KCS Academy PMP Exam Prep Course Chapter 3 - Project Management Processes

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CAPM / PMP EXAM PREP COURSE
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KCS ACADEMY CAPM / PMP EXAM PREP COURSE
COURSE ADMINISTRATION
 COURSE OBJECTIVES
 CAPM & PMP TEST
PREPARATION
 LEARNING THE:
 INPUTS,
 TOOLS & TECHNIQUES,
 OUTPUTS
 THAT ARE FOUND IN A
GUIDE TO THE PROJECT
MANAGEMENT BODY OF
KNOWLEDGE, (PMBOK)
5TH EDITION, PROJECT
MANAGEMENT
INSTITUTE, Inc., 2013
 C
 COURSE ATTENDEES
 THIS COURSE IS
INTENDED FOR
EXPERIENCED AND
PRACTICING
CANDIDATES
 2 YEARS OF PROJECT
MANAGEMENT
EXPERIENCE
 PMP CANDIDATES
SHOULD HAVE 3 YEARS
OF DOCUMENTED WORK
EXPERIENCE
 CANDIDATES MUST BE
PREPARED TO RECEIVE
35 HOURS OF DETAILED
INSTRUCTION
 ABOUT THE
CURRICULUM
 THIS CURRICULUM IS
INTENDED FOR USE
WITH THE PMBOK 5TH
EDITION
 THE WORKBOOK AND
TRAINER SLIDE DECK
ARE INTEGRATED WITH
QUIZZES, EXERCISES,
HOMEWORK AND MOCK
EXAMS
 EACH CANDIDATE WILL
RECEIVE A COPY OF THE
WORKBOOK, CHAPTER
QUIZZES, FLASH CARDS,
AND 2 PRACTICE EXAMS

DAY 1
FUNDAMENTALS
DAY 2
MATH SKILLS
DAY 3
SOFT SKILLS
COURSE AGENDA
 INTRODUCTIONS
 COURSE AGENDA
 CHAPTER 1
 CHAPTER 2
 CHAPTER 3
 LUNCH
 CHAPTER 4
 CHAPTER 5
 QUIZ #1
 QUIZ REVIEW
 CHAPTER 6
 CRITICAL PATH
 CHAPTER 7
 LUNCH
 EVM EXERCISES
 CHAPTER 8
 HW OVERVIEW
 QUIZ #2
 QUIZ REVIEW
 HW REVIEW
 CHAPTER 9
 CHAPTER 10
 LUNCH
 CHAPTER 12
 CHAPTER 13
 HW OVERVIEW
 HW REVIEW
 CHAPTER 11
 MOCK EXAM
 LUNCH
 MOCK EXAM
REVIEW
 PMI AND
PROMETRIC Q & A
 COURSE CRITIQUE
DAY 4
RISK & MOCK EXAM

1.0 WHAT DO THESE (5) SUCCESS FACTORS SAY ABOUT THE KCS REQUIREMENTS FOR CLASS
PARTICIPATION?
2.0 WHAT DO THESE CLASSROOM REQUIREMENTS MEAN TO YOU?
3.0 WHY ARE THESE CLASSROOM REQUIREMENTS NECESSARY TO CREATE AN AWESOME TRAINING
EXPERIENCE?
THE PMP WHISPERER’S 5 POINTS OF LIGHT
PARTICIPATE SUPPORT COLLABORATE EXCHANGE CREATE

TELL US A LITTLE ABOUT YOU
NAME
ROLE
COMPANY
LOCATION
INDUSTRY

A LITTLE ABOUT YOUR INSTRUCTOR

1.0 THE INTRODUCTION
2.0 ORGANIZATIONAL
INFLUENCES AND PROJECT
LIFE CYCLE
3.0 PROJECT
MANAGEMENT PROCESSES
PROJECT MANAGEMENT – THE FRAMEWORK

INTRODUCTION OVERVIEW
3.1
COMMON PROJECT
MANAGEMENT
PROCESS
INTERACTIONS
3.2
PROJECT
MANAGEMENT
PROCESS GROUPS
3.3
INITIATING
PROCESS GROUP
3.4
PLANNING PROCESS
GROUP
3.5
EXECUTING
PROCESS GROUP
3.6
MONITORING AND
CONTROLLING
PROCESS GROUP
3.7
CLOSING PROCESS
GROUP
3.8
PROJECT
INFORMATION
3.9
ROLE OF THE
KNOWLEDGE
AREAS

 THE PMBOK PROCESSES ARE ITERATIVE IN
NATURE AND MANY ARE REPEATED DURING THE
PROJECT LIFE CYCLE
 THE PMBOK PROCESSES OFTEN OVERLAPAND
CAN BE TAILORED BASED ON THE NEEDS OF THE
PROJECT AND THE EXPERIENCE OF THE PROJECT
MANAGER AND PROJECT TEAM
 THE INTERGRATIVE NATURE OF PROJECT
MANAGEMENT REQUIRES THE PROCESSES OF THE
MONITORING AND CONTROLLING PROCESS
GROUP TO SIMULTANEOUSLY INTERACT WITH
THE PROCESSES IN THE REMAINING (4) PROCESS
GROUPS
 THE PROCESS GROUPS ARE LINKED BY THE KEY
DELIVERABLES OF EACH PROCESS GROUP
3.1 COMMON PROJECT MANAGEMENT PROCESS INTERACTIONS

 WHY IS THE MONITOR AND CONTROL PROCESS
GROUP UNDERSTOOD TO BE A BACKGROUND
PROCESS GROUP OF THE REMAINING (4) PROCESS
GROUPS?
 THE PMBOK PROCESSES ARE LISTED AS GUIDES
FOR THE APPLICATION OFAPPROPRIATE
_________________________________________________ ,
_________________________________________________ ,
_________________________________________________ ?
 PROJECT MANAGEMENT PROCESS GROUPS ARE
LINKED BY THEIR MAJOR DELIVERABLES. WHAT
ARE THE MAJOR DELIVERABLES OF THE
INITIATION PROCESS GROUP?
 PMBOK PROCESSES OFTEN OVERLAPAND
______________ OVER TIME?
 NOTES

 THE (5) PMBOK PROCESS GROUPS HAVE CLEAR
DEPENDENCIES, ARE INTERACTIVE, ITERATIVE,
AND INDEPENDENT OF INDUSTRY APPLICATION
 THE PROCESS GROUPS ARE NOT PROJECT LIFE
CYCLE PHASES
 IT IS POSSIBLE FOR ALL (5) PROCESS GROUPS TO
BE PERFORMED WITHIN A PHASE
 THERE ARE A TOTAL OF 47 PMBOK PROCESSES.
THE PROCESSES ARE GROUPED AS FOLLOWS:
 (2) IN INITIATING
 (24) IN PLANNING
 (8) IN EXECUTING
 (11) IN MONITORING AND CONTROLLING
 (2) IN CLOSING
3.2 PROJECT MANAGEMENT PROCESS GROUPS

 HOW MANY PROCESSES ARE IN EACH PROCESS
GROUP?
 THE ITERATIVE NATURE OF PROJECT
MANAGEMENT MEANS THAT PROCESSES FROM
ANY PROCESS GROUP MAY BE
_________________________________________________?
 THE (5) PROCESS GROUPS ARE ________________ OF
INDUSTRY APPLICATION?
 NOTES

 THE INITIATING PROCESS GROUP GENERATES
THE FOLLOWING DELIVERABLES:
 PROJECT CHARTER
 STAKEHOLDER REGISTER
 A SUMMARY LEVEL COST, SCOPE, AND MILESTONE
LEVEL SCHEDULE ARE GENERATED WITHIN THE
PROJECT CHARTER
 IF NOT PREVIOUSLY ASSIGNED THE PROJECT
MANAGER WILL BE SELECTED
 THE PROJECT IS AUTHORIZED WHEN THE
PROJECT CHARTER IS APPROVED (SIGNATURE)
 BUSINESS CASE ASSESSMENTS, PROJECT
SELECTION, AND PROJECT FUNDING OCCUR
OUTSIDE OF THE PMBOK PROJECT BOUNDARIES
3.3 INITIATING PROCESS GROUP

 THE INITIATING PROCESS GROUP IS PERFORMED
TO DEFINE:
 _________________________________________________ ?
 FUNDING, ______________, AND ____________________
OCCUR PRIOR TO THE INITIATING PROCESS
GROUP?
 THE PROJECT MANAGERS SELECTION IS
CAPTURED IN THE:
 _________________ ___________________ ?
 THE PROJECT BOUNDARIES ARE DEFINED AS?
 THE KEY PURPOSE OF THE INITIATING PROCESS
GROUP IS TO?
 NOTES
3.3 INITIATING PROCESS GROUP

 THE PLANNING PROCESS GROUP DEFINES THE
PRODUCT SCOPE, PROJECT SCOPE, PROJECT
OBJECTIVES, AND THE PLANS TO ACHIEVE THEM
 THE MAJOR DELIVERABLES FROM THE PLANNING
PROCESS GROUP, ARE, THE PROJECT
MANAGEMENT PLAN, THE PERFORMANCE
BASELINE, AND FORMAL PROJECT DOCUMENTS
 POST-EXECUTION CHANGES MAY TRIGGER
REVISIONS TO THE PROJECT PLANS AND
DOCUMENTS. THIS DOES NOT CREATE A NEW
PLAN JUST REVISIONS TO THE ORIGINAL PLAN
 WHEN PLANNING IS WELL MANAGED IT IS MUCH
EASIER TO GET STAKEHOLDER BUY-IN
 THE PROJECT TEAM SHOULD SEEK INPUT FROM
ALLAPPLICABLE STAKEHOLDERS DURING
PLANNING
3.4 PLANNING PROCESS GROUP

 STAKEHOLDERS HAVE A HARDER TIME BASHING
PLANS THEY WERE ___________ OF _____________?
 THE PM PLAN IS MADE UP OF _________ SUB-PLANS,
______________ BASELINES, AND SEVERAL FORMAL
PROJECT __________________?
 THERE ARE ___________________ PROCESSES IN THE
PLANNING PROCESS GROUP?
 SENIOR LEADERSHIP WANTS THE PROJECT
MANAGEMENT STAFF TO BE _________________ AND
________________________ DURING PLANNING?
 EFFECTIVE USE OF THE ______________ ______________
BASE AIDS IN COMPRESSING THE PLANNING CYCLE?
 NOTES
3.4 PLANNING PROCESS GROUP

 THE EXECUTING PROCESS GROUP BRINGS
ABOARD THE PROJECT STAFF TO EXECUTE THE
PLAN CREATED BY THE PROJECT MANAGEMENT
STAFF
 THE PROJECT MANAGEMENT STAFF SHIFTS
GEARS INTO THEIR POST-PLANNING ROLE OF
MONITORING, CONTROLLING AND CLOSING
 THE PROJECT MANAGER HAS (2) STAFFS, (2)
CUSTOMERS (PARENT ORGANIZATION & PROJECT
INITIATOR), BECOMES A CUSTOMER IN PLANNING
(TO HIS/HER VENDORS), AND MUST DEVELOPA
COHESIVE TEAM THROUGH HIS/HER OWN
LEADERSHIPAND TO A LARGER EXTENT
THROUGH THE LEADERSHIP OF OTHER
MANAGERS AND SUPERVISORS
 SUCCESS FOR THE PROJECT TEAM IS REFLECTED
IN IT’S PERFORMANCE AGAINST THE
INTEGRATED PERFORMANCE BASELINE OF COST,
SCHEDULE, AND SCOPE
3.5 EXECUTING PROCESS GROUP

 WHICH PROJECT TEAM STAFF BEGINS IT’S WORK
IN THE EXECUTION PROCESS GROUP?
 THE PROJECT MANAGER IS RESPONSIBLE FOR
MEETING THE EXPECTATIONS OF THE
__________________________________________________
AND THE _______________________________________ ?
 THE PROJECT TEAM’S SUCCESS IS MEASURED
AGAINST?
 THE SHAPE OF STAFFING AND COST CURVES DOES
WHAT AS THE PROJECT TRANISITIONS INTO THE
EXECUTION PROCESS GROUP?
 NOTES
3.5 EXECUTING PROCESS GROUP

 THE MONITORING AND CONTROLLING PROCESS
GROUP CONTAINS THE PROCESSES THAT:
 TRACK, ANALYZE, AND NOTE TRENDS
 MAKE APPROPRIATE ADJUSTMENTS TO REMAIN
ON PLAN OR REBASELINES THE EFFORT
 PROVIDES FORECASTS OF FUTURE PROJECT
TEAM PERFORMANCE
 ASSESSES, APPROVES, OR REJECTS CHANGE
REQUESTS WHILE PROVIDING JUSTIFICATION,
IMPACT AND ANY RELEVANT ALTERNATIVES
 MAKES UPDATES TO THE PROJECT MANAGEMENT
PLAN
 MONITORS AND CONTROLS THE ENTIRE PROJECT
EFFORT FROM INITIATING THROUGH CLOSING
 COORDINATES PROJECT PHASES IN ORDER TO
KEEP THE MAIN PROJECT ON TASK
3.6 MONITORING AND CONTROLLING PROCESS GROUP

 WHEN DOES THE MONITORING AND
CONTROLLING FUNCTION BEGIN AND END
DURING THE PROJECT LIFE CYCLE?
 WHAT IS THE ROLE OF THE MONITORING AND
CONTROLLING PROCESS GROUP WITHIN THE
CHANGE MANAGEMENT PROCESS?
 THE MONITORING AND CONTROLLING PROCESS
GROUP CONTROLS THE ______________________ OF
PROJECT PHASES IN ORDER TO _________________ ?
 THE PROJECT TEAMS PROVIDES:
_______________ OF FUTURE PROJECT TEAM
PERFORMANCE?
 NOTES

 THE CLOSING PROCES GROUPS PERFORMS (2)
TYPES OF CLOSURES:
 CONTRACT CLOSURE FROM A CUSTOMER AND
VENDOR PERSPECTIVE
 ADMINISTRATIVE CLOSURE FROM AN
ORGANIZATIONAL AND TEAM PERSPECTIVE
 THE COMPLETION OF THE CLOSURE PROCESSES
ENSURES:
 THE DEFINED PROCESSES ARE COMPLETED
WITHIN ALL PROCESS GROUPS
 THE FORMAL ESTABLISHMENT OF PROJECT OR
PHASE CLOSURE
 THE FORMAL ESTABLISHMENT OF PREMATURE
PROJECT OR PHASE CLOSURE
3.7 CLOSING PROCESS GROUP

 PROJECT CLOSURE ACTIVITIES MUST BE
COMPLETED FOR PROJECTS THAT SATISFIED ALL
TERMS AND CONDITIONS OF ITS CONTRACT AND
____________________ WHICH DID NOT?
 THE ADMINSTRATIVE CLOSURE CONSISTS OF
WHAT TYPE OF TASKS?
 CONTRACT CLOSURE INVOLVES WHAT TYPES OF
TASKS?
 THE CLOSING PROCESS GROUPASSESSES THE
STATUS OFALL ______________________ ?
 THE CLOSING PROCESS GROUP FORMALLY
ESTABLISHES?
 NOTES
3.7 CLOSING PROCESS GROUP

 PROJECT DATA ALSO KNOWN AS WORK
PERFORMANCE DATA (WPD) IS A DIRECT OUTPUT OF
THE DIRECT AND MANAGE PROJECT WORK PROCESS
 THE WPD FROM THE DIRECT AND MANAGE PROJECT
WORK PROCESS IS TYPICALLY NUMERICAL BASED
AND IS ANALYZED, COMPARED AND CONTRASTED TO
THE PROJECT MANAGEMENT PLAN IN ORDER TO:
 PRODUCE A TEXT BASED SUMMARY OF THE PROJECT
TEAMS PERFORMANCE AGAINST THE PLAN. THIS
SUMMARY IS CALLED WORK PERFORMANCE
INFORMATION (WPI)
 THE PROJECT MANAGEMENT STAFF UTILIZES THE
WPI WITHIN THE MONITOR AND CONTROL PROJECT
WORK PROCESS TO MAKE APPROPRIATE
ADJUSTMENTS, CHANGES, AND FORECASTS
 THE EFFORT WITHIN THE MONITOR AND CONTROL
PROJECT WORK PROCESS IS THEN CAPTURED WITHIN
A FORMAL WORK PERFORMANCE REPORT (WPR)
WHICH IS THEN DISSEMINATED TO THE APPRORIATE
PROJECT STAKEHOLDERS AND ARCHIVED AS A
FORMAL PROJECT DOCUMENT
3.8 PROJECT INFORMATION

SEE PMBOK PAGE
467 - THE REFINED
DATA MODEL
DIAGRAM

 PROJECT INFORMATION IS BROKEN DOWN INTO
(3) MAIN ELEMENTS WHICH ARE?
 WHAT IS THE CORRECT PROGRESSION OF
PROJECT INFORMATION?
 WPD ORIGINATES IN WHICH PROCESS GROUP?
 WPI AND WPR ORIGINATE IN WHICH PROCESS
GROUPS?
 WPI IS A: ______________________________________ ?
 WHAT TYPE OF INFORMATION IS CAPTURED IN A
WPR?
 IDENTIFY THE 6 DESTINATIONS OF THE WPR?
 NOTES

 THE 47 PROCESSES OF THE PMBOK GUIDE ARE
GROUPED INTO (10) KNOWLEDGE AREAS
 A KNOWLEDGE AREA CONTAINS A SET OF
CONCEPTS, TERMS, AND ACTIVITIES THAT ARE
SPECIFIC TO AN INDUSTRY FIELD, PROJECT
MANAGEMENT FIELD, OR AN AREA OF
SPECIALIZATION
 THE 10 KNOWLEDGE AREAS ARE USED ON
MOST PROJECTS MOST OF THE TIME
 SEE PMBOK PAGE 61 FOR THE PROJECT
MANAGEMENT PROCESS GROUPAND
KNOWLEDGE AREA MAPPING DIAGRAM
 THE KNOWLEDGE AREAS CONTAIN THE ITTOS
FOR EACH KNOWLEDGE AREA PROCESS AND
ARE SUPPORT ELEMENTS TO THE (5) PROCESS
GROUPS
3.9 ROLE OF THE KNOWLEDGE AREAS

 THE TEN KNOWLEDGE AREAS ARE?
 KNOWLEDGE AREAS ARE
__________________________ OF PROCESS GROUPS?
 THERE ARE ____ PROCESSES CONTAINED IN ______
KNOWLEDGE AREAS WHICH ARE SUPPORT
ELEMENTS OF THE _______ PROCESS GROUPS?
 THE KNOWLEDGE ARE USED ON?
 A KNOWLEDGE AREA CONTAINS?
 NOTES

PROCESS GROUP AND KNOWLEDGE AREA MAPPING

CHAPTER 3 SUMMARY
What is the correct
progression of
project
information?
Identify the (2)
types of closures
found within the
Closing Process
Group
Identify the (2)
main Control
Processes found
within the Monitor
& Control Process
Group?
How many
processes are
found within the
Planning Process
Group?
What (2) process
deliverables are
outputs of the
Initiating Process
Group?
What is the proper
progression of the
(5) Process
Groups?
Which Knowledge
Area contains the
most processes in
the Execution
Process Group?
Which Process
Group operates at
the same time as
processes in the
other (4) Process
Groups?
A Knowledge Area
is made up of?

KCS Academy PMP Exam Prep Course Chapter 3 - Project Management Processes

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