Project Management Professional NH 1-40

Project Management Professional (PMP®) Certification - Fourth
Edition
• Instructor: Alfonso Nuñez, PMP
Ready. Get set. GO!
Copyright © 2009 Element K Content LLC. All rights reserved. Alfonso Nuñez, PMP OV 1 - 1
Course Outline
Lesson 1: Examining Professional Project Management

Lesson 2: Initiating a Project
Lesson 3: Planning Project Work
Lesson 4: Developing Project Schedules
Lesson 5: Developing Cost Estimates and Budgets
Lesson 6: Planning Project Quality, Staffing, and Communications
Lesson 7: Analyzing Risks and Planning Risk Responses
Lesson 8: Planning Project Procurements
Lesson 9: Executing Project Work
Lesson 10: Managing Project Procurement
Lesson 11: Monitoring and Controlling Project Work
Lesson 12: Monitoring and Controlling Project Schedule and Costs
Lesson 13: Monitoring and Controlling Project Performance and Quality
Lesson 14: Monitoring and Controlling Project Risks and Procurements
Lesson 15: Closing the Project
Lesson 1 - Topic B: Identify Professional and Social Responsibilities
Lesson 1: Examining Professional Project Management
A-Processes B-Responsibilities
C-Skills
Topic A: Identify Project Management Processes

Topic B: Identify Professional and Social Responsibilities
Topic C: Identify the Interpersonal Skills for a Project Manager
Lesson 1 - Topic A: Identify Project Management Processes
The Project Management Framework
Knowledge Areas Project Management Process Groups
Initiating Process Planning Executing Monitoring & Closing Process

Group Process Group Process Group Controlling Process Group
Group
Project Integration Develop Project Develop Project Direct and Manage Monitor and Control Close Project or
Management Charter Management Plan Project Execution Project Work Phase
Perform Integrated
Change Control
Project Scope Collect Requirements Verify Scope

Management Define Scope Control Scope
Create WBS
Project Time Define Activities Control Schedule

Management Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule
Project Cost Estimate Costs Control Costs

Management Determine Budget
Project Quality Plan Quality Perform Quality Perform Quality

Management Assurance Control
The Project Management Framework (Cont.)
Knowledge Areas Project Management Process Groups
Initiating Planning Executing Monitoring & Closing

Process Group Process Group Process Group Controlling Process Group
Process Group
Project Human Develop Human Resource Plan Acquire Project Team

Resource Develop Project Team
Management
Manage Project Team
Project Identify Plan Communications Distribute Information Report

Communications Stakeholders Manage Stakeholder Performance
Management Expectations
Project Risk Plan Risk Management Monitor and

Management Identify Risks Control Risks
Perform Qualitative Risk
Analysis
Perform Quantitative Risk
Analysis
Plan Risk Responses
Project Plan Procurements Conduct Procurements Administer Close

Procurement Procurements Procurements
Management
Projects
Project:
A temporary work endeavor.
Has a clearly defined beginning and end.
Example: Creating an intranet website that displays employee

Information, the launch of a new music band, the organization of a music
concert.
Subprojects
An independently manageable component of an existing project.

Can have smaller subprojects.
Subprojects can be contracted:
External enterprise.
Another functional unit in the organization.
Example: Creating interior design for a solar powered car.

Subprojects contracted to vendors:
Designing of seats.
Air-conditioning system.
Project Management
“The application of knowledge, skills, tools, and techniques to

project activities to meet project requirements.” (According to the PMI®)
Managing projects typically involves:
1. Scheduling.
2. Identifying requirements.
3. Establishing objectives.
4. Balancing quality, scope, time, and cost.
5. Addressing the concerns and expectations of the
stakeholders.
Example: Project manager responsibilities include:

• Communicate cross-functionally.
• Manage people who do not report directly.
• Deliver the work on time, within specified budget and quality specifications.
Programs
A group of related projects that have a common objective.

Offer great control over constituent projects and deliver benefits
that the organization can use to meet its goals.
Example: A company expanding its retail chain.

Projects include:
A)Conducting market research to establish demand.
B)Constructing new stores.
C)Selecting franchise.
D)Designing the marketing campaign.
E)Consolidating customer base by establishing loyalty programs.
Portfolio
A collection of projects, programs, and other work to achieve the

strategic business objectives of an organization.
Generally managed by a senior manager or senior management teams.
Example: An alternate energy producing company designing a

breakthrough technology capitalizing on solar energy.
The portfolio includes:
Programs and projects to identify potential use of technology.
Operational work such as administration and logistics related activities.
Operations
Are ongoing and repetitive tasks that produce the same

outcome every time they are performed.
Purpose of operations include:
Carrying out day-to-day organizational functions.
Generating income for to sustain the business.
Increasing the value of organizational assets.
Operations
Example: Operations in a new oil refinery.

Operations include:
Daily production.
Routine maintenance of the plant.
Employees wages.
Purchase of raw materials.
Grievance-handling.
Logistics.
Supply of finished products to the market.
Project Management Office (PMO)
A centralized, permanent, ongoing administrative unit of a

department that serves to improve project management performance
within an organization.
Example: Newspaper chain needs to decrease costs.

PMO introduced standardized processes for:
A)Calculating, leveling, loading, and developing project budgets.
B)Updating project schedules.
C)Developing project data references.
D)Organizing best practices sharing sessions.
Project Stakeholders
Person who has a business interest in the outcome of a project or who is

actively involved in its work.
Example: The New York Yankees’ proposed $800 million Bronx stadium, 2006.
Stakeholders include:
Staff, management, and owners of the New York Yankees
Major League Baseball
Chambers of commerce
Local and statewide elected officials
Engineers, architects, and construction workers
Fans
Local
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© 2009 Element K Content LLC. All rights reserved. Alfonso Nuñez, PMP OV 1 - 14
Types of Project Stakeholders
Customer or users
Sponsor
Portfolio managers or portfolio review board
Program managers
Project Management Office (PMO)
Project managers
Project management team
Project team
Functional managers
Operations managers
Sellers and business partners
The Project Life Cycle
Project phases:
A group of related project activities resulting in the completion of a major
deliverable.
Project life cycle:

The manageable, sequential phases of work in a project.
Consists of four or five phases.
The phases of a project life cycle
General Characteristics of a Project Life Cycle
Projects differ and display certain common characteristics.

At the beginning, cost and staffing levels are low.
Reaches the peak once work is carried out.
Drops rapidly upon project completion.
Stakeholder influences, uncertainties, and risks are:
High at project start.
Low at project end.
Project Governance
Methodology carried throughout the life cycle of a project.

Contains project phase reviews.
Management review is done at the start of every phase.
Governance Activities in the Project Life Cycle
A) At the beginning of each phase:

Verify and validate the former assumptions.
Analyze risks.
Explain in detail the processes required to achieve a phases' deliverables.
B) Phase-end review is necessary to ensure completeness and
acceptance.
C) Phase-end review signifies the start of the subsequent phase.
D) Project phase can be closed or project terminated when:
Huge risks are involved.
Objectives are not required to be met.
Phase-to-Phase Relationships in a Project
Projects that are multi-phased follow sequential process.

Phase-to-phase relationship types: A
B
Sequential (A and B)
C
Overlapping (B and C)
Iterative
Factors that decide the types of relationships in between phases:
Level of control
Effectiveness
Degree of uncertainty
Phase-to-Phase Relationships in a Project
Factors that decide the types of relationships in between phases:

Level of control
Effectiveness
Degree of uncertainty
Progressive Elaboration
Successive layers of detail are added to the plans.

Deliverables from one phase are approved before work begins on
the next phase.
A phase may begin before approving the deliverables of a previous
phase if risks are acceptable.
Provides greater level of detail as the project progresses.
Detail is added to plans in progressive elaboration
Organizational Cultures and Styles
Organizational Culture's Influence on Projects
Project Aspect Description
Project policies and The project policies and procedures should reflect that of the organization's as they are
procedures interdependent.
Project selection The criteria for the selection of projects are determined by the organizational culture.
Project management style The project manager should adopt to the management style of an organization.
Team performance A project manager should adhere to a company's prospects when assessing the performance of a
assessments team.
Project Management Processes
All the activities that underlie the effective practice of project

management.
Produces project and product deliverables.
The project management processes
Project Management Inputs, Tools and Techniques, and

Outputs
Project management processes are implemented through inputs, tools and

techniques, and outputs.
The relationship between project management inputs, tools and techniques, and outputs
Project Management Process Groups (1 of 2)
Process Group Description
Initiating Involves defining the need for a new project or the new phase of an existing project,
and obtaining a commitment to move forward.
Planning Used to create the project scope, refine objectives, and develop a strategy to
accomplish the work in the project or phase.
Executing Involves carrying out the work mentioned in the project management plan in order to
meet project specifications.
Project Management Process Groups (2 of 2)
Process Group Description
Includes regular monitoring of project performance and tracks progress that was made
Monitoring and
in the project or phase. They also include changes that are to be made to the plan
controlling
when required and make corrective actions needed to get back on track.
Involves finalizing the project activities, handing off the project or phase output,
Closing gaining formal acceptance, tying up administrative and contractual loose ends, and
finally closing the project or phase.
Project Management Process Group Interactions
Project management process groups interact with each other and are not
discrete, one-time events.
Initiating Planning
Processes Processes
Monitoring
and Executing
Controlling Processes
Processes
Closing
Processes
The process group interactions

Knowledge Areas
Overview of project management knowledge areas and project management processes
Knowledge Areas
Knowledge area Description
Project integration management Ensures that the various elements of the project are
properly coordinated.
Project scope management Ensures that the project includes all the work
required, and only the work required, to
successfully complete the project.
Project time management Ensures timely completion of the project.
Project cost management Ensures that the project is completed within the
approved budget.
Project quality management Ensures that the project will satisfy the needs for
which it was undertaken.
Project human resource management Ensures the most effective use of project team
members.
Overview of project management knowledge areas and project management processes
Enterprise Environmental Factors
Internal or external factors.

Have positive or negative influence on projects.
Support or limit the project management options.
Examples include:
Organizational culture.
The human resources pool.
Marketplace conditions.
Stakeholder risk tolerances.
Political situations.
Project management information systems.
Organizational Process Assets
Assets that influence project success.

Examples include:
Policies.
Procedures.
Guidelines.
Formal and informal plans.
Lessons learned documents.
Historical information.
Completed schedules.
Earned value data.
Risk data.
Two categories of organizational process assets:
Processes and procedures.
Corporate knowledge base.
The PMI Code of Ethics and Professional Conduct
Provides a framework for ethical behavior and professional

conduct.
Guidelines related to the profession and beyond.
Instills confidence.
Helps individuals become better practitioners.
Values considered:
Responsibility.
Respect.
Fairness.
Honesty.
Upholding Responsibilities to the Profession
Guidelines
Take ownership for the decisions made.

Accept appropriate responsibilities.
Fulfill the commitments undertaken.
Maintain the confidentiality of the PMP credential exam.
Report possible violations of the PMP Code.
Cooperate concerning ethics violations.
Disclose conflicts of interest.
Behave in a truthful and ethical manner.
Comply with all applicable laws, regulations, and ethical standards.
Respect intellectual property.
Provide truthful advertising of your qualifications and services.
Upholding Responsibilities to the Profession (Cont.)
Example: Project manager managing a public library expansion while

interacting with the project stakeholders:
Behaves ethically.
Gives no inappropriate coaching or advice.
Avoids appearance of impropriety.
Maintains transparency.
Monitors how funds are being spent.
Upholding Responsibilities to the Customer and to the

Public
Guidelines
Provide truthful representations.

Uphold work related policies, rules, regulations, and laws.
Negotiate in good faith.
Respect the property rights of others.
Respect confidentiality.
Avoid conflict of interest.
Accept no inappropriate payments, gifts, or compensation.
Upholding Responsibilities to the Customer and to the Public

(Cont.)
Example: Project managers handling projects that are publicly funded

or related to public safety should:
Maintain public trust.

Accept responsibilities.
Avoid vulnerability to losses from litigation and damage to reputation.
Adhering to Other Responsibilities
Guidelines
Maintain appropriate legal and ethical standards.

Share ideas and research findings to the body of knowledge.
Promote interaction within the project management community.
Demonstrate transparency.
Be truthful.
Do not engage in behavior that will deceive or mislead others.
Example: Project Managers’ Disaster Recovery Coalition after the Hurricane

Katrina 2005 calamity and their two-fold goals.
Lesson 1 - Topic C: Identify the Interpersonal Skills for a Project Manager
Interpersonal Skills
Ability to work harmoniously and efficiently.

Interpersonal skills include:
Leadership.
Team building.
Motivation.
Communication.
Influencing.
Decision making.
Political and cultural awareness.
Negotiation.

Project Management Professional NH 1-40

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Project Management Professional (PMP®) Certification - Fourth

Ready. Get set. GO!

Lesson 1: Examining Professional Project Management

Lesson 1: Examining Professional Project Management

Topic A: Identify Project Management Processes

The Project Management Framework

Knowledge Areas Project Management Process Groups

Initiating Process Planning Executing Monitoring & Closing Process

Project Scope Collect Requirements Verify Scope

Project Time Define Activities Control Schedule

Project Cost Estimate Costs Control Costs

Project Quality Plan Quality Perform Quality Perform Quality

The Project Management Framework (Cont.)

Knowledge Areas Project Management Process Groups

Initiating Planning Executing Monitoring & Closing

Project Human Develop Human Resource Plan Acquire Project Team

Project Identify Plan Communications Distribute Information Report

Project Risk Plan Risk Management Monitor and

Project Plan Procurements Conduct Procurements Administer Close

Example: Creating an intranet website that displays employee

An independently manageable component of an existing project.

Example: Creating interior design for a solar powered car.

“The application of knowledge, skills, tools, and techniques to

Example: Project manager responsibilities include:

A group of related projects that have a common objective.

Example: A company expanding its retail chain.

A collection of projects, programs, and other work to achieve the

Example: An alternate energy producing company designing a

Are ongoing and repetitive tasks that produce the same

Example: Operations in a new oil refinery.

Project Management Office (PMO)

A centralized, permanent, ongoing administrative unit of a

Example: Newspaper chain needs to decrease costs.

Person who has a business interest in the outcome of a project or who is

Local and statewide elected officials

Engineers, architects, and construction workers

Types of Project Stakeholders

The Project Life Cycle

Project life cycle:

The phases of a project life cycle

General Characteristics of a Project Life Cycle

Projects differ and display certain common characteristics.

Methodology carried throughout the life cycle of a project.

Governance Activities in the Project Life Cycle

A) At the beginning of each phase:

Phase-to-Phase Relationships in a Project

Projects that are multi-phased follow sequential process.

Phase-to-Phase Relationships in a Project

Factors that decide the types of relationships in between phases:

Successive layers of detail are added to the plans.

Detail is added to plans in progressive elaboration

Organizational Cultures and Styles

Organizational Culture's Influence on Projects

Project Aspect Description

Project Management Processes

All the activities that underlie the effective practice of project

The project management processes

Project Management Inputs, Tools and Techniques, and

Project management processes are implemented through inputs, tools and

Project Management Process Groups (1 of 2)

Process Group Description

Project Management Process Groups (2 of 2)

Process Group Description

Project Management Process Group Interactions