The document provides a comprehensive overview of project management principles, focusing on the preparation for PMP and CAPM exams, including key topics such as project integration, scope, time, cost, quality, and risk management. It details various processes such as developing project charters and management plans, collecting requirements, defining scope, and creating WBS, along with essential tools, techniques, and examples of common exam questions. Additionally, it contrasts exam preparation strategies and outlines differences between CAPM and PMP certifications.

1. PMP & CAPM
Exam Preparation
January 29, 2013

2. Sessions
1. About the exam
2. Integration & Scope Management
3. Time & Cost Management
4. Quality & HR Management
5. Communication & Risk
Management
6. Procurement Management

3. Last Session Key point
• General concepts
– Project management processes
– Input, Tools & Techniques, Output
– Organizational Structure
– Enterprise environment factors
– Organizational process assets
– Exam formula

4. Last Session Key point – cont’d
• CAPM and PMP exam differences
• Exam preparation
• Study plan
• General concepts
– 5 Process Groups
– 9 Knowledge Areas
– Projects vs Operations
– Projects vs Programs vs Portfolio
– Project documents vs Project management plan

5. Project Integration Management

6. Project Integration Management
• Develop Project Charter

7. Project Integration Management
• Develop Project Charter – I
– SOW
• Business needs, Product scope description, Strategic
plan
– BC
• Market demand, Organizational need, Customer
request, Technological advance, Legal
requirement, Ecological impact, Social need
– Contract

8. Project Integration Management
• Develop Project Charter – I (cont’d)
– EEF
• Governmental or industry standards, Organization
structure, marketplace condition
– OPA
• Organizational standard
processes, policies, standardized process
definitions, Templates, Historical information, and
lesson learned knowledge base

9. Project Integration Management
• Develop Project Charter – TT
– Expert judgment
• Consultants, stakeholders, industry groups, subject
matter experts, PMO

10. Project Integration Management
• Develop Project Charter – O
– Project Charter
• Project purpose and justification
• Measurable project objectives and related success
criteria
• High level requirements
• High level project description
• High level risks
• Summary milestone schedule
• Summary budget

11. Project Integration Management
• Develop Project Charter – O (cont’d)
– Project Charter
• Project approval requirements
• Assigned project manager, responsibility, and authority
level
• Name and authority of the sponsor or other person(s)
authorizing the project charter

12. Project Integration Management
• Develop Project Management Plan

13. Project Integration Management
• Develop Project Management Plan – I
– PC
– Output from other planning processes
• Any baselines and subsidiary management plans that
are an output from other planning processes
• E.g.: Project scope statement, scope
baseline, requirements document, requirements
management plan, cost performance
baseline, schedule baseline, quality management
plan, process improvement plan, human resource
plan, communications management plan, risk and
procurement management plan

14. Project Integration Management
• Develop Project Management Plan – I (cont’d)
– EEF
– OPA

15. Project Integration Management
• Develop Project Management Plan – TT
– Expert Judgment

16. Project Integration Management
• Develop Project Management Plan – O
– Project Management Plan
• Consolidates all subsidiary management plan
– Project life cycle
– Implementation level in each processes
– How to accomplish those processes
– Dependencies and interactions between processes
– How to execute
– Configuration management plan
– How to measure baseline (e.g.: scope, cost, and schedule
baseline)
– Communication technique
– Key management involvement / support

17. Project Integration Management
• Direct and Manage Project Execution

18. Project Integration Management
• Direct and Manage Project Execution

19. Project Integration Management

20. Project Integration Management
• Direct and Manage Project Execution – I
– PMP
– Approved CR
• Documented, authorized changes
– EEF
– OPA

21. Project Integration Management
• Direct and Manage Project Execution – TT
– Expert Judgment
– Project Management Information System
• Tools (e.g.: scheduling tools)
• Configuration management
– To manage approved changes and baselines
– To provide opportunity to continuously improve the project
while considering changes impact
• Information collection and distribution tools

22. Project Integration Management
• Direct and Manage Project Execution – O
– Deliverables
– Work Performance Information
• Deliverable status, schedule progress, costs incurred
– CR
– PMP U
– PD U

23. Project Integration Management
• Monitor and Control Project Work

24. Project Integration Management
• Monitor and Control Project Work

25. Project Integration Management
• Monitor and Control Project Work – I
– PMP
– Performance reports
• Current status, accomplishments, next
activities, forecasts, issues
– EEF
– OPA

26. Project Integration Management
• Monitor and Control Project Work – TT
– Expert Judgment

27. Project Integration Management
• Monitor and Control Project Work – O
– CR (corrective, preventive, defect repair)
– PMP U
– PD U

28. Project Integration Management
• Perform Integrated Change Control

29. Project Integration Management
• Perform Integrated Change Control

30. Project Integration Management
• Perform Integrated Change Control

31. Project Integration Management
• Perform Integrated Change Control – I
– PMP
– WPI
– CR
– EEF
– OPA

32. Project Integration Management
• Perform Integrated Change Control – TT
– Expert Judgment
– Change Control Meeting

33. Project Integration Management
• Perform Integrated Change Control – O
– CR Status Update
– PMP U
– PD U

34. Project Integration Management
• Close Project or Phase

35. Project Integration Management
• Close Project or Phase – I
– PMP
– Accepted Deliverables
– OPA

36. Project Integration Management
• Close Project or Phase – TT
– Expert Judgment

37. Project Integration Management
• Close Project or Phase – O
– Final product, service, or result transition
– OPA U

38. Project Scope Management

39. Project Scope Management
• Collect Requirements

40. Project Scope Management
• Collect Requirements – I
– PC
– Stakeholder Register

41. Project Scope Management
• Collect Requirements – TT
– Interview
– Focus Groups
• Interactive discussions with prequalified stakeholders
and SME
– Facilitated Workshops
• Focused session with cross-functional stakeholders to
get stakeholders’ agreement
• E.g.: JAD (Joint Application Development)
• E.g.: QFD (Quality Function Deployment)
• E.g.: VOC (Voice of Customer)

42. Project Scope Management
• Collect Requirements – TT (cont’d)
– Group Creativity Techniques
• Brainstorming
• Nominal Group Technique
– A brainstorming with voting process, ranking, and
prioritization
• The Delphi Technique
– Anonymous questionnaire for a selected expert group
• Idea / Mind Mapping
• Affinity Diagram
– Sorting large numbers of ideas for review and analysis

43. Project Scope Management
• Collect Requirements – TT (cont’d)
– Group Decision Making Techniques

44. Project Scope Management
• Collect Requirements – TT (cont’d)
– Questionnaires and Surveys
– Observations
– Prototypes

45. Project Scope Management
• Collect Requirements – O
– Requirements Documentation

46. Project Scope Management
• Collect Requirements – O (cont’d)
– Requirements Management Plan
• How requirements activities will be
planned, tracked, and reported
• Configuration management
– Changes management initiation
– Changes impact analysis
– Changes authorization / approval level
• Requirements prioritization
• Product metrics
• Traceability structure to trace project documents

47. Project Scope Management
• Collect Requirements – O (cont’d)
– Requirement Traceability Matrix

48. Project Scope Management
• Collect Requirements – O (cont’d)
– Requirement Traceability Matrix
• Typical Attributes:
– Unique id
– Description
– Reasons
– Owner
– Source
– Priority
– Version
– Status
– Date Completed

49. Project Scope Management
• Define Scope

50. Project Scope Management
• Define Scope – I
– PC
– ReqDoc
– OPA

51. Project Scope Management
• Define Scope – TT
– Expert Judgment
– Product Analysis
– Alternative Identification
– Facilitated Workshops

52. Project Scope Management
• Define Scope – O
– Project Scope Statement (description of project
deliverables and the work required to create those
deliverables)
• Product scope description (product, service, or result
characteristics)
• Product acceptance criteria
• Project deliverables
• Project exclusions
• Project constraints
• Project assumptions

53. Project Scope Management
• Define Scope – O (cont’d)
– PD U

54. Project Scope Management
• Create WBS

55. Project Scope Management
• Create WBS – I
– Project Scope Statement
– ReqDoc
– OPA

56. Project Scope Management
• Create WBS – TT
– Decomposition

57. Project Scope Management
• Create WBS – TT (cont’d)
– Decomposition

58. Project Scope Management
• Create WBS – O
– WBS
– WBS Dictionary
• Provides detailed descriptions of the components in
the WBS, e.g.: code of account identifier, cost
estimates, acceptance criteria, technical
reference, work description,
– Scope Baseline (Project Scope
Statement, WBS, WBS Dictionary)
– PD U

59. Project Scope Management
• Verify Scope

60. Project Scope Management
• Verify Scope – I
– PMP
– ReqDoc
– ReqTrac Matrix
– Validated Deliverables

61. Project Scope Management
• Verify Scope – TT
– Inspection
• Measuring, examining, and verifying to determine
whether work and deliverables meet the requirements
and product acceptance criteria
• Might be called: audits, product review, walkthrough

62. Project Scope Management
• Verify Scope – O
– Accepted Deliverables
– CR
– PD U

63. Project Scope Management
• Control Scope

64. Project Scope Management
• Control Scope – I
– PMP
– WPI
– ReqDoc
– ReqTrac Matrix
– OPA

65. Project Scope Management
• Control Scope – TT
– Variance Analysis
• Assessment on variation magnitude from the original
baseline including root cause analyses, degree of
variance, and action requirement

66. Project Scope Management
• Control Scope – O
– Work Performance Measurements
• Actual vs planned performance
– OPA U
– CR
– PMP U
– PD U

67. Sample Questions
Which of the following issues the project
charter document?
A. The performing organization’s higher
management
B. Any stakeholder
C. The customer
D. The project manager

68. Sample Questions
What document is the result of the project
initiation process group?
A. Statement of work
B. Project charter
C. Scope plan document
D. Preliminary scope statement

69. Sample Questions
The project charter is important for which of
the following reasons?
A. It authorizes the sponsor.
B. It names the project manager and authorizes
the project manager to use the organization’s
resources for the project.
C. It identifies all the stakeholders.
D. It produces the stakeholder management
strategy.

70. Sample Questions
Which of the following is not included in the
project charter?
A. The purpose of the project
B. High-level product requirements
C. Budget summary
D. Project schedule

71. Sample Questions
Which of the following is not an input to
identifying stakeholders?
A. Project charter
B. Contract
C. Approved project schedule
D. Stakeholder register template

72. Sample Questions
Which of the following lists the documents
in the order their first drafts are written?
A. Statement of work, project
charter, stakeholder register
B. Project charter, statement of
work, stakeholder register
C. Stakeholder register, project
charter, statement of work
D. Statement of work, stakeholder
register, project charter

73. Sample Questions
You have been named the project manager
for a project in your company codenamed
“Thank You Mr. Glad”. The project must
complete before Thanksgiving Day this year.
This represents which of the following
project characteristics?
A. Assumption
B. Constraint
C. Schedule
D. Crashing

74. Sample Questions
Which of the following is true about assumptions
in the project initiation?
A. Because assumptions are a part of the project
charter that you did not write, you don’t need to
validate them. Just assume the assumptions are
true, and if the project fails, it’s not your fault.
B. Because assumptions represent risk, you must
validate them at various stages of the project.
C. An assumption is a condition that has been verified
to be true, so you don’t need to validate it.
D. You must not start a project until all the
assumptions have been proven to be true.

75. Sample Questions
Which of the following is not an example of
a project selection method?
A. Enterprise environmental factors
B. Scoring models
C. Benefit cost ratio
D. Constrained optimization methods

76. Sample Questions
Your company runs a website that makes digital music
downloads available to end users.
You have been assigned a project that involves adding
parental guidance warnings
attached to various downloads. This project originated due
to which of the following?
A. Business requirements that may include legal requirements
B. Opportunity
C. Problems
D. Internal business needs

77. Sample Questions
Which of the following is not an example of
a project selection method?
A. Enterprise environmental factors
B. Scoring models
C. Benefit cost ratio
D. Constrained optimization methods

78. Sample Questions
Which of the following is a false statement about the WBS?
A. Each item in the WBS (not just the work packages) is
assigned a unique identifier called a code of account
identifier.
B. You should keep decomposing WBS components to lower
levels until necessary and sufficient decomposition has been
achieved.
C. Each work component appears in the WBS once and only
once.
D. The work packages should appear from left to right in the
order in which the work will be performed.

79. Sample Questions
Which of the following is done first?
A. Creating the scope statement
B. Creating the WBS
C. Creating the requirements documentation
D. Creating the project charter

80. Sample Questions
The WBS is the output of which of the
following processes?
A. The Create WBS process
B. The Define Scope process
C. The Develop WBS process
D. The Project Initiating process

81. Sample Questions
The project scope statement is the output of
which of the following processes?
A. The Create WBS process
B. The Define Scope process
C. The Create Project Scope process
D. The Project Initiating process

82. Sample Questions
Which of the following is a false statement
about the project scope management plan?
A. It describes how to verify the scope.
B. It describes how to control the scope.
C. It serves as the baseline for the project
scope.
D. It describes how to create the WBS.

83. Sample Questions
What are the components in the lowest level
of the WBS hierarchy collectively called?
A. Work packages
B. Milestones
C. Phases
D. Features

84. Sample Questions
Which of the following is not a constraint
common to the projects?
A. Resources
B. Imposed date
C. Schedule milestone
D. Skill set

85. Sample Questions
Which of the following constitutes the
project scope baseline?
A. The WBS document and the scope statement
B. The scope statement
C. The WBS document
D. The WBS, the WBS dictionary, and the scope
statement

86. Sample Questions
Who creates the WBS?
A. The project manager alone
B. The upper management in the performing
organization
C. The customer
D. The project manager with help from the
project team

87. Sample Questions
Which of the following is not included in the
project scope statement?
A. Project assumptions and constraints
B. The WBS
C. Product description
D. Project deliverables

88. Sample Questions
You are in the process of developing the
scope management plan for your project.
You will develop this plan:
A. By performing the Scope Planning process
B. By performing the Define Scope process
C. As a part of the effort to develop the project
management plan
D. During the initiation stage of the project

89. Sample Questions
You are in the planning stage of a project. Walking
down the hallway, your supervisor
mumbles, “Don’t forget job shadowing.” Job
shadowing is a technique used in:
A. Defining the project scope
B. Collecting product requirements
C. Creating the WBS
D. Developing the stakeholder management strategy

90. Sample Questions
You are planning the scope for your project. You have just
created the requirements
documentation after meeting with the stakeholders and
studying the project charter. This requirements
documentation can be used in developing:
A. The stakeholder register and project scope statement
B. The project charter and the WBS
C. The stakeholder register and the project charter
D. The project scope statement and the WBS

91. Sample Questions
Which of the following is the correct order of
running processes?
A. Develop project charter, Collect Requirements, and
Create WBS
B. Collect Requirements, Develop Project Charter, and
Define WBS
C. Identify Stakeholders, Define Scope, and Collect
Requirements
D. Collect Requirements, Create WBS, Define Scope

92. Sample Questions
You have selected a node in the hierarchy of the
WBS that you will use to compare
schedule, cost, and scope with the earned value in
order to measure the project performance.
This node or component in the WBS is called:
A. Code of accounts
B. Control account
C. Management account
D. Performance node