PMP Exam Preparation Workshop - Amazon S3F2015_S_Introduction++Framework.pdf · • Project management framework – Project management introduction ... Coaching, mentoring, training,

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PMP Exam PreparationWorkshop

PM Framework and Standard

Copyright © 2015 PMI SOC

2Copyright © 2015 PMI SOC

Learning Objectives

By the end of this session you will understand:

•Projects

•Project management

•Role of Project Manager

•Project life cycle and organization

•Project management processes



Agenda

• Overview

• Project management framework– Project management introduction Project life cycle and organization

• Standard for project management– Project management processes

• Review

• Sample exam questions



Overview

Project Management Institute (PMI)

Project Management Body of Knowledge (PMBOK)

– The sum of knowledge within the profession of project management

– Proven, traditional practices widely applied

– Knowledge of innovative and advanced practices that are emerging in the profession.

– Includes published and unpublished material

PMBOK V5 Ref Page#1 Intro



Overview• A Guide to the Project Management Body of Knowledge

– The knowledge and practices identified and described:

Is generally recognized to define good practices

Is applicable to most projects most of the time

Provides a common lexicon

Provides a basic reference

Is used by PMI to provide a consistent structure for its professional development programs

But it does not mean that these are or should be applied uniformly on all projects

PMBOK V5 Page#2 Ref # 1.1



What Is a Project?

A project is– A temporary endeavor– Creates a unique product, service or result

Temporary means that every project has a definite

beginning and end.

Progressive elaboration means developing in steps,

and continuing by increments.


PMBOK V5 Page# 3. Ref # 1.2


Projects vs. Operations

Projects and operations both are:– Performed by people– Constrained by limited resources– Planned, executed and controlled

Operations are ongoing and repetitive

Projects are temporary and unique

Projects could intersect with operations


PMBOK V5 , Page 12, Ref # 1.5


Why Projects?

• Projects are typically authorized as a result of– Market demand– Organization needs– Customer request– Technological advance– Legal requirement– Strategic opportunities

PMBOK V5 Page 10, Ref # 1.4.3,



What Is Project Management

• Project management is the application of

– Knowledge

– Skills

– Tools

– Techniques

– To meet project requirements

PMBOK V5 Page #5, Ref # 1.3




• Accomplished through 47 processes comprising 5

process groups– Initiating– Planning– Executing – Monitoring and Controlling– Closing





Identifying requirements (needs)

Balancing competing demands among– Scope– Quality– Schedule– Budget– Resources– Risk

Stakeholder agreement

Establishment of achievable objectives




Knowledge Areas

Integration– How to pull things together

Scope– What needs to be done

Quality– To what standards

Time– Required effort/duration and sequential order of tasks

Cost– How much the tasks/project will cost



Knowledge Areas

Risk– What is the degree of uncertainty

HR– What kind of people are needed

Procurement– What goods or services are required

Communications– Who needs what information

Stakeholders– Who may affect, be affected by, or perceive itself to be

affected by a decision, activity, or outcome of the project



What is the PMBOK Guide?

The standard for managing most projects most of the time

The standard describes:– Project management processes– Tools– Techniques used to manage a project

The standard is unique to the project management field

and has relationships to other management disciplines

PMBOK V5 Page#2, Ref # 1.1



Project Management Standards

Scope limited to single project

Other standards address the broader context of

project management– The standard of Program Management– The standard of Portfolio Management– Organization Project Mgmt Maturity Model

(OPM3)

PMBOK V5 Page # 18, Ref # 1.8,



Standards vs. Regulations

Standards are documents established by consensus

and approved by a recognized body

Regulation is a government imposed requirement –

e.g. building codes.



Project Management Skills

Interpersonal

Leadership

Team Building

Motivation

Communication

Influencing

Decision making

Political cultural awareness

Negotiation



Project Management Context

• Project management exists in a broader context– Program management– Portfolio management– Project management

PMBOK V5 Page# 5 Ref # 1.3 , Fig.1-1



Programs

A program

A group of related projects

Managed in a coordinated way

Brings benefits not available when the projects are

managed separately

May include work outside the scope of the individual

projects

PMBOK V5 Page# 9, Ref # 1.4.1



Program Management

The centralized coordinated management of a group of

projects

Performed to achieve the program’s strategic direction

Focuses on project interdependencies




Portfolios

A collection of projects or programs grouped together

Facilitates effective management of that work

Work may or may not be directly related




Portfolio Management

Centralized management of one or more portfolios

Used to maximize the value of the portfolio

Each project and program of the portfolio is

examined for inclusion

Ensures that the management of the portfolio is

aligned to the organizational strategies




Subprojects

Projects divided into more manageable components

or subprojects

Individual sub-projects can be referred to as projects

and managed as such

Often contracted to an external organization or

department



Project Management Office

Organizational unit

Centralizes and coordinates projects under its domain

Oversees the management of projects, programs, or both

Optimizes use of resources shared across all projects

Manages methodologies, standards, risks, and

interdependencies among projects




Project Management Office

Can exist in any organizational structure

Coordinates shared resources

Coaching, mentoring, training, and oversight

Develops and manages organizational process assets

Cross project communication




Enterprise Environmental Factors

Internal– Organizational culture– Processes– Infrastructure (organizational)– Human resources– Stakeholder risk tolerance– Political climate– Project management tools




Enterprise Environmental Factors

External– Government or industry standard– Infrastructure (community)– Market place conditions




Organization Influences and Project Life Cycle

Organizational Influences on Project Management

Project stakeholders and Governance

Project Team

Project Life Cycle

PMBOK V5 Ref page# 19



Project Life Cycle

The project phases are known as the project life cycle

Defines the beginning and the end of a project

Influenced by unique aspects of the organization

Provides the basic framework for managing the project

Project life cycles may be similar or identical

PMBOK V5 , Page 38 , Ref # 2.4



Project Life Cycle

PMBOK V5 Page#39, Ref # Fig 2.8



Project Life Cycle

PMBOK V5 Page# 40, Ref # Fig 2.9



Characteristics of PLC

Defines phases that connect the project beginning to

the end

Cost and staffing levels low at start

Stakeholder influence greater at start

Cost of changes increases as the project progresses

towards completion

PMBOK V5 Ref # Page 40



What is a Project Phase

Logical division within a project

Usually completed sequentially but may overlap

Elements of the overall project life cycle

A project phase is not a project management

process group




Phase Structure and Relationships

Single-phase projects

Multi-phase projects

Phases are part of a sequential relationship

Overlapping relationships

Iterative relationships

PMBOK V5 Ref # 2.4.2



Project Life Cycle and Organization

PMBOK V5 Page#31, Fig.2-7



Organizational Influences

The project is influenced by the organization(s) that

initiated it.

PMBOK V5 Page# 20, Ref # 2.1



Organizational Structure

Functional organization

Weak matrix

Balanced matrix

Strong matrix

Projectized

Composite organization

PMBOK V5 Page #21, Ref # 2.1.3



Organizational Cultures & Styles Most organizations have a unique and describable culture

Reflected in– Shared values, norms, beliefs– Regulations, policies , methods & procedures– Motivation and reward systems;– Risk tolerance– View of leadership, hierarchy, and authority

relationships– Code of conduct, work ethic, and work hours and– Operating environments

Culture has a direct influence on projects





PMBOK V5 Page #22



Functional organization:– Functional managers have formal authority over

resources and each employee has one clear superior– Staff are grouped by specialty

Projectized organization:– Project managers have a high level of authority over

project resources– Team members are often collocated


PMBOK V5 Page #22, Fig. 2-1, Page# 25, 2-5



Matrix organization– Project manager authority varies from:

Limited (weak) to

Moderate (balanced) to

High(strong)


PMBOK V5 Page #23


Functional Organization

PMBOK V5 Page# 22, Ref # Fig 2-1





Weak Matrix Organization


PMBOK V5 Ref # Fig 2-3


Balanced Matrix Organization


Strong Matrix Organization




Projectized Organization

PMBOK V5, Page# 25, Ref # Fig 2-5



Composite Organization



PM Processes for a Project

A process is a set of interrelated actions and

activities

Processes are performed to achieve a pre-specified

set of products, results or services


PMBOK V5 Page# 47



To manage a project:

Select Appropriate Processes

Use a defined approach

Balance the competing demands of scope, time, quality,

resources and risk to produce a product or result

Ensure requirements compliance

PMBOK V5 Page# 47




The knowledge, skills and processes should not be

applied uniformly or always be applied on all projects

Use this chapter as a high-level guide to consider

processes required for your project– This is known as Tailoring

PMBOK V5 Page# 48




Project processes fall into two categories– Processes encompassing the tools and

techniques involved in applying the skills and capabilities described in the knowledge areas

– Product-oriented processes which specify and create the project’s product

PMBOK V5 Page#47




Project management is an integrative undertaking– Requires processes be aligned and coordinated

with other projects– Involves tradeoffs among requirements and

objectives– Projects can not operate as closed systems– Require input and data from the organization and

beyond

PMBOK V5 Page#.38




This standard describes project management in

terms of the integration between processes

Five process groups– Initiating Process Group– Planning Process Group– Executing Process Group– Monitoring and Controlling Process Group– Closing Process

PMBOK V5 Page#49



PM Processes for a ProjectPMBOK Ref # 3.1

PMBOK V5 Page #50 Ref # Fig 3-1



PM Processes for a ProjectPMBOK Ref # 3.1




PM Processes

Project Processes overlap and interact in many ways

The Process Groups and constituent processes are a guide for Project Management

The Project Manager is responsible to determine processes to be applied and how rigorous that application will be

Projects are finite

Initiating Process Group starts the cycle

Closing Process Group ends the cycle

PMBOK V5 Page $52



PM Process Groups

Five Process Groups

Each has clear dependencies

Performed in same sequence

Are independent of application area or industry focus

The process groups ARE NOT project phases

PMBOK V5 Page#52



The Five Process Groups


• Initiating Process Group– Defines and authorizes the project or a project phase

• Planning Process Group– Defines and refines objectives– Plans the course of action required to attain the objectives

• Executing Process Group– Processes to execute the plan

• Monitoring and Controlling Process Group– Measures and monitors progress– Identifies variances from plan– Highlights when corrective action is required

• Closing Process Group– Formalizes acceptance of the product, service, or result and

formally closes PMBOK V5 Page# 49


Initiating Process GroupPMBOK Ref # 3.3

PMBOK V5 Page #425, Ref # Fig A1-4



Initiating Process Group

Processes for formal authorization of a project or a

phase

Often performed external to the project scope

Establish feasibility by evaluating alternatives

Develop clear objectives, solutions and alternatives

PMBOK V5 Page # 54, Ref # 3.3




Document basic description of:– High level requirements– Initial project scope statement– Deliverables– Duration– Forecast of resources for investment analysis

Develops:– Project Charter

Identifies Stakeholders





Documents the selection process

May be performed by processes external to the

project’s scope

Relate project to organization strategy

Develops clear descriptions of objectives

Authorizes the project manager to allocate

organizational resources to project activities




Develop Project Charter

Authorizes and justifies the project

Documents initial business requirements

Aligns with stakeholder needs and expectations

Used in multi-phase projects to refine decisions

made during previous iterations of the Project Charter




Planning Process Group

PMBOK V5, Page#428, Ref # Fig A1-7




Gathers information required to complete the project plan

Continues to re-define the project plan as required

Consists of processes performed to:– Establishes the total scope of the effort– Defines and refines the objectives and develop course

of action to attain those objectives– Develops project management plan– Develops project documents required to carry out the

project





Updates to the project plan are iterative

They may– Arise from changes during execution– Be limited to activities within a specific phase

Iterative method is called “rolling wave planning.”





Planning process should involve the stakeholders– Success of project may depend on their influence– Success of project may require their specialized

knowledge– Create an environment in which stakeholders can

contribute

Interactions among the processes depend on nature of

project

The results of iterations are documented


PMBOK V5 Page# 56 Ref # 3.4


Executing Process Group

PMBOK V5 Page# 445, Ref # Fig A1-32



Executing Process Group

Processes used to complete the work defined in the

project plan

Involves coordinating people and resources

Involves integrating and performing activities

Normal execution variances will cause re-planning

Some variances will trigger a change request




Monitoring & Controlling

PMBOK V5 Page#451, Ref # Fig A1-41



Monitoring and Controlling

The observation of project execution

Maintains control of the project

Identifies and documents problems

Observe and document performance

Observe, document and control variances

Project performance is observed and measured

regularly to identify variances from the plan




Closing Process Group

PMBOK V5 Page#460, Ref # Fig A1-53



Closing Process Group

Used to formally terminate all project or phase activities

Hands off product and closes (or cancels) the project




Process InteractionsPMBOK Ref # 3.1




Process Interactions

Process Groups are linked by the outputs they produce

Output of one process becomes input to another

Processes are flows (seldom one-time events)

A process that takes place in one group and needs

updating in another group is not considered a new process

Not all processes will be needed on all projects

Not all process interactions or flows will apply

PMBOK V5 Page#52



Process Interactions

PMBOK V5 Page#53, Ref # Fig 3-3



Project Management Process MappingPMBOK Ref # 3.2

PMBOK V5 Page# 61, Ref # Table 3-1



PMP Exam PreparationSample Test Questions




Question #1

A project process is:

A. Determining if the project should continue to the next

phase

B. A standard

C. A set of interrelated actions and activities

D. A set of defined work products


Answer:


Question #2

An input to the Develop Project Management Plan Process is:

A. Project Charter

B. Project management plan

C. WBS dictionary

D. Project schedule


Answer:


Question #3

A program is characterized as a:


A. Grouping of related tasks lasting one year or less

B. Unique undertaking having a definite time period

C. A grouping of related projects

D. A project with a cost over certain predefined amount

Answer:


Question #4

A project coordinator may typically be found in a

______________ environment.

A. Projectized

B. Strong matrix

C. Weak matrix

D. Balanced matrix


Answer:


Question #5

The process “Develop Project Charter” is primarily

concerned with:

A. Tradeoffs among requirements and objectives

B. Formalizing acceptance of the product or service

production plan

C. Authorizing the project or project phase

D. Producing the project charter


Answer:


Question #6

An output of the Develop Project Team process is:

A. Staffing management plan

B. Team performance assessment

C. Roles and responsibilities

D. Corrective actions


Answer:


Question #7

The five Process Groups are:

A. Plan, Do, Check, Act, and Close.

B. Initiating, Planning, Monitoring, Controlling, and Closing

C. Planning, Monitoring, Controlling, Acting, and Closing

D. Initiating, Planning, Executing, Monitoring and Controlling,

and Closing


Answer:


Question #8

The number of project management processes in

PMBOK is:

A. 55

B. 47

C. 41

D. 32


Answer:


Question #9

The influence of stakeholders on project’s product and cost:

A. Is the lowest at initiation and gradually increases over time

B. Varies during project depending on need

C. Is high at initiation, lower during execution, and highest during acceptance

D. Is the highest at the start, and gets progressively lower as project progresses


Answer:


Question #10

PMBOK recommends that the project manager should:

A. Focus exclusively on project management processes

B. Pay more attention to product management processes

C. Apply project management processes to support product management

D. Mix project management and product management processes


Answer:


Question #11

A project is defined as:

A. An endeavor of considerable scope encompassing a number of projects

B. A temporary endeavor undertaken to create a unique product, service or result

C. The framework by which project management can be utilized in order to ensure the completion of projects

D. The means to control scope, budget and quality


Answer:


Question #12

A project boundary:

A. Is a time of completion

B. Is a phase of completion

C. It is the point in time that a project or project phase is authorized to its completion

D. It is the point in time that project or project phase is completed


Answer:


Question #13

This is the document that describes when and how

human resource requirements will be met.

A. Staffing management plan

B. Human resource plan

C. Work breakdown structure

D. Organizational plan


Answer:


Question #14

The key benefit of this Process Group is that project

performance is observed and measured regularly to identify

variances from the project management plan.

A. Executing

B. Monitor and Control Project Work

C. Monitoring and Controlling

D. Perform Quality Control


Answer:


Question #15

Projects are typically authorized as a result of the

following EXCEPT:

A. A customer need

B. A market demand

C. A technological advance

D. A personal vision


Answer:


Question #16

The project life cycle:

A. Determines if the project should continue to the next

phase

B. Defines the beginning and end of a project

C. Is a collection of project phases

D. B and C


Answer:


Question #17

This Process Group involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan.

A. Monitor and Control Project Work

B. Executing

C. Monitoring and Controlling

D. Direct and Manage Project Execution


Answer:


Question #18

In this relationship, a phase starts prior to the completion of the previous one called “___________ relationship”.

A. Sequenced

B. Iterative

C. Tailoring

D. Overlapping


Answer:


Question #19

The product life cycle:

A. Is synonymous to the project life cycle

B. Includes operations and divestment phases

C. In some cases includes project life cycle

D. B and C


Answer:


Question #20

Stakeholders:

A. Can be difficult to identify

B. Include project team members

C. Are the same as project sponsors

D. A and B


Answer:

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