PM in Practice | PMBOK ® Guide - Sixth Edition PROJECT MANAGEMENT WEBINAR
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PM in Practice | PMBOK® Guide - Sixth Edition
PROJECT MANAGEMENT WEBINAR
Things to know…
▪ All participants will be on mute
▪ Questions are welcome
▪ Use the question box to ask questions
▪ PM training is valid for 1 PDU
▪ Must be in attendance for full session
▪ PDU certificate sent by the end of the day
▪ Recording and slides sent by tomorrow
Alexa Ortega-Mendoza
Project Insight
Marketing Associate
www.projectinsight.net
Moderator
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Diane Buckley
CEO, Core Performance Concepts Inc.
Training in project management,
PMP® and CAPM® certification, leadership,
business analysis, agile and six sigma
www.coreperformanceconcepts.com
Host
PMP® and CAPM® are registered trademarks of the Project Management Institute
Diane White
Instructor and Curriculum Development
Training in project management,
PMP® and CAPM® certification, leadership,
business analysis, agile and six sigma
Past PMI Chapter President & Global PMI Board
www.coreperformanceconcepts.com
Presenter
PMP® and CAPM® are registered trademarks of the Project Management Institute
PMBOK® Guide - Sixth Edition: Changes You Can Use
• Review of changes for the PMBOK®Guide - Sixth Edition and impact on PMP certification examination
• Your questions
• Explore ways to put the updates into practice
Review - Impacts to the PMP Exam
•
•
•
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PMP Study Plan
• “Should I make a plan to take the exam and do you have a sample?”• Yes!
• Download sample at coreperformanceconcepts.com
• Solutions - Resources
• References - PMI.Org/Certifications• Exam Content Outline
• Handbook
Key Changes
• Chapter 3 is new section on focused on PMs role • The PMI Talent Triangle®
• Technical, Leadership, Strategic/Business
• Processes renamed • “What is the main driver for changing
‘control’ process to ‘monitor’? Example: Control Communications renamed toMonitor Communications”
Which of the following does research NOT show that the top 2% of project managers demonstrate:
A. Superior relationship skills
B. A focus on clear communication with all stakeholders
C. A commitment to following a defined project management process
D. A positive attitude
Sample Question
Key Changes
• 49 total processes instead of 47 • Chart, page 25
• 1 Process Removed• Close procurement• Administrative closure for procurements was
incorporated into Close Project or Phase (Integration)
• 3 Processes Added• Manage Project Knowledge (Integration)• Control Resources• Implement Risk Responses
Hidden Gems
• Appendices and more!
• Part 2 – The Standard for Project Management• ANSI standard• Introduction and Process Groups
• Part 3 – Appendices, Glossary, Index• Summary of updates• Agile/adaptive environments• Key points, Tools/Techniques• Glossary – know these terms!
Integration and Scope
• Integration• Added Manage Project Knowledge
• Emphasizes importance of business documents, benefits management
• Scope• Updated to reflect collaboration with PMI’s
Business Analysis for Practitioners: A Practice Guide
The client on your workflow project can’t quite visualize how their business process will change. You determine that it would be a good idea to create a list of key requirements with the client and then create a prototype to demonstrate to the client the new process. This is an example of:
A. An agile approach
B. A schedule model
C. A waterfall model
D. Rolling wave planning
Sample Question
Only _______________ should be included into the scope baseline.
A. Approved change requests
B. Critical path items
C. Backlog deliverables
D. Contracted deliverables
Sample Question
Schedule and Cost
• Schedule• Project Time renamed Project Schedule
• Estimate Activity Resources moved toProject Resource Management
• Agile concepts added to Develop Schedule
• Cost• Updates to format and terms, no process or
name changes
You are the project manager on a large construction project. The customer asked if one of the larger deliverables can be shifted out 1 year and still be delivered within the current budget. You should:
A. Consider the impact of inflation on the project margin
B. Perform a make-buy analysis to determine if you should proceed
C. Consider the cost of non-conformance before responding
D. Perform a decision tree analysis to determine the EMV
Sample Question
Quality
• Updated tools based on market research
• Eliminated some that are not widely used
• Focus is more on managing quality through the quality management plan
• Perform Quality Assurance renamed to Manage Quality
Resource
• Renamed to define physical and team resources in the process flow and tools/techniques
• Estimate activity resources is now this process
• Control Resources was added
• Plan Human Resource Management renamed to Plan Resource Management
• Acquire Project Team renamed to Acquire Resources
• Develop Project Team renamed to Develop Team
• Manage Project Team renamed to Manage Team
All of the following could be reasons for you to tailor your project, except for:
A. Diversity of the workforce
B. Acquisition of team members
C. Physical location of team members
D. The emotional intelligence of your team members
Sample Question
Communications
• Communication – actions, e.g. facilitating a meeting, versus
• Communications – artifacts, e.g. meeting minutes
• Control Communications renamed toMonitor Communications
The 5 Cs of Written Communication
1. Correct grammar and spelling
2. Concise expression and elimination of excess words
3. Clear purpose and expression directed to the needs of the reader
4. Coherent logical flow of ideas
5. Controlling flow of words and ideas
You receive an email from your sponsor which said the business team are “disappointed in the progress of the project.” You are surprised and call the business team lead. You learn that the actual comment was - “the business team would be willing to contribute more in order to accelerate the project progress”. This is an example of a misunderstanding because:
A. The project manager should have known this concern
B. The communication from the project sponsor was vague and not clear
C. You never asked the business team lead how they were feeling
D. The project sponsor did not follow the approved chain of command
Sample Question
Risk
• Adds concept of overall project risk to augment individual project risks
• Implement Risk Responses was added• Emphasizes that identified and accepted risks
actually need to be implemented
• Added a new risk strategy – escalate – to both negative/threats as well as opportunity risk
• Control Risks renamed to Monitor Risks
New Concepts
• “How can I use the concept of overall project risk with my stakeholders?”
• “What is an example of how to use escalate as a risk response during planning?”
You are the project manager for a major customer implementation. There aren’t any risks that were identified as high probability of occurring and high impact if they occur, however the team identified 40 risks that could occur. This caused you to set your project status to Yellow. This is an example of:
A. Known unknowns
B. Individual project risk
C. Overall project risk
D. Unknown unknowns
Sample Question
You are working with your customer and validating deliverables. The customer mentions that the sales team promised a custom training program for their system. This is news to you. You should:
A. Accept the situation and plan the training program for the customer
B. Mitigate the situation by telling the customer you will follow-up with the sales executive
C. Escalate the issue to your project sponsor since this was not part of the original scope
D. Transfer the risk to the sales department, since they are the ones that promised the training
Sample Question
Procurement
• Acknowledges a more global perspective
• PM needs to know about procurements to make good decisions, but most contracts are handled by specialists
• Information evaluated and incorporated into Control Procurements or Close Project or Phase (Integration)
You are managing a construction project that requires several vendor contracts. Your customer has asked to ensure that the project be completed within 8 months, however you know that your internal contracting process takes a minimum of 6 weeks. You should:
A. Talk to the procurement department to see if the contract period can be reduced
B. Put a schedule model together based on a most likely contract period
C. Put a schedule model together based on a 6 week contract period
D. Tell the customer that their request is not feasible
Sample Question
Stakeholder
• Stronger focus on stakeholder engagement
• Plan Stakeholder Management renamed to Plan Stakeholder Engagement
• Control Stakeholder Engagementrenamed to Monitor Stakeholder Engagement
Communication technology should be evaluated when you start a project. There are many different options and each company you work with may have access to different technologies. You should work with the stakeholders to determine the best way to use the various technologies available. This is an example of:
A. Having an agile approach
B. Managing stakeholder engagement
C. A change request
D. Tailoring the project
Sample Question
Summary
• Changes for the PMBOK® Guide - Sixth Edition and impact on the PMP certification examination
• Ways to incorporate the updates into practice
• Free access to PMP test bank updated for PMBOK® Guide, Sixth Edition
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