PMP P REPARATION P ROGRAM

Based on
PMBoK Fifth Edition

Pre-Training Material

PMI ACP | Project Managers Tool Kit | Six Sigma | PRINCE2 | ITIL| Microsoft Project
@ KnowledgeWoods Consulting

L EARNING O BJECTIVES

Introduction to Project Management Institute

Why become a Certified PMP
PMI Standards & Reference
PMP Exam Overview
Roadmap to become a PMP

INTRODUCTION TO PMP Examination

Slide no. 2

I NTRODUCTION TO PMI

PMI - headquartered in USA, founded in 1969

Worlds leading not-for-profit project management association

Over 395,000+ Members across globe

PMP Professionals Worldwide - Over 500,000+ (Recent PMI Update)

Demand for Certified Project Staff in India 20,00,000+ (Ministry of Statistics, Govt Of
India)

Advocates Best Practices in Project, Program and Portfolio Management

Credentials

Certified Associates in Project Management (CAPM)

Project Management Professionals (PMP)

Program Management Professionals (PgMP)

PMI Risk Management Professional (PMI-RMP)

PMI Scheduling Professional (PMI-SP)

PMI-Agile Certified Practitioner (PMI-ACP)

INTRODUCTION TO PMP Examination

Slide no. 3

W HY BECOME A C ERTIFIED PMP

Widely recognized Project Management Certification
Worldwide Recognition of your knowledge of Project Management
Demonstrates Proof of professional achievement
Improves the way you manage your projects
Increases your Marketability
Displays your willingness to pursue Growth
Increases customer confidence
Valued globally across industry verticals & companies like:
Infosys, TCS, HCL Technologies, Johnson & Johnson, L&T, Delhi Metro, Bharti Airtel,
Ranbaxy, LPS, Sun Microsystems, American Express, Cognizant Tech, HSBC, Keane, Perot
Systems, Pfizer, Samsung, Unisys, Wipro, ABB, Cap Gemini, Citigroup, SAP, Wipro, CGI,
Cisco Systems, Intel, Motorola, IBM, Hewlett Packard, EDS, GE, Siemens, Accenture,
Ericsson, CSC, KPMG, Alcatel/Lucent just to name a few.

INTRODUCTION TO PMP Examination

Slide no. 4

PMI S TANDARD & R EFERENCE

Guide to PMBOK
Good Practice Body of Knowledge
Provides and promotes a common vocabulary for Project Management

Code of Ethics and Professional Conduct Guide

Focus on Responsibility, Respect, Fairness & Honesty
Need Practitioners commitment to ethical & professional conduct

INTRODUCTION TO PMP Examination

Slide no. 5

PMP E LIGIBILITY C RITERIA

In case of any Questions/Clarifications, please get in touch with your

respective Business Development Representative
KnowledgeWoods will have your CV checked by PMP Certification Expert
INTRODUCTION TO PMP Examination

Slide no. 6

PMI M EMBERSHIP F EE

PMI Membership

INTRODUCTION TO PMP Examination

- $129 Membership Fee + $10 Registration Fee

- $129 Renewal/Year

Slide no. 7

PMP E XAMINATION
4 Hours Duration

Knowledge Tested for FIVE domains

200 Multiple Choice Questions
25 Pilot Questions

Randomly Generated Questions

Rating Based System
NO Negative Marking
INTRODUCTION TO PMP Examination

Slide no. 8

PMP E XAMINATION F ORMAT

35

30%
30

Percentage of 20
Questions 15

25%

24%

25

13%
8%

10
5

Initiating

INTRODUCTION TO PMP Examination

Planning

Executing

Slide no. 9

Monitoring and
Controlling

Closing

PMP Q UESTION T YPES

Scenario based
Situational
Using attached illustrations such as Network Diagram
Formulas and Computing
Negative descriptors such as Except
Two likely Answers

INTRODUCTION TO PMP Examination

Slide no. 10

S AMPLE R ESULT S HEET

INTRODUCTION TO PMP Examination

Slide no. 11

R OADMAP TO BECOME A PMP

ATTEND

BECOME

PMP
Workshop

PMI
Member

INTRODUCTION TO PMP Examination

SUBMIT
PMP
Exam
Application

BOOK
PMP
Exam
with
Prometric

Slide no. 12

Pass the
PMP
Exam

L EARNING O BJECTIVES

What is Project Management?

Project Managers skill set
Project Life Cycle
Project, Program and Portfolio management
Project Management Processes
Project Management Knowledge Areas
Intersection of Processes & Knowledge Areas

PROJECT MANAGEMENT FRAMEWORK

Slide no. 13

W HAT IS A P ROJECT
Temporary Endeavor (definite start & end)
Unique product, service or result
Progressively Elaborated

Projects are undertaken typically to address:

Market demand
Strategic opportunity/business need
Customer request
Technological advancement
Legal requirements

PROJECT MANAGEMENT FRAMEWORK

Slide no. 14

P ROJECT P HASES

Divisions within a project for extra control, ease of management

Depends on the size, complexity & impact
Collectively called project life cycle
Typically deliverable oriented
Phase Ends Reviews : Phase Exits, Stage Gates or Kill Points
Example of Phases:

Analysis
Design
Development
Testing

PROJECT MANAGEMENT FRAMEWORK

Slide no. 15

PROJECTS V / S OPERATIONS ?

PROJECTS

OPERATIONS

Temporary

On-going

Unique

Repetitive

Closes after attaining the

objectives

Objective is to sustain business

Prototyping the new car model

Assembly line production

PROJECT MANAGEMENT FRAMEWORK

Slide no. 16

W HAT IS P ROJECT M ANAGEMENT ?

Application of Knowledge, Skills, Tools and Techniques
Accomplished through application of processes groups:

Initiating
Planning
Executing
Monitoring and Controlling
Closing

Balancing the competing Project Constraints of:

Scope
Quality
Schedule
Budget
Resources
Risks

PROJECT MANAGEMENT FRAMEWORK

Slide no. 17

PROJECT, PROGRAM & PORTFOLIO MANAGEMENT

PROGRAMS

Collection of related projects

Controls are implemented and managed in a coordinated way
Collective benefits are realized
Each project has a project manager
Projects share resources and depends on the outcomes of other projects

PORTFOLIOS

Collection of programs and projects

Projects meet a specific business goal or objective
Includes weighing the value of each project against the portfolios strategic objective
Ensures efficient use of resources

PROJECT MANAGEMENT OFFICE [PMO]

Centralized units to oversee project and programs within the organization

Establishes and maintains the standards of project management methodologies
Support managers in planning, estimating, risk management and provide trainings
Custodian of Organization Process Assets (OPA)

Project
Management
PROJECT
MANAGEMENT FRAMEWORK
Framework

Slide no. 18

RELATIONSHIP PROJECT, PROGRAM & PORTFOLIO

PROJECT MANAGEMENT FRAMEWORK

Slide no. 19

P ROJECT M ANAGER S S KILL S ET

Knowledge
What PM knows about project management?

Performance
What the PM is able to do or accomplish while applying
project management knowledge

Personal
Attitudes
Core personality characteristics and
Leadership
The ability to guide the project team while achieving project objectives and
balancing the project constraints.
PROJECT MANAGEMENT FRAMEWORK

Slide no. 20

P ROJECT M ANAGER S S KILL S ET

MANAGEMENT SKILLS

INTERPERSONAL SKILLS

Presentation Skills
Negotiating
Writing Skills
Public Speaking

PROJECT MANAGEMENT FRAMEWORK

Team building
Motivation
Communication
Influencing
Decision making
Political and cultural
awareness
Negotiation

Slide no. 21

PROJECT STAKEHOLDERS

Individuals and organizations involved in the project

Those who will be directly or indirectly impacted
Stakeholders should be identified throughout the project
They may have a positive or negative influence on the outcome
Stakeholder influence goes down as the project progresses
Key stakeholders include:

Project Manager
Customer / User
Performing organization
Project team members
Project management team
Sponsor
Influencers
PMO

PROJECT MANAGEMENT FRAMEWORK

Slide no. 22

ENTERPRISE ENVIRONMENT FACTORS

Enterprise environmental factors refer to both internal
and external environmental factors that surround or
influence a projects success.
Organizational culture, structure, and processes;
Government or Industry Standards (e.g. regulatory agency
regulations, code of conduct);
Standards, quality standards, and workmanship standards;
Marketplace Conditions;
Political Climate;
Organizations established communications channels
PROJECT MANAGEMENT FRAMEWORK

Slide no. 23

ORGANIZATION PROCESS ASSETS

PROCESSES AND PROCEDURES

Plans
Processes
Policies
Procedures

CORPORATE KNOWLEDGE BASE

Lessons learned
Historical information
Completed schedules
Risk data
Earned value data

PROJECT MANAGEMENT FRAMEWORK

Slide no. 24

P ROJECTIZED O RGANIZATION
Projectized Organization: Project managers have a great deal of independence and authority.
Team members are often co-located.

Project Coordination

Chief Executive

Project Manager

Project Manager

Project Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff
Reporting

PROJECT MANAGEMENT FRAMEWORK

Slide no. 25

P ROJECTIZED O RGANIZATION
Project Managers Have Highest Authority
Project Managers Controls All Aspect of project
including resources
Resources Do not have a HOME as projects Ends
Result in non specialization of resources wrt
Functional organizations

PROJECT MANAGEMENT FRAMEWORK

Slide no. 26

FUNCTIONAL ORGANIZATION
Functional Organization: Staff members are grouped by specialty and employee has one
clear superior.

Chief Executive
Functional
Manager

Functional
Manager

Project Coordination
Functional
Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Reporting

NOTE: Red/Underlined represent staff engaged in project objectives.

PROJECT MANAGEMENT FRAMEWORK

Slide no. 27

F UNCTIONAL O RGANIZATION
Each employee has one clear superior.
Staff members are grouped by specialty, such as
production, marketing, engineering, and accounting
Specialties may be further subdivided into functional
organizations, such as mechanical and electrical
engineering.
Each department in a functional organization will do its
project work independent of other departments.
PROJECT MANAGEMENT FRAMEWORK

Slide no. 28

M ATRIX O RGANIZATION
MATRIX ORGANIZATION: Blend of functional and Projectized characteristics
Weak Matrix: Project manager role is more of coordinator or expediter
Chief Executive

Functional Manager

Reporting

Project Coordination

PROJECT MANAGEMENT FRAMEWORK

Functional Manager

Functional Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Slide no. 29

M ATRIX O RGANIZATION
MATRIX ORGANIZATION:
Strong Matrix: Have full time project managers with considerable authority and fulltime project administrative staff.
Chief Executive

Functional Manager
Reporting

Functional Manager

Functional Manager

Managers of
Project Manager

Staff

Staff

Staff

Project Manager

Staff

Staff

Staff

Project Manager

Staff

Staff

Staff

Project Coordination

PROJECT MANAGEMENT FRAMEWORK

Slide no. 30

Project Manager

M ATRIX O RGANIZATION
MATRIX ORGANIZATION:
Balanced Matrix: It does not provide the project managers with the full authority
over the project or project funding.
Chief Executive
Functional
Manager
Reporting

Project Coordination

PROJECT MANAGEMENT FRAMEWORK

Functional
Manager

Functional Manager

Staff

Staff

Staff

Staff

Staff

Staff

Project
Manager

Staff

Staff

Slide no. 31

M ATRIX O RGANIZATION
Weak matrices
Many characteristics of a functional organization, and the project
manager role is more of a coordinator or expediter than that of a
true project manager.

Strong matrices

Many characteristics of the Projectized organization,

Can have full-time project managers with considerable authority
Can have full-time project administrative staff.

Balanced matrix organization

Recognizes the need for a project manager,
It does not provide the project manager with the full authority over
the project and project funding.
PROJECT MANAGEMENT FRAMEWORK

Slide no. 32

C OMPOSITE O RGANIZATION
Composite Organization
Chief Executive

Functional Manager

Functional Manager

Functional Manager

Managers of
Project Manager

Staff

Staff

Staff

Project Manager

Staff

Staff

Staff

Project Manager

Staff

Staff

Staff

Project A Coordination

Project B Coordination

PROJECT MANAGEMENT FRAMEWORK

Project Manager

Slide no. 33

ORGANIZATION TYPES
ADVANTAGES & DISADVANTAGES
Org. Type

Advantages

Disadvantages

Matrix

Highly visible project objectives

Not cost effective because of extra administrative

personnel

Better Project Manager control over

resources

More than ONE boss for project teams

Better coordination

More complex to monitor and control

Team members maintain a home

Higher potential for conflict and duplication of effort

and functional managers have different priorities

Team members report to one supervisor

and clearly defined career paths

No career path in Project Management

Easier management specialists

People place more emphasis on their functional

specialty to the determent of the project

Efficient project organization

No Home when project is completed

More effective communication than

functional

Duplication of facilities and job functions

Loyalty to the project

Lesser efficient use of resources as few roles are

repeated in projects e.g. Configuration Manager

Functional

Projectized

PROJECT MANAGEMENT FRAMEWORK

Slide no. 34

O RGANIZATION I NFLUENCE

PROJECT MANAGEMENT FRAMEWORK

Slide no. 35

PROJECT MANAGEMENT PROCESS GROUPS

Concept of PLAN-DO-CHECK-ACT cycle :

INITIATING - Authorizes the project

PLANNING - Plans the course of action to achieve objectives
EXECUTING - Uses the resources to carry out project tasks
MONITORING & CONTROLLING - Measures progress to identify
variances
CLOSING - Ensures Structured Project Closure

PROJECT MANAGEMENT FRAMEWORK

Slide no. 36

PROJECT MANAGEMENT PROCESS GROUPS

PROJECT MANAGEMENT FRAMEWORK

Slide no. 37

Project Information Flow

Work performance data

The raw observations and measurements.

Examples can be:

Work performance information

The performance data collected from various controlling processes,

Examples can be:

Start and finish dates of schedule activities,

Number of change requests,
Number of defects,
Actual costs,
Actual durations

Status of deliverables,
Implementation status for change requests
Forecasted estimates to complete.

Work performance reports

The physical or electronic representation, compiled in project documents.

Examples can be:

Status reports,
Memos,
Justifications,
Information notes,
Electronic dashboards,

PROJECT MANAGEMENT FRAMEWORK

Slide no. 38

Project Information Flow

Direct & Manage

Project Work

Controlling
Processes

Monitor &
Control
Project
Work

Work
performance
data

Work
performance
information

Work
performance
reports

PROJECT MANAGEMENT FRAMEWORK

Slide no. 39

INITIATING PROCESS GROUP

Establish Project Charter

Assign a project manager
Formally authorize to start a new project or phase
Identify Stakeholder and Stakeholder Strategy

PROJECT MANAGEMENT FRAMEWORK

Slide no. 41

PLANNING PROCESS GROUP

Determine HOW part of all knowledge areas.

Create and develop the project management plan
Develop the project requirements in detail and agree the final scope
Develop schedule
Estimate Cost and arrive at authorized budget
Agree what quality standards will be met by the project and how
Define project staffing plan
Establish the communication requirements and how it will be fulfilled
Identify what can go wrong and the plans to deal with them
Document what products or services will be acquired from outside the project
Gain formal buy-in from everybody involved in the project

PROJECT MANAGEMENT FRAMEWORK

Slide no. 42

EXECUTING PROCESS GROUP

Execute as per project plan

Complete work packages
Implement Approved Changes
Team building activities and boost morale and efficiency
Perform Quality Audits
Distribute Project Information
Manage customers, team and other stakeholders
Procure required project resources

PROJECT MANAGEMENT FRAMEWORK

Slide no. 43

MONITORING & CONTROL PROCESS GROUP

Measure project performance

Identify variances
Create Dashboards and other Reports
Handle change requests
Obtain formal acceptance of deliverables from the customer
Control Cost, Time, Scope, Communications & procurements
Monitor the status of risks and identify if new risks have
emerged
Monitor and manage Stakeholders (Add new/modify
approach)
PROJECT MANAGEMENT FRAMEWORK

Slide no. 44

CLOSING PROCESS GROUP

Close Procurements.
Obtain Final Formal Sign Off from the customer
Hand over the completed deliverables
Compile lessons learnt
Measure customer satisfaction
Archive project data and information for future reference
Release resources

PROJECT MANAGEMENT FRAMEWORK

Slide no. 45

PROCESS GROUPS INTERACTION

PROJECT MANAGEMENT FRAMEWORK

Slide no. 46

PMP P REPARATION P ROGRAM

All The Best !!!

PMI ACP | Project Managers Tool Kit | Six Sigma | PRINCE2 | ITIL| Microsoft Project
@ KnowledgeWoods Consulting