Pmp Extrenal Documents

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PMP TIPS
May Wong, PMP

selectively….
UNDERSTANDING is key. However, there are some key areas that puts
our memory muscle to test
EMORIZE

Or….. you can simply steal mine
MAKE A
STORY
Identify & use your preferred memorizing technique

Photo & crow facts from: http://www.avesnoir.com/10-amazing-crow-facts/
and…. my story shall be about crows
did u know… Mating crows will often remain together
for years and some until parted by death.
*I am an imaginative girl.
I Saw Two Crows Quietly
Having Coffee Reading Poetry
Seriously
I Plan-to Examine My-Curious
Crows
10 Knowledge Areas & 5
Process Groups are the
backbone of the entire PMP study.
10 Knowledge Areas
I Integration
Saw Scope
Two Time
Crows Cost
Quietly Quality
Having Human Resource
Coffee Communication
Reading Risk
Poetry Procurement
Seriously Stakeholder
Process Group
I Initiating
Plan-to Planning
Examine Executing
My-Curious Monitoring & Controlling
Crows Closing

MEMORIZE
NDERSTAND
Battle Of The Ages? Sometimes, its a….. DRAW
We can balance the strength of using our memory & understanding

Example 1:
Attribute VS Variable Sample
A : Whether results conforms or not
V : Measures degree of conformation
Deep ‘V’. Hey…DIVE IN!
‘MEMO-STAND’
Create
your own
‘memo-stand’
by writing &
charting out
your
understanding
of that topic
• WHO does WHA
T
ResponsibilityAssignment
Matrix
• WHEN will staff be
hired/removed
Staffing Management Plan
• WHEN are staffs
A
VAILABLE
Resource Calendar
Example 2:
Distinctions between…..

STUDY
AID
Find your personal technique to achieve understanding of a subject.
Color coding
Audio lectures
Tutorials/Video
Stickers
…use

VISUAL tools
I personally found using visual, colors & charts very effective
Example 1:

VISUAL tools
I personally found using visual, colors & charts very effective
Example 2:

ERBALIZATION
Talk to yourself
.
.
.
.
It’s OK – you are not crazy

VERBAL
POWER
Example:
Problem: Change appears in many processes, and may seem very confusing.
Repeat this to yourself until you understand the rationale & co-relation.
CHANGES are found in MONITOR & CONTROL, they are approved
in INTEGRA
TED CHANGE CONTROL and implemented in DIRECT &
MANAGE PROJECT EXECUTION.

maywongmeiching82@gmail.com my.linkedin.com/in/
May Wong, PMP maywongmeiching1
my.linkedin.com/in/
maywongmeiching1
May Wong, PMP
a PMP-BITE series
KIE
C
tough
http://www.freedigitalphotos.net/images/Breads_Cakes_and_Coo_g268-Chocolate_Chip_Cookies_p141781.html

HELLO.
MAY WONG
PROJECT MANAGER @ SHELL INTERNATIONAL
Armed with more than 10 years of experience in marketing. Specializing
in Project Management of activation campaigns, conferences, events &
exhibitions.
Bitten by the travel bug and an explorer at heart.
Loves dogs.
@mayscloset

INTEGRATION
SCOPE
TIME
COST
QUALITY
HUMAN RESOURCES
COMMUNICATIONS
RISK
PROCUREMENT
STAKEHOLDER
INITIA
TING PLANNING EXECUTING
MONITORING
& CONROLLING CLOSING
PROCESS GROUPS
KNOWLEDGE
AREA
SCOPE
TIME
COST
RISK
KNOWLEDGE
AREAS

in every Knowledge Area,
there are…

there are… INPUT

there are… INPUT
TOOLS &
TECHNIQUE

TOOLS &
TECHNIQUE
there are…
ITTO
INPUT
OUTPUT

Let’s make some ‘cookies’…

http://www.freedigitalphotos.net/images/Kitchen_g272-Baking_Utensils_InTray_p99473.html
INPUT
What do I need
to make some
cookies?

TOOLS
How do I make cookies?
&TECHNIQUES

and Project Managers integrates the
Input, Tools & Techniques &
Output into the 5 Process
Groups...

Initiating the project START
2 Processes
Planning the project
PLAN
24 Processes
Executing the project
DO
8 Processes
Monitoring & Controlling the project
CHECK & ACT
11 Processes
Closing the project
END
2 Processes
5
PROCESS GROUPS

Initiating
Planning
Executing
Monitoring &
Controlling
Closing
I want some cookies!
The type of cookie to
make shall be Chocolate
Chips Cookies. Everyone
in the family loves it.
We’ll need 2 eggs,
2 cups flour, 1 cup
sugar, 1 cup cocoa,
butter, chocolate
chips, baking pan,
vanilla extract, an
oven
Pre-heat the oven at 180celcius. Cream together the butter & sugar until
smooth. Beat in the eggs one at a time, then stir in the vanilla. Dissolve
baking soda in hot water. Stir in flour, chocolate chips. Drop by large
spoonfuls onto ungreased baking pans.
.
Need to ensure that
the timer is set and
monitor if the dough is
cook. When taking the
cookies out, be careful
not to touch the hot
pan
Cookies turn out yummy!
Time to clean up the
utensils & enjoy it with
some warm milk. 

and think of the 47 processes within
these knowledge areas as making
different type of ‘cookies’!

INPUT
What do I need to
make some cookies
Develop Project
Charter
‘Replace ‘cookie’ with one of the 47 processes

Process: Develop Project Charter
INPUT
: WHAT are my ‘ingredients’?
Project Statement of work
Business Case
Agreements
Enterprise Environmental Factor
Organizational Process Assets
Eggs
Sugar
Flour
Vanilla
Butter

T&T
: Now that I know what ‘ingredients’ I need,
HOW do I make some ‘cookies’?
Expert Judgment
Facilitation Techniques
Baking utensils
Oven

Now that the ‘cookies’ have gone into the
oven, what do I get?
OUTPUT
:
Project Charter Yummy cookies

Simply knowing the name of the
processes would not help!
Understand
•what is that process for
•why is it important
•what needs to be done to complete
that process…..

What?
Project Charter – it formally recognizes the
existence of a project
Why?
It gives & defines the project managers
authority
I need to make some
cookies
My kids need a tea time
snack
Why?
It provides objectives & high level
requirements
What else?
It defines constraints & high level risks
They want chocolate chip
cookies
I have only 20 mins & I
must be careful not to
burn my fingers

QUESTIONS?
FEEDBACK?
THANY
K OU

my.linkedin.com/in/
maywongmeiching1
May Wong, PMP
taking a smaller
Image courtesy of Serge Bertasius Photography / FreeDigitalPhotos.net
BITE
of
PMP
CHAPTER 1
PART 1
a PMP-BITE series

Part1 Part2 Part3 Part4
 Project
 Program
 Portfolio
 PMO
 Time
 Cost
 Scope
 Resource
 Quality
 Risk
 Functional
 Projectized
 Matrix
 Product Lifecycle
 Project Lifecycle
4’P’s Constraints
Organizational
Structure
Lifecycle
ONE
CHAPTER
taking smaller bites…

PROJECT PROGRAM
PORTFOLIO PMO
a. b.
c. d.

PROJECT
a. PMBOK definition:
A te
te
m
m
p
po
or
ra
ar
ry
y endeavor (with a beginning & end
date) undertaken to c
cr
re
ea
at
te
e a unique product, service
or results.
and you’ll be
NO. It will ed
se
cs
rc
ib
ri
e
be
aa
ss
it
iu
tu
a
a
tt
iion
asked to a
a
n
n
a
ally
yz
ze
e it.
Then you will be given multiple choices and you must
select which choice described it best as a project/NOT a
project.
Will the exam
ask :
“What is the definition
of a Project?”

 One time activity
 Deliver product/service
 With a start & end date
 Heterogeneous team
 Unique
 On-going
 Repetitive
 Support product/service
Homogeneous team
PROJECT OPERATION
 WHAT IS THE
DIFFERENCE…

PROGRAM
b. PMBOK definition:
A program is a group of projects & activities
managed in a coordinated way to obtain benefits not
available from managing them individually. Projects
within a program are related through a common
outcome or collective capability
New Communication Satellite
System
Integration System
Design of satellite Design of ground station
Launch of Satellite
EXAMPLE
PROJECTS
PROGRAM

PMBOK definition:
Projects, programs, sub-portfolio & operations are
managed as a group to achieve strategic objectives.
PORTFOLIO
c.
PORTFOLIO MANAGEMENT
 Review Projects & Programs
 Centralized Management
 Achieve Strategic Objectives
 Prioritize resource allocation
 Alignment with Organization Strategies

PMO
d.
PMBOK definition:
An organizational structure that
standardizes the project related governance processes &
facilitates the sharing of resources, methodologies, tools
& techniques
TYPES OF PMO
SUPPORTIVE CONTROLLING DIRECTIVE
Consultative Role
Supplies templates, best
practices, training, access
to information & lessons
learn. Project repository
Control : LOW
Provides support &
requires compliance
Adopt Project
management framework &
methodologies. Using
specific templates, forms,
tools.
Control : Moderate
Full Control
Gains control by directly
managing projects
Control : High

PROJECT PROJECT PROJECT
PROGRAM PROGRAM PROGRAM
PORTFOLIO
 THEIR RELATIONSHIP…

 A PROJECT MANAGER’S
Image courtesy of Karen Duarte
MEET PROJECT
OBJECTIVES
LEADS A TEAM
INTEGRATES
FUNCTIONS
PERFORMANCE: ABILITY TO
APPLY THE KNOWLEDGE
KNOWLEDGE: PROJECT
MANAGEMENT
PERSONAL: CORE
PERSONALITIES & LEADERSHIP
QUALITIES
INTERPERSONAL
SKILLS
COMPETENCIES ROLE
WAIT!
THERE
IS
MORE!

HOW WELL DID
YOU PAID
ATTENTION? PART

4
s

 EXERCISE 1
i did say I love dogs……
Build a
dog house
Organize a
dog hike
Feed dog Win a dog
obedience
contest
Which of these examples is
NOT a PROJECT?

This is an operation because it is
Repetitive
A support function
No beginning & end date
Not temporary
i did say I love dogs……
 ANSWER
Build a
dog house
Organize a
dog hike
Feed dog Win a dog
obedience
contest
Which of these examples is
NOT a PROJECT?

 EXERCISE 2
The following are characteristics of a
project EXCEPT
a. It has a definite beginning & end
b. It is temporary
c. It repeats itself every month
d. It has interrelated activities

 ANSWER
The following are characteristics of a
project EXCEPT
a. It has a definite beginning & end
b. It is temporary
c. It repeats itself every month
d. It has interrelated activities

 EXERCISE 3
Some team members are unsure which of
the may projects they are working on is the
MOST important. Who would be the one
determining the priorities between projects
in a company?
a. The Project Team should discuss & decide
b. The PMO (Project Management Office)
c. The Stakeholders
d. The Project Manager

 ANSWER
Some team members are unsure which of
the may projects they are working on is the
MOST important. Who would be the one
determining the priorities between projects
in a company?
a. The Project Team should discuss & decide
b. The PMO (Project Management Office)
c. The Stakeholders
d. The Project Manager

Part1 Part2
Part3 Part4
 Project
 Program
 Portfolio
 PMO
 Time
 Cost
 Scope
 Resource
 Quality
 Risk
 Functional
 Projectized
 Matrix
Organizational
Structure
Lifecycle
…coming soon
Image courtesy of Master isolated images / FreeDigitalPhotos.net

my.linkedin.com/in/
maywongmeiching1
May Wong, PMP
taking a smaller
BITE
of PMP
CHAPTER 1
PART 2
a PMP-BITE series
Image courtesy of Stuart Miles / FreeDigitalPhotos.net

HELLO.
MAY WONG
PROJECT MANAGER @ SHELL INTERNA
TIONAL
exhibitions.
Loves dogs.
@mayscloset

O
CHAPTE
N
R E
 Project
 Program
 Portfolio
 PMO
 Time
 Cost
 Scope
 Resource
 Quality
 Risk
 Functional  Product Lifecycle
 Projectized  Project Lifecycle
 Matrix
4’P’s Constraints Organizational Lifecycle
Structure

PMBOK definition:
A limiting factor that affects the execution of a project, program, portfolio or process

COST
SCOPE
The project tasks: The
things a project team needs
to perform to meet project
objectives
TIME
The project schedule: amount
of time allocated for project
completion
The project budget: must
stay within the allocated
budget
Image courtesy of Gualberto107 / FreeDigitalPhotos.net
TRIPLE CONSTRAINTS
IDEAL
QUALITY

TIME
Image courtesy of thanunkorn / FreeDigitalPhotos.net
COST
SCOPE
QUALITY
TRIPLE CONSTRAINTS
CHANGES
There are changes in
cost. Therefore, causing
instability to TIME
(schedule) & SCOPE.
Putting QUALITY at
RISK.

Image courtesy of Stuart Miles / FreeDigitalPhotos.net
TIME
SCOPE
Do this! Do that!
DO IT ALL!
COST
Budget cut!
Budget cut!
RESOURCES
10?? I have only 2
staffs for you!
RISK
Unexpected obstacles!
Deal with this first! No
that…no this first!
QUALITY
It has to be
perfect!
The dateline
was yesterday!
ALL CONTRAINTS
ARE EQUALLY IMPORTANT

 EXERCISE
Which of the following BEST describe a
project’s constraints?
a. Budget cuts – lack of funds
b. Labor strike – lack of workers
c. Indecisive Management - lack of clarity
d. PMO priorities – lack of justification to
proceed with the project

 ANSWER
Which of the following BEST describe a
project’s constraints?
a. Budget cuts – lack of funds
b. Labor strike – lack of workers
c. Indecisive Management - lack of clarity
d. PMO priorities – lack of justification to
proceed with the project
Aproject not selected by the PMO yet cannot be categorized as a constraint. The project did not exist

Part1 Part2
Part3 Part4
 Project
 Program
 Portfolio
 PMO
 Time
 Cost
 Scope
 Resource
 Quality
 Risk
 Functional
 Projectized
 Matrix
Organizational
Structure
Lifecycle
…coming soon

my.linkedin.com/in/
maywongmeiching1
May Wong, PMP
taking a smaller
BITE
of PMP
CHAPTER 1
PART 4
a PMP-BITE series
Image courtesy of Grant Cochrane / FreeDigitalPhotos.net

 Project
 Program
 Portfolio
 PMO
 Time
 Cost
 Scope
 Resource
 Quality
 Risk
 Functional
 Projectized
 Matrix
Organizational
Structure
Lifecycle
O
CHAPTE
N
R E

CHARACTERISTICS OF
PROJECT LIFE CYCLE
Starting the project
Organizing & preparing
Carrying out project work
Closing project

PROJECT STAGES
Cost & staffing VS Time
Less cost &
staffs at the
beginning &
end of project

PROJECT STAGES
IMPACT of VARIABLE based
on project TIME
Risk & uncertainty
is great at the
beginning of
projects
Cost of changes
decreases as risks
decreases

PROJECT PHASES
Example of Single Phase
Often found in smaller projects. Typically one phase & sequential (no
overlaps)

PHASE TO PHASE
SEQUENTIAL PHASE (3 phase)

PHASE TO PHASE
OVERLAPPING PHASE

PREDICTIVE LIFE CYCLE
Also known as
FULLY PLAN DRIVE Generally preferred when
-product is well understood
-substantial base of industry practice
-product must be delivered in full to
have full value.

ITERATIVE &
INCREMENTAL + ADAPTIVE
Adaptive
AKA change driven or agile
methods
 Iterations are very rapid
Scope decomposed to
requirements – Product backlog
Used when environment
changed rapidly
Requirements & scope not
defined in advance
Iterative & Incremental
Intentionally repeat one or more
activities
 Increments add functionalities of
product
During repetition, all PM process
groups will be performed
T
o manage change of objective or
scope

HOW WELL DID
YOU PAID
ATTENTION?

PROJECT
LIFECYCLE

 EXERCISE
Which of the following is NOT a
characteristic of Project Life Cycle
a. Starting a project
b. Organizing a project
c. Preparing a project
d. Proposing a project

 ANSWER
Which of the following is NOT a
characteristic of Project Life Cycle
a. Starting a project
b. Organizing a project
c. Preparing a project
d. Proposing a project
Project life cycle only begins when a project has been
chosen/confirmed

 EXERCISE
These are the relationships amongst COST
,
STAFFING and TIME. Which of these is
UNTRUE?
a. Cost is high at the beginning of the project
b. Staffing is high at the execution stage of a project
c. Cost is high at the middle stage of a project
d. Staffing is low at the beginning stage of a project

 ANSWER
These are the relationships amongst COST
,
STAFFING and TIME. Which of these is
UNTRUE?
a. Cost is high at the beginning of the project
b. Staffing is high at the execution stage of a project
c. Cost is high at the middle stage of a project
d. Staffing is low at the beginning stage of a project

 Project
 Program
 Portfolio
 PMO
 Time
 Cost
 Scope
 Resource
 Quality
 Risk
 Functional
 Projectized
 Matrix
Part1 Part2
Part3 Part4
Organizational
Structure
Lifecycle
And…… WEARE DONE!!!

my.linkedin.com/in/
maywongmeiching1
May Wong, PMP
a PMP-BITE series
process
groups to
master and
ACE your PMP

HELLO.
PROJECT MANAGER @ SHELL INTERNATIONAL
exhibitions.
Loves dogs.
@mayscloset

STOP!
Before you dive in……
UNDERSTAND the processes rather
than MEMORIZING them
Use your LOGIC. This will help in
understanding the knowledge areas
involved in each processes
This chapter is about “What you
need to do to manage a project”
For larger projects, these processes
may be repeated several times
Usually, over 70 questions from this
chapter will be in the PMP
examinations
Develop your own way of
understanding these processes
(or use Rita’s Chart)
2 Power Questions
a)What comes before this process?
b)What should I do next?
This chapter has the reputation of
being the toughest. Therefore – go
through this chapter at least 3 times

UNDERSTAND the processes
rather than MEMORIZING them
But memorizing the categories
may give the sense of control
some PMs need. Here’s my
memory tool.

47
PROCESSES
THERE ARE
CLUSTERED INTO
PROCESS
GROUPS

2 Processes
1

2 Processes
PLAN
24 Processes
2

2 Processes
PLAN
24 Processes
DO
8 Processes
3

2 Processes
PLAN
24 Processes
DO
8 Processes
CHECK & ACT
11 Processes
4

2 Processes
PLAN
24 Processes
DO
8 Processes
CHECK & ACT
11 Processes
Closing the project
END
2 Processes
5

5PROJECT MANAGEMENT PROCESSES
Understand that there are co-
relations between Monitoring
& Control, Planning &
Executing. The processes are
usually non-linear

PROCESS GROUP INTERACTS IN PROJECT OR PHASE
There will be overlaps in phases
There will be repetition of processes
Process groups are NOT project life
cycle phases!

PROJECT
NITIATING
Only 2 processes. Develop Project
Charter & Identify Stakeholders
Obtaining authorization to start a new
project/phase
Initial scope & financial resources are
committed
Stakeholders are identified
Project manager(s) are assigned
Business case firmed, project charter
formed
There is no need to memorize the
definitions. Understand what needs to be
done before a project can officially start.
Examples

PROJECT
LANNING
Project Initiating is complete
Approved changes requires re-
planning
Develop project management plan &
documents
Input from stakeholders necessary
Progressive Elaboration usually
happens
Strategy & tactics to perform tasks
formed
There is no need to memorize the definitions. Understand what needs
to be done to define effort/scope of the project and identify what
tasks needs to be done. This process group contains the most
processes (24). All processes with the word ‘PLAN’ falls under this
group
Examples

ROGRESSIVE
I noted that this term was
questioned 3 times in my
exam – in various
capacity!
LABORATION
Process of continually refining
estimates and scope

XECUTING
There is no need to memorize
the definitions. Understand what
needs to be done to fulfill the
project plans.
PROJECT
Project Planning is complete
Managing change : Integrated change
control
Consists of work performed that was
defined in Planning
Anticipating & managing risks
Coordinating people, managing
stakeholders expectations
Integrating & performing activities –
work performance data collected
Examples

MONITORING
PROJECT
Controlling changes by taking
corrective/preventive actions
Monitoring by constantly measuring
against project baselines
Ensure that only approved changes
are implemented
Project closing if project has
completed/terminated
Work Performance Information
collected & managed
Revisit other processes (Initiating,
Planning, Executing) if necessary
There is no need to memorize the definitions. Understand what needs to be
done when a PM monitor & controls a project/phase. Crucial step to manage
changes & determine the path of the project lifecycle. All processes with the
word ‘CONTROL’ falls under this group.
C
ONTROLLING
Examples

LOSING
There is no need to memorize the
definitions. Understand what needs
to be done to tie a nice ribbon to
close the project.
PROJECT
Processes to obtain acceptance of
project deliverables to formally close
Conduct post-project or phase-end
reviews
Document lessons learnt Perform team members assessment
& release members/assets
Archive project documents
Only 2 processes: Close out
procurement & Close project/phase
Examples

INTEGRATION
SCOPE
TIME
COST
QUALITY
HUMAN RESOURCES
COMMUNICATIONS
RISK
CLOSING
KNOWLEDGE
AREA
SCOPE
TIME
COST
K
INITIA
TING
PLANNING EXECUTING
MONITORING
& CONROLLING
PROCESS GROUPS
PROCUREMENT
STAKEHOLDER
RISK
NOWLEDGE
AREAS

my.linkedin.com/in/
maywongmeiching1
May Wong, PMP
PROJECT
INTEGRATION
MANAGEMENT
PART 1
a PMP-BITE series

INTEGRATION
PROJECT
MANAGEMENT
Part1 Part2 Part3 Part4 Part4
Project
Charter ITTO
Project
Management
Plan ITTO
Direct &
Manage
Project Work
ITTO
Monitor &
Control
Project Work Change
ITTO
Perform
Integrated
Control ITTO
DEVELOP
DIRECT &
MANAGE
MONITOR &
CONTROL
PERFORM
INTEGRATION
Close
Project or
Phase ITTO
CLOSE

PART1

DEVELOP PROJECT
CHARTER

CHARTER
DEVELOP PROJECT
WHAT?
The process of developing a document that
formally authorizes the existence of a project and
provides the project manager with the authority to
apply organization resources to project activities

REMEMBER?
there are… INPUT
do you

REMEMBER?
there are… INPUT
TOOLS &
TECHNIQUE
do you

there are… INPUT
TOOLS &
TECHNIQUE
OUTPUT
ITTO
REMEMBER?
do you
Refresh your memory here: http://www.slideshare.net/MayWongMC/knowledge-area-tips-itto

What are the ITTO
So…
for developing a
PROJECT
CHARTER

Now that I know what ‘ingredients’ I need,
HOW do I make some ‘cookies’?
Expert Judgment
Facilitation Techniques
Baking utensils
Oven

OUTPUT
:
Project Charter Yummy cookies
Project Charter is issued by Project Initiator or Sponsor
Provides PM with authority to apply organizational resources
Usually document the business needs, assumptions, constraints,
high level requirements, risks, stakeholder lists…etc

PART1

DEVELOP PROJECT
MANAGEMENT PLAN

MANAGEMENT
DEVELOP PROJECT
WHAT?
The process of defining, preparing & coordinating
all subsidiary plans and integrating them into a
comprehensive project management plan. The
projects integrated baselines and subsidiary plans
may be included within the project management plan
PLAN

What are the ITTO
So…
for developing a
PROJECT
MANAGEMENT
PLAN

Process: Develop Project Management Plan
What?
Project Management Plan – Comprehensive
compilation of all subsidiary plans
Why?
Central document that defines basis of all
project work
I need to make some
cookies
My kids need a tea time
snack
Why?
Defines how project is executed, monitored,
controlled & closed.
What else?
It is developed through a series of integrated
process
They want chocolate chip
cookies
I have only 20 mins & I
must be careful not to
burn my fingers

INPUT
What do I need to
make some cookies
Develop a Project
Management Plan?

Process: Develop Project Management Plan
INPUT: WHAT are my ‘ingredients’?
Project Charter
Outputs from other processes
Enterprise Environmental Factor
Organizational Process Assets
Eggs
Sugar
Flour
Vanilla & Butter

OUTPUT
:
Project Management Plan Yummy cookies
Project Management Plan describes how the project will be
executed, monitored & controlled.
It integrates & consolidates all subsidiary plans and baselines on
planning processes
SUPER
IMPORTANT
WORD

CORE
BASELINES
COST
SCHEDULE
SCOPE
BASELINES
These are also called Performance
Measurement Baselines
Deviation from any of these core baselines will impact the project.
Baselines can change – but it should be done through Perform
Integrated Change Control process. Evolution of baselines must be
documented
It is the task of the PM to control & monitor these baselines clearly

INTEGRATION
PROJECT
MANAGEMENT
Part1 Part2
ITTO
Control ITTO
Part3 Part4 Part4
Project
Charter ITTO
Project
Management
Plan ITTO
Direct &
Manage
Project Work
ITTO
Monitor &
Control
Project Work Change
Perform
Integrated
DEVELOP
DIRECT &
MANAGE
MONITOR &
CONTROL
PERFORM
INTEGRATION
Close
Project or
Phase ITTO
CLOSE

+6012-2153576
May Wong, PMP maywongmeiching82@gmail.com
my.linkedin.com/in/
maywongmeiching1
P
M
ANAGEMENT
P
ROFESSIONAL
ROJECT

HELLO.
exhibitions.
Loves dogs.
@mayscloset
MAY WONG
PROJECT MANAGER

1
WHAT IS A PMBOK
Pronounced: ‘pim’ – ‘bok’

DO
read the en
N
tire PMBOK
’
. Us
T
e it as
a guide/reference. There is too
. much information that is very
academically presented & will bore
you within 2 minutes!
A Guide to the Project Management Body of
Knowledge (PMBOK Guide) is a book which
presents a set of standard terminology and
guidelines for project management. The Fifth
Edition (2013) is the document resulting from
work overseen by the Project Management
Institute (PMI).
From Wikipedia, the free encyclopedia

BE FAMILIAR
WITH THE PROMETRIC INTERFACE
Prometric is a U.S company in the test administration industry. They operate
globally providing services to operate test centres, delivery and to administer test.
The PMP exam is operated by Prometric, and it is computerized and programmed
test. It’ll be comforting to know what to expect on the screen – in terms of it’s
interface, functionalities & it’s look.

3
ODD-BALLS IN YOUR HALL
Everyone is unique in their own way and have different
methods of coping with an exam.

mage courtesy of nonicknamephoto / FreeDigitalPhotos.net
I
KEEP YOUR
SMILE
There will be many
DISTRACTIONS in the
exam hall. IGNORE
THEM! Do not let it
dampen your
spirits.
Sigh~~~
GRRRR!!!!
Sigh~~~
oh damn!
@#%&!%
@#%&!%
@#%&!%
Pssttt!

4WHAT HAPPENS AT THE
EXAM HALL

EXPECTATIONS
MANAGE YOUR
Im
age courtesy of artur84 / FreeDigitalPhotos.net
At the examination hall
Y
ou’ll be given a locker
to store your bag &
other belongings
Y
ou’ll be ask to fill up a
simply form with your
personal details – bring
a valid photo ID
Clock
you lick
starts
‘Begin
Y
ou will be given some
pencils & paper, a
calculator & a headset
Y
ou will be given 4
hours to complete the
exam.
once
T
est’
Raise your hand when
you want to excuse
yourself from the exam
hall for a toilet break or
a drink of water
Y
ou will be given 15
minutes to learn how to
use a computer &
navigate the software
Once you click
‘Submit’, you’ll be ask
to do a survey while it
computes your results
Y
ou can review all your
answers – as many
times as you want
Y
ou will be given a
copy of your results
before you leave
You’ll need to go
through a security
check to ensure there
are no hidden notes on
you – a quick body frisk
There will be CCTVs
everywhere – stay
calm & focus
Raise your hand when
you need more paper
or any other assistance

MANAGEMENT
TIME
mage courtesy of digitalart / FreeDigitalPhotos.net
I
during the exam, schedule in time to
REGROUP THOUGHTS
DRINK WATER
DIFFICULT
QUESTIONS
REVIEW
ANSWERS
SNACK
STRETCH
TOILET BREAK
PRAY
ARRIVE EARLY

VS
UNDERSTANDING
One of the worst mistake I’ve done
throughout my PMP journey is to try
and memorize too much. From
Knowledge Areas, to Process
Groups, to Processes, to ITTOs, to
formulas, definitions…etc.
I wish someone told me that it’ll only
help with 10% of the questions. The
other 90% requires understanding
of the subject & accurate
interpretation of the question.
MEMORIZING
Image courtesy of digitalart / FreeDigitalPhotos.net

7NOT EVERYTHING YOU’VE
FOUND ONLINE IS TRUE
and this apply to non-PMP information as well

Be wary of un-verified sources
of information. Always refer
back to PMBOK or check with
your prep-course counselor.

8
THE NEED TO LET GO
and let GOD manage the rest

mage courtesy of Salvatore Vuono / FreeDigitalPhotos.net
I
Once you’ve done enough
preparation, it is important to
acknowledge that you’ve done your
part - and let GOD do the rest. There
will always be something that we have
not read or learn. So all we can do is
to lift up the situation to GOD and
pray for HIS wisdom.

QUESTIONS?
FEEDBACK?
THANK
YOU

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endorsed and did not participate in the development of our products. OSP International LLC has been reviewed and
approved as a provider of project management training by the Project Management Institute (PMI). As a PMI
Registered Education Provider (R.E.P
.), OSP International LLC has agreed to abide by PMI established quality
assurance criteria.

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Question:
How can I pass the exam
to become a registered
nurse?

Wrong Webinar!
This webinar is about
• Project Management
Professional (PMP) Exam
• How to study, what to study,
exam content and outline,
recent changes… etc.

PMP Exam Basics
• Project Management Institute
(PMI)
• “For those who manage and
lead project teams”
• Requires experience as a PM
• Details: Read PMP Handbook

Question:
What topics are on the
exam and how many
questions per topic?

PMP Exam: 200 Questions in 4 Hours
75% PMBOK Guide oriented
Domain % of Questions
Initiating 13%
Planning 24%
Executing 30%
Monitoring & Controlling 25%
Closing 8%
Total 100%

What this means
• “The PMP Exam is one mile wide
and one inch deep”
• You must know the PMBOK® Guide
and have experience in applying it
on actual projects
• You must study everything and
understand how it “connects”

Question:
Did the PMP Exam
recently change?

August 2011 PMP Exam Changes
• PMBOK Guide didn’t change
• Exam format didn’t’ change
• Score Report didn’t change
• Eligibility didn’t change
• From 6 to 5 Domains
– Ethics is now integrated in other 5

Question:
Is the exam based on
PMBOK® Guide
4th or 5th Edition?

Answer:
Until June 2013: 4th
After June 2013: 5th

Question:
How many questions do I
have to answer correctly
to pass the PMP Exam?

Only PMI Knows…
• Passing score is not published
• Score is determined by “sound
psychometric analysis”
• Any numbers you see or read
online are wrong
– Most often cited 61% / 62%
• Correct is: We don’t know

Question:
Where can I find
good sample questions?

PMP Exam Sample Questions
www.free-pm-exam-questions.com
http://free.pm-exam-simulator
.com
http://www.oliverlehmann.com
Remember: Free questions are a good start
but you also need a “real” simulator

Question:
How do I know that I’m
ready to take the exam?

80% Rule
• Each time you take a sample
exam for the first time: keep
track of your score
• If you regularly get >80% of the
answers correct then you can
consider yourself to be ready
• But this still isn’t a guarantee…

Question:
What is the best way
of studying for
the PMP Exam?

Answer:
This could take a while…

All My Experience In One Short Guide
• 8 essential steps
• Tips, tricks, best practices
• Study recommendations
• Recommended study materials
• Everyone who is signed up to the webinar will
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www.freepmexamguide.com
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Question:
How can I memorize:
The PMBOK?
ITTO?
Processes?
Knowledge
Areas?
Everything?

Don’t Memorize!
• Understand how the Process
Groups, Knowledge
Areas, Processes fit together
.
• Understand why an input is
needed
• Understand how things fit
• Answer many sample questions

Question:
What goes on a
“brain dump” sheet?

The Secret of Your Brain Dump Sheet
• Personal mini reference
• For content and how to create
one read http://bit.ly/bdump
• The secret is…
– You create it
– You study what’s on it
– You are improving

More Questions?
Please type them in to the chat box

Important Links
• PMI: www.pmi.org > Certification
• PMP Handbook: www.pm-prepcast.com/pmphb
• Short Guide: www.freepmexamguide.com
• Brain dump: http://bit.ly/bdump
• Coaching: www.pmstudycoach.com
• PMP Podcast: www.pm-prepcast.com

Take Action
• Read “The Short Guide”
• Follow my recommendations
• Consider taking our coaching
course
www.pmstudycoach.com

Project Management Professional (PMP)
Exam Preparation
Free Sample 25%
(Based on Guide to PMBOK 5th Edition)
By

Chapter 1
Introduction to Project Management
10/11/17 18:20 2

What is Project Management?
• The application of knowledge, skills, tools and technique to
project activities to meet project requirements
Project Management is accomplished through the application and
integration of the processes such as
– Initiating
– Planning
– Executing
– Monitoring and Controlling
– Closing
•
10/11/17 18:20 3

The Triple Constraint of Project Management
Scope
10/11/17 18:20 4
It is the project manager’s duty to balance and achieve
these three often-competing goals.

Constraint of Project Management
Cost
Customer
Satisfaction
Project
10/11/17 18:20 5

10/11/17 18:20 6
Project, Program, Portfolio
Project E

Project, Program, Portfolio
10/11/17 18:20 7

Project-Based Organizations
Project-based organizations (PBOs) refer to various
organizational forms that create temporary systems for
carrying out their work. (as in telecommunications, oil and
gas, construction, consultancy, and professional Services)
10/11/17 18:20 8

Chapter 2
Project Life Cycle and Organization
10/11/17 18:20 9

Project Life Cycle (Technical Work)
• Project Life Cycle is a collection of generally sequential and
sometimes overlapping project phases.(not black box)
• Project Phases are marked by the completion of a deliverable
(Tangible, verifiable work product).
– Review of deliverables and approval/denial-phase end
review- are “phase exits, stage gates, or kill points???”
• All projects are divided into phases, and all projects, large
or small, have a similar life cycle structure.
10/11/17 18:20 10

Handoff Handoff Handoff
Gates
Gates
Gates
Deliverables Deliverables Deliverables
10/11/17 18:20 11
Project Life Cycle
Project phases differ from project to another
Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Startup
IT Project: Requirement -> Design -> Program -> Test -> Implement
Initiation Conclusion

Fast Tracking
• There are times when phases are overlapped
to shorten or compress the project schedule.
This is called Fast Tracking.
Fast tracking means that a later phase is
started prior to completing and approving the
phase, or phases, that come before it.
•
• This technique is used to shorten the overall
duration of the project.
10/11/17 18:20 12

Project Stakeholders
10/11/17 18:20 13
• An important part of a project manager’s responsibility is to manage
stakeholder expectations, which can be difficult because
stakeholders often have very different or conflicting objectives.
• Part of the project manager’s responsibility is to balance these
interests and ensure that the project team interacts with
stakeholders in a professional and cooperative manner.

Cost
and
staffing
level
Time
14
Initial Phase Intermediate Phase(s) Final Phase
cost of changes
influence of stakeholders
Stakeholders Influence Over Time
10/11/17 18:20

Project Success
The success of the project should be measured in terms of
completing the project within the constraints of scope, time,
cost, quality, resources, and risk as approved between the
project managers and senior management.
10/11/17 18:20 15

Organizational Structure- Functional
Organization
• The organization is grouped by areas of specialization within different
functional areas.
• Projects generally occur within a single department.
Information required from other department will
departmental heads.
• be routed through
• Team members complete project work in addition to normal department
10
w
/1o
1/
r1
k
7.18:20 16

Organizational Structure- Balanced
Matrix Organization
• Two Bosses
• Team members reports to
Project Manager and Functional
Manager
• Team members do project work
in addition to normal
departmental work
Power is shared between the
functional and project manager
•
10/11/17 18:20 17

Iterative and Incremental Life Cycles
Ones in which project phases (also called iterations)
intentionally repeat one or more project activities as the
project team’s understanding of the product increases,
while increments successively add to the functionality of
the product.
10/11/17 18:20 18

Chapter 4
Project Integration Management
10/11/17 18:20 19

Project Integration Management
Project Integration Management includes the processes
and activities to identify, define, combine, unify, and
coordinate the various processes and project management
activities within the Project Management Process Groups.
10/11/17 18:20 20

Develop Project Charter
• Project Charter is the process of developing a
document 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 Manager should always be assigned prior
to the start of planning, and preferably while the project
charter is being developed.
The Project Charter is Issued by a sponsor, not the
project manager, but preferred to be participated in
developing it.
•
10/11/17 18:20 21

Project Selection Methods
Project selection is generally the responsibility of Portfolio Managers,
Steering Committees. In smaller companies, Presidents and Vice- Presidents.
These methods generally fall into one of two broad categories:
•Benefit measurement methods (comparative approach) that are comparative
approaches:murder board, peer review, scoring models, benefit contribution,
or Economic models.
•Constrained optimization methods (Mathematical approach) that use
programs; linear, nonlinear, dynamic, integer, or multi-objective programming
algorithms
10/11/17 18:20 22

1. Present value
Present value :PV = FV/(1 + r)n
•FV = amount of money t years from now
•r = interest rate (also called “discount rate”)
•n = time period
Assume a 10% interest (or discount) rate
PV (Year 1) = FV / (1 + r)t =$35,000/(1 + 0.1)1= $31,819
Economic Model
10/11/17 18:20 23
Year FV PV
0 $50,000 $50,000
1 $35,000 $31,819
2 $15,000 $12,397

2. Net present value: This Means the total benefits (income or revenue) less
the cost. To calculate NPV you need to calculate the present value of each
of the income and revenue figures then add up the present values.
NPV=353-291=62
10/11/17 18:20 24
Economic Model
Time
Period
Income or
revenue
Present Value
at 10% interest
Costs Present Value
at Costs 10%
rate interest rate
0 0 0 200 200
1 50 45 100 91
2 100 83 0 0
3 300 225 0 0
Total 353 291

Requirements Traceability Matrix
• A grid that links product requirements from their origin to the deliverables that satisfy
them.It provides a mean to track requirements throughout the project life cycle.
Matrix helps to ensure that requirements approved in requirements documentation
are delivered at the end of the project.
•
• Attributes associated with each requirement can be recorded in the requirements
traceability matrix.
Collect Requirements – Outputs
10/11/17 18:20 25

Create WBS
• The WBS is a deliverables-orientated
decomposition of the work to be executed by
project team to accomplish the project
objectives and create the required
deliverables.
• The planned work is contained within the
lowest level WBS components (work
packages) which can be scheduled, cost
estimated, monitored and controlled.
• The top most level of each WBS is the total
project itself
10/11/17 18:20 26

Question
You're the project manager for an advertising campaign. The stakeholders,
including the client, approved your completed WBS. Later, after some of the
artwork has been printed, the client wants to add a registered trademark
symbol, which will cost a considerable amount of money. The client says that
your company's salesperson, prior to signoff on the WBS, promised this
feature would be included. Who should pay for the change?
A. Your company managing the project
B. Both the client and your company should pay part of the cost
C. The change should not be implemented
D. The client
10/11/17 18:20 27

Create WBS – Outputs
• A WBS structure may be created through various approaches. Some of the
popular methods include the top down approach, the use of organization-
specific guidelines, and the use of WBS templates. A bottom-up approach
can be used during the integration of subcomponents
• The WBS is a hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project objectives and
create the required deliverables.
10/11/17 18:20 28

Validate Scope
Validate Scope is the process of formalizing acceptance of the completed
project.
•The Validate Scope process differs from the Control Quality process in that
the former is primarily concerned with acceptance of the deliverables, while
quality control is primarily concerned with correctness of the deliverables
and meeting the quality requirements specified for the deliverables.
•Control Quality is generally performed before Validate Scope, although the
two processes may be performed in parallel.
10/11/17 18:20 29

Three Point Estimates (PERT)
10/11/17 18:20 30

PERT Calculations
• If all activities are on critical, then total estimated project duration = sum of
PERT values for each activities.
• Standard Deviation shall not be added. Add variance of each activities and
take square root of sum to get standard deviation for total project.
1
•0/1I
1
n
/17
th
1
e
8:e
20
xample above, range will be 170.167 +/-10.060
Estimate Activity Durations : Tools &
Techniques
31
Activity O M P PERT SD Variance Range
A 14 27 47
B 41 60 89
C 39 44 48
D 29 37 42

PERT Calculations
• If all activities are on critical, then total estimated project duration = sum of
PERT values for each activities.
• Standard Deviation shall not be added. Add variance of each activities and
take square root of sum to get standard deviation for total project.
1
•0/1I
1
n
/17
th
1
e
8:e
20
xample above, range will be 170.167 +/-10.060
Techniques
32
Activity O M P PERT SD Variance Range
A 14 27 47 28,167 5.5 30,25 28.167+/-5.5
B 41 60 89 61,667 8 64 61.667+/-8
C 39 44 48 43,833 1.5 2.25 43.833+/-1.5
D 29 37 42 36,500 2.167 4.694 336,5+/-2.167

Group Decision-Making Techniques
• Team-based approaches, such as brainstorming, the Delphi or nominal
group techniques, are useful for engaging team members to improve
estimate accuracy and commitment to the emerging estimates. By involving
a structured group of people who are close to the technical execution of
work in the estimation process, additional information is gained and more
accurate estimates obtained.
Techniques
10/11/17 18:20 33

Reserve Analysis
• Contingency Reserve time —also called buffer or time reserves
• Reserve is added to account for schedule risk.
• You might choose to add a percentage of time or a set number of work
periods to the activity or the overall schedule.
• If not done properly can lead to padding
• Contingency reserve shall be clearly identified and documented for future
analysis
Techniques
10/11/17 18:20 34

Develop Schedule-Tools & Techniques
Schedule Network Analysis
• Schedule network analysis is a technique that generates the project
schedule.
• It employs a schedule model and various analytical techniques, such as
critical path method, critical chain method, what-if analysis, and resource
levelling to calculate the early and late start and finish dates for the
uncompleted portions of project activities.
Critical Path Method
• A method used to estimate the minimum project duration and determine the
amount of scheduling flexibility on the logical network paths within the
schedule model
10/11/17 18:20 35

Example of Critical Path Method
10/11/17 18:20 36

Network Diagram Nodes
•
•
•
•
ES = Earliest date an activity can be started
EF = Earliest date an activity can be completed
LS = Latest date an activity can start
LF = Latest date an activity can be completed
ES
LS LF
EF
Duration
Forward pass
Backward pass
10/11/17 18:20 37

Critical Chain Method
• Critical Chain is a schedule method that allows the project team to
place buffers on any project schedule path to account for limited
resources and project uncertainties.
• The resource-constrained critical path is known as the critical path.
10/11/17 18:20 38

Develop Schedule: Tools and Techniques
Resource Optimization Techniques
1. Resource
leveling. A
technique in which
start and finish
dates are adjusted
based on resource
constraints with the
goal of balancing
demand for
resources with the
available supply.
10/11/17 18:20 39

Modeling Techniques
1. What-If Scenario Analysis. is the process of evaluating scenarios
in order to predict their effect, positively or negatively, on project
objectives.
2. Simulation. involves calculating multiple project durations with
different sets of activity assumptions, usually using probability
distributions constructed from the three-point estimates
10/11/17 18:20 40

Schedule Compression
•

Fast Tracking
Performing critical path tasks in parallel and
riskier than crashing
Eg,.Design is half finished and start coding

•



Crashing
Analyze cost and schedule trade-offs
Determine most compression for least cost
Crash the tasks that cost the least first,
focusing on minimizing project cost
10/11/17 18:20 41

Milestone Chart
10/11/17 18:20 42

Project Calendars
• project calendar identifies working days and shifts that are available
for scheduled activities. It distinguishes time periods in days or parts
of days that are available to complete scheduled activities from time
periods that are not available. A schedule model may require more
than one project calendar to allow for different work periods for
some activities to calculate the project schedule. The project
calendars may be updated.
10/11/17 18:20 43

Sample PMP
Certification
Questions

Exercise
Q1. The estimate for a task is O = 3 days, P = 7 days, M = 4 days. What is the standard
deviation of the task?
– A. 5/6 of a day -B. 2/3 of a day -C. 1 ½ days -D. 5 2/3 days
Solution: SD = (P-O)/6 = (7-3)/6 = 2/3
Q2. You are the project manager for a new project and have figured out the following
dependencies:
•
•
•
•
•
Task 1 can start immediately and has an estimated duration of 3 weeks
Task 2 can start after Task1 is completed and has an estimated duration of 3 weeks
Task 3 can start after Task 1 is completed and has an estimated duration of 6 weeks
Task 4 can start after Task 2 is completed and has an estimated duration of 8 weeks
Task 5 can start after task 4 is completed and after Task 3 is completed . This task
takes 4 weeks.
What is the duration of the critical path?
•
– A. 18.5 weeks -B. 19 weeks -C. 20 weeks -D. 18 weeks
10/11/17 18:20 45

• You are the project manager for
a project with the following
network diagram. Studying the
diagram, which path is the
critical path?
A. ABCD
B. EBCD
C. EFH
D. EGH
10/11/17 18:20 46
Exercise

Chapter 7
Project Cost Management
10/11/17 18:20 47

Forecasting
• Using the earned value analysis, team can now forecast the project
performance.
• Estimate at completion (EAC) may differ from Budget at Completion (BAC)
• Estimate to complete (ETC) is the estimate of remaining work. Now
Estimate at completion = AC + ETC.
Control Costs- Tools and Techniques
10/11/17 18:20 48

Plan Human Resource Management:
Outputs
Human Resource Management Plan - which includes:
 Roles and Responsibilities
• Role. The function assumed by or assigned to a person in the project.
• Authority. The right to apply project resources, make decisions, sign
approvals, accept deliverables, and influence others to carry out the work of
the project.
• Responsibility. The assigned duties and work that a project team member is
expected to perform in order to complete the project’s activities.
• Competency. The skill and capacity required to complete assigned activities
10/1w
1/i1
th
7i1
n
8:
t2
h
0
e project constraints. 49

Acquire Project Team
The process of confirming human resource availability and obtaining the team
necessary to complete project activities.
10/11/17 18:20 50

•

Multi-Criteria Decision Analysis
Knowledge. Consider if the team member has relevant knowledge of the customer,
similar implemented projects, and nuances of the project environment.
 Skills. Determine whether the member has the relevant skills to use a project tool,
implementation, or training.
 Attitude. Determine whether the member has the ability to work with others as a
cohesive team.
 International factors. Consider team member location, time zone and
communication capabilities.
10/11/17 18:20 51
Acquire Project Team: Tools &
Techniques

Develop Project Team
• Develop Project Team is the process of improving competencies,
team member interaction, and overall team environment to enhance
project performance.
10/11/17 18:20 52

Motivation Theory: McGregor’s X & Y Theory
Theory X
• People tends to be negative, passive e.g. Avoid responsibility,
need to be watched
• Extrinsic Motivation
Theory Y
• People tends to be positive e.g. Want to achieve, willing to
work without supervision, can direct their own effort
• Intrinsic Motivation
10/11/17 18:20 53

Herzberg’s Theory
• Job Satisfaction due to lack of hygiene factors
• Job satisfaction due to motivation factors
Hygiene Factors
Working condition
Salary
Personal life
Relationship at work
Security
status
Motivations Factors
Responsibility
Self actualization
Professional growth
recognition
Personal life
Relationship at work
Security
status
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Develop Project Team: Tools &
Techniques
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Develop Project Team: Tools and
Techniques
Team Building Activities
One theory states that there are 5 stages of development that the teams may
go through. Usually these stages occur in an order .
1. Forming : this phase is where the team meets and learns about the project
and what their formal roles and responsibilities are . Team members tend to
be independent and not as open in this phase
2. Storming : During this phase , the team begins to address the project
work, technical decisions , and the project management approach . If team
members are not collaborative and open to differing ideas and perspectives
the environment can become destructive.
.
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Plan Communications Management: Tools and
Techniques
• Communication Requirements Analysis
The total number of potential
communication channels is n(n – 1)/2,
where n represents the number of
stakeholders
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N ( N  1 )
2

Communication Methods:
• Interactive communication - Between two or more parties in
multidirectional (Phone calls, meetings, interviews). Most effective way.
• Push communication - Sent a specific information to specific recipients.
Examples are letters, memos, e-mails, faxes etc. This ensures that
message is sent but will but will not certify that it is actually received or
understood. (Push the message to recipient)
• Pull communication – Used for large volume of information and large
audiences. Examples are internet sites, company data bases, e-learning
etc. Recipients has to access the communication content (Pull out
information) at their own discretion.
Plan Communication : Tools & Techniques
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Chapter 11
Project Risk Management
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• Modelling and Simulation: Project simulations allow the project team to
play “what-if” games without affecting any areas of production. The Monte
Carlo technique is the most common simulation.
Monte Carlo, typically completed through a computer software program,
completely simulates a project with values for all possible variables to
predict the most likely model.
•
Perform Quantitative Risk Analysis – Tools &
Techniques
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Control Risks
Control Risks is the process of implementing risk response plans, tracking
identified risks, monitoring residual risks, identifying new risks, and evaluating
risk process effectiveness throughout the project.
Control Risks – Tools & Techniques
Reserve Analysis: it compared the amount of the contingency reserves
remaining to the amount of risk remaining at any time in the project
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Chapter 12
Project Procurement Management
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Project Procurement Management
• Plan Procurement Management is the process of documenting project
procurement decisions, specifying the approach, and identifying potential
sellers.
• PM must be involved in the creation of the contracts
10/11/17 18:20 63

Project Procurement Management– Tools &
Techniques
Make-or-Buy Analysis
It is a general management technique used to determine whether particular
work can best be accomplished by the project team or must be purchased
from outside sources.
•You are trying to decide whether to lease or buy an item for your project. The
daily lease cost is Dhs. 120. To purchase the item investment cost is Dhs.
1000 and the daily cost is Dhs. 20. How long will it take for the lease cost to be
the same as the purchase cost?
•Let D equal the number of days when the purchase and lease costs are
equal.
•QR 120 D = QR 1000 + QR 20 D
•QR 120 D - QR 20 D = QR 1000
•QR 100 D = QR 1000
•D = QR 1000 / QR 100
•D = 10
The least cost will be the same as the purchase cost after ten days.
10/11/17 18:20 64

Contract Types:
Contract is a mutually binding legal agreement that
obligates the seller to provide the specified products,
services or results, and obligates the buyer to
compensate the seller.
• The contract may includes the following: An offer,
Acceptance, Pricing, roles and responsibilities,
penalties, warranty,
1. Purchase Order: Contract to purchase 30 linear
meters of wood at Dhs. 40 per meter
Legal Contractual Relationships
10/11/17 18:20 65

Chapter 13
Project Stakeholder Management
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Identify Stakeholders
• Identify Stakeholders is the process of identifying the people,
groups, or organizations that could impact or be impacted by a
decision, activity, or outcome of the project, analyzing and
documenting relevant information regarding their interests,
involvement, interdependencies, influence, and potential impact on
project success.
• It is critical for project success to identify the stakeholders early in
the project or phase and to analyze their levels of interest, their
individual expectations, as well as their importance and influence.
10/11/17 18:20 67

Identify Stakeholders: Tools and Techniques
• Stakeholder Analysis: is a technique of systematically
gathering and analyzing quantitative and qualitative
information to determine whose interests should be
taken into account throughout the project.
10/11/17 18:20 68

Identify Stakeholders : Tools &
Techniques
• Step 1:Identify all potential project stakeholders and
relevant information such as their roles, departments,
interest, knowledge levels, expectations and influence
levels .
• Step 2 :Identify the potential impact or support each
stakeholder could generate and classify them so as to
define an approach strategy.
Step 3 : Access how key stakeholders are likely to react
in various situations and plan how to influence them for
their support and mitigate potential negative impact
•
10/11/17 18:20 69

Plan Stakeholder Management: Tools
and Techniques
• Analytical Techniques:
The engagement level of the stakeholders can be classified as follows:
Unaware. Unaware of project and potential impacts.
Resistant. Aware of project and potential impacts and resistant to
change.
Neutral. Aware of project yet neither supportive nor resistant.
Supportive. Aware of project and potential impacts and supportive
to change.
Leading. Aware of project and potential impacts and actively
engaged in ensuring the project is a success.
10/11/17 18:20 70

Chapter 13
Professional Responsibility
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Professional Responsibility
• About 18 questions on the exam cover this part.
• The PMP must adhere to a high set of principles, rules, and policies.
• On the PMP exam, always choose the answer which best supports the PMP
profession and the higher set of principles the PMP is expected to adhere to.
• Did you realize that it is unethical to manage a project if you have not been
trained in project management? Did you know that it is unethical to provide a
project schedule that you do not believe to be accurate?
10/11/17 18:20 72

Responsibility- ownership of decisions
and actions
• 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 behaviour to the management
• Report violations of PMI’s code of ethics and professional conduct
10/11/17 18:20 73

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
10/11/17 18:20 74

Q4
You are the project manager of the LKH Project. This project must be
completed within six months, but after two months the schedule has begun to
slip. As of now, the project is one week behind schedule. Based on your
findings, you believe you can make some corrective actions and recover the
lost time over the next month to get the project back on schedule for its
completion date. Management, however, requires weekly status reports on
cost and schedule. Which of the following should you do?
A.Report that the project is one week behind schedule, but will finish on
schedule based on cited corrective actions.
B. Report that the project is on schedule and will finish on schedule.
C.Report that the project is off schedule by a few days, but will finish on
schedule.
10/11/17 18:20 75

Q5
You are a project manager within an organization that completes technical
projects for other entities. You have plans to leave your company within the
next month to launch your own consulting business—which will compete with
your current employer. Your company is currently working on a large proposal
for a government contract that your new company could also benefit from.
What should you do?
A.Resign from your current job and bid against your employer to get the
contract.
B. Decline to participate due to a conflict of interest.
C. Help your employer prepare the proposal.
D.Inform your employer that you will be leaving their company within a month
and it would be inappropriate for you to work on the current proposal.
10/11/17 18:20 76

Q6
Your company does not allow project managers to accept gifts from vendors of
any kind. A friend that you have known for years now works for a vendor that
your company may be doing business with. Your friend from the vendor asks
you to lunch to discuss an upcoming project and you accept. When the check
arrives at the lunch table, your friend insists on paying. You should:
A.Allow the friend to buy because you’ve been friends for years.
B. Allow the friend to buy because lunch isn’t really a gift.
C.Don’t allow the friend to buy because your company does not allow any
gifts from vendors.
D. Insist that you purchase your friend’s lunch and your friend buys yours.
10/11/17 18:20 77

Q7
You are the project manager of the AAA Project. Due to the nature of the
project, much of the work will require overtime between Christmas and New
Year’s Day. Many of the project team members, however, have requested
vacation during that week. What is the best way to continue?
A.Refuse all vacation requests and require all team members to work.
B.Only allow vacation requests for those team members who are not needed
during that week.
C.Divide tasks equally among the team members so each works the same
amount of time.
D. Allow team members to volunteer for the overtime work.
10/11/17 18:20 78

Tricks for the PMP Exam
• Bring the authorization letter from PMI to the test site
• Bring snacks, you can not eat in the test room, but you can out of
the room.
• The exam will not be adapted according to you, 200 Q’s will be
selected in the beginning and it will not be changed
• You can mark questions in order to return to it back
• Most of the questions are situational
• You can re-take the exam for 2 times only.
10/11/17 18:20 79

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