilities and Competencies of Project
Manager
Project Manager have the responsibility to satisfy the
needs: task needs, team needs and individual needs
Project Manager should possess the following
competencies:
Knowledge – project management knowledge
Performance – how he/she achieves project objectives
Personal – attitudes, core personality characteristics and
leadership

Interpersonal skills of Project Manager
Leadership
Team Building
Motivation
Communication
Influencing
Decision Making
Political and Cultural awareness
Negotiation
Trust Building
Conflict management
Coaching

Influence of organizational structure on Projects

Functional Organization

Weak Matrix Organization

Balanced Matrix Organization

Strong Matrix Organization

Projectized Organization

Composite Organization

Organizational Project Assets
• Initiating and Planning:
• Guidelines and criteria for tailoring the organization’s set of standard
processes and procedures
• Specific organizational standards such as policies (e.g., human resources
policies, health and safety policies, ethics policies, and project management
policies), product and project life cycles
• Quality policies and procedures (e.g., process audits, improvement targets,
checklists, and standardized process definitions for use in the organization);
and
• Templates (e.g., risk register, work breakdown structure, project schedule
network diagram, and contract templates).

• Executing, Monitoring and Controlling:
• Change control procedures, including the steps by which performing organization
standards, policies, plans, and procedures or any project documents will be modified, and
how any changes will be approved and validated;
• Financial controls procedures (e.g., time reporting, required expenditure and disbursement
reviews, accounting codes, and standard contract provisions)
• Issue and defect management procedures defining issue and defect controls, issue and
defect identification and resolution, and action item tracking
• Organizational communication requirements ○○ Procedures for prioritizing, approving, and
issuing work authorizations;
• Risk control procedures, including risk categories, risk statement templates, probability and
impact definitions, and probability and impact matrix
• Standardized guidelines, work instructions, proposal evaluation criteria, and performance
measurement criteria.

• Closing:
• Project closure guidelines or requirements (e.g., lessons learned, final
project audits, project evaluations, product validations, and acceptance
criteria).

Organizational Knowledge Base
• Configuration Management Knowledge Base
• Financial database
• Historical Information and Lessons Learned
• Issue and Defect Management database
• Process measurement database
• Project files from previous projects

Enterprise Environmental Factors
• Organizational culture, structure, and governance
• Geographic distribution of facilities and resources
• Government or industry standards
• Infrastructure (e.g., existing facilities and capital equipment)
• Existing human resources (e.g., skills, disciplines, and knowledge)
• Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training records,
reward and overtime policy, and time tracking)
• Company work authorization systems
• Marketplace conditions
• Stakeholder risk tolerances
• Political climate
• Organization’s established communications channels
• Commercial databases
• Project management information system

Relationship between Stakeholders and Project

Examples of Project Stakeholders
Sponsor – is the person or the group who provides resources and support for the project and is
accountable for enabling success.
Customers and Users – The persons or organizations who will approve and manage the
project’s product, service or result.
Sellers – are vendors, suppliers, or contractors and external companies that enter into
contractual agreement to provide components or services necessary for the project.
Business partners – are external organizations that have special relationship with the enterprise
Organizational groups – Internal stakeholders who are affected by the activities of the project
team
Functional managers – play management role within an administrative or functional area of the
business
Other stakeholders – Additional stakeholders such as, procurement entities, financial
institutions, government regulators, subject matter experts , consultants

Generic Project Life Cycle

Impact of variable based on project time

Project Phases
Three-Phase
Project
Project with
overlapping phases

Project Lifecycles
Predictive Life Cycles
Fully plan driven
Iterative and Incremental Life Cycle
Project phases intentionally repeat one or more project activities as
the project team understanding of the product improves
Adaptive Life Cycle
Change driven or agile method
Flexible in terms of iteration time and cost

Project Management Process Groups

Process Groups interactions

Project
Management
Process
interactions

Initiating Process Group
Those processes which define new project or phase of
existing project
Define initial scope
Commit initial financial resources
Select project manager
Define Project boundary
Align stakeholder’s expectations with project purpose

Planning Process Group
Those processes which establish total scope of the effort
Define and refine project objectives
Develop project management plan
Progressive elaboration is used to for progressive building
of the project plan
Outputs – Project Management Plan, Project Documents

Executing Process Group
Those processes which are performed to complete the work
defined in project management plan
Co-ordinate with people and resources
Manage stakeholder expectations
Integrate and perform the activities of the project

Monitoring and Controlling Process Group
Those processes which are required to track, review, and orchestrate
the progress and performance of the project
Identify changes to project management plan
Analyze project performance at regular intervals
Control changes and recommend corrective or preventive action
Monitor project activities against project performance measurement
baseline
Ensure that only approved changes are implemented

Closing Process Group
Those processes which are performed to conclude all activities across project
management process groups to formally complete the project or phase
Formally establishes the premature closure of the project
At project or phase closure, following may occur
Acceptance of the customer
Conduct post-project or phase-end review
Document lessons learned
Update organizational process assets (if required)
Archive all relevant project documents in PMIS
Close out procurement activities
Perform team members’ assessments and release project resources

Project
Management
Process Group
and
Knowledge
Area Mapping

Sample Q/A

Answers

Introduction to PMP, Professional responsibility and Introduction to project management

Introduction to PMP, Professional responsibility and Introduction to project management

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