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Introduction to PMP, Professional responsibility and Introduction to project management

The document provides a comprehensive overview of the Project Management Professional (PMP) certification offered by the Project Management Institute (PMI), including certification requirements, examination structure, and the importance of maintaining professional responsibility. It details the prerequisites for obtaining the certification, the application process, and the types of questions on the exam, as well as the significance of ethical conduct in project management professionals. Additionally, it highlights various PMI certifications and resources for study materials.

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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 12-Feb-18 PMP Training 3
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 12-Feb-18 PMP Training 4
Project Management Institute (PMI) World’s leading not-for-profit Project Management Professional Association Involved in Professional Standards Certifications Research Publications Training Professional Development 12-Feb-18 PMP Training 5
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 12-Feb-18 PMP Training 6
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 12-Feb-18 PMP Training 7
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 12-Feb-18 PMP Training 8
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 12-Feb-18 PMP Training 9
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 12-Feb-18 PMP Training 10
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 12-Feb-18 PMP Training 11
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. 12-Feb-18 PMP Training 12
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 12-Feb-18 PMP Training 13
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%). 12-Feb-18 PMP Training 14
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. 12-Feb-18 PMP Training 15
Types of Questions To measure application of knowledge, skills, tools and techniques Conceptual Questions Application Questions Evaluative Questions 12-Feb-18 PMP Training 16
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 12-Feb-18 PMP Training 17
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. 12-Feb-18 PMP Training 18
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 12-Feb-18 PMP Training 19
Professional Responsibility 12-Feb-18 PMP Training 20
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 12-Feb-18 PMP Training 21
What is Professional Responsibility? Understand PMI PMP Code of Professional Conduct Professional Ethics Awareness of Legal Issues Cultural Sensitivity Managing Conflict of Interest 12-Feb-18 PMP Training 22
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. 12-Feb-18 PMP Training 23
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 12-Feb-18 PMP Training 24
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 12-Feb-18 PMP Training 25
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 12-Feb-18 PMP Training 26
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 12-Feb-18 PMP Training 27
Interacting with Stakeholders Understand cultural diversity, norms and stakeholders’ communication styles Show flexibility towards diversity, tolerance and self control Becoming empathetic to differences 12-Feb-18 PMP Training 28
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 12-Feb-18 PMP Training 29
• 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. PMP Code of Professional Conduct 12-Feb-18 PMP Training 30
PMP Code of Professional Conduct 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 12-Feb-18 PMP Training 31
PMP Code of Professional Conduct 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. 12-Feb-18 PMP Training 32
PMP Code of Professional Conduct • Maintain and respect the confidentiality of the information obtained in the course of professional activities or otherwise where a clear obligation exists. 12-Feb-18 PMP Training 33
PMP Code of Professional Conduct 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. 12-Feb-18 PMP Training 34
PMP Code of Professional Conduct • 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. 12-Feb-18 PMP Training 35
Introduction to Project Management, Organizational influences and Project Lifecycle & Processes 12-Feb-18 PMP Training 36
Contents Introduction to PMBOK Characteristics of Projects and Operations Related Endeavors like Program Project Management and its Organization Project Lifecycle Project Management Processes 12-Feb-18 PMP Training 37
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. 12-Feb-18 PMP Training 38
PMBOK and other Management disciplines Generally accepted PM Knowledge PMBOK (Industry specific) General Management Knowledge Application Area Knowledge PMBOK Guide 12-Feb-18 PMP Training 39
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. 12-Feb-18 PMP Training 40
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 12-Feb-18 PMP Training 41
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 12-Feb-18 PMP Training 42
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” 12-Feb-18 PMP Training 43
Projects and Operations Similarities Performed by people Constrained by limited resources Planned, executed and controlled 12-Feb-18 PMP Training 44
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. 12-Feb-18 PMP Training 45
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 12-Feb-18 PMP Training 46
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. 12-Feb-18 PMP Training 47
12-Feb-18 PMP Training 48 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) 12-Feb-18 PMP Training 49
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. 12-Feb-18 PMP Training 50
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) 12-Feb-18 PMP Training 51
12-Feb-18 PMP Training 52 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. 12-Feb-18 PMP Training 53
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 12-Feb-18 PMP Training 54
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 12-Feb-18 PMP Training 55
Responsibilities and Competencies of Project Manager 12-Feb-18 PMP Training 56 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 12-Feb-18 PMP Training 57 Leadership Team Building Motivation Communication Influencing Decision Making Political and Cultural awareness Negotiation Trust Building Conflict management Coaching
Influence of organizational structure on Projects 12-Feb-18 PMP Training 58
Functional Organization 12-Feb-18 PMP Training 59
Weak Matrix Organization 12-Feb-18 PMP Training 60
Balanced Matrix Organization 12-Feb-18 PMP Training 61
Strong Matrix Organization 12-Feb-18 PMP Training 62
Projectized Organization 12-Feb-18 PMP Training 63
Composite Organization 12-Feb-18 PMP Training 64
12-Feb-18 PMP Training 65 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).
12-Feb-18 PMP Training 66 Organizational Project Assets • 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.
12-Feb-18 PMP Training 67 Organizational Project Assets • Closing: • Project closure guidelines or requirements (e.g., lessons learned, final project audits, project evaluations, product validations, and acceptance criteria).
12-Feb-18 PMP Training 68 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
12-Feb-18 PMP Training 69 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 12-Feb-18 PMP Training 70
12-Feb-18 PMP Training 71 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
12-Feb-18 PMP Training 72 Generic Project Life Cycle
12-Feb-18 PMP Training 73 Impact of variable based on project time
12-Feb-18 PMP Training 74 Project Phases Three-Phase Project Project with overlapping phases
12-Feb-18 PMP Training 75 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
12-Feb-18 PMP Training 76 Project Management Process Groups
12-Feb-18 PMP Training 77 Process Groups interactions
12-Feb-18 PMP Training 78 Project Management Process interactions
12-Feb-18 PMP Training 79 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
12-Feb-18 PMP Training 80 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
12-Feb-18 PMP Training 81 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
12-Feb-18 PMP Training 82 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
12-Feb-18 PMP Training 83 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
12-Feb-18 PMP Training 84 Project Management Process Group and Knowledge Area Mapping
12-Feb-18 PMP Training 85
12-Feb-18 PMP Training 86 Sample Q/A
12-Feb-18 PMP Training 87 Sample Q/A
12-Feb-18 PMP Training 88 Answers
12-Feb-18 PMP Training 89 Answers
12-Feb-18 PMP Training 90 Answers
Introduction to PMP, Professional responsibility and Introduction to project management

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Introduction to PMP, Professional responsibility and Introduction to project management

  • 1.
    12-Feb-18 PMP Training1 PMP Training By : Gunesh Apte, PMP
  • 2.
    Introduction to PMP,Professional Responsibility and Introduction to Project Management Based on PMBOK 5th Edition
  • 3.
    Introduction to PMPExamination 12-Feb-18 PMP Training 3
  • 4.
    Contents ▪ Introduction toPMI ▪ 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 12-Feb-18 PMP Training 4
  • 5.
    Project Management Institute(PMI) World’s leading not-for-profit Project Management Professional Association Involved in Professional Standards Certifications Research Publications Training Professional Development 12-Feb-18 PMP Training 5
  • 6.
    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 12-Feb-18 PMP Training 6
  • 7.
    What is PMPCertification? 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 12-Feb-18 PMP Training 7
  • 8.
    What is PMPCertification? 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 12-Feb-18 PMP Training 8
  • 9.
    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 12-Feb-18 PMP Training 9
  • 10.
    Earning PMP Certification Signinga 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 12-Feb-18 PMP Training 10
  • 11.
    Maintaining PMP Status Demonstratean 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 12-Feb-18 PMP Training 11
  • 12.
    Steps to PMPExamination 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. 12-Feb-18 PMP Training 12
  • 13.
    Structure and Contentof 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 12-Feb-18 PMP Training 13
  • 14.
    Breakdown of Questions Examcontent 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%). 12-Feb-18 PMP Training 14
  • 15.
    Changes to PMPPassing 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. 12-Feb-18 PMP Training 15
  • 16.
    Types of Questions Tomeasure application of knowledge, skills, tools and techniques Conceptual Questions Application Questions Evaluative Questions 12-Feb-18 PMP Training 16
  • 17.
    Sample Scenario Question Yourproject 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 12-Feb-18 PMP Training 17
  • 18.
    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. 12-Feb-18 PMP Training 18
  • 19.
    Sources of StudyMaterial 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 12-Feb-18 PMP Training 19
  • 20.
  • 21.
    What is ProfessionalResponsibility? 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 12-Feb-18 PMP Training 21
  • 22.
    What is ProfessionalResponsibility? Understand PMI PMP Code of Professional Conduct Professional Ethics Awareness of Legal Issues Cultural Sensitivity Managing Conflict of Interest 12-Feb-18 PMP Training 22
  • 23.
    Integrity and Professionalism Understandthe 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. 12-Feb-18 PMP Training 23
  • 24.
    Advancing the Profession Overallunderstanding 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 12-Feb-18 PMP Training 24
  • 25.
    Advancing the Profession Respectand 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 12-Feb-18 PMP Training 25
  • 26.
    Enhance Individual Competence Understandthe 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 12-Feb-18 PMP Training 26
  • 27.
    Balance Stakeholders’ Interests Understandthe 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 12-Feb-18 PMP Training 27
  • 28.
    Interacting with Stakeholders Understandcultural diversity, norms and stakeholders’ communication styles Show flexibility towards diversity, tolerance and self control Becoming empathetic to differences 12-Feb-18 PMP Training 28
  • 29.
    PMP Code ofProfessional 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 12-Feb-18 PMP Training 29
  • 30.
    • Responsibility tocooperate 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. PMP Code of Professional Conduct 12-Feb-18 PMP Training 30
  • 31.
    PMP Code ofProfessional Conduct 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 12-Feb-18 PMP Training 31
  • 32.
    PMP Code ofProfessional Conduct 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. 12-Feb-18 PMP Training 32
  • 33.
    PMP Code ofProfessional Conduct • Maintain and respect the confidentiality of the information obtained in the course of professional activities or otherwise where a clear obligation exists. 12-Feb-18 PMP Training 33
  • 34.
    PMP Code ofProfessional Conduct 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. 12-Feb-18 PMP Training 34
  • 35.
    PMP Code ofProfessional Conduct • 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. 12-Feb-18 PMP Training 35
  • 36.
    Introduction to ProjectManagement, Organizational influences and Project Lifecycle & Processes 12-Feb-18 PMP Training 36
  • 37.
    Contents Introduction to PMBOK Characteristicsof Projects and Operations Related Endeavors like Program Project Management and its Organization Project Lifecycle Project Management Processes 12-Feb-18 PMP Training 37
  • 38.
    PMBOK Knowledge within theprofession 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. 12-Feb-18 PMP Training 38
  • 39.
    PMBOK and otherManagement disciplines Generally accepted PM Knowledge PMBOK (Industry specific) General Management Knowledge Application Area Knowledge PMBOK Guide 12-Feb-18 PMP Training 39
  • 40.
    Other Management disciplines GeneralManagement 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. 12-Feb-18 PMP Training 40
  • 41.
    Application Area Extensions Additionsto 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 12-Feb-18 PMP Training 41
  • 42.
    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 12-Feb-18 PMP Training 42
  • 43.
    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” 12-Feb-18 PMP Training 43
  • 44.
    Projects and Operations Similarities Performedby people Constrained by limited resources Planned, executed and controlled 12-Feb-18 PMP Training 44
  • 45.
    Projects and Operations Differences Projectsare 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. 12-Feb-18 PMP Training 45
  • 46.
    Related Endeavors Strategic Plan->Program->Project->Subproject Programsare 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 12-Feb-18 PMP Training 46
  • 47.
    Related Endeavors Programs adoptnew 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. 12-Feb-18 PMP Training 47
  • 48.
    12-Feb-18 PMP Training48 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
  • 49.
    Project Management The applicationof 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) 12-Feb-18 PMP Training 49
  • 50.
    Project Management Project Managementis accomplished through the use of processes: initiating, planning, executing, controlling and closing The PM processes in general are iteratively performed throughout the project. 12-Feb-18 PMP Training 50
  • 51.
    Organization of ProjectManagement Knowledge Project Management Context Project Management Processes & their interactions ( 5 process groups) Project Management Knowledge Areas (47 constituent processes organized into 10 Knowledge Areas) 12-Feb-18 PMP Training 51
  • 52.
    12-Feb-18 PMP Training52 Portfolio, Program and Project Management Interactions
  • 53.
    Program Management Program isa 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. 12-Feb-18 PMP Training 53
  • 54.
    Portfolio Management A portfoliorefers 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 12-Feb-18 PMP Training 54
  • 55.
    Role of ProjectManager 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 12-Feb-18 PMP Training 55
  • 56.
    Responsibilities and Competenciesof Project Manager 12-Feb-18 PMP Training 56 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
  • 57.
    Interpersonal skills ofProject Manager 12-Feb-18 PMP Training 57 Leadership Team Building Motivation Communication Influencing Decision Making Political and Cultural awareness Negotiation Trust Building Conflict management Coaching
  • 58.
    Influence of organizationalstructure on Projects 12-Feb-18 PMP Training 58
  • 59.
  • 60.
  • 61.
  • 62.
  • 63.
  • 64.
  • 65.
    12-Feb-18 PMP Training65 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).
  • 66.
    12-Feb-18 PMP Training66 Organizational Project Assets • 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.
  • 67.
    12-Feb-18 PMP Training67 Organizational Project Assets • Closing: • Project closure guidelines or requirements (e.g., lessons learned, final project audits, project evaluations, product validations, and acceptance criteria).
  • 68.
    12-Feb-18 PMP Training68 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
  • 69.
    12-Feb-18 PMP Training69 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
  • 70.
    Relationship between Stakeholdersand Project 12-Feb-18 PMP Training 70
  • 71.
    12-Feb-18 PMP Training71 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
  • 72.
    12-Feb-18 PMP Training72 Generic Project Life Cycle
  • 73.
    12-Feb-18 PMP Training73 Impact of variable based on project time
  • 74.
    12-Feb-18 PMP Training74 Project Phases Three-Phase Project Project with overlapping phases
  • 75.
    12-Feb-18 PMP Training75 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
  • 76.
    12-Feb-18 PMP Training76 Project Management Process Groups
  • 77.
    12-Feb-18 PMP Training77 Process Groups interactions
  • 78.
    12-Feb-18 PMP Training78 Project Management Process interactions
  • 79.
    12-Feb-18 PMP Training79 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
  • 80.
    12-Feb-18 PMP Training80 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
  • 81.
    12-Feb-18 PMP Training81 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
  • 82.
    12-Feb-18 PMP Training82 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
  • 83.
    12-Feb-18 PMP Training83 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
  • 84.
    12-Feb-18 PMP Training84 Project Management Process Group and Knowledge Area Mapping
  • 85.
  • 86.
  • 87.
  • 88.
  • 89.
  • 90.