Welcome To PMP Exam Preparation Welcome To PMP Exam Preparation

PMP Exam Preparation Course
Welcome to PMP Exam Preparation

Introduction
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Madras Management Training W.L.L Email: info@mmt-institute.com www.mmt-institute.com 2008 All Rights Reserved
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Project Management Institute
Building Professional in Project Management
Project Management Institute
Established in 1969 and headquartered outside Philadelphia, Pennsylvania

USA ,the Project Management Institute (PMI) is the worlds leading non-for-
project management professional association with over 200,000 members
and 180,000 PMPs worldwide.
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I am
PMP EXAM??????? Confused
1) How should I apply?
2) I dont know If I am eligible?
3) What kind of questions we get in exams?
4) My friends told me it is really tough?
5) I am from a construction industry and there are people from IT in

my class how will put learnings back to my work place
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Training & Exam Details
Refer Flowchart
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Types of Questions
Situational Questions
Questions with two or more right answers
Questions with extraneous information
Out of the blue questions
Questions where understanding is important
Questions with new approach to known topic.
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Ground rules for this training program
On Time all the Time
Tolerance Limit - 10 Minutes / 80% of the class strength
Interactive Class
Everyone has to participate

No Criticism
Bring Highlighter
Keep an open mind & do not always link the concepts with your job
Should complete the given exam in the class/by next class
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The Project Management Framework
Section I
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Chapter 1 Introduction
Chapter 2 Project Life Cycle and Organization
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CHAPTER 1
Introduction
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Session Objective
Understand the growing need for better project management
Explain what a project is, provide examples of projects, list various attributes of
projects, and describe the triple constraint of projects
Describe project management and discuss key elements of the project management
framework, including project stakeholders, the project management knowledge areas,
common tools and techniques, and project success
Discuss the relationship between project, program, and portfolio management and
the contributions they each make to enterprise success
Understand the role of the project manager by describing what project managers do,
what skills they need, and what the career field is like for information technology
project managers
Describe the project management profession, including its history, the role of
professional organizations like the Project Management Institute, the importance of
certification and ethics, and the advancement of project management software
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Introduction
Many organizations today have a new or renewed interest in
project management.
The U.S. spends $2.3 trillion on projects every year, or one-quarter of its gross
domestic product, and the world as a whole spends nearly $10 trillion of its
$40.7 gross product on projects of all kinds.*
In 2003, the average senior project manager in the U.S. earned almost
$90,000 per year, and the average project management office director earned
more than the average chief information officer ($118,633 vs. $103,925).**
Project management certification is popular worldwide
*PMI, Inc., The PMI Project Management Fact Book, Second Edition, 2001.
**PMI, Inc., Project Management Salary Survey, Third Edition, 2003.
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Introduction
Trying to manage a project without
project management is like trying to
play a football game without a game
plan.
K. Tate
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Advantages of Using Formal Project Management
Better control of financial, physical, and human resources

Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale (less stress)
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1.1 What is a Project ?
A Project is a temporary endeavor undertaken to create a unique,

product, service, or result.
Temporary endeavor with a beginning and an end.
Creates unique product, service or result.
Is Progressively Elaborated.
Distinguishing characteristics of each unique project will be
progressively detailed as the project is better understood.
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Project Attributes
A project:
Has a unique purpose
Is temporary
Is developed using progressive elaboration
Requires resources, often from various areas
Should have a primary customer or sponsor
The project sponsor usually provides the direction and funding

for the project
Involves uncertainty
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1.2 Project vs. Operational Work

Projects Operations
To attain its objectives and terminate To sustain the business
Semi permanent charter, organization,
Create own character, organization, and goals
and goals
Catalyst for change
Maintain status quo
Unique product or services
Standard product or services
Heterogeneous teams
Homogeneous teams
Start and end date
Ongoing
Examples Examples
Producing a News letter Responding to customers requests
Writing and publishing a book Writing a letter to a Prospect
Implementing a LAN Hooking up a Printer to a computer
Hiring a sales man Meeting with an employee
Arrange for a conference Attending a conference
Opening for a new shop Opening the shop
Producing the annual report Writing a progress update memo
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1.3 Projects and Strategic Planning

Projects are means of organizing activities that cannot be addressed
within the organizations normal operational limits.
Projects are typically authorized as a result of one or more of the
following strategic considerations:
A Market Demand & Organizational Need
A Customer Request
A Technological Advancement
A Legal Requirement
Ecological Impacts
Social need
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1.4 What is Project Management?

The application of knowledge, skills, tools and technique to project
activities to meet project requirements
Project Management is accomplished through the application and

integration of the processes such as
Initiating
Planning
Executing
Monitoring and Controlling
Closing
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Managing Project
The Project Manager is the person responsible for accomplishing the

project objectives.
Managing a project includes:
Identifying requirements.
Establishing clear and achievable objectives.
Balancing the competing demand of quality, scope, time and cost.
Adapting the specifications, plans, and approach to the different concerns and
expectations of the various stakeholders.
Project managers strive to meet the triple constraint by balancing

project scope, time, and cost goals
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Triple Constraints
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The Triple Constraint

Every project is constrained in different ways by its:
Scope: What work will be done as part of the project? What
unique product, service, or result does the customer or sponsor
expect from the project?
Time: How long should it take to complete the project? What is
the projects schedule?
Cost: What should it cost to complete the project? What is the
projects budget?
It is the project managers duty to balance these three often

competing goals.
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More on the Triple Constraint

It may be good enough to hit the target, or range of triple
constraint goals, but not the bulls-eye.
Its important to determine which aspects of the triple constraint

are the most important.
The quadruple constraint includes quality as well as scope,

time, and cost.
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Project Management Framework
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Project Management Knowledge Areas

Four core knowledge areas lead to specific project objectives.
Project scope management involves defining and managing all the work required
to complete the project successfully.
Project time management includes estimating how long it will take to complete the
work, developing an acceptable project schedule, and ensuring timely completion
of the project.
Project cost management consists of preparing and managing the budget for the
project.
Project quality management ensures that the project will satisfy the stated or
implied needs for which it was undertaken.
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Project Management Knowledge Areas

(continued)
Four facilitating knowledge areas are the means through which the
project objectives are achieved.
Project human resource management is concerned with making effective use
of the people involved with the project.
Project communications management involves generating, collecting,
disseminating, and storing project information.
Project risk management includes identifying, analyzing, and responding to
risks related to the project.
Project procurement management involves acquiring or procuring goods and
services for a project from outside the performing organization.
One knowledge area (project integration management) affects and is

affected by all of the other knowledge areas.
All knowledge areas are important!
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Project Management Tools and Techniques
Project management tools and techniques assist project managers

and their teams in various aspects of project management.
Note that a tool or technique is more than just a software package.
Specific tools and techniques include:

Project charters, scope statements, and WBS (scope)
Gantt charts, network diagrams, critical path analyses (time)
Net present value, cost estimates, and earned value management (cost)
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Super Tools
Super tools are those tools that have high use and high
potential for improving project success, such as:
Software for task scheduling (such as project management software)
Scope statements
Requirements analyses
Lessons-learned reports
Tools already extensively used that have been found to
improve project importance include:
Progress reports
Kick-off meetings
Gantt charts
Change requests
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Why the Improvements?
The reasons for the increase in successful projects vary. First, the
average cost of a project has been more than cut in half. Better tools
have been created to monitor and control progress and better
skilled project managers with better management processes are
being used. The fact that there are processes is significant in itself.*
*The Standish Group, CHAOS 2001: A Recipe for Success (2001).
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Project Success
There are different ways to define project success:

The project met scope, time, and cost goals.
The project satisfied the customer/sponsor.
The project produced the desired results.
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Relationships Among Project Management, Program

Management and Portfolio Management
Program Management
Portfolio Management
Projects and Strategic Planning
Project Management Office
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What is a Program?
A program is:
a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually.*
A program manager provides leadership and direction for the project

managers heading the projects within the program.
ADVANTAGES
Decreased risk
Economies of Scale
Improved Management
*Project Management Institute, Inc., A Guide to the Project Management Body of Knowledge (PMBOK Guide) (2004), p. 8. 32
Portfolios and Portfolio Management

A portfolio is a collection of projects or programs and other
work that are grouped together to facilitate effective
management of that work to meet strategic business
objectives.
Portfolio managers help their organizations make wise

investment decisions by helping to select and analyze
projects from a strategic perspective
The projects or programs in the portfolio may not

necessarily be interdependent or directly related.
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Project Management Compared to Project Portfolio

Management
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Comparative Overview of Project, Program , and Portfolio Management

Projects Programs Portfolios
Scope Projects have defined Have a larger scope and Portfolios have a
objectives. Scope is provide more significant business scope that
progressively elaborated benefits changes with the
strategic goals of the org
throughout the life cycle
Change Project managers expect The program manager Portfolio managers

change and implement must expect change continually monitor
processes to keep from inside and outside changes in the broad
change managed and the program and be environment
controlled prepared to manage it
Planning Project manages Program managers Portfolio manages create

progressively elaborate develop the overall and maintain necessary
high level information program plan and create processes and
into detailed plans high level plans to guide communication relative
throughout the project detailed planning at the to the aggregate portfolio
life cycle end of the component
level
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Projects Programs Portfolios

Management Project managers Program managers Portfolio managers may
manage the project team manage the program staff manage or coordinate
to meet the project and the project managers portfolio management
objectives ; they provide vision and staff
overall leadership
Success Success is measured by Success is measured by Success is measured in

product and project the degree to which the terms of aggregate
quality , timelines , program satisfies the performance of portfolio
budget compliance, and needs and benefits for components
degree of customer which it was undertaken
satisfaction
Monitoring Project managers monitor Program managers Portfolio managers

and control the work of monitor the progress of monitor aggregate
producing the products , program components to performance and value
services , results that the ensure the overall goals , indicators
project was undertaken to schedules, budget&
produce benefits of the program
will be met 36
1.3 Projects and Strategic Planning
Projects are means of organizing activities that cannot be

addressed within the organizations normal operational limits.
Projects are typically authorized as a result of one or more of

the following strategic considerations:
A Market Demand & Organizational Need
A Customer Request
A Technological Advancement
A Legal Requirement
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Subprojects
Projects are frequently divided into more

manageable components or subprojects.
Subproject are often contracted to an external enterprise or to
another functional unit in the performing organization.
Sub projects can be referred to as projects and managed as

such.
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Project Management Office (PMO)
A department that centralizes the management of projects. A

PMO usually takes one of three roles:
Project Support: Provide project management guidance to project
managers in business units.
Project Management Process/Methodology: Develop and

implement a consistent and standardized process.
Training: Conduct training programs or collect requirements for an

outside company.
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Primary Function of PMO

A Primary function of PMO is to support project managers in a variety
of ways which may include, but are not limited to :
Managing shared resources across all the projects administered by the PMO
Identifying and developing project management methodology, practices &
standards
Coaching, mentoring , training and oversight
Monitoring compliance with project management standard policies, procedures ,
and templates via project audits .
Developing and managing project policies, procedures, templates, and other
shared documentation ( organizational process assets); and
Co coordinating communication across projects
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Project Management Office (PMO) Cont

Home for project managers: Maintain a centralized office from
which project managers are loaned out to work on projects.
Internal consulting and mentoring: Advise employees about best

practices.
Project management software tools: Select and maintain project

management tools for use by employees.
Portfolio management: Establish a staff of program managers who

can manage multiple projects that are related, such as infrastructure
technologies, desktop applications and so on, and allocate
resources accordingly.
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Authority of PMO
Manage the interdependencies between projects
Help provide resources
Terminate projects
Help gather lessons learned and make them available to other

projects
Provide templates
Provide guidance
Provide enterprise project management software
Be more heavily involved during project initiating than later in the

project
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Making PMO Work

The role of the PMO must be clearly defined.
All those who are in the PMO must be PMP certified.
The commitment of executive management is required.
The PMO will not improve your project performance without

the use of proper project management processes and
technique, so professional project management must be
encouraged.
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Differences between role of a Project Managers

and PMO
Project manager focuses on the specified project objectives ,
while the PMO manages major program scope changes
which may be seen as potential opportunities to better
achieve business objectives
The project manager controls the assigned project resources

to best meet project objectives while the PMO optimizes the
use of shared organizational resources across all the projects
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Differences between role of a Project Managers

and PMO
The project manager manages the constraints of the
individual projects while the PMO manages the
methodologies , standards , overall risk/opportunity and
interdependencies among projects at the enterprise level
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Project Management and Operations

Management
Operations are an organizational function performing
ongoing execution of activities that produce the same
product or service
Projects are temporary in nature and can help the

organization achieving their goals when they are aligned
with the organizations strategy
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Role of a Project Manager

The Project Manager is the person responsible for accomplishing the project
objectives.
Project managers strive to meet the triple constraint by balancing project

scope, time, and cost goals
Depending on the organization structure , a project manager may report to

functional manager.
In other cases project manager may be one of the several project managers
who report to a portfolio or program manager that is ultimately responsible for
enterprise wide projects . In this type of structure, the project manager works
closely with the portfolio or program manager to achieve the project
objectives
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Role of a Project Manager

In addition to area specific skills and general management
proficiencies required for the project , effective project management
requires that the project manager possess the following
characteristics :
Knowledge : this refers to what project manager knows about

project management
Performance : this refers to what project manager is able to do or

accomplish while applying their project management knowledge
Personal : this refers to how project manager behaves when

performing the project or related activity . Personal effectiveness
encompasses attitudes, core personality characteristics and
leadership.
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The Project Management Profession

Project, program, and portfolio managers need to develop
specific skills.
Certification is available for project managers.
There are many software tools to assist in project, program,

and portfolio management.
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Suggested Skills for Project Managers

Knowledge of the following:
All nine project management knowledge areas
The application area, including specific standards and

regulations
The project environment
General management
Human relations
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Media Snapshot Good Project Management Skills from The Apprentice
Leadership and professionalism Be a team player.

are crucial.
Dont be overly emotional and
Know what your sponsor stay organized.
expects from the project, and
Work on projects and for people
learn from your mistakes.
you believe in.
Trust your team, and delegate
Think outside of the box.
decisions.
Some luck is involved in project
Know the business.
management, and you should
Stand up for yourself. always aim high.
51
Importance of Leadership Skills
Effective project managers provide leadership by example.
A leader focuses on long-term goals and big-picture objectives

while inspiring people to reach those goals.
A manager deals with the day-to-day details of meeting

specific goals.
Project managers often take on the role of both leader and

manager.
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Ten Most Important Skills and Competencies for

Project Managers
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
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Different Skills Needed in Different Situations

Large projects: leadership, relevant prior experience,
planning, people skills, verbal communication, and team-
building skills are most important
High uncertainty projects: risk management, expectation

management, leadership, people skills, and planning
skills are most important
Very novel projects: leadership, people skills, having

vision and goals, self-confidence, expectations
management, and listening skills are most important
54
Additional Skills for Program and Portfolio

Managers
Program managers normally have experience as project
managers. They often rely on their past experience, strong
business knowledge, leadership capability, and communication
skills to manage programs.
Portfolio managers must have strong financial and analytical

skills and understand how projects and programs can
contribute to meeting strategic goals.
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Project Management Certification

PMI provides certification as a Project Management
Professional (PMP).
A PMP has documented sufficient project experience, agreed

to follow a code of ethics, and passed the PMP exam.
The number of people earning PMP certification is increasing

quickly.
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Ethics in Project Management
Ethics is an important part of all professions.
Project managers often face ethical dilemmas.
In order to earn PMP certification, applicants must agree to

the PMP code of professional conduct.
Several questions on the PMP exam are related to

professional responsibility, including ethics.
57
Enterprise Environmental Factors

Enterprise environmental factors refer to both internal and
external environmental factors that surround or influence
projects success . These factors may constraint or enhance
project management options .
Organizational or company culture and structure
Governmental or industry standards
Infrastructure
Existing Human Resources
Personnel Administration
58
Enterprise Environmental Factors

Company work authorization system
Marketplace conditions
Stakeholder risk tolerances
Commercial databases
Project Management Information Systems
Political climate
Organizations established communication channels
59
Summary
A project is a temporary endeavor undertaken to create a unique
product, service, or result.
Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet project requirements.
A program is a group of related projects managed in a coordinated
way to obtain benefits and control not available from managing them
individually.
Project portfolio management involves organizing and managing
projects and programs as a portfolio of investments that contribute to
the entire enterprises success.
The project management profession continues to grow and mature.
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CHAPTER 2
Project Life Cycle and Organization
61
Session Objective
2.1 The Project Life Cycle Overview
2.2 Stakeholders
2.3 Organizational Influences on Project Management
62
2.1 The Project Life Cycle

The project life cycle is the agglomeration of all phases in the project
All projects are divided into phases, and all projects, large or
small, have a similar life cycle structure.: Starting the project ,
organizing and preparing , carrying out the project work and
closing the project
At a minimum, project will have a beginning or initiation phase,

an intermediate phase or phases, and an ending phase.
Each phase has a defined endpoint
Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Startup
IT Project: Requirement -> Design -> Program -> Test -> Implement
63
Project Phases and the Project Life Cycle

A project life cycle is a collection of project phases that
defines:
What work will be performed in each phase
What deliverables will be produced and when
Who is involved in each phase
How management will control and approve work produced in each
phase
A deliverable is a product or service produced or

provided as part of a project
64
Phases in Project Life Cycle
65
Handoffs
Project phases evolve through the life cycle in a series of
phases sequences called handoffs, or technical
transfers. The end of one phase sequence typically
marks the beginning of the next.
The completion of one phase does not automatically

signals the beginning of next phase.
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Phase Completion
You will recognize phase completion because each phase

has a specific deliverable, or multiple deliverables, that
marks the end of the phase.
A deliverable is an output that must be produced,

reviewed, and approved to bring the phase or project to completion.
Deliverable is a tangible, verifiable work product.
A Guide to the PMBOK states that phase ending reviews are also known
by a new other names: Phase Exits, Phase Gates, or Kill Points.
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Fast Tracking
There are times when phases are overlapped to shorten

or compress the project schedule. This is called Fast
Tracking.
Fast tracking means that a later phase is started prior to

completing and approving the phase, or phases, that
come before it.
This technique is used to shorten the overall duration of

the project.
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Phase-to-Phase Relationships
There are three basic types of phase to phase relationships :
A Sequential relationship : where a phase can only start once the

previous phase is complete
An Overlapping relationship : where the phase starts prior to

completion of the previous one ( Fastracking ). Overlapping phase
may increase risk and can result in rework .
An Iterative relationship : where only one phase is planned at any

given time and the planning for the next is carried out as work
progresses on the current phase and deliverables
69
More on Project Phases

In early phases of a project life cycle:
Resource needs are usually lowest
The level of uncertainty (risk) is highest
Project stakeholders have the greatest opportunity to influence the
project
In middle phases of a project life cycle:

The certainty of completing a project improves
More resources are needed
The final phase of a project life cycle focuses on:

Ensuring that project requirements were met
The sponsor approves completion of the project
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Typical Project Cost and Staffing Level Across the Project Life Cycle
71
Typical Construction Life Cycle

Full Operation
100%
Installation
Substantially
complete
Percentage Complete
Major
Contracts
Let
Project
GO
decision
Feasibility Planning & Production Turnover and

Designing Start-up
72
Product and Project Life Cycle
73
2.2 Stakeholders
A stakeholder is someone whose interest may be positively or
negatively impacted by the project.
Key stakeholders
The project manager
Customer
Performing organization
Project Team
Project Management Team
Sponsor
Influencers
The Project Management Office
74
Key Stakeholders
Project Manager Manages the Project
Customer Purchases the product or service
User Uses the product or services
Performing Organization Whose employees are most directly involved in doing the
projects work
Project team members Group performing the projects work
Project management Who are directly involved in the project management

team activities
Sponsor Provides the financial resources for the project
Influencers Due to an individual's position can influence positively or

negatively
PMO It has direct or indirect responsibility for the outcome of the
project
75
Relationship between Stakeholders and the

Project
76
What we do with the Stakeholders ?
Identify ALL of them
Determine ALL of their requirements
Determine their expectations
Communicate with them
Manage their influence
77
Stakeholders Grid
78
Stakeholders influence over time
79
2.3 Organizational Influence
Projects are typically part of an organization that is larger than the

project.
The maturity of the organization with respect to its project

management system, culture, style, organizational structure and
project management office can also influence the project.
Organizational Systems
Organizational Cultures and Styles
Organizational Structure
Organizational Process Assets
80
2.3.1 Organizational System

Project-based organizations are those whose operations
consist primarily of projects. These organizational falls
into two categories:
Organizations that derive their revenue primarily from

performing projects for others under contract -
architectural firms, engineering firms, consultants,
construction contractors, and government contractors.
Organizations that have adopted management by

projects.
81
Organizational Cultures and Styles
These cultures are reflected in numerous factors:

Shared values, norms, beliefs, and expectations
Policies and procedures
View of authority relationships
Work ethics and work hours
82
Organizational Structure
The structure of the performing organization often constraints
the availability of resources in a spectrum from Functional to
Projectized, with a variety of matrix structure in between.
83
Functional
84
Functional Organization - Key Points
The organization is grouped by areas of specialization within

different functional areas.
Projects generally occur within a single department.
Information required from other department will be routed

through departmental heads.
Team members complete project work in addition to normal

department work.
85
Projectized Organization
86
Projectized Organization Key Points

The entire company is organized by projects.
The project manager has control of projects.
Personnel are assigned and report to a project manager.
Team members complete only project work and when its

over they don't have HOME.
Communication generally occurs only within the project.
87
Weak Matrix Organization
88
Weak Matrix - Key Points

Two Bosses
Team members reports to Project Manager and Functional Manager
Team members do project work in addition to normal departmental
work
Power rests with functional manager
Project Manager plays a role of:
Project Expediter: Cannot take decision. Staff assistant and
Communication coordinator.
Project Coordinator: Similar to Project Expeditor except has
some power to take decision.
89
Balanced Matrix Organization
90
Balanced Matrix Organization - Key Points

Two Bosses
Team members reports to Project Manager and Functional

Manager
Team members do project work in addition to normal

departmental work
Power is shared between the functional and project manager
91
Strong Matrix
92
Strong Matrix Key Points
Power rests with the Project Manager
93
Composite Organization
94
Organization Structure influence on Project
95
Advantages & Disadvantages

Functional
Advantages Disadvantages
Matrix
Clear career paths More than one boss Advantages Disadvantages
in specialization areas for project team
members
Team members
Improved project More than one boss
report to one Resource allocation
manager control over for project team
supervisor is challenging
resources members
Easier specialist Potential for conflict
Project objectives Resource allocation
management between functional
are supported in the is challenging
and project managers
organization
Potential for conflict
More support from between functional
functional organization and project managers
96
Advantages & Disadvantages (Cont..)
Projectized
Advantages Disadvantages
Efficient project organization Lack of professionalism in

specialization areas
Project loyalty
No home when projects are
Simplified communications
completed
Duplication of facilities and job

functions
97
Discussion
The Role of PMO in different structure
98
Project Management System
The project management system is the set of tools,

techniques, methodologies, resources, and procedures used
to manage a project.
If a PMO exists in the performing organization, one of the

functions of the PMO would typically be to manage the project
management system, in order to ensure consistency in
application and continuity on the various projects being
performed.
99

Include any or all process related assets from any or all of the
organizations involved in the project that can be used to
influence the projects success
Completed Schedules ,
Processes and Procedures
risk data , & earned value data
Corporate Knowledge Base

100
Unit 1: Examination
17 Questions
Maximum Time Allowed 15 Minutes
Keep Silence
Keep the answered question paper with you
101
The Standard for Project Management of a Project
Section II
102
CHAPTER 3
Project Management Processes for a Project
103
Session Objective
3.1 Project Management Processes
3.2 Project Management Process Groups
3.3 Process Interactions
3.4 Project Management Process Mapping
104
Processes for a Project

Recall the definition of Project Management !
Project Management is accomplished through processes.
It uses Project Management Knowledge, Skills, Tools &

Technique
It receives Inputs and generates Outputs
Select appropriate processes within the PM process group

that are required to meet the project objectives
Use a defined approach to adapt the product specifications

and plans to meet project and product requirements.
Comply with Stakeholders needs, wants and expectations.

105
Balance theEmail:
competing
Madras Management Training W.L.L demand. www.mmt-institute.com
info@mmt-institute.com 2008 All Rights Reserved
What is a process ?
A Process is a set of interrelated actions and activities that are
performed to achieve a pre-specified set of products, results, or
services.
Project Processes are performed by Project Team
Project Management Process : Ensure the effective flow of the
project throughout its existence . They encompasses the tools and
techniques involved in applying the skills and capabilities described in
the knowledge areas
Product-Oriented Process : Specify and create the projects product .

Product oriented processes are typically defined by the project life cycle
and vary by the application area . The scope of the project cannot be
defined without some basic understanding of how to create the
specified product .
106
Tailoring
Project Managers and their teams are advised to carefully

consider addressing each process and its constituent inputs
and outputs.
The project manager and project team are responsible for determining which
processes within each process group are appropriate for the project you're working on.
This is called Tailoring.
107
Project Management Processes
Based on Plan-do-check-act cycle (as defined by Shewhart

and modified by Deming)
The application of the project management processes

to a project is iterative and many processes are
repeated and revised during the Project.
Initiating = Start the cycle

Planning = Plan
Executing = Do
Monitoring & Controlling = Check and Act
Closing = Ends the Cycle
108
3.2 Project Management Process Groups
The project life cycle describes what you need to do the work,
the project management process describes what you need to
do to manage the project. It includes:
Initiating
Planning
Executing
Monitoring & Controlling
Closing
109
Symbols for process flow diagrams
110
Project Management Process Groups

A process is a series of actions directed toward a
particular result
Project management can be viewed as a number of
interlinked processes
The project management process groups include:
Initiating processes
Planning processes
Executing processes
Monitoring and controlling processes
Closing processes
111
3.3 Process Groups Interact in a Project
The processes frequently overlap during the life of the project.

112
Mapping the Process Groups to the Knowledge

Areas
You can map the main activities of each PM process
group into the nine knowledge areas using the PMBOK
Guide 2008
Note that there are activities from each knowledge area

under the planning and monitoring and controlling
process groups
All initiating activities are part of the project integration

management knowledge area
113
Mapping of Project Management Processes

to Process Groups & Knowledge Areas
Please Refer to
Table on page 43
114
Developing a Project Management Methodology

Just as projects are unique, so are approaches to project
management
Many organizations develop their own project
management methodologies, especially for IT projects; a
methodology describes how things should be done
Blue Cross Blue Shield of Michigan used the PMBOK as
a guide in developing their IT project management
methodology
Six Sigma projects and the Rational Unified Process
(RUP) framework use project management
methodologies
115
Project Initiation
Initiating a project includes recognizing and starting a new project or
project phase.
Some organizations use a pre-initiation phase, while others include

items such as developing a business case as part of the initiation.
The main goal is to formally select and start off projects.
Key outputs include:

Assigning the project manager.
Identifying key stakeholders.
Completing a business case.
Completing a project charter and getting signatures on it.

116
Project Initiation Documents
Every organization has its own variations of what documents

are required to initiate a project. Its important to identify the
project need, stakeholders, and main goals.
117
Project Planning
The main purpose of project planning is to guide execution

Every knowledge area includes planning information
Key outputs include:
A team contract
A project scope statement
A work breakdown structure (WBS)
A project schedule, in the form of a Gantt chart with all dependencies
and resources entered
A list of prioritized risks (part of a risk register)
118
Project Executing
Usually takes the most time and resources to perform

project execution
Project managers must use their leadership skills to
handle the many challenges that occur during project
execution
Many project sponsors and customers focus on
deliverables related to providing the products, services, or
results desired from the project
A milestone report can help focus on completing major
milestones
119
Project Monitoring and Controlling
Involves measuring progress toward project objectives,

monitoring deviation from the plan, and taking correction
actions
Affects all other process groups and occurs during all

phases of the project life cycle
Outputs include performance reports, requested changes,

and updates to various plans
120
Project Closing
Involves gaining stakeholder and customer acceptance of
the final products and services
Even if projects are not completed, they should be closed

out to learn from the past
Outputs include project archives and lessons learned, part

of organizational process assets
Most projects also include a final report and presentation to

the sponsor/senior management
121
Summary
The five project management process groups are
initiating, planning, executing, monitoring and controlling,
and closing
You can map the main activities of each process group to

the nine knowledge areas
Some organizations develop their own information

technology project management methodologies
The JWD Consulting case study provides an example of

using the process groups and shows several important
project documents 122
Assignment
Try to memorize mapping of the project management

processes
Page No. 43, PMBOK 2008 Fourth Edition
Next Class - Project Integration Management
123

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PMP Exam Preparation Course

Welcome to PMP Exam Preparation

Key Contact Details

Suggestions & Complaints:

Project Management Institute

Building Professional in Project Management

Project Management Institute

Established in 1969 and headquartered outside Philadelphia, Pennsylvania

1) How should I apply?

2) I dont know If I am eligible?

3) What kind of questions we get in exams?

4) My friends told me it is really tough?

5) I am from a construction industry and there are people from IT in

Training & Exam Details

Questions with two or more right answers

Questions with extraneous information

Out of the blue questions

Questions where understanding is important

Questions with new approach to known topic.

Ground rules for this training program

On Time all the Time

Tolerance Limit - 10 Minutes / 80% of the class strength

Everyone has to participate

Should complete the given exam in the class/by next class

The Project Management Framework

The Project Management Framework

Chapter 2 Project Life Cycle and Organization

The Project Management Framework

Project management certification is popular worldwide

Advantages of Using Formal Project Management

Better control of financial, physical, and human resources

1.1 What is a Project ?

A Project is a temporary endeavor undertaken to create a unique,

Creates unique product, service or result.

Has a unique purpose

Is developed using progressive elaboration

Requires resources, often from various areas

Should have a primary customer or sponsor

The project sponsor usually provides the direction and funding

1.2 Project vs. Operational Work

1.3 Projects and Strategic Planning

1.4 What is Project Management?

Project Management is accomplished through the application and

Monitoring and Controlling

The Project Manager is the person responsible for accomplishing the

Project managers strive to meet the triple constraint by balancing

The Triple Constraint

It is the project managers duty to balance these three often

More on the Triple Constraint

Its important to determine which aspects of the triple constraint

The quadruple constraint includes quality as well as scope,

Project Management Framework

Project Management Knowledge Areas

Project Management Knowledge Areas

One knowledge area (project integration management) affects and is

Project Management Tools and Techniques

Project management tools and techniques assist project managers

Note that a tool or technique is more than just a software package.

Specific tools and techniques include:

Gantt charts, network diagrams, critical path analyses (time)

Why the Improvements?

There are different ways to define project success:

The project satisfied the customer/sponsor.