Contact Info:

Heather Brown
1-703-593-2901

2/18/17

Day 1

Introduction, Formalities and Course Objectives

Common Terms and Definitions
Project Management Process
Integration
Scope

PRO Tip for form: Make sure your title is PM or Project Manager for Blah Project
Words to add to your application: Interface with people
Course Objectives
Complete PMP
o Experience forms / Application Templates
Study plan to fit your learning style and your life
Examine variety of educations and test taking strategies
Enable you to pass PMI Certification Exam

Formalities
Logistics
Rules of classroom engagement
Introductions
Let get started

Step to become PMP Certified

1. Sign up for class
2. Start class and application
3. Submit application on last day of class
4. Wait 3-5 business days for PMI approval
a. Letter of Eligibility
5. Sign-up and pay for exam
a. Random Audit
6. Take and pass exam

Exam
1. 200 Multiple Choice Questions
a. 25 pretest questions, not counted toward score, 175 exam questions
counted
2. 4 hours
3. Need 61% to pass 106/175
4. Required 35 hours of Project Mgt Education / Training
5. Required experience
 o High School Diploma, associates degree or global equivalent 60
months 7,500 hours
o Bachelors degree - 36 months 4,500 hours
PMP does test
o Your knowledge of all of the 5 phases of the project, 47 PMI processes,
618 Inputs, Outputs and Tools
o Your understanding of the many different terms that are used to
describe the processes
o Your ability to apply key formulas to scheduling, costing, estimating,
etc.
o Your ability to apply the 47 processes in variety of situations
PMP does not test
o Your PM Experience
o Your common sense
o Your knowledge of industry standards
o Your knowledge of Software/Hardware tools
o What you learned in School
o Your intelligence

Review Pg. 46
PMBOK Pg. 43
Lean the inputs and outputs structure

Character Summary Example for application:

Confirmed and documented complete system requirements by interview end
users
Tested and Verified compliance with user requirements and other quality
specifications during the course of development
Created and managed an active project plan with a detailed WBS and
deliverables schedule
Provide weekly updates to team members on progress and briefed them on
anticipated risks that could affect the project
Trained end users
Initiation Define scope, project risks, assisted with developing project
charter and identified key stakeholders
Planning Defined WBS and developed project requirements, constraints and
assumptions

Course Info:
1. Course name: PMP Exam Prep Course
2. School name: Technical Institute of America
3. PMI Accredited Course: REP#3333
4. Start date
5. End date
6. Hours: 35
Maintaining the Certification
60 Professional Development Units over 3 years

Essential Terms:

PMBOK Guide Project Management Body of Knowledge

I. PMBOK Guide Definition of Project - Look at glossary for all definitions

1. Temporary endeavor undertake to create a unique product or service
a. Temporary does not mean short duration
2. Embraces Progressive Elaboration
a. Process of providing or discovering greater levels of detail as
project moves towards completion
b. Rolling wave planning Plan for phase one and hold space for
future phases (scope broadly)
c. Indicating that planning and documentation and interactive and
ongoing process - This is continuous, never stops
3. Operations (ongoing) - There are two kinds of work Ops or Financials
a. Repetitive actions or processes
b. Has not start and or end date, i.e. if you are building cars on an
assembly line, that is a process, if you are designing and bldg. a
prototype of a specific model, that is a project
4. Project management
a. Application of knowledge, skills, tools, a techniques to project
activities to meet project requirements
5. Phases Divisions within the project where extra control is needed to
effectively manage the completion of major deliverable ( different point on
a project that usually end with a deliverable)
a. Generally concluded and formally closed with the acceptance of a
deliverable
6. Deliverable (something that is produced and given) A part of the product
or product itself that is presented to customer or stakeholder for
acceptance. Always reviewed to determine if the project should continue
(Exit gate/ Kill Point These are point in which you leave the project or
leave the phase, determine if something is going to work)
7. Process Inputs, outputs, and tools and techniques combined to execute a
specific purpose on the project
8. Input Starting point of process to being execution
9. Tools and techniques Actions or methods to transform into output
10.Output The end result of efforts. Maybe the input into another process
11.Programs collection of project with a common goal. Managed by a
program managers
12.Portfolio This is a collection of projects or programs that are
implemented to achieve a specific strategic business goal

Example:
Project- Painting room 6 on the 6th floor
 Program- Painting the entire 6th floor
Portfolio- Painting Floors 6, 7, and 8

13.Baseline Original plan plus any approved changes, used for scope, time,
and cost (scope, time and cost this is the triangle that drives a project)
Important because you keep improving this through everything. Once you
get set on your baseline you are locked in.
14.Historical Information Records that have been kept from previous
projects
15.Lesson learned Lessons that were learned that should be shared with
future projects
16.Regulations official document that provided guidelines that must be
followed
17.Standards Document approved by a recognized body that provided
guidelines. Compliance with standards is not mandatory (What quality
level is going to happen)
18.System Incorporates all formal procedures and tools put in place to
manage something

Project management overview:

Scope Project has defined objectives. Scope is progressively elaborated

Change PM expect change and implement processes to keep change

managed and controlled

Planning PM progressively elaborate high level information

Management

Success

Monitoring

Project Roles:

Project manager:

Empowered to use organizational resources

In control of the project
Authorized to spend the projects budget
Authorized to make decisions in the project
Responsible for the success or failure of the project

Project Coordinator
Weaker than the PM
o May be authorized to make decisions
Project Expeditor
Weakest role

Senior Management
Anyone more senior to PM
o Issues strategic plans and goals, ensures companys project are
aligned with company goals
o Maybe called upon to resolve conflicts within the organization

Functional manager
Department manager, i.e., Manager of Engineering, VP of Marketing, Director
of IT
In the operations

Project Office (AKA - PMO)

Department that supports the PM in their roles
Provides guidance, prioritize projects, may be part of change control board,
manage, interdependencies between projects
Defines best practices, defines standards, maintains lesson learned
It is a departmental unit within organization not a single person

Sponsor
Internal
Project Champion
Funding the project
Maybe used to resolve conflicts in the project
They are who hands Contract off to PM
Program Manager
Senior to project manager
Maybe

Stakeholders
Individuals, business, or communities that have a vested interested in the
project outcomes. Have a vase in the outcome. Can affect the project
positively and negatively
Key Stakeholders
Project manager manages the project
Customer use the project deliverable
Performing organization The organization hosting the project
Project team The collection of individuals completing the project work
Project Sponsor Authorized the project work and budget, project champion .

Organizational Structures-
Functional
 o Structure that groups staff members according to their area of
expertise (sales, marketing, .)
Matrix
o There are three Matrix structures: weak, balanced, strong. The different
structures are reflective of the project managers authority in relation
to the functional managers authority. * For the exam when no org is
specified assume Matrix
Projectized ** Consulting
o Structure where the project manager has the greatest amount of
authority. The project team is assigned to the project on a full-time
basis. When the project is complete, the project team members move
on to other assignments within the organization
Composite
o An organization that has more than one type of reporting structure.
Many larger organizations have both functional ..

Functional Organization (Example: DHS)

Power resides with the Functional manager

Matrix Organization
Power revised with both Functional manager and the Project Manager

Projectized Organization
Power resides with project manager

Project Manager Management Skills

1. Leading
2. Communication
3. Negotiating
4. Problem Solving
5. Influencing
6. Jack of all Trades

Project Governance
Group within the organization or outside the organization that looks at how
the project work is being performed to ensure that it is being done the right
way. Typically takes place throughout the entire project lift cycle. .

Life Cycle - Simple a representation of the phases a project goes through:

1. Product Life Cycle life cycle from conception of a new product to its
withdrawal. A product can span across many projects
2. Project Life Cycle AKA performing organizations or department
methodology. It is what you need to do to produce the deliverables of the
project ** Most questions come from Project
Constraints Quality
Time Scope
Cost
Customer Satisfaction
** Labor is the highest cost outside construction

Process groups and Knowledge areas

Process Groups
----
Knowledge Areas
-----
Project management process groups:
1. Initiating
2. Planning
3. Executing Team completes the work according to the processes and
procedures ----------
4. Monitoring and Controlling While work is being done, the work results or
work performance info are fed into M&C to make sure the project is tracking
to the baselines in the PM Plan (Check and Act)
5. Closing The project and its various phases are brought to a formal end

Process groups interactions

____ Graph

THE CUSTOMER IS ALWAYS THE MOST IMPORTANT PERSON ON THE PROJECT

Inputs, Tools and Techniques, and Outputs

*** Table***

Common Inputs (what do I need before I can)

Enterprise environmental factors (EEF) refers to both internal and external

environmental factors that surround or influence a projects success (EEF)
o Your companys org structure, your org, values and work ethics. Local
leel and regulations
o Your org appetite for risk, Stakeholders willing
Organizational process Assets (OPA)
o
In short, EEFs can constrain whereas OPAs assist
 Project documents frequently brought into the process as an input
Project management plan
o Single Approved document that guides execution, monitoring and
control and closure
Common Tools ((( Go back through and define what section is each))
o Expert Judgment
F
F
o Analytical techniques common
o Project management information system (PMIS)
Automated system to support the PM, by optimizing the
schedule and helping to collect and distributed information
Helps keep track of the documents and the deliverables
Primarily constrains software will often interface with manual
system
F
o Facilitation Techniques
Facilitators are designed to help groups resolve issues and to
reach consensus. While the PM is in charge of the project he or
she will be not be in charge of every
o Group Decision making techniques
Unanimity (everyone
Majority *50% or more
Plurality largest number of votes
Dictatorship - one person makes decision
o Meetings Play an important part in the management of project. Tool
appears frequently in the 47 processes
Meeting may be co-located or virtual in nature
o Change Request
Everyone and everything must be documented, and recorded
and approved by the PM, change control board, senior
management, etc.
Change Request are typically related to corrective action (any
changes to bring the future results in line with the plan)
Preventative action changes made to avoid the occurrence of a
problem defect or repair
o Work Performance Data simply the raw data with no additional
analysis applied. Often shows up as an output from processes where
the work is being executed. The data by itself not in an overly useful
form.
o Work performance information Status of deliverables
How
How
o Work performance reports
o Updates (All Change)
Initiating process performed to define a new project or a new phase of an existing
project by obtaining authorization to start a new project or a phase

10 15% of the questions on the exam

2 processes: Develop project charter, ID Stakeholders
Identifying needs of the project
Creating a feasibility study
Creating a project description
Creating a project charter
o Project

Planning Consists of processes performed to

Develop the project management

20 -25%
24 processes
o Develop PM Plan
o Plan Scope Mgmt
o F
Creating a Scope Statement, recruiting the project team
Create the work breakdown structure, completing risk assessment

Executing Consists of those processes performed

25 30% of the question on the exam

8 Processes
Involves the most work

Monitoring and Controlling Processes consists of those processes ***BASELINE

20 -25% of the question on the exam

11 Processes
Does not touch Human Resources
Ensures the plan is working, if adjustments need to be made

Closing Processes Consists of all the processes performed to finalize

8 12% of the questions on the exam

2 Processes: Close Project, Close Procurements

Project management Plan:

Plan Name When It was developed

Change management Plan Developed Project management plan
Configuration management Plan Developed Project management Plan
Scope Management plan Plan Scope Management
 II. Integration Management

Includes processes and activities needed to identify, define, combine, unify and
coordinate the various processes and project management activities within the
PM Process groups.

PMs main role is the perform integration management. PM = Project Integrater

Balancing all the processes knowledge areas.

Process Name Project Management Process Group

Develop project Charter Initiating
Develop project management plan Planning
Executing
Monitoring and Controlling
Monitoring and Controlling
Closing

Process:

1. Develop Project Charter Process

Inputs Tools & Techniques Outputs

1. Project SOW 1. Expert judgment 1. Project Charter

2. Business Case 2. Facilitation
3. Agreements Techniques
4. Enterprise
Environmental Factors
5. Organizational process
Assets

Develop Project charter

 The process of developing a document

Inputs 5

1. Project statement of work

a. A written description of the projects product, service
2. Business Case
a. Market Demand
b. Customer Request
c. Organizational Need
d. Legal Requirement
3. Project Selection methods (Pg. 53)
a. Benefit Measurement Models (Economic Models)
i. Benefit cost ratio (can also be cost benefit ratio)
ii. Economic Value Add (EVA) Not to common
iii. Return on Investment *** ON THE TEST
iv. Present Value and Net Present Value
v. Internal rate of Return
vi. Opportunity Cost (Smaller is better)
vii. Payback Period (Quick is better)
b. Mathematical Models (Constrained Optimization)
i. Linear Programming
ii. Nonlinear Programming
iii. Dynamic Programming
iv. Integer Programming
v. Multi-objective Programming

c. Internal Rate of Return (IRR) * dont worry about calculating but

BIGGER is better
d. Net Present Value (NPV)
e. Opportunity Cost
f. Payback period
g. Present value and net present value
h. Return on invested capital (includes after tax)

Slide 76***

Develop Project Charter

Agreements (Contract)
o Legal document if hired by external customer
o Work required to be performed for payment
o It is common for the contract to be signed prior to the project
Enterprise
Organizational process Assets
Tools (2)
o Expert Judgment
o Facilitation Techniques
Output (1)
 o Project Charter
Project Manager Assigned and Authority Level
Signed by the Organization Senior Management
High Level project requirements, Preliminary Project Budget,
Milestone view of the project schedule
High level risks
Does not include finite project details

2. Develop Project Management Plan Process

Inputs:

Project Charter
Outputs from other processes
Enterprise Environmental Factors
Organizational Process Assets

Tools and Techniques

Expert Judgment
Facilitation Techniques

Outputs

Project management plan

Development Project Management Plan

The process of documenting the actions necessary to define prepare,

integrate and coordinate all subsidiary plans. It defines how the project is to
be executed, monitor and controlled and closed.
A document that will constantly change throughout the lifecycle of the project
Single Document that is created by the project team, but managed by the
project manager
Summary or detailed (better to be detailed)
Made up of 13 plans and 3 baselines
Management plans look forward in time.
Inputs (4)
o Project Charter
o D
o D
o D
Tools (2)
o D
o D

3. Direct and manage project work process

 Inputs
Tools and Techniques
Outputs
o Deliverables
o Work performance data --- add analysis = information
o Change Requests
o Project management plan updates
o Project documents updates

The process of performing the work defined in the Project Management plan

Slide 84

And 85

4. Monitor and Control Project Work Process

Inputs
o Project management plan
o Cost Forecasts
o Validated Changes
o Work performance information
o Enterprise environmental factors
o Organizational process assets
Tools and Techniques
o Expert judgment
o Analytical techniques
o Project management information system
o Meeting
Outputs
o Change Requests
o Work performance reports
o Project Management plan updates
o Project document updates

Slide 87 and 88

5. Perform Integrated Change Control Process

Inputs
o Project management plan
o Work performance reports
o Change Requests
o Enterprise environmental factors
o Organizational process assets
Tools and Techniques
o Expert judgment
o Meetings
o Change Control Tools
Outputs
 o Approved Change Requests
o Change log
o Project management plan updates
o Project documents updates

Process of reviewing all change requests, approving changes and managing

changes to the deliverables, organizational process assets, project documents and
the Project management plan. Only approved changes are incorporated into the
revised baselines and plans.

Every change, requested or not needs to be processed the PICC

** EVALUTE IMPACT ACROSS THE ENTIRE PROJECT
Process where you asses the changes impact on the project
Primarily focused on managing change to project Scope
Change Control Board (Committee responsible for reviewing changes)

Inputs (5)

1. Project management plan

2. Work performance reports
3. Change requests
4. Enterprise Environmental Factors
5. Organizational Process Assets

Tools (3)

1. Expert Judgment
2. Meetings Change Control Meetings
3. Change Control Tools manage the flow

Process for making change

o *Prevent to root cause of the changes
o Identify Change
o Look at the impact of the change
o Create a change request
o Assess the Change
o Look for Options
o Change request is approved or rejected
o Update

6. Close Project or Phase Process

Inputs
o Project management plan
o Accepted deliverables
o Organizational process assets
Tools and techniques
 o Expert Judgment
o Analytical Techniques
o Meeting
Outputs
o Final product, service, or result transition
o Organizational process assets updates

PMBOK The process of finalizing all activities across all of the Project
Management Process Group to formally complete the project or phase. The
Close Project or phase process also establishes the procedures to investigate
and document the reasons for actions taken if the project is terminated
before completion.

Inputs (3)

Project management plan

Accepted Deliverables means someone signed off on it.
Organization Process Assets

Tools (3)

Expert Judgment
Analytical Techniques
Meetings

Outputs (2)

Final Product, Service or Result Transition

Organizational Process Assets Updates

Activities involved in Closing Project/Phase

Confirm work is done to requirements

Complete Procurement closure
Gain final acceptance of the product
Hand off complete product
Solicit Feedback from customer @ project
Complete final performance reporting
Index and Archive Records
Update lessons learned

III. Managing the Project Scope

Scope Management

7. Plan Scope Management Process

Inputs
Tools and Techniques
 Outputs

8. Collect Requirements Process

Inputs
Tools and Techniques
o Facilitated Workshops
JAD and QFD There is a trend towards these.
Outputs

The process of defining and documenting stakeholders needs to meet the

project objectives
o i.e., The new software should allow multiple users to access it at the
same time

Requirement traceability Matrix

9. Define Scope Process

Inputs
Tools and Techniques
Outputs

Scope The process of developing a detailed description of the project and product

Provides a detail understanding of the requirements

Key stakeholders must be consulted so that their needs are recognized and
managed appropriately

10.Create WBS Process
Inputs
Tools and Techniques
o Decomposition - Breaking down a task
Outputs

What is WBS Work Breakdown Structure A does not have to be graphical

(Example slide 128)

The process of sub-diving project deliverables and project work into smaller,
more manageable components

WBS Dictionary

Details contents of WBS

Provides detailed information on each node of WBS
Captures additional qualities about each work package
 Can include resources required, time estimate, cost estimate, account
information, work package ID, quality requirements, contract information,
Scheduled milestone, plus detail overall of the task at hand

Project Document updates Requirements Doc etc.

11.Validate Scope Process

Input
Tools and Techniques
Outputs
o Verified Deliverables starts the closing process

12.Control Scope Process

Input
Tools and Techniques
o Variance Analysis whats the difference
Outputs

Control Scope Key Points Scope Management