This document provides information about a Project Manager Professional (PMP) certification exam preparation course. The course is designed for project managers, engineers, construction managers, and others interested in project management. It will cover all nine knowledge areas from the Project Management Body of Knowledge, including project integration, scope, time, cost, quality, and risk management. The course is four weeks long with three-hour lectures three times per week, for a total of 35 hours. It aims to help students understand the concepts needed to pass the PMP exam on their first attempt.
Project Management Fundamentals is a beginner-level Project Management course that is ideal for individuals and enterprises that are looking to gain a fundamental understanding of project management best practices used globally.
This Project Management Fundamentals training course is ideal for anybody whose work directly or indirectly supports projects. (entry-level project/program managers or future project managers who desire an increased understanding of how to successfully manage a project and improve their day-to-day work by applying project management best practices.)
To know more about Project Management Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Project Management Fundamentals is a beginner-level Project Management course that is ideal for individuals and enterprises that are looking to gain a fundamental understanding of project management best practices used globally.
This Project Management Fundamentals training course is ideal for anybody whose work directly or indirectly supports projects. (entry-level project/program managers or future project managers who desire an increased understanding of how to successfully manage a project and improve their day-to-day work by applying project management best practices.)
To know more about Project Management Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Project management chapter_04 for MSBTEKalyan Ingole
This presentation is about the project management that contains project management spectrum,Risk management,change management,configuration management and clean room strategy
The Project Management Professional (PMP) - Is it For You?Carla Fair-Wright
The Project Management Institute (PMI) is the global professional association for project managers. It offers the PMP®, or Project Management Professional certification indicates a thorough and deep knowledge of project management. What are the requirements and how do you complete the application with ease
Webinar - Building Team Efficiency and EffectivenessInvensis Learning
Wouldn’t it be great if you could get to better ideas faster? If you learn to master just two thinking skills, you can! Many of the PMI supported tools have origins in creativity. As such, these tools are best leveraged when you apply divergent thinking (to generate) or convergent thinking (to narrow). This session will explore the principles of divergent and convergent thinking and provide examples of techniques to maximize their power in decision making, problem solving and performance feedback.
Introducing the first ever Wiley - GreyCampus training program on the Project Management Professional (PMP) Certification from project management Institute (PMI) USA as per the new PMBoK 5. Spread over 4-days’ Classroom Training and 90-days’ eLearning, this program provides a complete learning package to crack the PMP Certification Exam in one shot! The eLearning content for this program is based on Internationally Renowned PMP preparation content by author Kim Heldman, and incorporates multiple learning tools to help you learn more and at your convenience. Participants also get a pre-approved 35-PDU certificate on completion of the eLearning and Classroom sessions which is mandatory to appear for the PMP Certification Exam.
Project management chapter_04 for MSBTEKalyan Ingole
This presentation is about the project management that contains project management spectrum,Risk management,change management,configuration management and clean room strategy
The Project Management Professional (PMP) - Is it For You?Carla Fair-Wright
The Project Management Institute (PMI) is the global professional association for project managers. It offers the PMP®, or Project Management Professional certification indicates a thorough and deep knowledge of project management. What are the requirements and how do you complete the application with ease
Webinar - Building Team Efficiency and EffectivenessInvensis Learning
Wouldn’t it be great if you could get to better ideas faster? If you learn to master just two thinking skills, you can! Many of the PMI supported tools have origins in creativity. As such, these tools are best leveraged when you apply divergent thinking (to generate) or convergent thinking (to narrow). This session will explore the principles of divergent and convergent thinking and provide examples of techniques to maximize their power in decision making, problem solving and performance feedback.
Introducing the first ever Wiley - GreyCampus training program on the Project Management Professional (PMP) Certification from project management Institute (PMI) USA as per the new PMBoK 5. Spread over 4-days’ Classroom Training and 90-days’ eLearning, this program provides a complete learning package to crack the PMP Certification Exam in one shot! The eLearning content for this program is based on Internationally Renowned PMP preparation content by author Kim Heldman, and incorporates multiple learning tools to help you learn more and at your convenience. Participants also get a pre-approved 35-PDU certificate on completion of the eLearning and Classroom sessions which is mandatory to appear for the PMP Certification Exam.
Le management des risques du projet comprend les processus de conduite de la planification du management des risques, leur identification, leur analyse, la planification des réponses aux risques, ainsi que leur surveillance et maîtrise dans le cadre du projet.
Basé sur le PMBOK 5th edition
Need to try and remember the Process Groups and Knowledge Areas of PMBOK, try the mind map approach with this PDF version, you just may be surprise yourself. For all us old hands it also doesn't hurt to refresh yourself every now and again.
Sorry links don't work on slideshare uploaded version, but if you think it may be useful pop over to www.pm250.com and download your own copy.
Le management de l’intégration du projet comprend les processus et les activités qui permettent d’identifier, de définir, de combiner, d’unifier et de coordonner les différents processus et activités de management de projet au sein des groupes de processus de management de projet.
Basé sur le PMBOK 5th edition
PMP
Management du contenu du projet
Contenu du projet:
Tout le travail nécessaire pour la création des livrables du projets ainsi que les processus utilisés pour leur création.
Management du contenu:
Les processus permettant d’assurer que tout le travail requis par le projet, et seulement le travail requis, est effectué pour mener à bien le projet.
Basé sur le PMBOK 5th edition
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
Session 3 Everything You Should Know About PMP & CAPM CertificationsSeshne Govender
This series will help Project Management Professionals to learn more about the scope of the certifications and shed more light on the intricacies surrounding the PMP® and CAPM® certifications.
Learn more about PMP® and CAPM® and the positive impact they may have on your professional career. Both PMP® and CAPM® from PMI could help you achieve that elusive promotion or get you that golden ticket to joining your dream organization.
Upcoming Webinar Sessions:
Everything You Should Know About PMP & CAPM Certifications -
Exam Pattern, Application Process, Study Materials
Registration Page Link: https://bit.ly/42iE5rJ
Session Dates: 20th September'23 / 18th October'23 / 15th November'23 / 20th December'23 / 17th January'24
Session Timings: 09:00 AM - 10:00 AM (PDT) / 11:00 AM - 12:00 PM (CDT) / 12:00 PM - 01:00 PM (EDT) / 01:00 PM - 02:00 PM (BRT) / 5:00 PM - 06:00 PM (WAT) / 06:00 PM - 07:00 PM (CEST / CAT / SAST) / 07:00 PM - 08:00 PM (AST / EEST) / 08:00 PM - 09:00 PM (GST) / 09:30 PM - 10:30 PM (IST)
Only final registrants to the event in the link (https://bit.ly/42iE5rJ) can avail of a 50% discount on all online PMP/CAPM programs of vCare Project Management conducted by Seshne Govender PgMP, PMP, DASM, DASSM, PDM, BSc Eng in 2023.
Call us : +27 722997173
email ID: seshne@vcareprojectmanagement.com
For any questions related to your Project Management career, training, and certifications, you can book an obligation-free session with Seshne Govender by visiting http://bit.ly/42Gx4ln
You can subscribe to vCare Project Management YouTube Channel to catch future videos of our Q&A series and certification success stories: https://bit.ly/2YF0wJl
You can subscribe and follow Dharam podcasts and interviews with Project Management Experts on YouTube at https://bit.ly/2NDY8wd
View our upcoming Online Mentoring Programs
PgMP - http://bit.ly/2oBKQXQ
PfMP - http://bit.ly/39jOZSf
PMP/CAPM - https://bit.ly/2BU0mFp
View our upcoming Direct Classroom Sessions
PgMP - http://bit.ly/2oCfpg0
PfMP - http://bit.ly/38er2M3
PMP/CAPM - http://bit.ly/3ic7GRF
Join our LinkedIn Groups for the latest updates
PgMP4U - http://bit.ly/2SBPwIp
PfMP4U - http://bit.ly/31P7GKR
PMP4U - https://bit.ly/30gV5QX
Fast Track Personal Mentoring Programs:
PgMP - https://bit.ly/2RGxVQ3
PfMP - https://bit.ly/2wK3pxg
PMP - http://bit.ly/38gosHu
Application Support Service:
PgMP - http://bit.ly/2Hk6vtr
PfMP - http://bit.ly/2UGyifP
PMP - http://bit.ly/3esggIb
E-Learning Programs: http://bit.ly/3b2HOid
Books: http://bit.ly/2oypc6E
Book | PMBOK Guide 7th Edition – http://bit.ly/2Z2Zn1b
Project Management Professional (PMP)® Exam Prep CourseSanjay Rajpoot
Global Project Management is offering an
exciting new opportunity to learn how to pass
the PMP exam. The Project Management
Professional (PMP)® Exam Prep Course is based
on PMI’s A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, This book is the classic standard “study
book” for knowing how to start, perform and
complete project work. The PMBOK® Guide has
been used by hundreds of thousands of students
to pass the PMP exam.
HOW CAN I
BE A PROJECT
MANAGEMENT
PROFESSIONAL
(PMP)?
PMP, PMBOK, and PMI Today are registered marks of the
Project Management Institute, Inc.
"I was overwhelmed when I passed the
PMP exam on my first attempt. I am
grateful to "Global Project Management"
for guiding me in the PMP exam
preparation. The teaching method of Dr.
Jack Harpool's training videos is simple
but unique. The lecture process was
more like a conversation which helped
me understand and grasp concepts
thoroughly. I believe the best
understanding comes from learning
through example, and Dr. Harpool
always uses simple examples to explain
a concept. This was useful and helped
me to understand and remember the
concepts. During the PMP exam I used
the analogies and logic that Dr. Harpool
used to describe different examples for
answering many questions. This was
one of the most important reasons
behind my success in the PMP exam.”
Why is PMP certification so helpful in the.pdfDivya Malik
Project Management Professional certified project managers will often get the most challenging opportunities. Once a project is successfully completed, those people have a big potential to make a leap in their career and gain a high-paying job opportunity. Project management pro certification is both an education and experience credential.
Top 30 Project Manager Interview Questions and Answers | PMP Certification Tr...Edureka!
** PMP® Certification Training: https://www.edureka.co/pmp **
This Edureka tutorial on Top 30 Project Manager Interview Questions will give you some important questions that will help you ace your interview at the first attempt.
Check out our PMP Tutorial blog series: http://bit.ly/2BvgNE4
Check out our complete Youtube playlist here: http://bit.ly/2AnvOqJ
-------------------------------------
Do subscribe to our channel and hit the bell icon to never miss an update from us in the future: https://goo.gl/6ohpTV
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Facebook: https://www.facebook.com/edurekaIN/
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LinkedIn: https://www.linkedin.com/company/edureka
PMI’s Project Management Professional (PMP)® credential is the most important industry-recognized certification for project managers. Globally recognized and demanded, the PMP® demonstrates that you have the experience, education and competency to lead and direct projects.
PMP is one of the most industry-recognized project management certifications for project managers in the globe. PMP certified professionals demonstrate their knowledge in leading projects across industry verticals. This PMP certification has consistently ranked among “Top 10 IT Certifications in the World” and has found widespread acceptance among employers across the globe.
This PMP courseware is created by international subject matter experts and offers comprehensive understanding of global language of project management and help one to standout from the crowd to become a global professional with immense opportunities.
To know more about PMP Exam Prep Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
In this article, we are going to take a look at six myths related to the PMP® Exam process and bust them so you can quit worrying about what is true and continue with studying for and taking the exam.
How to prepare for PMP Certification.pdfDivya Malik
The PMP certification is amongst the most reputable Project Management certification, but also one of the best certifications to get across the board. Moreover, professionals hope to achieve a PMP certification for career growth and salary hikes. Amongst the top reasons to choose the PMP certification continues to be the exponentially growing project management professional salary curve.
Session 6 Everything You Should Know About PMP & CAPM CertificationsSeshne Govender
This series will help Project Management Professionals to learn more about the scope of the certifications and shed more light on the intricacies surrounding the PMP® and CAPM® certifications.
Learn more about PMP® and CAPM® and the positive impact they may have on your professional career. Both PMP® and CAPM® from PMI could help you achieve that elusive promotion or get you that golden ticket to joining your dream organization.
Registration Link: https://bit.ly/42iE5rJ
Similar to PMP,Lecture 1 Projects Frame Work based on PMBOK v5 (20)
25 11-big 5- critical success factors for applying Organizational Project Management (OPM)governance in MENA region, based on Ph.D. dissertation research by: Ahmed Alsenosy
نشرح في هذا العرض التقديمي سريعا الموارد البشريه بالمشروع والمرور علي كيفية التسجيل والتقييم والتحفيز وقياس الانتاجيه وعوامل التأثير علي الانتاجيه واخيرا التوصيات
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
PMP,Lecture 1 Projects Frame Work based on PMBOK v5
1. Lecture PreparedBy:
Ahmed Ibrahim,PMP®,PMI-RMP® Ahmed0Ibrahim@gmail.com
Thiqah& Professionalengineers.us
PMP®CertificateExam preparationCourse.
2. Thisisme
Project Manager Professional (PMP®) preparation for taking exam Course
Who should attend the course?
This course is targeting the Project managers, Planning engineers, Construction Managers, Site Engineers, and whoever is interesting on a projects management. If you are seeking to create, review, or understand the project management .
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AHMEDIBRAHIM,PMP®,PMI-RMP®
AhmedIbrahimholdsaBachelorofCivilEngineering.MemberandCertifiedbytheprojectmanagementinstitute–Pennsylvania-USAas:
1-Projectmanagerprofessional(PMP®)–2011
2-RiskManagerProfessional(PMI-RMP®)–2013
3-Masterofprojectsmanagementstudent.
,inadditiontopracticalexperienceinthefieldofprojectmanagement,executivemanagementandhumanresources.Hehaveprojectsmanagementknowledgethatalwaysseektodevelop,update,andsharewithothers,especiallytheprofessionalsinthefieldofprojectManagement.
Other skills and interests. (PMP Certificate training, PMI-RMP Certificate training, planning and schedulingbyprimaveraP6.8.2training,Excelandreports&dashboardstraining) PMO (projects management office) creation and workflow process improvement.
3. Who should attend the course?
This course is targeting the Project managers, Planning engineers, Construction Managers, Site Engineers, and whoever is interesting on a projects management. If you are seeking to create, review, or understand the project management plan including project objectives plans, you are kindly invited to attend this course.
What is different in our PMP® course?
In this course you will find a permanent and distinctive link between the projects in the Arab environment and the principles of Project Management, rules and knowledge in the book 5th issued by the Project Management Institute, U.S.. In addition to stand on the important points, which always come in the PMP exams, as well as how to link temporal and spatial processes of project management without the need for memorization suffering... Joining us guarantee your success from the first try, and understand the serious and real knowledge in the PMBOK 5th
In addition, of all points above you will take 50 questions exam at the end of our course on line to simulating the real PMP exam conditions and atmosphere
We will provide:
Decrease study and preparation time by focusing on examtopics
Enhances yourpersonal studyplanandevaluateprogress
Utilize useful tips and techniques in answering the examquestions
Understand the PM terminology which is used by PMPs
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4. Project Integration Management
•Project Scope Management
•Project Time Management
•Project Cost Management
•Project Quality Management
•Project Human Resources Management
•Project Communication Management
•Project Risk Management
•Project Procurement Management
•Project Stakeholder Management
•Professional Responsibility of the Project Managers
•Studying for Taking the Exam
•Nature of the Exam
•What to study and how to study it
•How to answer the questions
•Tips and tricks for avoiding common mistake
•Course Duration: course duration is four weeks, three lectures a week, and each lecture three hours. Total hours is 35 hours.
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7. PMStandards
•Project Management Institute(PMI®)
•Project Management BodyOfKnowledge“PMBOK ®Guide”
–IssuedbythePMI®
–ThereferencetoPMpractices
•PMI®Certifications:
–ProjectManagementProfessional(PMP)®
–CertifiedAssociateProject Manager(CAPM)®
–ProgramManagementProfessional(PgMP)®
–PMI®SchedulingProfessional(PMI–SP)®
–PMI®RiskManagementProfessional(PMI–RMP)®
–PMIAgile CertifiedPractitioner(PMI-ACP)®
–OPM3®ProfessionalCertification
PMBOK® Guide5th
ProjectManagementBodyof Knowledge
AGUIDEtothegenerally acceptedbodyofknowledgethatdefinesprojectmanagement
Providesa commonlanguage
Servesas areferenceresource
Recognizedasa standard
The InternationalOrganization forStandardization(ISO) AmericanNational Standard Institute(ANSI)
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PMP® Examination Overview 2/2
⦁As of this writing there is no definitive passing score for the exam -for each of the sections outlined above you will be graded either a) Proficient, b) Moderately Proficient, or c) Below Proficient. According to the PMI Certification Department, the following is In effect:
⦁“There are not a minimum or maximum number of domains or chapters in which candidate needs to demonstrate proficiency in order to pass the exam. The pass/fail rate is determined based on overall performance, not on how many questions were answered right or wrong in a particular domain or chapter. Each of the domains or chapters has a different number of questions within them that are relative to each other but not equal to each other. That means itispossible to score Below Proficiency in one of the domains and yet still pass the examination. It all depends on how many items were present in the domains that were failed. ”1
PMP® Examination Overview 1/2
⦁The PMI certification examination consists of 200 multiple-choice questions, each question consisting of only four possible answers. The questions that you will see on your specific exam are selected from a bank of over 13,000 questions. There is no way to predetermine what the specific selection mix of questions will be.
⦁UnliketheGMAT,ThePMIexamisnon-adaptive.Youmayselectquestionsforreviewandmoveontootherquestions,returningtothosequestionsthatgaveyoudifficulty,withoutpenalty.
⦁ThePMIexaminationisfourhoursandoncebegun,theclockwilltickuntilfourhoursarecomplete,orthetesttakersubmitstheexamforgradingpriortothecompletionoffourhours.
⦁Makesureyouanswerallquestions-nocreditwillbegivenforunansweredquestions.Inthiscaseanunansweredquestionisthesameasanincorrectanswer.
⦁There are 25 'pretest' questions on the exam that carry no credit. You are only graded on 175 questions out of the 200 questions presented; however you will not know which questions are experimental and which questions you are being graded on.
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Examination Question Types 2/3
Something you never heard of: Don't be surprised to see a question containing something youhave never seen before. The field of project management changes on a daily basis and the tools and techniques used by the project manager are expanding seemingly at a geometric rate. Take your best guess and move on.
Mathematical: Expect to see anywhere from 5 to 10 questions involving formula computations. Earned value, PERT or questions involving standard deviation are typical computation questions.
Diagrams: You may be asked to interpret a graph or construct a precedence diagram frominstructions. On the computer at the test center, there may be a button on the screen that you can push that will bring up a graphic or some other diagram. Take advantage of all information provided.
Correct answer to a different question: You will sometimes see answers that may be correctstatements by themselves, but do not answer the question.
Examination Question Types 1/3
Questions on the PMP®certification exam are designed to test your analytical abilities, application experience, and general project management knowledge. The types of questions you will see on the exam will fall into the following general categories:
Situational: A scenario or situation will be presented to you in which must analyze the questionand choose the best answer based on your experience, analysis, and knowledge. Many test takers state that the predominant percentages of questions on the exam are situational.
More than one right answer: Frequently, a test question will have two or more correct answers; however there will always be one answer that is more correct than the others. In this situation it is usually simple to eliminate at least two of the answers. Focus your attention on what the project manager needs to do next.
Extraneous information: PMI is famous for the wordy multi-paragraph question, loaded withmisdirection (red herrings) and nonessential information that has nothing to do with the actual question. When encountering such questions for the first time, read the answer set and the final paragraph first -this is usually the place where the actual question is contained.
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Preparing for the Exam 1/2
PMP® exam is four hours and 200 questions -this means that you have approximately 1 minute and 12seconds to answer each question. In order to ensure an optimal testing experience there are specific stress relievers you can employ that will help you get through the test with a minimum of angst. Consider the following as part of your test taking strategy:
Arrive Early. Consider traffic and time of day when making your way to the exam center. You don't want to arrive in a rushed or stressed state before the exam begins. It is strongly recommended thatyou scope out the exam facility a week or two before the actual examination, if at all possible. Youwant to know what to expect walking through the door of the test facility. You will be under constantvideo monitoring and observation for the entire duration of the exam.
Rest Up. Take the evening off from studying the night before the exam -if you don't know the material by this point, cramming into late hours the evening before the test will simply multiply your stress level by a factor of two or three. It is most important that you be rested with a good night’s sleep under your belt on the day of the exam. If you can, schedule the test for early afternoon instead of early morning.
that may be correctstatements by themselves, but do not answer the question.
Examination Question Types 3/3
A new approach to a known topic: You will frequently see questions that will present a differentpoint of view or skew to a known topic. These questions will test concepts but using language that is different from what you studied for the exam. Thus it is critical that the concepts be understood ahead of simple rote memorization of project management knowledge.
Double negatives: A number of questions are designed to be deliberately confusing ("which ofthe following would NOT be the least likely choice to make..."), which is another way of saying; "what would be your most likely choice".
Recall: There will be a few fairly short questions that test your inventory of certain projectmanagement facts and knowledge areas.
Critical Note: Make sure you do a careful and thorough read of each question -many of the answers toexam questions turn on a single word. If you skim over or miss that key word, you will get the questionwrong. Read all questions carefully. Answer what is asked!
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Preparing for the Exam 2/2
Consider Earplugs.There may be some distracting noises in the examination room such as a fan, or test-taker for a different exam tapping a pencil on a desk. Bring earplugs just in case.
Dress in Layers.Frequently exam rooms are air conditioned to a point where they are too cold for many people. Therefore it is recommended that you dress in layers and remove layers or add layers as necessary to maintain your own individual comfort level.
Bring Food and Drink.If you get thirsty or need a nutritional boost during the exam, make sure you bring bottled water, bottled juices, or any snacks you will need for the four-hour test. If you have to leave the room to use a water fountain or go to a vending machine, the test clock will still be ticking.
Do the Brain Dump!Prior to the start of the exam and during the 15 minute tutorial you will have time to write on scratch paper all the formulas you will need for the test. While many of us pride ourselves on our airtight memories, rest assured that if exam panic sets in, all that you thought you had memorized will fly out of your head in an instant. Do yourself a favor and write down these formulas in an unstressed state prior to the actual start of the exam -this will pay dividends many times over while you are taking the exam. Some past test takers have actually reported that examination proctors upon handing scratch paper to the test-taker will state, "don't forget your brain dump".
12. Lets take PMP®
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13. 1.PM Definitionsand Concepts
Whatis aProject?
•Atemporaryendeavorundertakentoproduceauniqueproduct, servicesor result.
•It'splanis usuallyprogressivelyelaborated.
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Rollingwave planning(التخطيط مثل تتتابع الموجات )
•Processgroupsmayoverlapand cross phases(طور ).
•Ifaproject is brokendown(قسم )into severalphases (e.g. design,implementation(تنفيذ ) etc.), then the processgroups will occur ineach ofthe phases.
•Rollingwaveplanning refersto the progressivedetailingof theproject planwhich is aniterativeandongoingprocess.
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ProjectsandOperations(العمليات )
Similarities betweenOperationsandProjects
•Performedbypeople
•Constrained(تقيد )bylimited resources
•Planned executed(تنفذ )andcontrolled(ويتم التحكم بها )
DifferencesbetweenOperationsandProject
•Operationsdonot haveanytimelines.Projectsaretemporary(مؤقت )and havefinite(محدد )timeduration.
•Objective(الهدف )ofOperationsisusuallytosustainتحمل thebusiness. Objective ofaprojectistoattainتحقق theobjectiveandclosetheproject.
ProjectManagementContext سياق
•Projectmanagementexistsina broadercontextthat
includes:
‒ Programmanagement البرامج
‒ Portfoliomanagement المحافظ
‒ Projectmanagementoffice مكتب إدارة المشروعات
•Frequently التكرار ,thereis a hierarchy هرمي of:
‒ Strategicplan تخطيط استراتيجي
‒ Portfolio
‒ Program
‒ Project
‒ Subproject جزء من مشروع
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ProjectManagementContext
Sub-projects
•Projectsaredividedintomoremanageablecomponents جزئيات تدار
or subprojects
•Usually contractedtoanexternalenterpriseمؤسسه orother functionalunitوحده وظيفيه in performing المنفذة organization.
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Programs
•Groupofprojectsmanagedinacoordinatedwaytoobtainbenefitsمنافع
notavailablefrommanagingthemindividually بشكل فردي ,inordertogainefficienciesoncost,time,technology,etc.
•Acombination مجموع ofrelatedprojects andincludes associated المرتبطه operational workwhichis not doneaspartoftheindividual projects
•Developingتطوير severalcommoncomponentsonlyonceandleveraging الاستفاده themacrossalloftheprojectsthatusethosecomponents.
ProgramManagement
•Providesaholistic كلي view ofseveral relatedprojects which, ifdonetogether,willachievemoresubstantial جوهريه resultsthananindividualproject
•Satisfies يرضي aparticularstrategicobjective, which willrequireseveralprojects
17. ProjectPortfolio
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PortfolioManagement
•Portfoliois thecollectionofprojects orprograms and
associatedoperational العمليات المرتبطة بها work
•PortfolioManagement is theselectionandsupportof projects or program investments الاستثمارات .
•PortfolioManagement is important because :
–Itsatisfies thestrategicbusinessobjectives
–Helpsinselectingof appropriateprojectsandprogramstomaximize thevalueof theportfolio
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ProjectManagementOffice(PMO)2/3
•Identificationanddevelopmentofprojectmanagementmethodology طريقة العمل ,best practices افضل الممارسات and standards
•Clearinghouseandmanagementforprojectpolicies, proceduresالاجراءات ,templatesandothershareddocumentation
•CentralizedconfigurationmanagementforallprojectsadministeredbythePMO
•Centralized repositoryand management for both shared anduniquerisksforall projects.
•Centralofficeforoperationandmanagementofprojecttools,suchas enterprise-wide project managementsoftware
ProjectManagementOffice مكتب ادارة
المشروعات (PMO)1/3
•Anorganizationalunit to centralizeandmanageaprogram
•CalledProgramManagement Office,Project OfficeorProgramOffice
•Project teammembers willreport directly totheprojectmanager or,ifshared, tothePMO.
•Theproject managerreportsdirectly tothePMO.
•ThePMOdirectly reportstotheCEOالمدير التنفيذي .
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ProcessGroups
1.Initiation
2.Planning
3.Execution
4.MonitoringandControl
5.Closing
KnowledgeAreas
1.Integrationmanagement(4)
2.Scopemanagement(5)
3.Timemanagement(6)
4.Costmanagement(7)
5.Qualitymanagement(8)
6.HRmanagement(9)
7.Communicationmanagement(10)
8.Riskmanagement(11)
9.Procurementmanagement(12)
10.Stakeholdermanagement(13)
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ProjectPhase
•Projectphase:“Acollectionoflogicallyrelatedproject activities usually culminating تتوج in thecompletionandapproval ofa majordeliverable تسليم .”
MultiPhaseProject
Executing Processes
LifeCycle
Phase
Phase
Phase
Phase
ProjectProcessGroup
Monitoring& ControllingProcesses
Planning Processes
Closing processes
Initiating
processes
Monitoring& ControllingProcesses
Planning Processes
Executing Processes
Initiating processe s
Initiating processe s
Monitoring& ControllingProcesses
Planning Processes
Executing Processes
Closing processes
Initiating processes
Monitoring& ControllingProcesses
Planning Processes
Executing Processes
Initiating processe s
Initiating processe s
Monitoring& ControllingProcesses
Planning Processes
Executing Processes
Initiating processe s
Initiating processe s
ProcessGroups
•Project management processes aremappedontothelifecycle and
organizedinto groups:
Initiatingprocesses:recognizingthataprojectorphaseطور shouldbeginand committingtodoso.
Planningprocesses:devising استنباط andmaintainingaworkableschemeمخطط .
Executingprocesses:coordinatingresourcestocarryouttheplan.
MonitoringandControllingprocesses:ensuringthatprojectobjectivesare met.
Closingprocesses:formalizingacceptanceالقبول andbringingit toanorderlyend.
•Theprocess groups arelinkedbytheresultstheyproduce; theresultsofoneprocess groupbecomes inputtoanother
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ProjectLifecycleدورة حياة المشروع ,PMLifecycle
•Projectlifecycle:“Collectivelyمجموع theproject phasesareknownas theprojectlifecycle.” Project lifecycleincludesallthephasesrequiredforaproject–definesthebeginningandendof a project.
‒WhatyouneedtodotoDOthework
‒Itvariesbyindustryandtypeofproject
•Projectmanagementlifecycle:describeswhatisrequiredtomanagetheprojectandfollows PMI®’s process groups (i.e. Initiating,planning,execution,controlandcloseout).
Morethan 20 questionsin PMP® examrelatedto PMlifecycle
KillPoint
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ProjectLifeCycle–features1/5
•Definesthebeginningandendoftheproject
•Includesthetransitionalactivitiesat beginningandendoftheproject(providesتقدم linkwithongoingoperationsoftheperformingorganization).
•Definetechnicalworkandresourcesinvolvedineachphase.
•Whenthedeliverablesaretobegeneratedتكتمل ineachphaseandhoweachdeliverableisreviewed,verified يتحقق منه andvalidated?
•Howtocontrolandapproveeachphase?
•Projectlifecycle maybejust onephaseofproductlifecycle
•Subprojectswithinprojectshavetheirowndistinctالخاصه lifecycles
TypicalProjectLifeCycle
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ProjectLifeCycle–features3/5
Factorsincreasingwithproject duration:
•Probabilityofsuccessfullycompletingproject
•Cost of changes
•Cost of ErrorCorrection
Start ofproject
Endofproject
ProjectDuration
ProjectLifeCycle–features2/5
Start ofproject
Endofproject
Factors thatincreasewithprojectduration,then decrease sharplywhenproject nearscompletion:
•Cost of project
•StaffingLevels
ProjectDuration
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ProjectLifeCycle –features5/5
ProjectLifeCycle–features4/5
ProjectDuration
Factors decreasingwithproject duration:
•Uncertainty/Risksabouttheproject
•Abilityofstakeholderstoinfluence
finalcharacteristicsof project’sproduct
•Abilityofstakeholderstoinfluencefinal costofproject’sproduct
Start ofproject
Endofproject
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Stakeholdersالمعنيين 1/2
•Anyonewhoseinterestsmaybepositivelyornegativelyimpactedbytheproject.
ProjectMethodologyطريقة العمل
•Amethodologyisasystem of practices, techniques,
procedures,andrules usedbythosewhoworkin adiscipline.
•PMI® does not definewhat phases youshoulduseonyourproject.
•The PMBOK ®Guide does not describeaprojectmethodology. Instead,processes aredefinedthat couldfit into yourprojectmethodology.
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Typesof Organizations
•Functional
•ProjectBased
•WeakMatrix
•Balanced
•StrongMatrix
•Projectized
•Composite
Stakeholders2/2
It is importantto
•Indentifyallstakeholders
•Determinealloftheirrequirementsمتطلباتهم or needs
•Understand and evaluateتقدير alloftheirexpectations
•Communicatewiththemeffectively
•
Managetheir influence تأثيرهم
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FunctionalOrganizationالوظيفيه
•PotentialAdvantages
–Access to specialists; members reporting to only one supervisor, clearly defined career paths
–Clearreportingrelationships
–Highlyspecializedexpertise
–Homogeneousgroup
–Drivefortechnicalexcellence
•PotentialDisadvantages
–less focus on project deliverables, no career path on Project Management, PM has no authority
–Projectboundarieslimitedtodiscipline
–Barriertocustomerinfluenceandsatisfaction
–Employeedevelopmentopportunitieslimited
–Projectmanagerdependentonpersonalinfluence
–Hierarchicaldecisionandcommunicationprocesses
–Overworktechnicalissuesversusbuildtostandard
FunctionalOrganization
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WeakMatrix Organization
Project-BasedOrganization
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StrongMatrix Organization
BalancedOrganization
42. KnowledgeAreas
1.Integrationmanagement(4)
2.Scopemanagement(5)
3.Timemanagement(6)
4.Costmanagement(7)
5.Qualitymanagement(8)
6.HRmanagement(9)
7.Communicationmanagement(10)
8.Riskmanagement(11)
9.Procurementmanagement(12)
10.Stakeholdermanagement(13)
PMProcessesGroups
Initiating Processes
Planning Processes
Controlling Processes
Executing Processes
Closing Processes
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43. InitiatingProcessGroup
•TheInitiatingProcessGroupconsistsoftheprocessesthatfacilitatetheformalauthorizationtostartanewprojectoraprojectphase.
•TheInitiatingProcess Groupstartsaprojectorproject phase,andtheoutput defines the project’spurpose, identifiesobjectives,and authorizes theproject managertostarttheproject.
InvolvingStakeholders in theInitiatingProcesses
•Initiating processes areoftendoneexternaltotheproject’s scopeofcontrolbytheorganizationorbyprogram orportfolioprocesses, whichmayblur (hazy)theprojectboundariesfortheinitialprojectinputs.
•Involvingthe customersandotherstakeholdersduringinitiationgenerallyimprovestheprobability ofshared ownership,deliverableacceptance,andcustomerandotherstakeholdersatisfaction.Suchacceptanceiscriticaltoproject success.
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44. PlanningProcessGroup
•TheprojectmanagementteamusesthePlanningProcessGroupto planandmanageasuccessfulprojectfortheorganization.
•Theplanningprocessesdeveloptheprojectmanagementplan.
•Theseprocessesalsoidentify,define,andmaturetheproject scope, projectcost,andscheduletheproject activitiesthatoccur withintheproject.
•Asnew project informationisdiscovered,additionaldependencies, requirements,risks, opportunities,assumptions,andconstraints willbeidentifiedorresolved.
ExecutingProcessGroup
•ThisGroupconsists of the processes usedtocompletethework definedin theprojectmanagement plantoaccomplishtheproject’srequirements.
•Itinvolves coordinatingpeopleandresources,aswell asintegratingandperformingtheactivitiesoftheproject
•Thevast(great)majorityoftheproject’s budget willbeexpendedin performingits processes.
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45. Monitoring&ControllingProcessGroup1/2
•ThisGroupconsists of thoseprocesses performedtoobserveproject executionso that potentialproblemscanbeidentifiedinatimelymanner and correctiveactioncanbetaken,whennecessary,tocontroltheexecutionoftheproject.
•Thekeybenefit ofthis Process Groupis that project performanceisobservedandmeasuredregularly toidentifyvariancesfromtheprojectmanagement plan. It also includescontrolling changesandrecommendingpreventiveactionin anticipationofpossible problems.
Monitoring&ControllingProcessGroup2/2
•Thecontinuous monitoringprovides the projectteam insight intothe healthof theprojectandhighlights anyareas that requireadditionalattention.
•Itshouldnot onlymonitorandcontroltheworkbeingdonewithin aProcess Group,but also monitorsandcontrolstheentireproject effort. Inmulti-phaseprojects,
•ThisGroupalso providesfeedbackbetweenprojectphases, in ordertoimplement correctiveorpreventiveactionstobringtheprojectintocompliancewiththeprojectmanagement plan.
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46. ClosingProcessGroup
•ThisGroupincludestheprocesses usedtoformallyterminateall activitiesofaprojectoraprojectphase, handoff thecompletedproducttoothers orcloseacancelledproject.
•ThisProcess Group,when completed, verifiesthatthedefinedprocesses arecompletedwithinalltheProcess Groups toclosetheprojectoraprojectphase, as appropriate, andformallyestablishes that theprojectorprojectphaseis finished.
CommonDefinitionsinthe ProjectProcesses
Aprocessis“aseriesofactionsbringingaboutaresult”
ProjectManagementProcessGroupsarelinkedbytheobjectivestheyproduce, withtheresultsor outcomesofonegenerallybecomingan inputtoanotheror isa deliverableof theproject
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47. CommonInputs: EnterpriseenvironmentalFactors
•Appearsas aninput intomostplanningprocesses.
•Canbeanythingexternaltoyourprojectthataffectsyourproject.
•Thethingsthatimpactyourprojectthatarenotpartoftheprojectitself, suchas:
‒ Company's organizationalstructure
‒ Organization's valuesandworkethic
‒ Government standards, laws and regulations where the work is being performedor wherethe product willbeused
‒ Thecharacteristicsofproject'sstakeholders(theirexpectationsandwillingness to acceptrisk)
‒ The overallstateof themarketplaceforthe project
‒ Businessinfrastructuresystems
‒ Personnelpolicies
‒ PMIS (ProjectManagementInformationSystems)
CommonInputs: OrganizationalProcessAssets1/2
•Information,tools,documents,orknowledge
your
organization possess that can help youplan foryour project:
‒Theprojectplanfromaprevious,similarprojectperformedbyyourorganization
‒Companypolicy:addsstructureandletsyouknowthelimitsyourprojectcansafelyoperatewithin,soyoudonothavetowastetimeorresourcesdiscoveringtheseonyourown.
•Anything that your organization owns or has developed that canhelp you onacurrentorfutureproject.
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50. CommonInputs: ApprovedChangeRequests
•Theseareonlyrequests untiltheyareapproved.
•Ifachangeisrequested,thenthechangeisprocessedaccordingtotheintegratedchangecontrolsystem.Thiswillensurethatthechangerequestisproperlyunderstoodandconsideredandthattherightindividualsordepartmentsareinvolvedbeforeapprovingorrejectingit.
•Usedasaninputintomanyprocessestomakesurethatthechangegetsexecutedandisproperlymanagedandcontrolled.
•Examples:Youmayreceiveachangerequesttoaddfunctionalitytoacomputerapplication,toremovepartofabuilding,ortochangematerials.
CommonTools: ExpertJudgment
•Can be used whenever the project team and the projectmanager donot havesufficientexpertise.
•Expertscomefrominsidetheorganizationoroutside,canbepaidconsultants oroffer freeadvice.
•Thistool is highly favoredandisverycommonlyfounded on planning processes.
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51. CommonTools:ProjectManagement Methodology 1/2
•ThePMBOK®Guide doesnot describe amethodology.
•ThePMBOK®Guidedescribes47processesusedtomanageaproject,whichareusedbyanorganization'sprojectmanagementmethodology,buttheyarenotthemethodology.
•Differentorganizationswillemploydifferentprojectmanagementmethodologies,whiletheywillalladheretothe47processes.
CommonTools:ProjectManagement Methodology 2/2
Example:
Considertheanalogyoftwobaseballteams.
TheAtlantaBravesandtheNewYorkMetsbothhavethesamesetofruleswhentheyplay,buttheyhaveverydifferentstrategiesofhowtheywillcapitalizeonthosestrengthsandusethoserulestotheiradvantages.
Theruleswouldequatetotheprocesses,andthestrategytomethodology.
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52. CommonTools:ProjectManagement InformationSystem(PMIS)
•Thesystemthathelpsyouproduceandkeeptrackofthedocumentsanddeliverables.
•Example:aPMISmighthelpyourorganizationproducetheprojectcharterbyhavingyoufillinafewfieldsonacomputerscreen.Itmightthengeneratetheprojectcharterandsetupaprojectbillingcodewithaccounting.
•WhilethePMISusuallyconsistsprimarilyofsoftware,itwillofteninterfacewithmanualsystems.
•PMISwillcontaintheconfigurationmanagementsystem,whichalsocontainsthechangecontrolsystem
CommonOutputs: Updates(All Categories)
•Updatestojustabouteverykind of plancomeout ofplanning, executing,andmonitoringandcontrollingprocesses.
•Most ofthesearecommonsense.
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54. ProjectInformation
Work performanceinformation
•Workperformanceinformation:theperformancedatacollectedfrom various controllingprocesses, analyzedin context andintegratedbasedonrelationships acrossareas.
•Examples ofperformanceinformationarestatus ofdeliverables,implementationstatus forchangerequests,andforecastedestimates tocomplete.
ProjectInformation Workperformancereports
•Workperformancereports:thephysical orelectronicrepresentationofworkperformanceinformationcompiledin project documents, intendedtogeneratedecisionsorraiseissues,actions, orawareness.
•Examples includestatus reports,memos, justifications, informationnotes, electronicdashboards, recommendations,andupdates.
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55. Quiz 1
Of the following, which is the logical order of the project management processes?
A. Initiating, planning, controlling, executing, closing
B. Planning, initiating, controlling, executing, closing
C. Initiating, planning, executing, controlling, closing
D. Planning, initiating, executing, closing
The answer is:
Quiz 2
What type of organization is BEST for managing complex projects involving cross disciplinary efforts?
A. Projectized
B. Functional
C. Line
D. Matrix
Quiz 3
The project life cycle is comprised of which of the following?
A. Phases
B. Milestones
C. Estimates
D. Activities
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