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Introduction To CAPM (version 4.0, Copyright © 2008 by PMI Mumbai Chapter. All rights reserved.)
) 2 . Copyright © 2008 by PMI Mumbai Chapter.org Official site of Mumbai Chapter – www.PMI Introduction Project Management Institute (PMI) USA. All rights reserved.0.pmi. the global body for certification of Project Management Professionals Official site of PMI .org 23 hours of PM Education based on PMBOK guide Based on Project Management Body of Knowledge (PMBOK) Fourth Edition (2008 Version) Mumbai Chapter is governed by an elected committee Introduction To CAPM (version 4.www.pmimumbaichapter.
Copyright © 2008 by PMI Mumbai Chapter. processes and terminology as defined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Requirements Minimum 23 hours of PM classroom instruction or 1500 hours of PM experience in project team Secondary Education or equivalent Complete and submit the CAPM certification application directly to PMI. Passing score – 88 out of 135 i. All rights reserved.0. 150 questions given. Successfully complete 3-hours computer-based exam. 135 questions assessed.PMP Certification Qualifications Individual has to demonstrate understanding of the fundamental knowledge.e around 65% Introduction To CAPM (version 4.) 3 .
PMBOK Guide Definition PMBOK Guide is a standard for Project Management where one can use different methodologies to implement Includes established norms. methods and practices in form of inputs. All rights reserved. medicine. Copyright © 2008 by PMI Mumbai Chapter.0. the body of knowledge rests with the practitioners and academics who apply and advance it. Purpose of PMBOK: Identify industry best practices in Project Management Define Project Management lexicon Act as a reference document/standard Introduction To CAPM (version 4. tools and techniques and outputs Provides guidelines for managing individual projects As with other professions such as law. and accounting.) 4 .
Examination Format There will be four options. Copyright © 2008 by PMI Mumbai Chapter. All rights reserved.0. of which only one can be selected There will always be only one correct answer There will be no „None of the above‟ answers Typically one option appears very wrong two options appear somewhat wrong or subject to interpretation only one option is the correct answer Introduction To CAPM (version 4.) 5 .
Preparatory Course Outline Review “The Guide to the PMBOK” Understand key definitions and terminology Review of the commonly accepted PM functions Discussion and Coverage of important topics from examination perspective Exercise of sample test questions Introduction To CAPM (version 4. Copyright © 2008 by PMI Mumbai Chapter. All rights reserved.) 6 .0.
Project Life Cycle and Organization Section II – Standard for PM of a Project: Defines project management processes and its related inputs and outputs Project Management Processes for a Project Section III . Time. Cost.PMBOK Guide Overview Section I – Framework : Provides basis for understanding project management Introduction .The PM Knowledge Areas: Focuses on each of the project management aspect in details Integration. Procurement Introduction To CAPM (version 4.0. Scope. Risk.) 7 . Communications. Copyright © 2008 by PMI Mumbai Chapter. HR. Quality. All rights reserved.
Copyright © 2008 by PMI Mumbai Chapter. All rights reserved.0.Project Management knowledge Areas Integration Management Scope Management Time Management Cost Management Quality Management Human Resources Management Communications Management Risk Management Procurement Management Introduction To CAPM (version 4.) 8 .
Does not mean short duration.g. service or result Product can be component or other item or end item itself Capability to perform business service e. Environment Constantly changing Generally Precedes Operations Introduction To CAPM (version 4. Progressive Elaboration : Developing in steps. Development of details progressively.g.0. production.) 9 . continuing in increments. Copyright © 2008 by PMI Mumbai Chapter. the product/service will outline the project Unique : Doing something which has not been done earlier. All rights reserved. distribution Result such as outcome or document e. research report Features Temporary : Finite duration. Normally. project ceases when its objective is achieved.What is a Project? Project Definition : A temporary endeavor undertaken to create a unique product.
0. production phase Introduction To CAPM (version 4.g.) 10 . Initial phase. etc. Projects and Strategic Planning Projects used to achieve strategic plans In response to market demands. Copyright © 2008 by PMI Mumbai Chapter. unique. design phase. for sustaining business Projects : Temporary. repetitive. Project Life Cycle e. All rights reserved.Relationship between Project and Operations Projects and Operations Operations : Ongoing. prototype phase. legal requirements. technological advances.
etc) Existing human resources Personnel administration Marketplace conditions Political climate Introduction To CAPM (version 4. All rights reserved.) 11 . Copyright © 2008 by PMI Mumbai Chapter.Enterprise Environmental Factors (EEF) Enterprise Environmental Factors refers to both internal and external factors that surrounds or influence a project success Considered as input for most of the planning processes Includes but not limited to: Organizational culture. structure and processes Government or industry standards Infrastructure (existing facilities.0.
All rights reserved. Schedule. Controlling. Quality. Executing. Budget.g. etc. and Closing Project work typically involves Identifying requirements Defining objectives Balancing constraints including but not limited to Scope. Cost Management.What is Project Management? Application of Knowledge (e. Planning. Resources and Risk Introduction To CAPM (version 4. etc.) To achieve Project objectives PM is accomplished though processes Initiating. construction.g Time Management.) 12 .) Skills (Managing) Tools & Techniques (Software) Project activities (e.0. Copyright © 2008 by PMI Mumbai Chapter. Domain areas – Pharma.
All rights reserved. Quality & Risk Effective response to rapid changes Manage effective utilisation of resources Address stakeholders interests Manage risks effectively Achieve project goals Stakeholders Delight (Utopian?) Achieve Financial Efficiency Meet Objectives Minimize Risks Lessons Learnt Create re-usable data and information for future use Introduction To CAPM (version 4.) 13 . Cost.Why Project Management? Enhance the probability of project success Focus on objective .0. Copyright © 2008 by PMI Mumbai Chapter. Time.Scope.
Copyright © 2008 by PMI Mumbai Chapter. programs and other works grouped together to facilitate effective management to meet strategic business objectives Involves mainly prioritizing projects and allocating resources to them for meeting strategic objectives Program Collection of group of related projects managed in coordinated way to obtain benefits and control which is not available managing them individually Can involve managing resource constraints Managing projects issues and change management with shared structures Introduction To CAPM (version 4.Relationship between Portfolio.) 14 .0. All rights reserved. Program and Project Management Portfolio Collection of projects.
) 15 .0. Copyright © 2008 by PMI Mumbai Chapter.Hierarchy of Endeavors (Projects) Strategic Plan Portfolio Program (Group of Projects) Project Management Office Projects Sub projects Introduction To CAPM (version 4. All rights reserved.
All rights reserved. Portfolio Management and Project Management office Project Management Office: Business unit to manage projects/programs Features of PMO Sharing of info across projects Configuration mgt of all projects Operation and mgt of project tools Central monitoring of all projects Alignment of strategic goals with PM goals Operates at the enterprise level Introduction To CAPM (version 4.) 16 . Copyright © 2008 by PMI Mumbai Chapter.0.Project Management Context PM exists within Program Management.
) 17 . personality characteristics and leadership – for guiding project team for achieving project objectives Introduction To CAPM (version 4. All rights reserved.Role of Project Manager Understanding of Tools and Techniques (best practices) for effective project management Domain specific skills General Management skills Should acquire three dimensions of project management competency Knowledge: About project management Performance: Ability to achieve project objectives Personal: Behavior of project manager that includes attitude.0. Copyright © 2008 by PMI Mumbai Chapter.
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