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Session 1
THE PMP® AND THE CAPM® EXAM PREP COURSE
Last updated 27/09/16
PMI, PMP, CAPM and PMBOK are registered marks of the Project Management
Institute, Inc.
www.falconppm..com
INTRODUCTION
Falcon Training
Welcome!
Falcon Training provides project management delivery
and training services.
All tutors are PMP credential holders
– Mike Roberts, PMP, CAPM, PMI-ACP
– Roger Goodman, BSc, PMP, MBTI
– Kristie Fogarty, PMP
3
This Session
9:00 – 10:15
10:15 – 10:30
10:30 – 12:15
12:15 – 1:00
1:00 – 2:45
2:45 – 3:00
3:00 – 4:30
Overview, Introduction to PMI, PMP & the
PMBOK® Guide Exam Prep and General Study
Tips
Break
Study Techniques and Tips
Lunch
Project Management Framework, Process Groups
and Knowledge areas, Integration Management
(The PMBOK® Guide Chapters 2, 3, 4)
Break
You Present, Q&A, Practice Questions
4
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PMP EXAM PREP
COURSE OUTLINE
The CourseFive DAYS
Materials in this class are based on the following 2 texts;
1. Pass the PMP® Exam
– Whitaker, S. (2016). Pass the PMP Exam. CreateSpaceIndependent Publishing Platform
2. A guide to the Project Management Body of Knowledge
– PMBOK® Guide - Fifth Edition, Project Management Institute Inc., 2013
Work required between sessions: yes!
6
Session Schedule# Session Tutor
1 Introductions and Course Outline
Introduction PMI, the PMP & The PMBOK® Guide
Project Management Framework, Processes, Knowledge Areas
Integration Management (PMBOK® Guide – Fifth Edition, Chapter 4)
2 Practice the PMP Exam: Integration Management
Scope Management (PMBOK® Guide – Fifth Edition, Chapter 5)
Time Management (PMBOK® Guide – Fifth Edition, Chapter 6)
3 Practice Exam: Scope Management and Time Management
Cost Management (PMBOK® Guide – Fifth Edition, Chapter 7)
Quality Management (PMBOK® Guide – Fifth Edition, Chapter 8)
4 Practice Exam: Cost Management and Quality Management
Human Resource Management (PMBOK® Guide – Fifth Edition, Chapter 9)
Communications Management (PMBOK® Guide – Fifth Edition, Chapter 10)
Risk Management (PMBOK®® Guide – Fifth Edition, Chapter 11)
5 Procurement Management (PMBOK® Guide – Fifth Edition, Chapter 12)
Stakeholder Management (PMBOK® Guide – Fifth Edition, Chapter 13)
Practice the PMP Exam (All Topics)
Wrap up, Questions and Queries
Exam!.
7
The Course Textbook
Pass the PMP® Exam, by Sean Whitaker
– Organised by Knowledge area.
– Aligned to the PMBOK® Guide.
– 400+ practice questions
8
The Student Guide
Contains summary of all the relevant course
information
Has blank Mind Maps for you to fill out
Has the Domain Tasks game for you to play
Has feedback from people who have recently sat the
exam
9
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INTRODUCTION TO
PMI, PMP AND THE PMBOK® GUIDE
Project Management Institute (PMI)
World’s leading project management association
Approximately 700,000 members and credential
holders in over 200 countries
“Making project management indispensable for
business results”
11
Project Management Institute (PMI)
Active and growing New Zealand chapter
PNG and FJN Chapter in formation
www.pmi.org for full details
12
The PMBOK® Guide
Standard reference from the PMI for managing projects
Collection of 5 processes and 10 knowledge areas
Generally accepted as best practice in project
management
Its is NOT a methodology – you build a methodology from
it
It is NOT proscriptive – you take from it only those parts
which provide benefit to you project.
Does not capture the entire body of knowledge and
recognises as valid information not included.
Internationally recognised standard and aligns with
ISO21500
13
Project Management Professional (PMP)
World’s leading Project Management credential
Minimum prerequisite for working in many industries
Indicates a solid foundation of readily applicable
project management knowledge
14
The PMP certification is valid for three years
The exam is based on the results of the Role
Delineation Study (RDS) for the tasks a project
manager is expected to be able to perform – The
PMBOK® Guide is best way to study
You must earn at least 60 professional development
units (PDUs) during that time to retain the credential
15
Project Management Professional (PMP)
Certified Associate in Project Management
(CAPM)
Entry level requirement for those who do not yet meet
the eligibility requirements for the PMP
Valid for 5 years only
Based on the contents of the PMBOK® Guide
16
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THE PMP® EXAM
The PMP Exam
200 multi-choice questions
4 hours total (72 seconds per question!)
Pass mark is a bit of a mystery
It is not an easy exam
Is based on the Role Delineation Study and the PMP
Examination Specification outline
If you don’t study, you won’t pass
18
The CAPM Exam
150 multi-choice questions
3 hours total (72 seconds per question!)
Pass mark is a bit of a mystery
It is not a difficult exam
Is based on the PMBOK® Guide
If you don’t study, you won’t pass
19
The Exam
You will sit the exam paper (CBT) in Auckland
– Auckland Institute of Studies,
3rd Floor, 28a Linwood Avenue, Mount Albert
Auckland
Usually Tuesday morning or afternoon slots
We strongly recommend taking the exam within two
weeks of the course ending
20
Exam Results
You will only be told whether you pass or fail
The PMP - In each of the 5 domain areas (Initiating,
Planning, Executing, Monitoring & Controlling, Closing)
you will receive either ‘proficient’, ‘moderately
proficient’ or ‘below proficient’.
The CAPM – In each of the PMBOK® Guide ten
knowledge areas you will receive either ‘proficient’,
‘moderately proficient’ or ‘below proficient’.
21
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PREPARING FOR AND PASSING
THE PMP EXAM
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BEST PRACTICE STUDY
TECHNIQUES
24
How Much Do We Remember?
How you will learn on this course
25
If we could implant the information directly into
your brain we would – but we can’t so instead we
have the following:
Trainer knowledge and presentation
Slides
Notes
Mock exams
Text books
Games
Self study
How you will learn on this course
26
This course will focus on teaching you:
The content and knowledge needed to answer
exam questions
How to read and answer a typical question
The course isn’t designed to teach project
management but it’s a wonderful by-product.
Effective Learning Takes Time
Learning takes time and you will go through the
following steps:
Accumulation
Incubation
Inspiration
To make best use of your time, spread study over
several weeks
27
Study Tips
Take brief breaks (5–10 min) after 50 minutes study
Vary tasks and topics during study periods
Find one special place for study, and use only that
Eliminate distractions in this location
If you’re daydreaming, walk away for a few minutes
28
Study Tips
Avoid ‘escape’ syndrome of fretting and talking more
about studying than actually studying
Make a realistic appraisal of priorities:
– What has to be done
– How much time there is to do it
– When it will be done
– Then … just do it!
29
Memorising
Mix your styles of study as much as you can
Retention of information improves dramatically if you
touch each concept at least 3 times
Go over each concept at least once before, once
during, and once after class
30
Memorising
Study big ideas first. Understand the big picture, then
fit in the details.
– Easier to remember details if they can be fitted into
a framework
Study as if you are preparing for an essay test
Memorise formulas and terms which will be needed on
the exam
31
Memorising
Flip Cards
Diagrams
Mega Memory Techniques
Mnemonic Devices
32
Your Mnemonics…
33
Notetaking
Divide your page with a line down the side
Put terms, etc. on one side of the page, and the
definitions on the other
Cover one side of the paper, and try to recite using the
terms on the other side
34
The PMBOK® Guide combines
memorisation and understanding
Some Memorisation
– The PMBOK® Guide Definitions
– The PMBOK® Guide Framework
Mostly Processes, Tools and Techniques
– Time: PERT & CPM
– Cost: NPV & Earned Value
35
Test Yourself
Think of questions that might be on the exam
– Find a variety of ways to test yourself as you review
– Act of formulating questions helps discriminate
between important and less important information
During this course, we will ask you to create your own
questions and try to stump your colleagues
> Creating exam questions keeps you alert and thinking
actively
36
Be a Teacher
Reciting is most powerful way to learn and remember
– Constantly practice restating, repeating, putting into
your own words
37
How do you learn?
Everyone learns differently. Be aware of the way you
learn best and follow it where possible
Homework: visit www.vark-learn.com and do the
survey
38
VARK and this Course
39
• Text book
• Slide text
• Sharing stories
• Trainer talking
• Talking with others
• Diagrams
• Charts
• Pictures
Visual Aural
ReadingKinaesthetic
The proven best learning technique...
Is simply hard work . . .
Please be prepared to put in the time and effort
necessary to be successful
40
Your Study Tips…
41
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MORNING TEA
Session resumes at 10:30am
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EXAM TIPS: THE PMP EXAM
The Exam: First Things First
Write down hard-to-remember formulas before
beginning the exam
Write down your mnemonics and mind-maps
Read exam instructions carefully
Listen to the exam proctors instructions!
Sit the exam as you have studied – take breaks
44
The Exam: Reading the Questions
Read each question carefully before making a
response
Check for key words
Read the question, ignoring the answers. Decide what
the answer should be, then look for that answer.
Now, re-read question, look at each option carefully
and eliminate those that are not correct
Select the one that is most correct
Make sure answer you first selected is correct one
45
The Key to Your Happiness
If the PMBOK® Guide is different to your experience,
the PMBOK® Guide wins!
46
Tips for Passing the Exam
Learn the basic flow of inputs, tools and techniques
and outputs for each process
Learn where each process fits in terms of initiating,
planning, executing, controlling and closing
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48
49
50
51
The Exam: Time Management
As you go through the exam, leave no question blank
Identify doubtful answers so you can return to them
Don’t linger too long on any one question
52
The Exam: Stay Calm
Regard a lapse of memory as perfectly normal
Accept the fact that you don’t know all the answers
and just guess!
53
The Exam: Not So Fast!
Take your time and don’t make errors
Use any extra time to edit and proofread answers
You might have made senseless errors you can pick
up the second time around
Go back over the exam, re-looking at doubtful items
Be cautious about changing an answer without a good
reason that you can put into words
There are no special points for finishing early!
54
Final Test Scores and PMP Success
55
100
90
80PASS
70
60
50
TRY AGAIN40
30
20
10
0
Passed Failed
98
95
93
93
92
90
89
84
84
84 84
83
83
83
82 82
82
81
80
79
78
75
75
74 74
72 72
71 70
69 70
69
68
66
64 66
59
Typical Example Question
A person who is involved in or may be affected by the activities or
anyone who has something to gain or lose by the activity of the
project is called a:
a. Team member
b. Customer
c. Stakeholder
d. Supporter
56
Typical Example Question
A new project has begun. The project charter has been written and
the project manager has been assigned. The project manager is
preparing the work breakdown structure for the project. The WBS is
typically used:
a. To explain the scope of the project relevant to the client.
b. As the basis for organizing and defining the total scope of the project.
c. To show the resource conflicts that exist in the project.
d. To show the logical relationship between tasks in the project.
57
Typical Example Question
Carol is working on a complex construction project that is using a range of new
technologies that have all been assessed as presenting uncertainty to the forecast
duration of the project. While much of this uncertainty has been mitigated as a result
of procurement decisions already made there is still uncertainty about the project
duration that the steering committee that she reports to would like more information
about.
As a result of discussions with her project sponsor she has decided that it is best to
use the PERT method of scheduling for the project that she is working on. Using the
PERT calculation the variance for the project is found to be 25 days and the duration
of the project is found to be 169 days. What is the range within which she can express
a 95% confidence of delivering the project?
a. 164–173 days
b. 144–194 days
c. 119–219 days
d. 159–179 days
58
Now the bad news . . .
Those first two questions were CAPM style questions,
the final one was more like a typical PMP style
question
59
Study hints from new PMP's
Know contracts
Know concept of administrative
closure
Know key outputs from each
process
Know your communication
channels
Write down formulas on scratch
paper first thing
Test yourself!
Know your formulas
Know Quality, Procurement,
Lifecycle, Earned Value
Understand duration and
network diagrams
Be able to identify critical path
Know WBS in detail
Know Scope of Work
60
Biggest Challenges
From people who have sat the course before:
– “Learning the PMI language”
– “The sheer amount of material”
– “PMBOK® Guide is boring”
– “Very long questions”
– “I didn’t study enough”
61
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THE BASICS
The Basics
Project: “A temporary endeavour undertaken to create
a unique product, service or result.” PMBOK® Guide
…subject to progressive elaboration futher on…
63
Definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project
Management Institute, Inc. All rights reserved
The Basics
*Sponsor: “A person or group who provides resources
and support for the project, program, or portfolio and is
accountable for enabling success.” PMBOK® Guide
Project Sponsor: the person within the delivering
organisation that provides the financial resources for
the project.
Stakeholder: any person or organisation that has an
interest in a project or the outcome of a project.
64
* This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project
Management Institute, Inc. All rights reserved
Shewhart & Deming PDCA Cycle
65
Plan
Do
Check
Act
More Basics
Inputs, Tools and Techniques, Outputs
The outputs from one are often the inputs into another
66
Example Inputs, Tools and Outputs
67
Develop Project Charter
Inputs Tools and Techniques Outputs
1 Project statement of work
2 Business case
3 Agreements
4 Enterprise environmental
factors
5 Organisational process
assets
1 Expert judgement
2 Facilitation techniques
1 Project charter
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Example Inputs, Tools and Outputs
68
Direct and Manage Project Work
Inputs Tools and Techniques Outputs
1 Project management plan
2 Approved change requests
3 Enterprise environmental
factors
4 Organisational Process
Assets
1 Expert judgement
2 Project management
information system
3 Meetings
1 Deliverables
2 Work performance data
3 Change requests
4 Project management plan
updates
5 Project document updates
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Mapping The PMBOK® Guide
69
•Direct and Manage Project Work
•Integration Management
•EXECUTING
Deliverables
•Control Quality
•Quality Management
•EXECUTING
Verified
Deliverables •Validate Scope
•Scope Management
•MONITORING & CONTROL
Accepted Deliverables
•Close Project or Phase
•Integration Management
•CLOSING
See if you can complete the process flow chart . . .
70
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LUNCH BREAK
Session resumes at 1:00pm
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ORGANISATIONAL INFLUENCES
AND PROJECT LIFE CYCLE
Pass the PMP Exam, Chapter 1
The PMBOK® Guide, Chapter 2
Overview
Low
Medium
High
73
Project Management Framework
Project vs Operational Work: A project is time-limited
and unique; operational work is repetitive and ongoing.
74
Project Management Framework
PMO (Project Management Office): a department that
supports all projects across the organisation.
Can be Supportive, Controlling or Directive
75
Project Management Framework
Program: a group of related projects coordinated
together.
76
Project Management Framework
Portfolio: all of the projects and programs in the
organisation.
77
Project Management Framework
*Project Life Cycle: “The series of phases that a project passes through
from its initiation to its closure.” PMBOK® Guide
A project concludes when the scope has been delivered and the closing
processes have been completed.
There are three types of project life cycle:– Predictive – a lot of work is done at the beginning to define the work and
then it is carried out as per the plan with little change i.e. Construction
– Iterative and Incremental – Small iterations of the Predictive approach
– Adaptive – Multi-functional short bursts of work, iteratively. i.e. Scrum IT
projects
78
* This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project
Management Institute, Inc. All rights reserved
Project Management Framework
Product Life Cycle: a product life cycle continues until
the product is no more, including usage and disposal.
79
Project Management Framework
Phases: Parts of a project that correspond to a
particular methodology and produce one or more
deliverables, like ‘requirements gathering’, ‘design’,
‘usability testing’, etc.
All of the PMBOK® Guide processes may occur in
each phase.
The PMBOK® Guide DOES NOT define a
methodology.
80
More Definitions!
Organisational Process Assets (OPA) – any
processes, tools, templates or policies the organization
has and owns that assist the project
Enterprise Environmental Factors (EEF) – any factors
external to the project which may constrain the project
81
More Definitions
Organizational Process Assets: These are the IP,
policies, procedures, templates, methodologies,
historical information, tools, and maybe even software
that are owned (hence the word asset) by the project.
TIP: Organizational Process Assets generally help a
project.
82
More Definitions
Enterprise Environmental Factors: These are a very
common input into many processes and include any
factors external to the project that must be taken into
account.
They may be external to the project but still within the
wider organisation and include such things as
organisational culture, policies and processes which the
project has to comply with.
They may be completely external and include such things
as industry regulations, & local and national laws.
TIP: Enterprise Environmental Factors generally
constrain a project
83
More Definitions
Work performance data: The raw unprocessed
information you collect about the project
Work performance information: The work
performance data that has been analysed using a
variety of techniques (i.e. Earned Value technique) to
give useful and understandable information about the
project
Work performance reports: The work performance
information presented in an appropriate way to
stakeholders
84
More Definitions
Progressive Elaboration:
The idea that as the project evolves over time,
more and more details and requirements are
available
Rolling Wave Planning: (is a form of Progressive Elaboration)
Iteratively defining the project in greater detail as it
progresses.
Plan short term in-depth, long term at a high-level.
85
More Definitions
Historical Information: information kept from previous
projects.
86
More Definitions
Baseline: the reference point. The baseline includes
approved changes, and so it can vary throughout the
life of a project.
87
More Definitions
Organisational Project Management Maturity Model
(OPM3)®: global best practice standard for enterprise
improvement.
88
OP3M is a registered mark of the Project Management Institute, Inc
More Definitions
Project Manager: the person ultimately responsible for
the outcome of the project.
Project Coordinator: less responsibility than the Project
Manager, but with some decision-making ability. Can
not make budget decisions. Usually found in weak
matrix or functional organisations.
Project Expeditor: lowest level of responsibility of the
three roles. Administrative responsibility for the project.
89
Man-Coor-Ex
90
Authority
Level
Project Role
High
Low
Ultimate
responsibility
Some decision-
making ability
Can not make
budget decisions
Administrative
responsibility
Project Manager
Project Coordinator
Project Expeditor
Stakeholder Influence
Remember that a stakeholder is anyone involved in
the project or whose interest may be positively or
negatively affected as a result of the execution or
completion of the project.
91
Stakeholders
Stakeholders’ Influence Over Time
High
Project Time
Influence of
stakeholders
Cost of changes
Low
92
Types of Organizations
Functional
Projectised
Matrix (Weak, Balanced, and Strong)
93
Organisational Structure
Project Manager’s
AuthorityLittle or None Limited
Low to
Moderate
Moderate
to High
High to Almost
Total
Weak
Matrix
Balanced
Matrix
Strong
Matrix
Matrix
Functional Projectised
Organisation
Structure
Project
Characteristics
Resource Availability Little or None LimitedLow to
Moderate
Moderate
to High
High to Almost
Total
Who controls the
project budget
Functional
Manager
Functional
ManagerMixed
Project
Manager
Project
Manager
Project Manager’s Role Part-time Part-time Full-time Full-time Full-time
Project Management
Administrative StaffPart-time Part-time Part-time Full-time Full-time
Organisational Structure Influences on Projects
94
Triple Constraint
Typically = Time, Scope and Cost
Can also be:
– Scope
– Cost
– Time
– Customer Satisfaction
– Risk
– Quality
Scope
Scope
Customer
satisfaction
95
Configuration Management
SystemThe configuration management system is the way in
which you can iteratively identify, track and record all
elements of the project.
Examples are:
– Document control
– Version control
– Parts numbering
– Numbering of change requests
– Numbering of WBS nodes
96
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PROJECT MANAGEMENT
PROCESSES FOR A PROJECT
Pass the PMP Exam Chapter 1
The PMBOK® Guide, Chapter 3
Overview
Low
Medium
High
98
Process Groups and Knowledge Areas
99
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Controlling Closing
Integration
Develop Project
Charter
Develop Project
Management Plan
Direct and Manage
Project Work
Monitor and Control Project
Work
Perform Integrated Change
Control
Close Project or
Phase
Scope
Plan Scope management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Time
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Cost
Plan Cost management
Estimate Costs
Determine Budget
Control Costs
Quality Plan Quality management Perform Quality
Assurance
Control Quality
Human Resource
Plan Human Resource
Management
Acquire Project Team
Develop Project Team
Manage Project Team
Communications Plan Communications
Management
Manage Communications Control Communications
Risk
Plan Risk Management
Identify Risks
Perform Qualitative Analysis
Perform Quantitative
Analysis
Plan Risk Responses
Control Risks
Procurement Plan Procurement
Management
Conduct Procurements Control Procurements Close Procurements
Stakeholder Identify Stakeholders Plan Stakeholder
Management
Manage Stakeholder
Engagement
Control Stakeholder
Engagement
Table 3-1. Project Management Process Groups and Knowledge Area MappingA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
5 Process Groups in the PMBOK®
Guide
1. Initiating
2. Planning (Plan)
3. Executing (Do)
4. Monitoring and Controlling (Check and Act)
5. Closing
100
The 5 Process Groups
Process Groups Interact in a Project
Level of
Process
Interaction
TimeStart Finish
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
101
Figure 3-2. Process Groups Interact in a Phase of ProjectA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Initiating
These are the processes that are completed to assist
the development, selection and approval of a project.
They include:
– Develop Project Charter
– Identify Stakeholders
102
Planning
These are the processes where all the relevant and
appropriate planning work is done for the project
These include:
103
- Develop Project Management Plan
- Plan Scope management
- Collect Requirements
- Define Scope
- Create WBS
- Plan Schedule Management
- Define Activities
- Sequence Activities
- Estimate Activity Resources
- Estimate Activity Durations
- Develop Schedule
- Plan Cost Management
- Estimate Costs
- Determine Budget
- Plan Quality management
- Plan Human Resource Management
- Plan Communications Management
- Plan Risk Management
- Identify Risks
- Perform Qualitative Analysis
- Perform Quantitative Analysis
- Plan Risk Responses
- Plan Procurement Management
- Plan Stakeholder Management
Figure A1-7. Planning Process GroupsA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Executing
These are the processes where all the planned work is
actually done
They include: – Direct and Manage Project Work
– Perform Quality Assurance
– Acquire Project Team
– Develop Project Team
– Manage Project Team
– Manage Communications
– Conduct Procurements
– Manage Stakeholder Engagement
104
Figure A1-32. Executing Process GroupsA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Monitoring and Controlling
These are the processes where you check that what
you are doing matches what you planned to do. If you
find variance between the two you should act to
correct the problem or re-plan.
They include:
105
- Monitor and Control Project Work
- Perform Integrated Change Control
- Validate Scope
- Control Scope
- Control Schedule
- Control Costs
- Control Quality
- Control Communications
- Control Risks
- Control Procurements
- Control Stakeholder Engagement
Figure A1-41. Monitoring and Controlling Process GroupsA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Closing
These are the processes that are completed to ensure
the project is appropriately and formally closed
They include:
– Close Procurements
– Close Project or Phase
106
Figure A1-53. Closing Process GroupsA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
10 Knowledge Areas of the PMBOK® Guide
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communications Management
Risk Management
Procurement Management
Stakeholder Management
107
Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. Project Management Institute, Inc., 2013, Page 60
Integration Management
These are processes that potentially impact all areas
of the project
They include:
– Develop Project Charter
– Develop Project Management Plan
– Direct and Manage Project Work
– Monitor and Control Project Work
– Perform Integrated Change Control
– Close Project or Phase
108
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Scope Management
These are the processes that define and manage the
scope of the project
They include:
– Plan Scope Management
– Collect Requirements
– Define Scope
– Create WBS
– Validate Scope
– Control Scope
109
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Time Management
These are the processes that produce and manage
the project schedule or timeline
They include:
– Plan Schedule Management
– Define Activities
– Sequence Activities
– Estimate Activity Resources
– Estimate Activity Durations
– Develop Schedule
– Control Schedule
110
Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Cost Management
These are the processes that develop and manage the
cost estimates and the project budget
They include:
– Plan Cost management
– Estimate Costs
– Determine Budget
– Control Costs
111
Figure 7-1. Project Cost Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Quality Management
These are the processes that define the quality
standards, metrics and processes for all aspects of the
project
They include:
– Plan Quality Management
– Perform Quality Assurance
– Control Quality
112
Figure 8-1. Project Quality Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Human Resource Management
These are the processes for identifying, recruiting and
developing individuals and teams to do the project
work.
They include:
– Plan Human Resource Management
– Acquire Project Team
– Develop Project Team
– Manage Project Team
113
Communications Management
These are the processes where project
communications are developed and disseminated to
the appropriate stakeholders.
They include:
– Plan Communications Management
– Manage Communications
– Control Communications
114
Risk Management
These are the processes which identify, analyse and
plan appropriate responses to project risks
They include:
– Plan Risk Management
– Identify Risks
– Perform Qualitative Analysis
– Perform Quantitative Analysis
– Plan Risk Responses
– Control Risks
115
Figure 11-1. Project Risk Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Procurement Management
These are the processes where decision are made
about whether to use contracts to get goods and
services of the project and the work to negotiate and
monitor these contracts.
They include:
– Plan Procurement Management
– Conduct Procurements
– Control Procurements
– Close Procurements
116
Figure 12-1. Project Procurement Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Stakeholder Management
These are the processes to identify and manage the
expectations of stakeholders on your project.
They include:
– Identify Stakeholders
– Plan Stakeholder Management
– Manage Stakeholder Engagement
– Control Stakeholder Engagement
117
Figure 13-1. Project Stakeholder Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
The Process Groups and Knowledge Areas
118
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Controlling Closing
Integration
Develop Project
Charter
Develop Project
Management Plan
Direct and Manage
Project Work
Monitor and Control Project
Work
Perform Integrated Change
Control
Close Project or
Phase
Scope
Plan Scope management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Time
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Cost
Plan Cost management
Estimate Costs
Determine Budget
Control Costs
Quality Plan Quality management Perform Quality
Assurance
Control Quality
Human Resource
Plan Human Resource
Management
Acquire Project Team
Develop Project Team
Manage Project Team
Communications Plan Communications
Management
Manage Communications Control Communications
Risk
Plan Risk Management
Identify Risks
Perform Qualitative Analysis
Perform Quantitative
Analysis
Plan Risk Responses
Control Risks
Procurement Plan Procurement
Management
Conduct Procurements Control Procurements Close Procurements
Stakeholder Identify Stakeholders Plan Stakeholder
Management
Manage Stakeholder
Engagement
Control Stakeholder
Engagement
Table 3-1. Project Management Process Groups and Knowledge Area MappingA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
You Present…
In teams take turns to present the key elements of this
section to your classmates
Remember – your job is to let them know a piece of
information that will help them pass the exam
119
Practice Questions…
Pass the PMP Exam - page 18
120
www.falconppm..com
AFTERNOON TEA
Session resumes at 3:00pm
www.falconppm..com
PROJECT INTEGRATION
MANAGEMENT
Pass the PMP Exam Chapter 2
The PMBOK® Guide Chapter 4
Overview
Low
Medium
High
123
Project Integration Management
Project integration management covers the high level
work a Project Manager must do.
It recognises the interdependencies between all the
knowledge areas
The other 9 knowledge areas cover the detailed work.
124
125
.1 Inputs
.1 Project management plan
.2 Approved change requests
.3 Enterprise environmental factors
.4 Organisational process assets
.2 Tools and Techniques
.1 Expert Judgment
.2 Project management information
system
.3 Meetings
.3 Outputs
.1 Deliverables
.2 Work performance information
.3 Change Requests
.4 Project management plan
updates
.5 Project document updates
4.3 Direct and Manage Project
Work
.1 Inputs
.1 Project charter
.2 Outputs from planning processes
.3 Enterprise environmental factors
.4 Organisational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Facilitation techniques
.3 Outputs
.1 Project Management Plan
4.2 Develop Project Management
Plan
.1 Inputs
.1 Project Management Plan
.2 Schedule forecasts
.3 Cost forecasts
.4 Validated changes
.5 Work performance reports
.6 Enterprise Environmental factors
.7 Organizational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Analytical techniques
.3 Project management information
systems
.4 Meetings
.3 Outputs
.1 Change Requests
.2 Work performance reports
.3 Project Management plan
updates
.3 Project document updates
4.4 Monitor and Control Project
Work
.1 Inputs
.1 Project management plan
.2 Work performance reports
.3 Change requests
.4 Enterprise environmental factors
.5 Organisational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Meetings
.3 Change control tools
.3 Outputs
.1 Approved change requests
.2 Change log
.3 Project management plan
updates
.4 Project document updates
4.5 Perform Integrated Change
Control
.1 Inputs
.1 Project management plan
.2 Accepted Deliverables
.3 Organizational Process Assets
.2 Tools and Techniques
.1 Expert judgment
.2 Analytical techniques
.3 Meetings
.3 Outputs
.1 Final Product, service or result
transition
.2 Organisational process asset
updates
.
4.6 Close Project or Phase
Project Integration Management
.1 Inputs
.1 Project statement of work
.2 Business case
.3 Agreements
.4 Enterprise environmental factors
.5 Organizational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Facilitation techniques
.3 Outputs
.1 Project charter
4.1 Develop Project Charter
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Where it Fits Across the Processes
126
Initiating Planning ExecutingMonitoring
& ControllingClosing
Project Management Process Groups
Knowledge Area
Processes
• Develop Project
Charter
• Develop
Project
Management
Plan
• Direct and
Manage
Project Work
• Monitor and
Control Project
Work
• Perform
Integrated
Change
Control
• Close Project
or Phase
Project
Management
Integration
Table 3-1. Project Management Process Groups and Knowledge Area MappingA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Develop Project Charter
127
Inputs Tools and Techniques Outputs
.1 Project statement of
work
.2 Business case
.3 Agreements
.4 Enterprise
environmental factors
.5 Organisational
process assets
.1 Expert judgement
.2 Facilitation techniques
.1 Project charter
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Project Charter
The document that officially starts the project
128
Develop Project Charter
129
The project charter is like the birth certificate for the
project.
It proves the project exists and lists the information
known at the time of project initiation
It also appoints the project manager
Project Selection Methods
130
Whitaker, S. (2016). Pass the PMP Exam. CreateSpace Independent Publishing Platform, p.27.
Project Selection Methods
Benefit measurement methods
– Benefit-Cost Ratio (BCR)
– Economic Value Add (EVA)
– Internal Rate of Return (IRR)
– Present Value
– Net Present Value (NPV)
– Opportunity Cost
– Payback Period
– Return on Investment (ROI)
– Return on Invested Capital (ROIC)
131
Whitaker, S. (2016). Pass the PMP Exam. CreateSpace Independent Publishing Platform, p.28 - 29.
Net Present Value (NPV)
NPV is the Present value of the total benefits (income or revenue)
less the costs. NPV allows calculating the accurate value of the
project.
If NPV calculation> 0, then accept the project: If NPV calculation
<0, then reject the project.
NPV equals the sum of the initial cash outlay (expressed as a
negative number) plus all calculated Present Values
P.S. Present Value (PV) = 𝐹𝑉
(1+𝑟)𝑛
[r= discount rate, n = time period)
132
Other Terms
Statement of Work (SOW)
Project Management Info System (PMIS)
133
Develop Project Management
Plan
134
Inputs Tools and Techniques Outputs
.1 Project Charter
.2 Outputs from
planning processes
.3 Enterprise
environmental factors
.4 Organisational
process assets
.1 Expert judgement
.2 Facilitation techniques
.1 Project management
plan
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Project Management Plan
A formal, approved document that defines how the
project is managed, executed and controlled. It may be
summary or detailed and may be composed of one or
more subsidiary management plans and other
planning documents.
135
What’s in the Project Management Plan?
Every other planning document!
136
Specifically:Scope Management Plan
Schedule Management Plan
Cost Management Plan
Quality Management Plan
Process Improvement Plan
Human Resource Plan
Staffing Management Plan
Communications Management
Plan
Risk Management Plan
Change Management Plan
Configuration Management Plan
Requirements Management Plan
Procurement Management Plan
Contract Management Plan
Stakeholder Management Plan
Scope baseline
Schedule Baseline
Cost Baseline
Quality Baseline
137
Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. Project Management Institute, Inc., 2013, Page 76 - 77
Direct and Manage Project Work
138
Inputs Tools and Techniques Outputs
.1 Project management
plan
.2 Approved change
requests
.3 Enterprise
environmental factors
.4 Organisational
Process Assets
.1 Expert judgement
.2 Project management
information system
.3 Meetings
.1 Deliverables
.2 Work performance data
.3 Change requests
.4 Project management plan
updates
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Direct and Manage Project Work
139
This is the part where you DO what you said you were
going to do
Monitor and Control Project Work
140
Inputs Tools and Techniques Outputs
.1 Project management
plan
.2 Schedule forecasts
.3 Cost forecasts
.4 Validated changes
.5 Work performance
information
.6 Enterprise
environmental factors
.7 Organisational Process
Assets
.1 Expert judgement
.2 Analytical techniques
.3 Project management
information system
.4 Meetings
.1 Change requests
.2 Work performance reports
.3 Project management plan
updates
.4 Project document updates
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Monitor and Control Project Work
141
This is the part where you check that what you are
actually doing is what you said you would do
Perform Integrated Change Control
142
Inputs Tools and Techniques Outputs
.1 Project management plan
.2 Work performance reports
.3 Change requests
.4 Enterprise environmental
factors
.5 Organisational Process
Assets
.1 Expert judgement
.2 Meetings
.3 Change control tools
.1 Approved change requests
.2 Change log
.3 Project management plan
updates
.4 Project document updates
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
This is the part where you make changes if required –
always via the approved change control process
(whatever that may be)
You should always have a documented, appropriate
change control process show how all changes will be
assessed and documented
A project manager should have delegated authority to
ensure the project is not held up with small changes
143
Perform Integrated Change Control
Change Options
You can have Requested/Recommended/Approved/
Declined
– Change Requests
– Corrective Actions
– Preventive Actions
– Defect repairs
144
Close Project or Phase
145
Inputs Tools and Techniques Outputs
.1 Project management plan
.2 Accepted deliverables
.3 Organisational Process
Assets
.1 Expert judgement
.2 Analytical techniques
.3 Meetings
.1 Final product, service or result
transition
. 2 Organisational process asset
updates
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
146
Close Project or Phase
This is the part where you close a project OR a phase of
a project
It may have some sort of stop/go point or milestone
147
.1 Inputs
.1 Project management plan
.2 Approved change requests
.3 Enterprise environmental factors
.4 Organisational process assets
.2 Tools and Techniques
.1 Expert Judgment
.2 Project management information
system
.3 Meetings
.3 Outputs
.1 Deliverables
.2 Work performance information
.3 Change Requests
.4 Project management plan
updates
.5 Project document updates
4.3 Direct and Manage Project
Work
.1 Inputs
.1 Project charter
.2 Outputs from planning processes
.3 Enterprise environmental factors
.4 Organisational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Facilitation techniques
.3 Outputs
.1 Project Management Plan
4.2 Develop Project Management
Plan
.1 Inputs
.1 Project Management Plan
.2 Schedule forecasts
.3 Cost forecasts
.4 Validated changes
.5 Work performance reports
.6 Enterprise Environmental factors
.7 Organizational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Analytical techniques
.3 Project management information
system
.4 Meetings
.3 Outputs
.1 Change Requests
.2 Work performance reports
.3 Project Management plan
updates
.4 Project document updates
4.4 Monitor and Control Project
Work
.1 Inputs
.1 Project management plan
.2 Work performance information
.3 Change requests
.4 Enterprise environmental factors
.5 Organisational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Meetings
.3 Change control tools
.3 Outputs
.1 Approved change requests
.2 Change log
.3 Project management plan
updates
.4 Project document updates
4.5 Perform Integrated Change
Control
.1 Inputs
.1 Project management plan
.2 Accepted Deliverables
.3 Organizational Process Assets
.2 Tools and Techniques
.1 Expert judgment
.2 Analytical techniques
.3 Meetings
.3 Outputs
.1 Final Product, service or result transition
.2 Organizational process assets updates
.
4.6 Close Project or Phase
Project Integration Management
.1 Inputs
.1 Project statement of work
.2 Business case
.3 Agreements
.4 Enterprise environmental factors
.5 Organisational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Faciliation techniques
.3 Outputs
.1 Project charter
4.1 Develop Project Charter
Figure 4-1. Project Integration Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Practice Questions…
Pass the PMP Exam - page 54
148
Next Session
Will begin with a practice PMP exam on everything
covered today.
We will be covering Scope Management and Time
Management.
Please write your own PMP style questions
149
1 day closer to the exam!
150
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