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PMP®  P REPARATION  P ROGRAM  

Based on
PMBoK® – V Edition
Pre- Training Material

PMI®  ACP  |  Project  Manager’s  Tool  Kit  |  Six  Sigma  |  PRINCE2®  |  ITIL®|  Microso@®  Project      
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L EARNING  O BJECTIVES  

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INTRODUCTION

Introduc)on  to  Project  Management  Ins)tute®  
Why  become  a  Cer)fied  PMP®  
PMI®  Standards  &  Reference  
PMP®  Exam  Overview  
Roadmap  to  become  a  PMP®    

TO

PMP® Examination

Slide no. 1

I NTRODUCTION   TO  PMI®  
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PMI®  -­‐  headquartered  in  USA,  founded  in  1969  

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World’s  leading  not-­‐for-­‐profit  project  management  associa)on  

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Over  395,000+  Members  across  globe  

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PMP®  Professionals  Worldwide  -­‐  Over  500,000+  (Recent  PMI  Update)  

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Demand  for  CerFfied  Project  Staff  in  India  –  20,00,000+  (Ministry  of  StaFsFcs,  Govt  Of  India)  

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Advocates  Best  PracFces  in  Project,  Program  and  Por\olio  Management  

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Creden)als  
Ø  Cer)fied  Associates  in  Project  Management  (CAPM)  ®  
Ø  Project  Management  Professionals  (PMP)  ®  
Ø  Program  Management  Professionals  (PgMP)  ®  
Ø  PMI  ®  Risk  Management  Professional  (PMI-­‐RMP)  ®  
Ø  PMI  ®  Scheduling  Professional  (PMI-­‐SP)  ®  
Ø  PMI-­‐Agile  Cer)fied  Prac))oner  (PMI-­‐ACP)  ®  

INTRODUCTION

TO

PMP® Examination

Slide no. 2

W HY   BECOME   A  C ERTIFIED  PMP®  
Ø  Widely  recognized  Project  Management  Cer)fica)on  
Ø  Worldwide  Recogni)on  of  your  knowledge  of  Project  Management  
Ø  Demonstrates  Proof  of  Professional  Achievement  
Ø  Improves  the  way  you  manage  your  Projects  
Ø  Increases  your  Marketability  
Ø  Displays  your  willingness  to  pursue  Growth  
Ø  Increases  Customer  Confidence  
Ø  Valued  Globally  across  Industry  VerFcals  &  Companies  like:-­‐  
Infosys,   TCS,   HCL   Technologies,   Johnson   &   Johnson,   L&T,   Delhi   Metro,   Bhar)   Airtel,  
Ranbaxy,   LPS,   Sun   Microsystems,   American   Express,   Cognizant   Tech,   HSBC,   Keane,  
Perot  Systems,  Pfizer,  Samsung,  Unisys,  Wipro,  ABB,  Cap  Gemini,  Ci)group,  SAP,  Wipro,  
CGI,   Cisco   Systems,   Intel,   Motorola,   IBM,   Hewle`   Packard,   EDS,   GE,   Siemens,  
Accenture,  Ericsson,  CSC,  KPMG,  Alcatel/Lucent  just  to  name  a  few    

INTRODUCTION

TO

PMP® Examination

Slide no. 3

4 .  Fairness  &  Honesty   Ø  Need  Prac))oners’  Commitment  to  Ethical  &  Professional  Conduct   INTRODUCTION TO PMP® Examination Slide no.PMI®  S TANDARD  &   R EFERENCE   §  Guide  to  PMBOK®     Ø  Good  PracFce  Body  of  Knowledge   Ø  Provides  and  promotes  a  common  vocabulary  for  Project  Management     §  Code  of  Ethics  and  Professional  Conduct  Guide   Ø  Focus  on  Responsibility.  Respect.

 please  get  in  touch  with  your   respec)ve  Business  Development  Representa)ve   Ø  KnowledgeWoods  will  have  your  CV  checked  by  PMP®  CerFficaFon  Expert   INTRODUCTION TO PMP® Examination Slide no. 5 .PMP®  E LIGIBILITY  C RITERIA   Ø  In  case  of  any  QuesFons/ClarificaFons.

PMI®  M EMBERSHIP  F EE   PMI® Membership INTRODUCTION TO . 6 .$129 Renewal/Year PMP® Examination Slide no.$129 Membership Fee + $10 Registration Fee .

7 .PMP®  E X A M I N A T I O N     4  Hour  DuraFon   Knowledge  Tested  for  FIVE  domains   200  MulFple  Choice  QuesFons   25  Pilot  QuesFons   Randomly  Generated  QuesFons   RaFng  Based  System   NO  NegaFve  Marking   INTRODUCTION TO PMP® Examination Slide no.

PMP®  E XAMINATION  F ORMAT   35 30% 30 Percentage  of  20 Questions 15 25% 24% 25 13% 8% 10 5 0 Initiating INTRODUCTION TO Planning PMP® Examination Executing Slide no. 8 Monitoring and Controlling Closing .

9 .PMP®  Q UESTION  T YPES   Ø  Scenario  based   Ø  Situa)onal   Ø  Using  a`ached  illustra)ons  such  as  Network  Diagram   Ø  Formulas  and  Compu)ng   Ø  Nega)ve  descriptors  such  as  Except   Ø  Two  likely  Answers     INTRODUCTION TO PMP® Examination Slide no.

S AMPLE  R ESULT  S HEET   INTRODUCTION TO PMP® Examination Slide no. 10 .

R OADMAP   TO   BECOME   A  PMP®   ATTEND   BECOME   PMP®   Workshop   INTRODUCTION  PMI®   Member   TO SUBMIT     PMP®   Exam   Applica)on   PMP® Examination BOOK     PMP®   Exam   with   Prometric     Slide no. 11 Pass  the   PMP®   Exam   .

1 .L EARNING  O BJECTIVES   Ø What  is  Project  Management  ?   Ø Project  Manager’s  Skill  set   Ø Project  Life  Cycle   Ø Project.  Program  and  Poreolio  management   Ø Project  Management  Processes   Ø Project  Management  Knowledge  Areas   Ø Intersec)on  of  Processes  &  Knowledge  Areas   PROJECT MANAGEMENT FRAMEWORK Slide no.

 service  or  result     Ø  Progressively  Elaborated     Projects  are  undertaken  typically  to  address:-­‐   Ø  Market  Demand     Ø  Strategic  opportunity/Business  need     Ø  Customer  request   Ø  Technological  advancement   Ø  Legal  requirements   PROJECT MANAGEMENT FRAMEWORK Slide no.W HAT   IS   A  P ROJECT   Ø  Temporary  Endeavor  (definite  start  and  end)     Ø  Unique  product. 2 .

 complexity  &  impact   Ø  Collec)vely  called  project  life  cycle   Ø  Typically  deliverable  oriented   Ø  Phase  Ends  Reviews  :  Phase  Exits.P ROJECT  P HASES   Ø  Divisions  within  a  project  for  extra  control.  ease  of  management   Ø  Depends  on  the  size.  Stage  Gates  or  Kill  Points   Ø  Example  of  Phases:      -­‐  Analysis.  Tes)ng     PROJECT MANAGEMENT FRAMEWORK Slide no. 3 .  Development.  Design.

P R O J E C T S   V S . 4 .   O P E R A T I O N S ?     PROJECTS   OPERATIONS   Temporary   On-­‐going   Unique   Repe))ve   Closes  ager  a`aining  the   objec)ves   Objec)ve  is  to  sustain  business   Prototyping  the  new  car  model   Assembly  line  produc)on   PROJECT MANAGEMENT FRAMEWORK Slide no.

 Tools  and  Techniques   Ø  Accomplished  through  applicaFon  of  42  processes  grouped  as:   ü  ü  ü  ü  ü  Ini)a)ng.W HAT   IS  P ROJECT  M ANAGEMENT  ?   Ø  ApplicaFon  of  Knowledge. 5 .  Skills.     Execu)ng   Monitoring  and  Controlling     Closing   Ø  Balancing  the  compeFng  Project  Constraints  of:   ü  ü  ü  ü  ü  ü  Scope     Quality   Schedule   Budget   Resources   Risks   PROJECT MANAGEMENT FRAMEWORK Slide no.     Planning.

 PROGRAM  &  PORTFOLIO  MANAGEMENT   •  PROGRAMS   Ø  Ø  Ø  Ø  Ø  Collec)on  of  related  projects   Controls  are  implemented  and  managed  in  a  coordinated  way   Collec)ve  benefits  are  realized   Each  project  has  a  project  manager   Projects  share  resources  and  depends  on  the  outcomes  of  other  projects   •  PORTFOLIOS   Ø  Ø  Ø  Ø    Collec)on  of  programs  and  projects   Projects  meet  a  specific  business  goal  or  objec)ve     Includes  weighing  the  value  of  each  project  against  the  poreolios  strategic  objec)ve   Ensures  efficient  use  of  resources   •  PROJECT  MANAGEMENT  OFFICE  [PMO]   Ø  Centralized  units  to  oversee  project  and  programs  within  the  organiza)on     Ø  Establishes  and  maintains  the  standards  of  project  management  methodologies   Ø  Support  managers  in  planning.  es)ma)ng.PROJECT. 7 18 .  risk  management  and  provide  trainings   Project Management P ROJECT MANAGEMENT FRAMEWORK Framework Slide no.

RELATIONSHIP  PROJECT. 8 .  PROGRAM  &  PORTFOLIO       PROJECT MANAGEMENT FRAMEWORK Slide no.

    Ø Core  personality  characteris)cs  and     Ø Leadership   • The  ability  to  guide  the  project  team  while  achieving  project  objecFves  and  balancing   the  project  constraints. 10 .P ROJECT  M ANAGER ’ S  S KILL  S ET   •  Knowledge   Ø What  PM  knows  about  project  management?   •  Performance     Ø What  the  PM  is  able  to  do  or  accomplish  while  applying  project   management  knowledge   •  Personal   Ø Ajtudes.     PROJECT MANAGEMENT FRAMEWORK Slide no.

P ROJECT  M ANAGER ’ S  S KILL  S ET   MANAGEMENT  SKILLS   INTERPERSONAL  SKILLS   Ø  Presenta)on  Skills.   Ø  Wri)ng  Skills.   Ø  Team  building   Ø  Mo)va)on   Ø  Communica)on   Ø  Influencing   Ø  Decision  making   Ø  Poli)cal  and  cultural   awareness   Ø  Nego)a)on   PROJECT MANAGEMENT FRAMEWORK Slide no.   Ø  Nego)a)ng. 11 .  and   Ø  Public    Speaking.

12 .PROJECT  STAKEHOLDERS   §  §  §  §  §  §  Individuals  and  organiza)ons  involved  in  the  project   Those  who  will  be  directly  or  indirectly  impacted   Stakeholders  should  be  iden)fied  throughout  the  project   They  may  have  a  posi)ve  or  nega)ve  influence  on  the  outcome   Stakeholder  influence  goes  down  as  the  project  progresses   Key  stakeholders  include:-­‐   Ø  Ø  Ø  Ø  Ø  Ø  Ø  Ø  Project  Manager   Customer  /  User   Performing  organiza)on   Project  team  members   Project  management  team   Sponsor   Influencers   PMO   PROJECT MANAGEMENT FRAMEWORK Slide no.

 and  processes.   regulatory   agency   regula)ons.ENTERPRISE  ENVIRONMENT  FACTORS   Enterprise  environmental  factors  refer  to  both  internal   and   external   environmental   factors   that   surround   or   influence  a  project’s  success..  quality  standards.   Ø  Government   or   Industry   Standards   (e.   PROJECT MANAGEMENT FRAMEWORK Slide no.     Ø  OrganizaFonal  culture. 13 .g.  structure.   Ø  Organiza)on’s  established  communica)ons  channels.  codes  of  conduct)     Ø  Standards.  and  workmanship  standards   Ø  Marketplace  Condi)ons.   Ø  Poli)cal  Climate.

 Team  members  are  ogen  co-­‐located.P ROJECTIZED  O RGANIZATION   ProjecFzed  OrganizaFon:  Project  managers  have  a  great  deal  of  independence  and   authority. 14 .     Project  CoordinaFon   Chief  Execu)ve   Project  Manager   PROJECT MANAGEMENT FRAMEWORK Project  Manager   Project  Manager   Staff   Staff   Staff   Staff   Staff   Staff   Staff   Staff   Staff   Reporting Slide no.

15 .P ROJECTIZED  O RGANIZATION   Ø Project  Managers  Have  Highest  Authority   Ø Project  Managers  Controls  All  Aspect  of  project   including  resources   Ø Resources  Do  not  have  a  HOME  as  projects  Ends   Ø Result  in  non  –  specializa)on  of  resources    wrt   Func)onal  organiza)ons   PROJECT MANAGEMENT FRAMEWORK Slide no.

FUNCTIONAL  ORGANIZATION   FuncFonal  OrganizaFon:  Staff  members  are  grouped  by  specialty  and  employee  has  one   clear  superior.     Chief  Execu)ve   Func)onal   Manager    Func)onal   Manager   Project  Coordina)on   Func)onal   Manager   Staff   Staff   Staff   Staff   Staff   Staff   Staff   Staff   Staff   Reporting NOTE:  Red  represent  staff  engaged  in  project  objec)ves.   PROJECT MANAGEMENT FRAMEWORK Slide no. 16 .

 engineering.     Ø Staff   members   are   grouped   by   specialty.     Ø Each  department  in  a  func)onal  organiza)on  will  do  its   project  work  independent  of  other  departments.F UNCTIONAL  O RGANIZATION   Ø Each  employee  has  one  clear  superior.   such   as   produc)on. 17 .  and  accoun)ng   Ø Special)es   may   be   further   subdivided   into   func)onal   organiza)ons.   PROJECT MANAGEMENT FRAMEWORK Slide no.  marke)ng.   such   as   mechanical   and   electrical   engineering.

M ATRIX  O RGANIZATION   MATRIX  ORGANIZATION:  Blend  of  func)onal  and  Projec)zed  characteris)cs   •  Weak  Matrix:  Project  manager  role  is  more  of  coordinator  or  expediter   Chief  Execu)ve     Func)onal  Manager   Reporting Project Coordination Func)onal  Manager   Func)onal  Manager   Staff   Staff   Staff   Staff   Staff   Staff   Staff   Staff   Staff   PROJECT MANAGEMENT FRAMEWORK Slide no. 18 .

  Chief  Execu)ve     Func)onal  Manager   Reporting Func)onal  Manager   Func)onal  Manager   Managers  of   Project  Manager   Staff   Staff   Staff   Project  Manager   Staff   Staff   Staff   Project  Manager   Staff   Staff   Staff   Project Coordination PROJECT MANAGEMENT FRAMEWORK Slide no.M ATRIX  O RGANIZATION   MATRIX  ORGANIZATION:   •  Strong  Matrix:  Have  full  )me  project  managers  with  considerable  authority  and  full-­‐ )me  project  administra)ve  staff. 19 Project  Manager   .

M ATRIX  O RGANIZATION   MATRIX  ORGANIZATION:   •  Balanced  Matrix:  It  does  not  provide  the  project  managers  with  the  full  authority   over  the  project  or  project  funding. 20 .     Chief  Execu)ve   Func)onal  Manager   Func)onal   Manager   Func)onal  Manager   Staff   Staff   Staff   Staff   Staff   Staff   Project   Manager   Staff   Staff   Reporting Project Coordination PROJECT MANAGEMENT FRAMEWORK Slide no.

    PROJECT MANAGEMENT FRAMEWORK Slide no.     Balanced  matrix  organizaFon     Ø  Recognizes  the  need  for  a  project  manager.     Strong  matrices     Ø  Many  characteris)cs  of  the  Projec)zed  organiza)on. 21 .     Ø  It  does  not  provide  the  project  manager  with  the  full  authority  over   the  project  and  project  funding.M ATRIX  O RGANIZATION   Weak  matrices     Ø  Many  characteris)cs  of  a  func)onal  organiza)on.     Ø  Can  have  full-­‐)me  project  managers  with  considerable  authority     Ø  Can  have  full-­‐)me  project  administra)ve  staff.  and  the  project   manager  role  is  more  of  a  coordinator  or  expediter  than  that  of  a   true  project  manager.

22 .C OMPOSITE  O RGANIZATION   Composite  OrganizaFon   Chief  Execu)ve     Func)onal  Manager   Func)onal  Manager   Func)onal  Manager   Managers  of   Project  Manager   Staff   Staff   Staff   Project  Manager   Staff   Staff   Staff   Project  Manager   Staff   Staff   Staff   Project B Coordination Project  Manager   Project A Coordination Slide no.

23 .g.ORGANIZATION  TYPES   ADVANTAGES  &  DISADVANTAGES   Org. Type Advantages Disadvantages Matrix Highly visible project objectives Not cost effective because of extra administrative personnel Better Project Manager control over resources More than ONE boss for project teams Better coordination More complex to monitor and control Team members maintain “a home” Higher potential for conflict and duplication of effort and functional managers have different priorities Team members report to one supervisor and clearly defined career paths No career path in Project Management Easier management specialists People place more emphasis on their functional specialty to the determent of the project Efficient project organization No “Home” when project is completed More effective communication than functional Duplication of facilities and job functions Loyalty to the project Lesser efficient use of resources as few roles are repeated in projects e. Configuration Manager Functional Projectized PROJECT MANAGEMENT FRAMEWORK Slide no.

O RGANIZATION  I NFLUENCE   PROJECT MANAGEMENT FRAMEWORK Slide no. 24 .

PROJECT  MANAGEMENT  PROCESS  GROUPS   Concept  of  PLAN-­‐DO-­‐CHECK-­‐ACT  cycle  :   Ø  INITIATING  -­‐  Authorizes  the  project   Ø  PLANNING  -­‐  Plans  the  course  of  ac)on  to  achieve  objec)ves   Ø  EXECUTING  -­‐  Uses  the  resources  to  carry  out  project  tasks   Ø  MONITORING  &  CLOSING  -­‐  Measures  progress  to  iden)fy  variances   Ø  CLOSING  -­‐  Formalizes  SIGN  Off  &  Ensures  Structured  Project  Closure   PROJECT MANAGEMENT FRAMEWORK Slide no. 26 .

27 .PROJECT  MANAGEMENT  PROCESS  GROUPS   PROJECT MANAGEMENT FRAMEWORK Slide no.

    Electronic  dashboards.   Memos.     Informa)on  notes.   •  Work  performance  reports     –  The  physical  or  electronic  representa)on.     –  Examples  can  be:     •  •  •  •  •  •  Start  and  finish  dates  of  schedule  ac)vi)es.     Number  of  defects.   –  Examples  can  be:   •  •  •  •  •  Status  reports.     .     Number  of  change  requests.     •  Implementa)on  status  for  change  requests   •  Forecasted  es)mates  to  complete.   –  Examples  can  be:   •  Status  of  deliverables.     Actual  costs.     Actual  dura)ons   Work  performance  informaFon     –  The  performance  data  collected  from  various  controlling  processes.Project  InformaFon  Flow   •  Work  performance  data   –  The  raw  observa)ons  and  measurements.     Jus)fica)ons.  compiled  in  project  documents.

Project  InformaFon  Flow   Direct  &  Manage   Project  Work   Controlling   Processes   Monitor  &   Control   Project   Work   Work   performance   data   Work   performance   informa)on     Work   performance   reports     .

Knowledge) Area Integration Initiating 4.3$Determine$Budget $7.3)Control)Quality) (Perform0Quality0Control) $9.3$Develop$Project$Team 9.7$Control$Schedule Cost 7.3)Control) Communications $12.1$Develop$Project$ Charter Planning 4.3$Perform$Qualitative$Risk$Analysis 11.4$Monitor$&$Control$ Project$Work 4.4$Create$WBS$ Time 6.1$Plan$Procurements Procurement 13.1$Plan$Procurement$Management $12.2$Acquire$Project$Team 9.2$Collect$Requirements 5.5$Perform$Integrated$ Change$Control$$ Closing 4.3$Sequence$Activities$ 6.2$Conduct$Procurements 12.2)Plan)Stakeholder)Management 10.1$Plan$Quality $8.1)Plan)Scope)Management 5.3$Define$Scope 5.5$Estimate$Activity$Durations 6.5$Validate$$(Verify)0 Scope$ 5.6$Control$Scope Scope 5.4$Perform$Quantitative$Risk$Analysis 11.6$Close$Project$or$Phase$ 5.1$Plan$Quality$Management $8.6$(Moniter0&)0Control$ Risks 11.1)Plan)Cost)Management 7.3$Direct$&$Manage$Project$Work) (Execution) Monitoring)and) Controlling 4.4$Control$Costs Quality $8.4$Manage$Project$Team 10.4$Close$Procurements .2$Develop$Project$Management$Plan$ Executing $4.1)Identify$ Stakeholders 13.4)Control)Stakeholder) Engagement $12.4$Estimate$Activity$Resources 6.2)Manage)Communications$ $10.5$Plan$Risk$Responses $12.3$Manage$Stakeholder$ Engagement0(Expectations) 13.2$Estimate$Costs$ 7.2$Perform$Quality$Assurance $8.1$Plan$Risk$Management$ 11.3$Control0(Administer)$ Procurements 13.2$Define$Activities 6.1$Plan$Communications$Management (Distribute0Information) Communications Risk Stakeholder 11.6$Develop$Schedule $6.1)Plan)Human)Resource)Management) (Develop0Human0Resource0Plan) HR 9.1)Plan)Schedule)Management 6.2$Identify$Risks 11.

INITIATING  PROCESS  GROUP   Ø  Establish  Project  Charter     Ø  Assign  a  project  manager     Ø  Formally  authorize  to  start  a  new  project  or  phase   Ø  Iden)fy  Stakeholder  and  Stakeholder  Strategy   PROJECT MANAGEMENT FRAMEWORK Slide no. 29 .

  Create  and  develop  the  project  management  plan   Develop  the  project  requirements  in  detail  and  agree  the  final  scope   Develop  schedule   Agree  what  quality  standards  will  be  met  by  the  project  and  how   Define  project  staffing  plan   Establish  the  communicaFon  requirements  and  how  it  will  be  fulfilled   Iden)fy  what  can  go  wrong  and  the  plans  to  deal  with  them   Document  what  products  or  services  will  be  acquired  from  outside  the  project   Gain  formal  buy-­‐in  from  everybody  involved  in  the  project   PROJECT MANAGEMENT FRAMEWORK Slide no. 30 .PLANNING  PROCESS  GROUP   Ø  Ø  Ø  Ø  Ø  Ø  Ø  Ø  Ø  Ø  Determine  HOW  part  of  all  knowledge  areas.

EXECUTING  PROCESS  GROUP   Ø  Execute  as  per  project  plan   Ø  Complete  work  packages   Ø  Implement  Approved  Changes   Ø  Team  building  acFviFes  and  boost  morale  and  efficiency   Ø  Perform  Quality  Audits   Ø  Distribute  Project  Informa)on   Ø  Manage  customers. 31 .  team  and  other  stakeholders   Ø  Procure  required  project  resources     PROJECT MANAGEMENT FRAMEWORK Slide no.

 Communica)ons  &  procurements   Ø  Monitor  the  status  of  risks  and  iden)fy  if  new  risks  have   emerged     Ø  Monitor  and  manage  Stakeholders  (Add  new/modify   approach)   PROJECT MANAGEMENT FRAMEWORK Slide no. 32 .  Scope.MONITORING  &CONTROL  PROCESS  GROUP   Ø  Measure  project  performance     Ø  IdenFfy  variances     Ø  Create  Dashboards  and  other  Reports   Ø  Handle  change  requests   Ø  Obtain  formal  acceptance  of  deliverables  from  the  customer   Ø  Control  Cost.  Time.

  Ø  Obtain  formal  Sign  Off    from  the  customer   Ø  Hand  over  the  completed  deliverables     Ø  Compile  lessons  learnt   Ø  Measure  customer  sa)sfac)on   Ø  Archive  project  data  and  informa)on  for  future  reference   Ø  Release  resources   PROJECT MANAGEMENT FRAMEWORK Slide no. 33 .CLOSING  PROCESS  GROUP   Ø  Close  Procurements.

PROJECT  MANAGEMENT  PROCESS     GROUPS  INTERACTION   PROJECT MANAGEMENT FRAMEWORK Slide no. 34 .

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