10/19/2014

PROJECT
MANAGEMENT
PROFESSIONAL®
EXAM PREPARATION

INFINITY TRAINING & DEVELOPMENT

INTRODUCTION
• INFINITY Training & Development
• Trainer
• Participants
• Name
• Organization
• Role in Organization
• Why you attend this course?
• What's your expectations?

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AGENDA & RULES

From To
6:00 PM 8:00 PM Technical Session
8:00 PM 8:15 PM Break
8:15 PM 10:00 PM Technical Session

• Start on time to end on time

• Mobile phones on silent please

• Questions after permeation

• Present 100% to get your certificate

EXAM
30 min.

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COURSE OBJECTIVES
• Get familiar with the PMI methodology for managing your
projects
• Make the most of limited study time for taking the PMP®
exam
• Become familiar with the exam format and question types
• Develop a personal study plan
• Identify personal areas of competency and weakness
• Reinforce knowledge of the ten Project Management
Institute (PMI®) Project Management Knowledge Areas,
five Project Management Process Groups, and the
Professional Responsibility Domain

PM STANDARDS
• Project Management Institute (PMI)

• Project Management Body Of Knowledge (PMBOK)

• Issued by the PMI

• The reference to PM practices

• PMI Certifications:

• Project Management Professional (PMP)

• Certified Associate Project Manager (CAPM)
• Program Management Professional (PgMP)
• PMI Scheduling Professional (PMI – SP)
• PMI Risk Management Professional (PMI – RMP)

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WHAT IS A PROJECT?
A project is a temporary endeavor undertaken to create a
unique product, service, or result.
• Temporary
(definite beginning and definite end)
Most projects are undertaken to create a lasting outcome.
• Unique
(different location, different design, different circumstances,
different contractors etc.)
• Progressive Elaboration
Continuously improving and detailing a plan as more detailed
and specific information and more accurate estimates
become available.

WHAT IS PROJECT
MANAGEMENT?
The application of knowledge, skills, tools and techniques to
project activities to meet the project requirements.

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PROJECT CONSTRAINTS
Time: Finish on time Time
Cost: Complete within budget
Quality: Meet performance Quality Cost
requirements and quality targets.
Scope: All deliverables are Scope
completed.
Resources: Resources Risk
Risk:
Customer
Customer Satisfaction: Satisfaction

AREAS OF EXPERTISE

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PROJECT MANAGEMENT
KNOWLEDGE AREAS
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resources Management
• Project Communications Management
• Project Stakeholders Management
• Project Risk Management
• Project Procurement Management

PROJECT MANAGEMENT
PROCESS GROUPS
• Initiating process group
performed to define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase.
• Planning process group
performed to establish the total scope of the effort, define and refine the
objectives, and develop the course of action required to attain those objectives.
• Executing process group
performed to complete the work defined in the project management plan to
satisfy the project specifications.
• Monitoring and Controlling process group
the processes required to track, review, and regulate the progress and
performance of the project; identify any areas in which changes to the plan are
required; and initiate the corresponding changes.
• Closing process group
performed to finalize all activities across all project management process groups
to formally complete the project, phase, or contractual obligations.

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PROCESSES MAP

PROCESS INTERACTIONS
Project Management Process Groups are linked by the objectives they produce,
with the results or outcomes of one generally becoming an input to another or is a
deliverable of the project

TOOLS & OUTPUTS

INPUTS
TECHNIQUES
Documents or
Documents or
Mechanisms documentable
documentable
applied to the items that are a
items that will be
inputs to create result of the
acted upon
outputs process

Note: Many of the Inputs, Tools & Techniques, and Outputs for the 47 Project
Management processes appear in more than one of the Project Management
Process Groups; many of these will be addressed only once in the following Units
unless additional information specific to a Process Group needs to be addressed

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Project Management and Operations Management

Operations are an organizational function performing the ongoing execution of
activities that produce the same product or provide a repetitive service.

Projects and Strategic Planning

Projects are often utilized as a means of achieving an organization’s strategic
plan.

Project Management Office (PMO)

A (PMO) is an organizational body or entity assigned various responsibilities
related to the centralized and coordinated management of those projects under
its domain.

Program Management
A program is defined as a group of related projects managed in a coordinated
way to obtain benefits and control not available from managing them
individually.

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.

PROJECTS AND
OPERATIONS
Projects Operations
• Temporary • Ongoing and repetitive
• Unique output • Similar outputs
• Resources on temporary upon-need basis • Permanent resources

Projects and Operations

• Planned, executed & Controlled series of tasks and
activities
• Constrained by limited resources
• Produce output/product

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PROJECT LIFE CYCLE

A project life cycle is a collection of generally

sequential and sometimes overlapping project
phases whose name and number are determined
by the management and control needs of the
organization or organizations involved in the
project, the nature of the project itself, and its area
of application.

PROJECT LIFE CYCLE

Execute
Phase

Finish
Develop
Phase
Phase

Level of Concept
Activity Phase

Start Finish
Time

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PROJECT LIFE CYCLE

Cost of
Change
Cost &
Staffing
Risk &
Uncertainty

Ability to
Influence

Start Finish
Time

ORGANIZATIONAL
INFLUENCES
Since projects are typically part of an organization that is larger than the
project, the project is influenced by a number of aspects of the larger
organizational structure:

• Organizational Systems
Are management systems in place to support project needs efficiently and effectively.
• Organizational Cultures and Styles
Most organizations have developed unique and describable cultures that often have a
direct influence on the project.
• Organizational Structure
The structure of the performing organization often constrains the availability of
resources.
• Role of the PMO in Organizational Structures
PMO can exist in any organizational structures but are most likely to be found in
projectized or matrix organizations.

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FUNCTIONAL
ORGANIZATION

WEAK MATRIX
ORGANIZATION

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BALANCED MATRIX
ORGANIZATION

STRONG MATRIX
ORGANIZATION

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PROJECTIZED
ORGANIZATION

ORGANIZATIONAL
STRUCTURE

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PROJECT MANAGEMENT
PROCESS GROUPS
Mapped to the Plan-Do-Check-Act Cycle

PROCESS GROUPS
INTERACTION
Initial Intermediate Final
Phase Phase Phase

Executing
Level of
Process
Interaction Planning

`
Closing
Initiating Monitoring &
Controlling

Start Finish
Time

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INITIATING PROCESSES
FLOW CHART

INITIATION PROCESS
GROUP

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PROJECT’S DOCUMENTED
FORMAL AUTHORIZATION &
INITIATION
By Sponsor, PMO or someone
external who is able to FUND.

Provides PM with the authority

to apply organizational
resources to the project
activities

NOTE: This means that PM is

preferably assigned now while
charter is being developed!

SIMPLE/SAMPLE CONTENT
OF PROJECT CHARTER
• Project purpose & justification
• Objectives and their success criteria
• High level requirements that satisfy stakeholder needs, wants, and
expectation
• Business need, high level product description, or product
requirements that the project is undertaken to address
• Assigned project manager and authority level
• Summary milestone schedule
• Summary budget
• Name of sponsor or those authorizing the project
• Approval criteria and who signs off project
• Functional organizations and their participation
• Organizational, environmental & external assumptions

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1. DEVELOP PROJECT
CHARTER
INPUTS Expert judgment is
• Project SOW
applied to technical
• Business Case
• Agreements and management
• EEF & OPA aspects by
individuals or groups
TECHNIQUES with specialized
• Expert Judgment knowledge or
• Facilitation Techniques
training.

OUTPUTS
• Project charter

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GROUP EXERCISE
Develop a Project Charter
20 Min

QUESTIONS

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1 ) Progressive elaboration means:

A ) Implementation of the project must progress strictly
according to the initial project management plan.
B ) Project processes are iterated as more detailed as more
information is uncovered throughout the project life cycle.
C ) Project management plans must be elaborate in order to
be effective.
D ) Distinct processes are developed for each project.

2 ) the project manager’s role during the executing process

group of the project can BEST be described as a (an):
A ) Director.
B ) Integrator.
C ) Coordinator.
D ) Leader.

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3 ) Which of the following would be the MOST appropriate

thing to do during the initiating process group?
A ) work with stakeholders to determine their preferences.
B ) Determine the initial project organization.
C ) refine control limits.
D ) complete scope verification.

4 ) One of your team members informs you that he does not

know which of the many projects he is working on is the
most important. Who should determine the priorities among
projects in a company?
A ) Project manager.
B ) Sponsor.
C ) PMO.
D ) Team.

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5 ) Which of the following BEST describes the major

constraints on a project?
A ) Scope, number of resources, and cost.
B ) Scope, cost, and time
C ) Scope, time, cost, quality, risk, and Resources.
D ) Time, cost, and number of changes.

6 ) A frequent complaint about matrix organizations is that

communications are:
A ) Hard to automate.
B ) Closed and inaccurate.
C ) Complex.
D ) Misleading.

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7 ) To obtain support for the project throughout the

performing organization. It’s BEST if the project manager:
A ) Ensure there is a communication management plan.
B ) Correlates the need for the project to the organization’s
strategic plan.
C ) Connects the project to the personal objectives of the
sponsor.
D ) Ensures that the management plan includes the
management of the team members.

8 ) Who has the MOST power in a projectized organization?

A ) The project manager
B ) the functional manager
C ) The team
D ) They all share power.

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9 ) The project life-cycle can be described as:

a. Project concept and selection, project planning, project
execution, and project close-out.
b. Project planning, work authorization, and project
reporting.
c. Project planning, project control, project definition, WBS
development and project termination.
d. Project concept, project execution, and project reporting.

10 ) Advantages of the functional form of organization

include _________ and creation of technical competence.
a. ease of horizontal coordination
b. clearly defined authority
c. high information processing capability
d. single voice to customers

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11 ) A temporary endeavor undertaken to create a new

product or service is called a _________
a. New product development
b. Program
c. Project
d. Support effort

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