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1 WHAT IS A PROJECT?........................................................................................................................................................
2 WHAT IS PROJECT MANAGEMENT? ............................................................................................................................
3 ORGANIZATIONAL STRUCTURE INFLUENCES ON PROJECTS .............................................................................
4 NINE PROJECT MANAGEMENT KNOWLEDGE AREAS ............................................................................................
5 FIVE PROCESS GROUPS.....................................................................................................................................................
6 PROJECT MANAGEMENT PROCESS MAPPING ..........................................................................................................
7 PROJECT MANAGEMENT KNOWLEDGE AREAS IN DETAIL..................................................................................
7.1 INTEGRATIONMANAGEMENT ............................................................................................................................................7.2 SCOPEMANAGEMENT.......................................................................................................................................................
7.3 TIMEMANAGEMENT ..........................................................................................................................................................7.4 COSTMANAGEMENT ........................................................................................................................................................7.5 QUALITYMANAGEMENT ..................................................................................................................................................7.6 HUMANRESOURCESMANAGEMENT.................................................................................................................................7.7 COMMUNICATIONSMANAGEMENT ...................................................................................................................................7.8 RISKMANAGEMENT .........................................................................................................................................................7.9 PROCUREMENTMANAGEMENT .........................................................................................................................................
8 PROJECT MANAGEMENT PLAN.....................................................................................................................................
9 RELATED DEFINITIONS....................................................................................................................................................
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1 What is a Project? A project is temporary
o Definite beginning and end
o Project ceases when declared objectives are met or business needno longer exists & is terminated
A project creates unique deliverables, which are products, services orresults
Progressive elaboration
o Is a characteristic of projects that accompanies the concepts oftemporary and unique
o Progressive elaboration means developing in steps, and continuingby increments
2 What is Project Management?
Is the application of knowledge, skills, tools and techniques of project activities t
meet project requirements.
Managing projects includes
Identifying Requirements
Establish clear and achievable objectives
Balancing the competing demands for quality, scope, time and cost
Adapting the specifications, plans and approach to the different concernsand expectations of the various stakeholders
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3 Organizational structure influences on projects
Matrix
FunctionalWeak Matrix
BalancedMatrix
Strong MatrixProjectized
Project Manager'sAuthority
Little or None LimitedLow to
ModerateModerate to
HighHigh to almost
Total
Resource Availability Little or None LimitedLow to
ModerateModerate to
HighHigh to almost
Total
Who controls theproject budget
FunctionalManager
FunctionalManager
MixedProject
ManagerProject
Manager
Project Manager'sRole
Part-time Part-time Full-time Full-time Full-time
Project ManagementAdministrative Staff
Part-time Part-time Part-time Full-time Full-time
4 Nine Project Management Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resources Management
Communications Management
Risk Management
Procurement Management
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5 Five Process Groups
The process groups follow the lifecycle implementation of project managementwithin each phase of the project.
Initiating Process
Planning Process
Executing Process
Monitoring and Controlling Process
Closing Process
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6 Project Management Process MappingProcesses
Initiating Planning ExecutingMonitoring andControlling Closing
Integration
Develop ProjectCharterPreliminaryProject ScopeStatement
Develop ProjectManagement Plan
Direct andManage ProjectExecution
Monitoring andControl ProjectWorkIntegratedChange Control
Close Project
Scope
Scope PlanningScope DefinitionCreate WBS
Scope VerificationScope Control
Time
Activity DefinitionActivitySequencingActivity ResourceEstimatingActivity DurationEstimatingScheduleDevelopment
Schedule Control
Cost
Cost EstimatingCost Budgeting
Cost Control
Quality
Quality Planning Perform QualityAssurance
Perform QualityControl
HumanResource
HumanResourcesPlanning
Acquire ProjectTeamDevelop ProjectTeam
Manage ProjectTeam
Communication
CommunicationsPlanning
InformationDistribution
PerformanceReportingManageStakeholders
Risk
Risk ManagementPlanningRisk IdentificationQualitative RiskAnalysis
Quantitative RiskAnalysisRisk ResponsePlanning
Risk Monitoringand Control
Knowle
dgeAreas
Procurement
Plan Purchasesand AcquisitionsPlan Contracting
Request SellerResponsesSelect Sellers
ContractAdministration
Contract Closeo
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7 Project Management Knowledge Areas in detail
7.1 Integration Management
Includes the processes and activities needed to identify, define, combine, unifyand coordinate the various processes and project management activities withinthe project management process groups.
Develop Project Charter
Develop Preliminary Project Scope Statement
Develop Project Management Plan
Direct & Manage Project Execution
Monitor & Control Project Work
Integrated Change Control
Close Project
Process Group Process Key outputs
Initiating Develop Project Charter Project Charter
InitiatingDevelop Preliminary ProjectScope Statement Preliminary Project Scope Statement
PlanningDevelop ProjectManagement Plan Project Management Plan
ExecutingDirect & Manage ProjectExecution Deliverables
Monitoring andControl
Monitor & Control ProjectWork
Recommended corrective actionsRequested Changes
Monitoring andControl Integrated Change Control
Approved Change RequestsDeliverables
Closing Close Project
Administrative Closure ProcedureContract Closure Procedure
Final product, service or result
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7.2 Scope Management
Includes the processes required to ensure that the project includes all the workrequired, and only the work required, to complete the project successfully.
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Control
Process Group Process Key outputs
Planning Scope Planning Project Scope Management Plan
Planning Scope Definition Project Scope Statement
Planning Create WBSWork Breakdown StructureScope Baseline
Monitoring andControl Scope Verification Accepted deliverables
Monitoring andControl Scope Control
Requested ChangesRecommended Corrective Actions
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7.3 Time Management
Includes the processes required to accomplish timely completion of the project.
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control
Process Group Process Key outputs
Planning Activity Definition Activity list, milestone list
Planning Activity Sequencing Project schedule network diagrams
PlanningActivity ResourceEstimating Activity resource requirements, RBS
Planning Activity Duration Estimating Activity duration estimates
Planning Schedule Development Project Schedule, schedule baseline
Monitoring and
Control Schedule Control
Performance measurements, recommended
corrective actions
7.4 Cost Management
Includes the processes involved in planning, estimating, budgeting andcontrolling costs so that the project can be completed within the approvedbudget.
Cost Estimating
Cost Budgeting
Cost Control
Process Group Process Key outputs
Planning Cost Estimating Activity Cost Estimates
Planning Cost Budgeting Cost Baseline
Monitoring andControl Cost Control Performance measurements
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7.5 Quality Management
Includes all the activities of the performing organization that determine qualitypolicies, objectives and responsibilities, so that the project will satisfy the needsfor which it was undertaken.
Quality Planning
Perform Quality Assurance
Perform Quality Control
Process Group Process Key outputs
Planning Quality PlanningQuality Management Plan, ProcessImprovement Plan, Quality Baseline
Executing Perform Quality AssuranceRequested Changes, RecommendedCorrective Actions
Monitoring andControl Perform Quality Control
Quality Control Measurements,Recommended Defect Repair, ValidatedDeliverables
7.6 Human Resources Management
Includes the processes that organize and manage the project team. Teammembers should be involved in much of the projects planning and decision
making.
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project Team
Process Group Process Key outputs
Planning Human Resource PlanningRoles & responsibilities, Project organizationcharts, Staffing management plan
Executing Acquire Project TeamProject staff assignments, Resourceavailability
Executing Develop Project Team Team performance assessment
Monitoring andControl Manage Project Team
Requested changes, Recommendedcorrective actions, Recommended preventiveactions
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7.7 Communications Management
The knowledge area that employs the processes required to ensure timely andappropriate generation, collection, distribution, storage, retrieval and ultimatedisposition of project information.
Communications Planning
Information Distribution
Performance Reporting
Manage Stakeholders
Process Group Process Key outputs
Planning Communications Planning Communication Management Plan
Executing Information Distribution
Monitoring andControl Performance Reporting Performance Reports, Forecasts
Monitoring andControl Manage Stakeholders
Resolved Issues, Approved ChangeRequests, Approved Corrective Actions
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7.8 Risk Management
Includes the processes concerned with conducting risk management planning,identification, analysis, responses, and monitoring and control on a project; mosof these processes are updated throughout the project.
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring & Control
Process Group Process Key outputs
Planning Risk Management Planning Risk Management Plan
Planning Risk Identification Risk Register
Planning Qualitative Risk Analysis Risk Register updates
Planning Quantitative Risk Analysis Risk Register updates
Planning Risk Response Planning
Risk Register updates, Risk-related
Contractual Agreements
Monitoring andControl Risk Monitoring & Control
Risk Register updates, Requested Changes,Recommended Corrective Actions,Recommended Preventive Actions
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7.9 Procurement Management
Includes the processes to purchase or acquire the products, services or resultsneeded from outside the project team to perform the work.
Plan Purchases & Acquisitions
Plan Contracting
Request Seller Responses
Select Sellers
Contract Administration
Contract Closure
Process Group Process Key outputs
PlanningPlan Purchases &Acquisitions
Procurement Management Plan, ContractStatement of Work
Planning Plan Contracting Procurement Documents
Executing Request Seller ResponsesQualified Sellers List, Procurement DocumentPackage
Executing Select Sellers Selected Sellers, Contract
Monitoring andControl Contract Administration Contract Documentation
Closing Contract Closure Closed Contracts
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8 Project Management Plan
Project Management Plan component Knowledge area where created Process where created
Scope Management Plan Scope Scope Planning
Schedule Management Plan IntegrationDevelop Project ManagementPlan
Cost Management Plan IntegrationDevelop Project ManagementPlan
Quality Management Plan Quality Quality Planning
Process Improvement Plan Quality Quality Planning
Staffing Management Plan HR HR PlanningCommunications Management Plan Communications Communications Planning
Risk Management Plan Risk Risk Planning
Procurement Management Plan Procurement Plan Purchases and Acquisitions
Resource Calendar Time Activity Resource estimating
Scope Baseline Scope Create WBS
Schedule Baseline Time Schedule Development
Cost Baseline Cost Cost Budgeting
Quality Baseline Quality Quality Planning
Risk Register Risk Risk Identification
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9 Related Definitions
Arrow Diagramming Method
Uses arrows to represent activities and connects them by nodes to showdependencies.
Benefit measurement
Project selection method also known as comparative approach. Includes: scorinmodels, cost-benefit analysis, review board, economic models.
Budget Estimate
-10% to +25%
Also known as appropriation estimate done in the planning stage.
Constrained optimization
Project selection method also known as mathematical approach which usesmathematical models. Includes: linear programming, integer programming,dynamic programming and multi-objective programming.
Corrective action
Involves implementing actions to deal wit actual deviations from the performancbaselines.
Crashing
Making cost and schedule tradeoffs to determine how to obtain the greatestamount of schedule compression for the least incremental cost while maintaininproject scope. Crashing always results in increased costs.
Critical Path
Longest duration path through a network diagram and determines the shortesttime to complete the project.
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Decomposition
Subdivision of project deliverables into smaller, more manageable componentsuntil the work and deliverables are defined to the work package level.
Defect repair
Means rework and is necessary when a component does not meet itsspecifications.
Definitive Estimate
-5% to +10%
Normally only obtained from very good WBS and done in the planning stage.
Delphi Technique
A risk identification method using experts in an anonymous way trying to realconsensus.
Direct Costs
Costs directly attributable to work on the project.
Earned Value Technique
Measures performance of the project as it moves from project initiation throughproject closure. Provides a means to forecast future performance based uponpast performance.
Enterprise Environmental Factors
Company culture and existing systems that the project will have to deal with orcan make use of.
Expert judgment
Expertise provided by any group or individual with specialized knowledge ortraining.
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Opportunity Cost
The cost of opportunity given up by selecting one project over another.
Order of Magnitude Estimate
-25% to +75%
Very rough estimate normally done at the initiation stage.
Organizational Process Assets
Existing processes, procedures and historical information such as lessons learnpast experience.
Portfolio
A portfolio is a collection of project or programs and other work that are groupedtogether to facilitate effective management of the work to meet strategic businesobjectives. These projects or programs may not necessarily be interdependent odirectly related.
Precedence Diagramming Method
Uses nodes to represent activities, connected by arrows showing dependencies
Preventive actions
Deals with anticipated or possible deviations from the performance baselines.
Program
Program is a group of related projects managed in a coordinated way to obtainbenefits and control not available by managing them individually
Program Management
Program management is the centralized, coordinated management of a group oprojects, to achieve the programs strategic objectives and benefits.
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Project Life Cycle
Projects are divided into phase to provide better management control withappropriate links to the ongoing operations of the performing organization.Collectively, these phases are known as the project life cycle.
Project Management Office
A Project Management Office (PMO) is an organizational unit to centralize andcoordinate the management of projects under its domain.
Risk
An uncertain event/condition that will have a positive or negative effect on theproject if it occurs.
Six Sigma
Focuses on achieving high levels of quality by controlling the process andreducing defects. Goal is to make 6 sigmas of the outputs fall within thecustomers quality limits.
Stakeholders
Individual and organizations that are actively involved in the project, or whoseinterests may be affected as a result of project execution or project completion.May also exert influence over the projects objectives and outcomes.
Sunk Costs
Expected costs. No longer under the PMs control.
Theory X
People are last in chain, seen as lazy and lacking ambition. Workers need strict
control/supervision.
Theory Y
People are willing and eager to accept responsibility and work to organizationalobjectives. They can work without supervision and direct their own efforts.
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Total Float
Amount of time an activity can be delayed from its early start without delaying thproject completion date.
Total Quality Management (TQM)
Philosophy that encourages organizations and their employees to focus onfinding ways to continuously improve quality for practices and processes.
Variable Costs
Cost that will change in relation to amount of work.
WBS Dictionary
Companion document to the WBS, cross-referencing each WBS component.