` Project Management Professional (PMP)® Exam Preparation - #104 Main Page Contents Course Summary Detailed Syllabus Lecture Sample Reading Sample Course Webpage You will pass the Project Management Institute (PMI)®'s Project Management Professional (PMP)® certification exam with our individual online instruction from a PMP-certified project manager. You can prepare to earn your PMP certification by studying from anywhere. We will fit into your schedule. The PMP certification exam is exceedingly difficult, covering hundreds of concepts, tools and techniques. We will help you learn each and every one of them. In a phone conversation when you begin the course, you’ll discuss your learning style and your instructor will tailor your materials to fit the way you learn. You’ll get coaching and individual feedback from your instructor on each of the 36 or more PMP practice exams you will take. How You Work With Your Instructor You will have personalized coaching, phone conversations and private video conferences with your instructor whenever you wish. There is no limit. Your instructor will review your progress and identify changes you may need in your study techniques. They'll thoroughly explain any concepts or techniques until you have mastered them. You will study with world-class materials by Dick Billows, PMP. You’ll watch high definition videos, read scenarios about applying each process to projects of three different sizes, and read descriptions of the tools and techniques. You can also access our database of hundreds of articles, videos and samples that illustrate every technique you need to know to pass the PMP exam. PMP Passing Guarantee We guarantee our work on our PMP prep course. 95% of our students pass but if you don’t, your instructor will work with you until you have your PMP. Examine the materials and see why our course has no equal; online or in a classroom. CAPM, PMI, PMP, PMBOK, the PMI Logo, and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. 4PM.com 3547 S. Ivanhoe St Denver, CO 80237 303-596-0000
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` Project Management Professional (PMP)® Exam Preparation - #104
Main Page
Contents
Course Summary
Detailed Syllabus
Lecture Sample
Reading Sample
Course Webpage
You will pass the Project Management Institute (PMI)®'s Project Management Professional (PMP)® certification exam with our individual online instruction from a PMP-certified project manager. You can prepare to earn your PMPcertification by studying from anywhere. We will fit into your schedule. The PMP certification exam is exceedingly
difficult, covering hundreds of concepts, tools and techniques. We will help you learn each and every one of them. In a
phone conversation when you begin the course, you’ll discuss your learning style and your instructor will tailor your materials to fit the way you learn. You’ll get coaching and individual feedback from your instructor on each of the 36 or more PMP practice exams you will take.
How You Work With Your Instructor
You will have personalized coaching, phone conversations andprivate video conferences with your instructor whenever you wish. There is no limit. Your instructor will review your progress and identifychanges you may need in your study techniques. They'll thoroughlyexplain any concepts or techniques until you have mastered them.
You will study with world-class materials by Dick Billows, PMP. You’ll
watch high definition videos, read scenarios about applying each process to projects of three different sizes, and read descriptions of the tools and techniques. You can also access our database ofhundreds of articles, videos and samples that illustrate everytechnique you need to know to pass the PMP exam.
PMP Passing Guarantee We guarantee our work on our PMP prep course. 95% of our students pass but if you don’t, your instructor will work with you until you haveyour PMP. Examine the materials and see why our course has no equal; online or in a classroom.
CAPM, PMI, PMP, PMBOK, the PMI Logo, and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
4PM.com 3547 S. Ivanhoe St Denver, CO 80237 303-596-0000
Validate your years of experience and advance your project manager career BECOME A PMP®
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Get that promotion or higher-paying position with the internationally recognized PMP® certification
PROJECT MANAGEMENT PROFESSIONAL
Learning Materials
42 Video Lectures
Videos of PMs in Action
Process Flowcharts
100s of Tool Write-ups 24 – 35 Practice Exams
We are a PMI Global Registered
Education Provider (R.E.P.) - #1147.
Our PMP Exam Prep course fulfills the
entire education requirement.
This is the only course you need
to pass the PMP exam -
guaranteed
Training with a PMP-certified Instructor
Our PMP Exam Prep course will prepare you to pass the PMP exam; we guarantee it. Your instructor tailors the course for you and works with you, 1-to-1, until you are a PMP.
Working With Your Instructor You will work individually with your PMP-certified instructor. You can e-mail questions to your instructor and get a response within 24 hours. You can request a telephone call or a video conference as often as you need them. There are no limits.
Your instructor grades each exam and gives you written feedback that includes the correct answers with explanations. They provide coaching on any areas you need to re-study.
Online Boot Camp You have a 4-day comprehensive review with your instructor immediately before your test date. You’ll do full-size PMP exam simulations and take practice tests focusing on every area covered in the exam. Then you have a video or phone conference with your instructor the night before your exam.
4PM.com 3547 S. Ivanhoe St Denver, CO 80237 United States 303-596-0000www.4pm.com
area, tool and technique so you're ready to pass the PMP®exam
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Credential MASTER PM BEST PRACTICES Passing Guaranteed
Course Outline
-Framework
PERSONAL INSTRUCTION SPECIFICATIONS
-Initiation
-Management Plans
-Project Plans
-Executing
-Monitoring & Control
-Closing
-Ethics & Professionalism
-Comprehensive Final Review
You have textbook reading, online
lectures and videos and PMP practice
exams. You receive personal coaching customized for your learning style, experience and schedule. They will call you the day before your PMP
exam to answer any questions and
give you final test-taking tips and
techniques.
The best way to pass the PMP® exam the first time is with a course tailored to your schedule and learning style.
Your instructor, who is a PMP, works with you directly and privately. They answer your questions by phone, email or video conference within 24 hours. You can have as many of these as you wish.
When you take one of the 24- 35 practice exams (depending on how many you need), your
instructor sends you written feedback with the correct
answers and explanations of why they are correct.
For Experienced PMs
Get 60 Contact Hours
Use a PC, Mac or iPad
Study When You Want
Study From Anywhere
Take up to 1 Year
Project Management Institute PMI®Registered Education Provider #1147
PMI, PMP, PMBOK, the PMI logo and the PMI Registered Education Provider logo are regis-
tered marks of the Project Management Institute, Inc.
3. Practice Exams: Take the multiple-choice practice exam for each knowledge
area by clicking the button below the lectures. Complete the exam and it will be
sent directly to your instructor. They will grade it, send you written explanations
for the correct answers and additional feedback within 24 hours. If you do not
achieve 88% on the first try, your instructor will suggest studying additional
learning topics and ask you to re-take this exam. If you achieved 88%, your in-
structor will send you the link to the second multiple-choice exam for that
knowledge are.
4. Approved Application: Tell your instructor when PMI has approved your ap-
plication and you have scheduled your PMP exam date.
5. 4-Day Final Review: When PMI has approved your application and you have
scheduled your PMP exam, you and your instructor will lay out a 4-day plan for
completing the 4-Day Final Review with exams immediately before you sit for
the PMP exam. Your instructor will coach you through this final review and call
you the day before your exam with test-taking tips, what to expect at the test
center, words of encouragement and answers to any last minute questions.
Project Management Scenarios by Dick Billows, PMPThis material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
Three Project Examples of Develop Project Management Plan
After the charter is issued, we can move on to the Planning Process Group and the development of the project management plan. The Planning Process Group contains the largest number of tasks and, thus, the integration effort here is the most intense. The project management team is integrating the plans into one cohesive project management plan and its supporting detail. However, it's not the intent to bury projects in paperwork. Therefore, we exercise judgment in deciding what tasks to use and the extent to which we apply them. The plan will detail how we will Execute, Monitor and Control and Close the project. The decisions in this task may be the most critical choices a project manager makes.
Let's now consider how we would develop the project management plans in our example projects.
Small Project Example: Develop Project Management Plan Chris Pimbock, the project manager, works for Royster
Corporation in the Customer Service department managed by Tom Sterns, who directs 15 employees including Chris.
The salespeople triggered the project because customers were complaining about service response time. Tom Sterns responded by initiating the Trouble Report Improvement Project (TRIP). The project scope defines success as responding more quickly to customer trouble reports.
Other stakeholders outside the department include the Human Resources department, which is involved in some of the training, and the Sales department, which has committed to a higher level of trouble report response for a major customer.
Chris tucked the signed copy of the project charter into his clipboard and watched Tom Sterns, his boss, hit the send button on the PC to transmit copies of those documents to all members of the department and the external stakeholders from other departments.
Tom said, "Well I guess we start work right now, huh?”
Chris replied, "The charter isn’t enough for us to start work. We have to go through the Project Planning processes. We have to decide how we will manage this project in all the following areas:
Scope and the WBS Risk Cost Schedule Quality Human Resources Procurement Communications Stakeholders
Tom groaned and said, “We aren’t building a skyscraper. Do you really need to go through all those steps?"
This material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. Copyright 2014 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without prior written permission 22
Project Management Scenarios by Dick Billows, PMPThis material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
Chris answered, "It's not just me doing the planning; the project team’s involved and so are the stakeholders. Doing the project management plan the right way will save us time down the road because everyone will know exactly what to do, and as importantly, what not to do.”
Tom’s frown deepened into an angry glare, “I am not going to let you generate some monstrous project management plan; that serves no purpose for a project this small. I'm even less interested in taking up the time of a third of the people in this department to do this foolishness!"
Chris said, “I can promise you now that the plan will not take more than 10 pieces of paper and most of those will have just a half page of printing on them. The point is not a lot of paper. The point is to decide what tools and techniques of project management we should use on this project. This is a small effort so we don't need any of the fancy stuff. A good project management plan lets us minimize the number of changes or interruptions that come when you plan as you go. So doing a good job on the planning saves time. What would really waste time would be to start work without having thought through all of the issues. Twenty minutes of thinking about risk now may save dozens of hours of problem solving after a risk event occurs. The thinking about the work breakdown structure and the schedule now also has a big payoff. It may take half an hour to think through the sequence of activities in this project, but if we start work without recognizing the interrelationships, it would be very easy to waste whole days later. Please think of the project planning as problem avoidance. It is insurance and the premium may look large now because we want to start work, but it will help us avoid problems later."
Tom nodded and said, "Okay, we’ll do a project management plan but why does everybody have to be involved? Can't you, or the
two of us, just do the whole thing? Why invite trouble and debate?"
Chris answered, "When we involve the team in the planning it becomes their project. They will have a stake in the plan and when we let them participate in the work breakdown structure (WBS) and the duration estimates, they will have commitment to the project which is worth a great deal."
Tom nodded again and said, "OK, but how are we going to integrate all those pieces without it taking forever?”
Chris handed the boss a sheet of paper and said, “Here’s what I have to do in each area. I’ve noted some strategic limits so that all of our tasks are at the right scale for this project. For each area, like quality, we’ll write a paragraph or two about how we’ll manage it. I’ll focus the small groups on their final deliverables for each area and limit their work as you see on the form. I’ve also noted my ideas of who will do what.”
Plan Develop-
ment Steps
Area/Group
Final Deliver-ables
Limits
Scope and the WBS
Sponsor, team, stakeholders
Scope statement WBS
3-4 hours,
week long assignments in the WBS
This material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. Copyright 2014 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without prior written permission 23
Project Management Scenarios by Dick Billows, PMPThis material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
Plan Develop-
ment Steps
Area/Group
Final Deliver-ables
Limits
and PM
Risk Boss, PM,
1 team member
Risk response plan no quantitative analysis
Qualitative 3 hours
Cost PM
Resource requirements
Cost baseline
2 hours contracts and labor hours at a standard rate
Plan Develop-
ment Steps
Area/Group
Final Deliver-ables
Limits
Time Schedule
Team & PM
Dura- tion esti-mates
Project schedule
4 hours
Quality PM, Boss, 1 team member
Quality plan
3-4 hours quality metrics
Procurement
PM, 2 team members
SOWs, RFP/RFQ documents
Evaluation criteria
2-3 hours purchases, 10 hours through execution
This material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. Copyright 2014 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without prior written permission 24
Project Management Scenarios by Dick Billows, PMPThis material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
Plan Develop-
ment Steps
Area/Group
Final Deliver-ables
Limits
Communications
PM Communications plan
1 hour
Stakeholders
PM Stakeholder management plan
1 hour
Human Resources
PM & boss
Staffing plan, Roles & respon-sibilities
.5 hours
Tom said, “That doesn’t sound too bad. I thought you meant a lot of abstract thinking sessions. But you’re really getting a lot of stuff out of the way so when I say go; you can get off to a fast start and keep up the momentum.”
Chris smiled and nodded.
Multi-department Project Example: Develop Project Management Plan McLaughlin Electronic Enterprises is experiencing a large
volume of complaints from customers about their response time on customer trouble reports. Fifteen different functional units are engaged in handling these trouble reports for different types of customers and different product lines.
Terry Evans, the project manager for this multi-department project, is from Engineering and just earned her PMP®. Terry is concerned about managing the Trouble Report Improvement Project (TRIP) across all of these departmental boundaries.
The VP of Sales, Gwendolyn Stiles, is the project sponsor and she drove the project through the approval process based on the cost of lost customers.
There are more than 200 stakeholders for this project, which will include systems development, construction of new office facilities, training of employees and procurement of computer hardware and other equipment.
The project will utilize resources from 15 different departments and technical specialists from four support departments (Information Systems, Construction, Training and Development).
Terry joined Gwendolyn at a corner table in a restaurant near the organization's headquarters and opened her iPad to take notes.
This material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. Copyright 2014 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without prior written permission 25
Project Management Scenarios by Dick Billows, PMPThis material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
"I thought it would be better if we met in a bit more casual setting," Gwendolyn said. "I want to stress to you how important this project is. The president will be watching this closely, as you know and we need to have a great deal of fast action to get this problem solved."
Terry nodded and said, “I understand completely and that's why it's very important that we work closely to integrate all the different pieces of this project into a tight knit plan. Then there will not be any wasted effort once we begin to execute.”
Gwendolyn, looking surprised responded, "I thought the project manager did all the integration."
Terry said, "On a project of this size, a lot of people besides me have integration roles so we have to decide how much project management “stuff” each area should do. That’s the game plan for managing the project. We lay it out and make sure that no one does more or less of the procedures that we have defined in the game plan. I’ll do most of that; it’s like a carpenter pulling the right tools out of his toolbox for each job he does. I’ll tailor the game plan to this project and your constraints.”
Gwendolyn smiled, “I like that tailoring idea.”
Terry nodded, “The area where you can make a significant contribution is in getting stakeholder involvement in Define Scope and then helping me get the best possible people engaged in our risk, quality and procurement tasks.”
Gwendolyn said with a frown, "I thought you were going to do all that."
"No,” Terry replied, “for a project of this size we're going to need fairly independent teams of people doing procurement, risk and quality. I will certainly be involved in all three and I’ll make sure information moves between them and into the scheduling, budgeting and human resource activities. That’s going to take most of my time.”
“I thought you would lock yourself in a room and do the schedule and budget."
Terry laughed and said, "Oh no, when I bring you the final schedule and budget, I want to be able to tell you that the people doing each of these assignments are committed to their duration and cost estimates. A schedule and budget that I created in a locked room would be valueless. We need to take the time now to engage the project team in the planning process. Projects are always more successful when we do that.”
Gwendolyn nodded slowly and then said, "So exactly what do you want me to do?"
"I would like you to get the president and the heads of all 15 departments that are going to have to change their trouble report processes to come to the Collect Requirements meetings. Defining the scope and ensuring we understand all of their requirements are the most important things we can do during Project Planning. The session won't work nearly as well if they send assistants or lower level management."
Gwendolyn laughed and said, "I always avoid those sessions like the plague. Usually they’re just technical mumbo jumbo with lower level geeks trying to impress the executives with their technical knowledge.”
This material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. Copyright 2014 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without prior written permission 26
Project Management Scenarios by Dick Billows, PMPThis material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
Terry nodded, knowing that many requirements gathering sessions sank to that level and said, "I promise that if you use your influence to get the other vice presidents and division directors to help us plan the scope and requirements, they will leave the session saying that they have made strategic decisions about this project and what the company needs. The big benefit for us is that we surface the requirements up front and don’t get surprises late in the project."
Gwendolyn raised her eyebrows and said, "A scope meeting like that will be a first in this company.”
“It is also the key to integrating all of the stakeholders and their requirements into this project plan. There is no sense in putting this jigsaw puzzle together if we find out three months from now that we are missing several big pieces. If we can engage them in collecting requirements, I’m confident we can get the right people involved in tasks like risk, procurement and quality. They will see it's in their best interests.”
Gwendolyn smiled, “So I’m out front as the sponsor getting people to participate in the process that most concerns them while you juggle all the pieces, making sure everyone has the information they need and that they are following the game plan. I like it.”
Customer/Client Project Example: Develop Project Management Plan Globetrotter International Enterprises is experiencing
problems on its response time to customer trouble reports in all 15 countries in which they operate.
This company hired Preston McCarthy, an external consultant to manage the project. Preston’s firm,
McCarthy and Associates, is providing both technical expertise and project management services for Globetrotter.
Because the project affects so many locations and departments, there are over 1500 stakeholders on this effort. These stakeholders have interests in specific aspects of the project and the talent to contribute.
Preston finished ordering breakfast and looked around at the five consultants who were working on the TRIP project. He had managed the two senior consultants, Bill and Winston who each had more than a decade of experience. The other three, Mario, Jill and Pat were junior consultants with whom he had not previously worked.
Preston said, "We start project planning with the client today and there are a couple of key points I want you to bear in mind….”
"Is this your ‘we need to integrate with the client’ speech?” one of the senior consultants asked. When Preston nodded, the senior consultant closed his eyes and snored.
After the consultants finished laughing, Preston said, “Laugh all you want, but our success and our bonuses and raises from this project are going to be largely determined by how well we design the project management tasks for both our part of the project and the parts that the client’s people will complete.”
That statement quieted the group down and he had everyone's attention, including the two senior consultants.
This material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. Copyright 2014 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without prior written permission 27
Project Management Scenarios by Dick Billows, PMPThis material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
Preston uncapped his black and white Monte Blanc fountain pen and continued, "Over the past week, I have been carefully designing the project management tasks that best fit this project. Mr. Fuller, the president of Globetrotter, has invested several hours too and we have his support for the approach. What we have to watch during the planning process is getting so carried away impressing people with our technical expertise that we forget that if they don't use what we produce to improve their business performance, they will judge this project a failure, no matter how brilliant the technical pieces are.”
Preston let those words sink in for a moment and then said, "The design of the project management process is based on a couple of key dimensions. First, the project needs to bring about change in over 700 departments driven by the same number of managers. Mr. Fuller is altering management compensation to reward better performance on trouble reports and we need to get those managers to see the project as a way for their departments to do better and for them individually to do better.”
Bill said, “So we do lots of outreach to identify the stakeholders and get their requirements documented?”
Winston added with a big smile, “And make them members of the project management team.”
Preston smiled back; Winston caught on quickly. “Correct. The risk team, scope team, quality team, cost team and so on will have lots of Globetrotter first and second level managers. Those teams will have a ratio of 10 to 1 Globetrotter people to our people. We’ll spend our time getting them engaged and keeping them engaged. We’ll have lots of group decision-making, focus groups with employees and Delphi techniques over the web.
Preston replied, “OK, the project management design stresses interpersonal skills and engaging the client. Jill, I would like you to take our normal stakeholder management process a bit further. Set up a database of the stakeholders and track their participation in planning, tracking and status meetings so we have early warning on anyone who is disengaging. You’ll act to correct those problems and get them back in gear.”
Jill smiled, excited about the assignment.
Preston capped his Monte Blanc pen, “Just remember, I don't want the client's people saying to each other, ‘Boy those consultants are sure smart; they know all the answers and put together a great plan for their project.’ What I want the client’s people to be saying is ‘We sure put together a good plan for our project’.”
Bill made one more try, "But the top client won’t know that we’re earning our fees if his employees say the plan is theirs.”
Preston smiled and said, “I’ve already told the president that he should judge the planning effort two ways. First, the project management plan should be a cohesive document that allows us to execute efficiently. Second, the project management plan should closely integrate the work of our consultants and his people, who should be enthused with what they’ve put together.”
One of the senior consultants asked, “What did the client say to that?”
Preston laughed and answered, "He told me that I’d go far in the consulting business if I always let the client’s people take the bows.”
This material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. Copyright 2014 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without prior written permission 28
Project Management Scenarios by Dick Billows, PMPThis material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
In these three examples, we’ve seen the pieces that have to come together to assemble the project management plan. As importantly, we’ve seen the attitude of engaging the people who will be doing the work and those whom the project will impact. The way we engage the stakeholders and team is not through dramatic speeches about how they “own” the project, it comes from engaging them in the planning. We also have to fight off the idea that the PM or project management team could do it faster without all these stakeholders. Perhaps they could but we'll usually spend the couple of days or weeks we saved addressing the problems that arise from a stakeholder group that is disconnected from the project.
This material is aligned with The Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. Copyright 2014 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without prior written permission 29