PM Study Notes by Esteban Herrera - Read Online
PM Study Notes
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Summary

Based on the 5th edition of the PMBOK®, this collections of notes will help you study or review the most important topics of the PMP® exam in a quick way to improve your chances of success.

With 101 notes, by first presenting the concepts in a bullet-point summarized format, and then going deeper into the subject, this book is an excellent last-chance review resource before showing up for the exam.

It contains:
- All the processes divided by area of knowledge
- All the formulas of the exam
- The most important topics of each section of the PMBOK® and the Code of Ethics

Check out the table of contents and sample to see more and buy the book to complete your preparation for the PMP exam®.

Published: Esteban Herrera on
ISBN: 9781516354658
List price: $3.99
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PM Study Notes - Esteban Herrera

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Honesty

1. Project vs Operations


A project:

It's temporary

It creates a unique result 

It's elaborated progressively 

An operation:

It's an ongoing activity 

It's repeatable 

Sometimes it’s called a process


Most of the work done inside an organization can be classified either as a project or an operation.

A project is temporary because it has a beginning and an end, either because the project’s objectives have been achieved or it has been terminated.

Every project creates a unique product or service and it can be elaborated in phases.

In contrast, an operation is a repetitive effort that may be established as an organization's process.

When a project is done, its product may become part of the operations, for example, by maintaining it or fixing errors.

2. Portfolios, Programs and Projects


A portfolio is a group of projects or programs grouped by business goals.

A program is a group of related or dependent projects.

A project is any work that is temporary and provides a result.


Programs and individual projects (that may or not be related) are divided in portfolios to achieve specific business goals. This way, the use of resources can be optimized and risks reduced so the goals are met. Portfolios have organization-wide scope.

Related projects (when for example, they all have common outcomes or depend on each other) are grouped into programs so they can be managed more easily, but only if there's a benefit or value for grouping them.

Ultimately, a project must support its portfolio or program objectives.

3. Project Management Office (PMO) Types


Supportive. Low degree of control.

Controlling. Moderate degree of control.

Directive. High degree of control.


A project management office (PMO) is a structure that standardizes the project management processes and facilitates the sharing of resources, methodologies, tools, and techniques.

The degree of control and influence they have on projects within the organization varies with each type:

Supportive. It just supplies templates, best practices, training, methodologies, and other things for managing projects.

Controlling. Besides providing support and guidance, it ensures compliance to organizational practices.

Directive. It manages projects directly and is responsible for their results.

4. Project Constraints


Time

Cost

Scope

Quality

Customer Satisfaction

Risk

Resources


Every project is affected by constraints, like time or scope, that are related with one another in a way that dealing with one has an effect on the others, so it's important to evaluate that a change in one, doesn’t cause a negative impact in another.

It's responsibility of the project manager to analyze changes in these constraints and identify the impacts through change control procedures.

5. Competencies and Skills of a Project Manager


Competencies:

Knowledge

Performance

Personal Effectiveness

Interpersonal Skills:

Leadership

Team building

Motivation

Communication

Influencing

Decision making

Political and cultural awareness

Negotiation

Trust building

Conflict management

Coaching


Project managers must satisfy the needs of the team and the individual members. Having knowledge of the tools and techniques that are recognized as good practice, it's not enough for effective project management. The project manager must:

Know about project management (Knowledge)

Apply that knowledge to accomplish things (Performance)

Possess attitudes, personality characteristics, and leadership to guide the project team while achieving project objectives (Personal