The document outlines the Project Management Professional (PMP) certification process, detailing eligibility requirements, the examination pattern, and the importance of PMP for project managers. It emphasizes that PMP certification leads to better project management practices, increased project success rates, and potential salary hikes. The document also explains the concept of projects and project management, including the project life cycle, and distinguishes between projects and operations.

1. PMI® Project Management
Professional (PMP)® Workshop
PMI, PMP, PMBOK & PMI Talent Triangle are registered marksof
Project Management Institute, Inc.

2. About Project Management
Professional (PMP)®
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3. Why PMP®?
 To become a better project manager as the best
practices have been included procured from myriad
project managers across the globe.
 Increases the success rate of your project as you
become more organized.
 Minimizing resource utilization and making a
project cost effective .
 Changes how others look your abilities.
 To keep your job, promoted or get a job.
 Hike in your current salary (Help you to get ahead)
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4. Exam Eligibility Requirement
Category Eligibility of
Education
Formal
PMP®
training
hours
Hours
leading and
directing
project
One BachelorsDegree or global
equivalent
35Contact
Hours
4,500 hours
Two High school diploma,
associatedegreeor global
equivalent
35Contact
Hours
7,500 hours
 After paying the examination fee online, PMI® will send an authorizationletter
 Exam must be taken within one year of receiving the authorizationletter
 PMI may randomly choose to send your application for auditing
 You need to contact a prometric center to schedule a date for the exam
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5. Examination Pattern
Total 4 Hours duration
Out of 200, 25 are considered as pre-test questions (zero
marks) and only 175 are scored for the exam result
Grading system is followed to arrive at the result Pass or Fail.
Result is based on the individual grades on each processgroup.
Grades are
 Below proficient
 Proficient
 Moderately Proficient
 There is no negative marking.
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6. Distribution of Q’s across Process Groups
Process Group Percentage of Questions
Initiating 13
Planning 24
Executing 31
Monitoring & Controlling 25
Closing 7
Note: This % of distribution might vary as required by PMI®.
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7. Introduction to Project Management
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8. What is a Project?
 What is a Project?
 A project is a temporary endeavour undertaken to create a unique
product, service or result
 Projects drive change, enable business value creation and have an
initiation context
 A project can create:
A product that can be either a component of another item or an end
item in itself,
A capability to perform a serviceor,
A result such as an outcome or document.
8
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Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)
- Sixth Edition, Project Management Institute, Inc., 2017, Page 4-6

9. Programs & Portfolio
Project Management exists in a broader context governedby:
 Program Management
 Portfolio Management
 Organizational project management (OPM) and strategies
Program Management:
It is a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually. It focuses
on project interdependencies and optimal approach for managingthem.
Programs and projects deliver results
For example,
New aircraft manufacturing program has multiple related projects. Project A –
manufacture cockpit; Project B – manufacture fuselage; Project C –
manufacture turbine engine etc.
9
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Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)
- Sixth Edition, Project Management Institute, Inc., 2017, Page 14

10. Programs & Portfolio
 Portfolio Management:
It refers to a collection of projects or programs (may not be necessarily
related or interdependent) and other work that are grouped together to
facilitate effective management of that work to meet strategic business
objectives.
Portfolios make value decisions
For example,
Aircraft manufacturer may have business lines such as domestic aircraft
manufacturing, international aircraft manufacturing, warfare aircraft
manufacturing etc.
 Note: Organizational Project Management (OPM) - Integrates project,
program and portfolio management with organizational enablers to achieve
strategic objectives. In other words, do the right projects and allocate of
resources for them
10
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Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)
- Sixth Edition, Project Management Institute, Inc., 2017, Page 15 -16

11. What is Project Management?
 It is the application of knowledge, skills, tools and techniques to project
activities,
 Using the 49 processes and 5 process groups i.e. Initiating, Planning,
Executing, Monitoring & Controlling and Closing with appropriate
application and integration, project management can be accomplished.
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12. Project Constraints
Scope
Quality
Schedule
Budget
Resources
Risk
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13. Project Vs Operations
 Operations are an organizational function performing the ongoing execution
of activities that produce the same product or provide a repetitiveservice
Value is realized in operations
Examples: Manufacturing, Production operations etc…
 Though temporary in nature Projects can help achieve the organization goals
when they are aligned with the organization’s strategy.
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14. Project Life Cycle
Project life cycle - A collection of sequentially (typical – and sometimes
overlapping) project phases determined by management and needs of the
organization
Phase – A number of relatedactivities
resulting in deliverable(s)
Types of project life cycle:
 Predictive
 Adaptive (Agile)
Characteristics of the project life cycle:
 Starting the project
 Organizing and preparing
 Carrying out project work
 Closing the project
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Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) -
Sixth Edition, Project Management Institute, Inc., 2017, Page 18,19 & Fig 1-2 Page 548

15. Development Life Cycle & Phase Gate
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Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) -
Sixth Edition, Project Management Institute, Inc., 2017, Page 19,21
Development life cycles – Those phases of the project lifecycle where product
development happens
Types of development life cycle
 Predictive (waterfall)
 Iterative
 Incremental
 Adaptive (Agile)
 Hybrid (mix of predictive and adaptive)
Phase gate – Aphase-end review with a decision to
 Continue to next phase as is or with modification
 Remain in the same phase or repeat some of the phase work
 End the project

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