The document outlines the PMP certification process and key concepts in project management, including definitions of projects, project management processes, and stakeholder roles. It also highlights project constraints and the importance of effective project management in achieving organizational strategic objectives. Additionally, it discusses the role of the Project Management Office (PMO) in supporting and standardizing project management across an organization.

1. Project Management
Professional
(PMP)

2. PMP Certificate
PMBOK 6th Edition
*IMAGES ARE FOR REPRESENTATION PURPOSE ONLY.
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3. PMP Certification Requirements

4. Project Framework & Initiation
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5. What is a Project ?
Temporaryendeavor undertakentocreate aUniqueserviceor
productor result
Temporary:Meansdefinitebeginninganddefiniteend
Unique:Differentdesign,differentlocation,differentcircumstances
Progressive Elaboration:
“continuouslyimprovinganddetailingaplanasmoredetailedand
accurateestimatesbecomeavailableastheprojectprogresses,

6. Operation
Project
Temporary Permanent
Unique
Repetitive
VS
Example Example
Constructing a Building Production Line
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7. What is Project Management ?
The application of
knowledge, skills, tools,
and techniques in
project activities to meet
the project requirements
and to make most out of
the available resources
and optimizing the
project cost and time.
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8. Project Manager
Efficiency Performance
Knowledge &
Skills
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9. Who is Stakeholder ?:
Stakeholders are the people involved in or
affected by project activities

10. Stakeholders
Customer (Owner)
Sponsor
Consultant
Consumer (Doctors)
Government Authorities
Suppliers
Project Team
Hospital Construction Project

11. Project Constraints:
Scope
Time
Cost
Quality
Risk
Resource
SCOPE
Triple
Constraints
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12. CHARACTERISTICS OF PROJECT LIFE CYCLE
• Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project
draws to a close.

13. Stakeholder influences, risk, and uncertainty, are greatest at the start of the project. These factors decrease over
the life of the project.
The cost of changes and correcting errors typically increases substantially as the project approaches
completion.
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14. Project Management Process Groups Mapped to the Plan-Do-Check-Act Cycle
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15. The Process Groups are seldom either discrete or one-time events; they are
overlapping activities that occur throughout the project.

16. Process Interactions
•Inputs
• Document s or
documentable items
that will be acted
upon
Tools &
Techniques
Mechanisms applied to
inputs to create output
Outputs
Document s or documentable
items that are a result of a
process

17. •
Process Groups & Knowledge Areas Mapping
Knowledge Area
Process
Initiating Planning Executing Monitoring & Control Closing
Integration Develop
Project
Charter
Develop Project Management
Plan
Direct and Manage Project
Execution
Monitor and Control
Project Work
Perform Integrated Change
Control
Close Project
Scope Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
Time Define Activities
Sequence Activities
Estimate Activities Resources
Estimate Activities Duration
Develop Schedule
Control Schedule
Cost Estimate Costs
Determine Budget
Control Costs
Quality Plan Quality Perform Quality Assurance Perform Quality Control
Human
Resource
Develop Human Resources
Plan
Acquire Project Team
Develop Project Team
Manage Project Team
Communication Identify
Stakeholder
s
Plan Communications Distribute Information
Manage Stakeholders
Expectations
Report Performance
Risk Plan Risk Management
Identify Risk
Perform Qualitative Risk
Analysis
Perform Quantitative Risk
Analysis
Plan Risk Response
Monitor and Control Risks
Procurement Plan Procurements Conduct Procurements Administer Procurements Close
Procurements

18. Projects are means of achieving organization’s strategic plan.
Projects are result of one or more of the following :
Market demand
Strategic opportunity/business need
Legal requirements
Ecological Impacts
Social need
Projects and Strategic Planning
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19. Project
Management
Program
Management
Portfolio
Management
Organization
Strategy
ORGANIZATIONAL STRATEGIC HIERARCHY

20. Program Management :
Group of related Projects in a coordinated way to obtain
benefits and control
Portfolio Management :
Collection of projects or programs and other work that are
grouped together to facilitate effective management of that
work to meet strategic business objectives.
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21. Project Management Office (PMO)
A department that centralizes the management of projects.
Roles of PMO
 Project Support: Provide project management guidance to
project managers in business units.
 Project Management Process/Methodology: Develop and
implement a consistent and standardized process.
 Training: Conduct training programs or collect requirements for
an outside company
A primary function of a PMO is to support project managers in a
variety of ways

22. Thankyou!
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