PMP® Certification Training: Aligned With PMBOK 6 Edition PMP Exam Pattern

PMP® Certification Training
Aligned with PMBOK 6th Edition PMP Exam Pattern
This Course is based on the Project Management Institute, A Guide to the Project Management of Knowledge (PMBOK®
Guide) – Sixth Edition. PMP, PMI and PMBOK are registered trade marks of the Project Management Institute, Inc.
© 2018 SKILLOGIC , All Rights Reserved.

PMP Certification Training
 PMP Introduction  Project Schedule Management

 Project Management Framework  Project Cost Management
 Project Environment and Role of PM  8. Project Quality Management
 Professional and Social Responsibility  9. Project Resource Management
 Overview of Tools and Techniques  Project Communication Management
 Project Management Framework  Project Risk Management
 Project Management Processes Groups  Project Procurement management
 Project Integration Management  Project Stakeholder management
 Project Scope Management  Agile Concepts
Lesson 1 : PMP Framework Introduction
This Course is based on the Project Management Institute, A Guide to the Project Management of Knowledge (PMBOK® Guide) – Sixth Edition.
PMP, PMI and PMBOK are registered trade marks of the Project Management Institute, Inc.

1. PMP Framework Introduction
Why PMP Certification?
 To become a better project manager as the best practices have been included
procured from myriad project managers across the globe.
 Increases the success rate of your project as you become more organized.
 Minimizing resource utilization and making a project cost effective .
 Changes how others look your abilities.
 To keep your job, promoted or get a job.
 Hike in your current salary (Help you to get ahead)

Exam Eligibility Requirements
Eligibility of Formal PMP® Hours leading and

Category
Education training hours directing project
Bachelors Degree or global

One 35 Contact Hours 4,500 hours
equivalent
High school diploma,

Two associate degree or global 35 Contact Hours 7,500 hours
equivalent
 After paying the examination fee online, PMI® will send an authorization
letter
 Exam must be taken within one year of receiving the authorization letter
 PMI may randomly choose to send your application for auditing
 You need to contact a prometric center to schedule a date for the exam
Exam Pattern
 Total 4 Hours duration
 Out of 200, 25 are considered as pre-test questions (zero marks) and only 175
are scored for the exam result
 Grading system is followed to arrive at the result Pass or Fail. Result is based
on the individual grades on each process group.
 Grades are
 Below proficient
 Proficient
 Moderately Proficient
 There is no negative marking.

Distribution of Q’s across Process Groups
Process Group Percentage of Questions

Initiating 13
Planning 24
Executing 31
Monitoring & Controlling 25
Closing 7
Note: This percentage of distribution might vary as required

by PMI®.
What is Project?
 What is a Project?
 A project is a temporary endeavour undertaken to create a unique
product, service or result
 Projects drive change, enable business value creation and have an initiation context
 A project can create:
A product that can be either a component of another item or an end item in itself,
A capability to perform a service or,
A result such as an outcome or document.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, Page 4,6
Program and Portfolio
Project Management exists in a broader context governed by:

 Program Management
 Portfolio Management
 Organizational project management (OPM) and strategies
Program Management:
It is a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually. It focuses
on project interdependencies and optimal approach for managing them.
Programs and projects deliver results
For example,
New aircraft manufacturing program has multiple related projects. Project A –
manufacture cockpit; Project B – manufacture fuselage; Project C –
manufacture turbine engine etc.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, Page 14
Program and Portfolio
 Portfolio Management:
 It refers to a collection of projects or programs (may not be necessarily related or
interdependent) and other work that are grouped together to facilitate effective management of
that work to meet strategic business objectives.
 Portfolios make value decisions
 For example,
 Aircraft manufacturer may have business lines such as domestic aircraft manufacturing,
international aircraft manufacturing, warfare aircraft manufacturing etc.
 Note: Organizational Project Management (OPM) - Integrates project, program and portfolio
management with organizational enablers to achieve strategic objectives. In other words, do the
right projects and allocate of resources for them
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, Page 15-16
What is Project Management
 It is the application of knowledge, skills, tools and techniques to project activities,

 Using the 49 processes and 5 process groups i.e. Initiating, Planning, Executing,
Monitoring & Controlling and Closing with appropriate application and integration,
project management can be accomplished.
Project Constraints
 Scope
 Quality
 Schedule
 Budget
 Resources
 Risk
Project vs Operations
 Operations are an organizational function performing the ongoing execution of

activities that produce the same product or provide a repetitive service
 Value is realized in operations

 Examples: Manufacturing, Production operations etc…
 Though temporary in nature Projects can help achieve the organization goals when
they are aligned with the organization’s strategy.
Project Life Cycle
Project life cycle - A collection of sequentially (typical – and sometimes
overlapping) project phases determined by management and needs of the
organization
Phase – A number of related activities

resulting in deliverable(s)
Types of project life cycle:

 Predictive
 Adaptive (Agile)
Characteristics of the project life cycle:

 Starting the project
 Organizing and preparing
 Carrying out project work
 Closing the project
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, , Page 18,19 & Fig 1-2
Development Life Cycle and Phase Gate
 Development life cycles – Those phases of the project lifecycle where product
development happens
 Types of development life cycle

 Predictive (waterfall)
 Iterative
 Incremental
 Adaptive (Agile)
 Hybrid (mix of predictive and adaptive)
 Phase gate – Aphase-end review with a decision to

 Continue to next phase as is or with modification
 Remain in the same phase or repeat some of the phase work
 End the project
 Note: Agile concepts are explained a little later

Five Process Groups
 Initiating
 Planning
 Executing
 Monitoring and Controlling
 Closing
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, , Page 18 & Fig 1-5
10 Knowledge Areas
 Project Integration Management  9. Project Resource Management
 Project Scope Management  10. Project Communications Management
 Project Schedule Management  Project Risk Management
 Project Cost Management  Project Procurement Management
 8. Project Quality Management  Project Stakeholder Management

PMBOK History
Year Edition Project Groups Knowledge Areas Processes
1996 First 5 9 37
2000 Second 5 9 39
2004 Third 5 9 44
2008 Fourth 5 9 42
2013 Fifth 5 10 47
2017 Sixth + Agile 5 10 49

Project Tailoring
 Tailoring – Is the unique application of project management for a project based on the
project environment and several other factors
 An organization may first create its own “Project Management Methodology” based
on available guidelines, frameworks or other methods.
 This methodology may provide additional guidelines to tailor different projects

 within that organization.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, , Page 28
Project Business Documents
 These are developed based on project needs

 Project Business Case
 Project Benefits Management Plan
(These are explained further in Develop Project Charter process)
 Usually the project sponsor is accountable for creation and maintenance of these
documents
 Project success measures – These should also be documented. For example:

 Meeting financial targets
 Fulfilling the contract
 Customer satisfaction
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, , Page 29-34
PMBOK (6th Edition) Project Management Process Map
Project Project Project Project 8. Project 9. Project Project Com- Project Project Project
Knowledge Areas Integration Scope Schedule Cost Quality Resource munications Risk Procurement Stakeholder
management Management management Management Management Management Management Management Management Management
4.1 Develop 13.1 Identify
Project Charter Stakeholders
Initiating
4.2 Develop 5.1 Plan Scope 6.1 Plan 7.1 Plan Cost 8.1 Plan Quality 9.1 Plan 10.1 Plan 11.1 Plan Risk 12.1 Plan 13.2 Plan
Project 5.2 Collect Schedule Management Management Resource Communications Management Procurement Stakeholder
management Requirements Management 7.2 Estimate Management Management 11.2 Identify Management Engagement
Project Management Process Groups
Plan 5.3 Define Scope 6.2 Define Costs 9.2 Estimate Risks
5.4 Create WBS Activities 7.3 Determine Activity 11.3 Perform
6.3 Sequence Budget Resources Qualitative Risk
Planning Activities Analysis
6.4 Estimate 11.4 Perform
Activity Quantitative Risk
durations Analysis
6.5 Develop 11.5 Plan Risk
Schedule Response
4.3 Direct and 8.2 Manage 9.3 Acquire 10.2 Manage 11.6 Implement 12.2 Conduct 13.3 Manage
Manage Project Quality Resources Communications Risk Response Procurement Stakeholder
Work 9.4 Develop Engagement
Executing 4.4 Manage Team
Project 9.5 Manage
Knowledge Team
4.5 Monitor and 5.5 Validate 6.6 Control 7.4 Control Costs 8.3 Control 9.6 Control 10.3 Monitor 11.7 Monitor 12.3 Control 13.4 Monitor
Monitoring Control Project Scope Schedule Quality Resource Communications Risks Procurements Stakeholder
Work 5.6 Control Engagement
and 4.6 Perform Scope
Controlling Integrated
Change Control
4.7 Close Project
or Phase
Closing
Lesson 2 : Project Environment and Role of PM

2. Project Environment and Role of PM
Influences of Project Environment
Organizational
Process Assets
(OPA)
Enterprise
Organizational
Environmental
systems
Factors (EEF)
22 © 2018 SKILLOGIC®. All Rights Reserved

Organization Structure
Organic or simple (N) • Flexible, working side by side
Functional (N) • Grouped based on nature of work
Multi-divisional (N) • Decentralized (replicated) functions
Weak Matrix (L) • Project management a small task in functional work
Balanced Matrix (M) • Project management a skill within the functions
Strong Matrix (H) • Project management is also a function

Project-oriented (T) • Projectized
Virtual (M) • Network of people
Hybrid (X) • Mix of various types
PMO (T) • With governance
PM authority: N(little/none), L(low), M(low to moderate), H(moderate to high), T(high to total), X(mixed)
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) Sixth Edition, Project Management Institute, Inc., 2017, Table 2-1 Page 47
Organizational Process Assets
 Processes, policies and Procedures

• Standards & Policies
• Quality Policies and Procedures, Guidelines, Templates,Tailoring
guidelines
• Proposal evaluation criteria
• Performance Measurement Criteria
• Communication Guidelines
• Project Closure Guidelines
• Financial Control Procedures
• Issue & Defect Management
• Change Control, Risk Management, Work Authorization etc.
Organizational Process Assets
 Corporate Knowledge Base

 Process measurement database
 Project Files, Historical information
 Issue & Defect Database
 Lessons Learnt
 Configuration management databases
 Financial databases
Enterprise Environment Factors
 INTERNAL
 Organizational company culture, structure and governance
 Distribution of facilities and resources
 Infrastructure
 Software
 Resource availability
 Employee capability
 EXTERNAL
 Social and cultural influence and issues
 Legal restrictions
 Academic research
 Government or industry standards
 Physical environment
 Political Climate
 Financial considerations (inflation, etc.)
 Commercial databases
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) -Sixth Edition, Project Management Institute, Inc., 2017, Page 38,39
Organizational Systems
A result of interaction of various factors in an organization
Determines power, competence, interests and political capabilities of people
3 components of organizational systems

 Management elements
 Governance frameworks
 Organizational structure types
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) -Sixth Edition, Project Management Institute, Inc., 2017, Page 42
PMO Office
A project management office is an organizational body or entity assigned

various responsibilities related to the centralized and coordinated
management of projects under its domain.
Supportive
Roles of
Controlling
PMO
Directive
Role of Project Manager
 Responsible for the team’s outputs should have project and technical
management knowledge and skills
 PM’s sphere of influence – This is at the following levels

 In the project
 In the organization
 In the industry
 In the professional discipline
 Across disciplines
 The PMI Talent Triangle® - The 3 competencies of the PM

 Technical project management
 Leadership
 Strategic and business management
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) -Sixth Edition, Project Management Institute, Inc., 2017, Page 53-57
Role of Project Manager
Performing Integration – The PM has to integrate the project at 3 levels

 At the process level
 At the cognitive level (based on knowledge and experience)
 At the context level (examples – cross-functional teams, new technology,
social networks, multi-cultural aspects)
Complexities of integration - This has 3 dimensions

 System behavior
 Human behavior
 Ambiguity (of emerging issues)
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) -Sixth Edition, Project Management Institute, Inc., 2017, Page 67,68
Lesson 3: Overview of Tools and Techniques

3. Overview of Tools & Techniques
Tools and Techniques Grouping
 There are several techniques under each of these categories
 Data gathering techniques - 9
 Data analysis techniques - 27
 Data representation techniques - 15
 Decision making techniques - 2
 Communications skills - 2
 Interpersonal and team skills - 17
 Ungrouped - 60
Total 132
Tools and Techniques Brief Explanations
Technique Brief explanation`
 Facilitation Facilitation results in buy-in’s and decisions, focus groups are more
 Focus groups informal, though both methods use a moderator. One type of
facilitation is facilitation workshops in which specific method like QFD
(with VOC), JAD or Epics/user-stories are used.
 Meetings Meeting management includes agenda preparation, inviting relevant

 Meeting people, preparing minutes with actions. In meetings, stakeholders are
management invited for discussions. Meeting management is one aspect of a
 Interviews meeting. Interviews are direct conversations with stakeholders.
 Inspection Test inspection and planning (part of quality planning) results in creation
 Testing/product of Test and evaluation documents (in Manage Quality, these are sort of
evaluations tests and checklists) which are used in quality control (and may be
 Test inspection and revised in this process) for inspection and testing/product evaluations.
planning Inspection is a review (including defect verification) whereas
testing/product evaluations is about finding errors through structured
investigation.
Technique Brief explanation

 Process analysis Process analysis and Quality improvement methods are used in Manage
 Quality Quality. The former relies on process improvement plan and the latter
improvement on audits, quality control and problem solving, examples are Lean,
methods SixSigma, PDCA. Alternatives Analysis in the quality context is for
 Alternatives evaluating and deciding standards like TQM or other. It is used in several
Analysis other processes for investigating options.
 Stakeholder analysis Stakeholder analysis includes position, role, attitudes, interest stakes
 Stakeholder (interest, ownership, rights, knowledge contribution) whereas
mapping stakeholder mapping is about categorization, power/interest and
other grids and the cube (bubble chart)
Technique Brief explanation
 Affinity diagrams Affinity diagram (Kawakita) is for grouping of

ideas/requirements/issues,
 Cause and effect
diagram Cause and effect diagram (Fishbone or Ishikawa) is for causal
analysis,
 Scatter
diagram/chart Scatter diagram is for checking correlation between two parameters,
 Influence diagram Influence diagram for is for identifying risks by analyzing a process,
 Context diagram
Matrix diagram is used in quality management by comparing sets of
 Matrix diagram data to derive conclusions.
Data Gathering Techniques
Brainstorming:
This technique is used to identify a list of ideas. It is conducted in a group environment and is led
by a facilitator. Brainstorming comprises two parts: idea generation and analysis. Brainstorming
can be used to gather data and solutions or ideas from stakeholders, subject matter experts, and
team members.
Interviews :
An interview is a formal or informal approach to elicit information from stakeholders by talking to
them directly. It is typically performed by asking prepared and spontaneous questions and
recording the responses. Interviews are often conducted on an individual basis between an
interviewer and an interviewee, but may involve multiple interviewers and/or multiple
interviewees. Interviewing experienced project participants, sponsors, other executives, and
subject matter experts can aid in identifying and defining the features and functions of the
desired product deliverables. Interviews are also useful for obtaining confidential information.
Focus groups:
Focus groups bring together prequalified stakeholders and subject matter experts to learn
about their expectations and attitudes about a proposed product, service, or result. A
trained moderator guides the group through an interactive discussion designed to be more
conversational than a one-on-one interview
Questionnaires and surveys:

Questionnaires and surveys are written sets of questions designed to quickly accumulate
information from a large number of respondents. Questionnaires and/or surveys are most
appropriate with varied audiences, when a quick turnaround is needed, when
respondents are geographically dispersed, and where statistical analysis could be
appropriate
Benchmarking:
Benchmarking involves comparing actual or planned project practices or the project’s

quality standards to those of comparable projects to identify best practices, generate
ideas for improvement, and provide a basis for measuring performance. Benchmarked
projects may exist within the performing organization or outside of it, or can be within the
same application area or other application area. Benchmarking allows for analogies from
projects in a different application area or different industries to be made.
Data Analysis Techniques
Alternatives analysis:
Alternatives analysis is used to evaluate identified options in order to select the options or
approaches to use to execute and perform the work of the project. Many activities have
multiple options for accomplishment. They include using various levels of resource
capability or skills, different sizes or types of machines, different tools (manual versus
automated), and make-rent-or-buy decisions regarding the resources.
Alternatives analysis assists in providing the best solution to perform the project
activities, within the defined constraints.
Document analysis:
Document analysis consists of reviewing and assessing any relevant documented
information. In this process, document analysis is used to elicit requirements by analyzing
existing documentation and identifying information relevant to the requirements. There is a
wide range of documents that may be analyzed to help elicit relevant requirements.
Data Analysis Techniques
Process analysis:
Process analysis identifies opportunities for process improvements. This analysis also
examines problems, constraints, and non-value-added activities that occur during a
process.
Root cause analysis (RCA):

Root cause analysis is an analytical technique used to determine the basic underlying
reason that causes a variance, defect, or risk. A root cause may underlie more than one
variance, defect, or risk. It may also be used as a technique for identifying root causes of
a problem and solving them. When all root causes for a problem are removed, the
problem does not recur.
Interpersonal & Team Skills
Active listening:
Techniques of active listening involve acknowledging, clarifying and confirming,
understanding and removing barriers that adversely affect comprehension.
Facilitation:
Facilitation is the ability to effectively guide a group event to a successful decision, solution,
or conclusion. A facilitator ensures that there is effective participation, that participants
achieve a mutual understanding, that all contributions are considered, that conclusions or
results have full buy-in according to the decision process established for the project, and that
the actions and agreements achieved are appropriately dealt with afterward effectively guide
a group to a successful decision, solution, or conclusion.
Leadership:
Leadership skills involve the ability to guide, motivate, and direct a team. These skills may
include demonstrating essential capabilities such as negotiation, resilience, communication,
problem solving, critical thinking, and interpersonal skills. Projects are becoming increasingly
more complicated with more and more businesses executing their strategy through projects.
Project management is more than just working with numbers, templates, charts, graphs, and
computing systems. A common denominator in all projects is people. People can be counted,
but they are not numbers
Networking:
Networking is interacting with others to exchange information and develop contacts.
Networks provide project managers and their teams with access to informal organizations to
solve problems, influence actions of their stakeholders, and increase stakeholder support for
the work and outcomes of the project, thus improving performance.
Political awareness:
Political awareness helps the project manager to plan communications based on the project
environment as well as the organization’s political environment. Political awareness concerns the
recognition of power relationships, both formal and informal, and also the willingness to operate
within these structures. An understanding of the strategies of the organization, knowing who wields
power and influence in this arena, and developing an ability to communicate with these
stakeholders are all aspects of political awareness.
Cultural awareness:
Cultural awareness is an understanding of the differences between individuals, groups, and

organizations and adapting the project’s communication strategy in the context of these differences.
This awareness and any consequent actions minimize misunderstandings and miscommunication
that may result from cultural differences within the project’s stakeholder community. Cultural
awareness and cultural sensitivity help the project manager to plan communications based on the
cultural differences and
requirements of stakeholders and team members.
Lesson 4 : Project Integration Management

4. Project Integration Management
Topics
 Project Integration Management Introduction

 Need for Integration
 Project Environment and Role of PM
 Professional and Social Responsibility
 Overview of Tools and Techniques
 Project Management Framework
 Project Management Processes Groups
 Project Integration Management
 Project Scope Management
Project Integration Management Introduction
Project Integration Management includes the processes and activities to identify,

define, combine, unify, and coordinate the various processes and project management
activities within the Project Management Process Groups.
 This is the only knowledge area that contains processes from

all the 5 process groups
 Integration management helps in bringing all the different
processes & activities in a project
 Integration is achieved through the 7 processes available in
Integration management
It is a high-level work that requires the project manager to

manage interdependencies among the other nine knowledge areas.
Resource Allocation Balancing Complex Examining Tailoring

Demands Alternatives Processes
The other nine knowledge areas involve detailed work in a specific area.
Project Cost Management deals only with how to manage cost in a project.
The project management processes do not happen independently.
A new resource added to the project may require changes in cost or schedule or both.
! Integration management ensures continuity across multiple knowledge areas.

Projects are iterative in nature with links among processes requiring integration to:
 Ensure deliverables and due dates are achieved

 Provide a plan for managing the project
 Ensure proper knowledge is used/available to the effort when needed
 Manage performance of effort
 Constrain change to project
 Integrate decision-making across know~ edge and process groups
 Identify and collect work performance
 Monitor and control work performance
 Implement risk strategies across efforts when indica1ted by events or performance
 Manage communications and engagements
 Effectively manage phase transactions
Project Manager Project Team Project Sponsor
 Responsible for integrating  Works on completing  Protects the project from

and managing the overall the project activities unnecessary changes
project  Ensures that the team has
 Ensures that the project is required resources for
done faster and cheaper completion of the project
and meets the project
objectives
Project Selection Methods
The two broad project selection methods are as follows:
Benefit measurement methods Constrained optimization methods
 One project is compared with  Rely on mathematical modelling

other competing projects techniques to determine the
 Ascertain the costs and benefits selection of the best projects to
of undertaking the project achieve certain business objectives
Examples: Examples:
• Murder board • Linear Programming
• Peer review • Goal Programming
• Scoring models • Integer Programming
• Economic models
• Benefit compared to cost
Project Selection Methods
Economic Models for Project Selection:

 Present value
 Net present value
 Internal rate of return
 Payback period
 Cost benefit analysis
 The two key factors indicating the significance of a project to the company are:
 The reasons a project is selected
 Value it is expected to bring to the organization
Need for Integration
 The need for Project Integration Management is necessary in situations where individual processes
interact. For example, a cost estimate needed for a contingency plan involves integrating the
processes in the Project Cost, Time, and Risk Management Knowledge Areas
 The project deliverables may also need integrating with ongoing operations of the performing
organization, the requesting organization, and with the long-term strategic planning that takes
future problems and opportunities into consideration.
 Project Integration Management also includes the activities needed to manage project documents
to ensure consistency with the project management plan and product, service, or capability
deliverables
 Integration can be between:

 Processes
 Project & performing
organizations
 Project objectives
54 © 2018 SKILLOGIC®. All Rights Reserved

7 Processes in Project Integration Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Processes in Project Integration Management
 Develop Project Charter
 Develop Project Management Plan
 Direct and Manage Project Work
 Manage Project Knowledge
 Monitor and Control Project Work
 Perform Integrated Change Control
 Close Project or Phase

Develop Project Charter
"Develop Project charter" is a process of developing a document that formally authorizes the existence of a project
and provides the project manager with the authority to apply organizational resources to the project activities.
It belongs to the Initiating Process Group.
Inputs PROJECT INTEGRATION MANAGEMENT

Benefits Management
Plan
Develop Project Charter Output
Business case
Agreements Project charter
Enterprise environmental Tools and Techniques Assumption Log
factors
Organizational process Data Gathering Expert judgment
assets Legend
Interpersonal
Meetings Input
and Team Skills Output
Tools & Techniques
Fig 4.2: Develop Project Charter: Inputs, Tools & Techniques and Outputs Initiating Process
Project Management Institute, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition, Project Management Institute, Inc., 2017 Page 75
Process : Develop Project Charter
 Project Charter is a formal authorization to start a project or a phase

 It establishes the existence of a project
 This formal authorization ensures that common project failures are prevented
Common project failures:

 Declining profits
 Rework
 Low motivation
 It focuses on documenting the initial requirements
 Stakeholder expectations are translated into high level

requirements
 It links the customer and the project
 This is the appropriate process for naming a PM
 Linking is between: Customer & project (internal project)
 Performing organization & project (external project)

 Business case
 The business justification for the project
 Situational analysis with one of the criteria - required, desired, optional
 Alternatives or options - do nothing, do the minimum work possible, do more than the
minimum
 Economic analysis and evaluations
 Risks, constraints, assumptions
 Recommendations and other sections
 Benefits management plan

 Benefits and their timelines, owners and metrics
 Alignment to business strategies, risks, assumptions
 Agreements – the negotiated and signed contract (output of Conduct Procurement

process)
 Enterprise environment factors (EEF)

 These are conditions, situations or events in a company or in the market
that directly or indirectly influence the project’s success
 EEF include all issues, conditions, situations and circumstances that can influence the
project in positive or negative manner
 EEF may be because of market conditions or may exist within the organization
Process : Develop Project Charter – Inputs
 OPA – This includes:
 Plans
 Procedures
 Policies: hiring policies, procurement policies etc.
 Guidelines
 Templates: claim templates, warranty templates, authorization forms,

time reporting templates etc.
 Lessons learnt and historical information – these are important knowledge

bases that fall under OPA. Past project documents, training material,
benchmark reports, industry reports etc. are part of knowledge base.
Process : Develop Project Charter – Tools & Techniques
 Expert judgment - the knowledge derived from qualified sources (subject matter experts,
for example) about similar projects, industry, application area (finance, HR, etc.)
 Data gathering
 Brainstorming – idea generation
 Focus groups – moderated but informal discussions
 Interviews – one to one
 Meetings – with project stakeholders to develop approach or details, or for project kick-off
(Usually at start of planning, but for large projects - at start of execution ), sprint/iteration
planning, scrum daily stand-up and retrospectives, steering committee, etc.
Process : Develop Project Charter – Tools & Techniques
 Interpersonal and team skills
 Conflict management – for alignment of topics and stakeholders
 Facilitation – formal approach, consideration of everyone’s in inputs, mutual buy-in and

decisions
 Meeting management – sending invitations with agenda, publishing minutes, follow-up of

actions
Key Concepts, Trends and Emerging Practices
 Key concepts
 Integration management to be done only by the PM, others areas

can be handled by other managers.
 Trends & emerging practices
 Use of automated tools & visual management tools
 Project knowledge management
 Additional responsibilities of PM
 Hybrid methodologies
Tailoring Considerations and Agile
 Tailoring considerations
 Project lifecycle & development life cycle
 Management approach
 Knowledge management
 Change & governance
 Lessons learned
 Benefits
 Considerations for agile/adaptive environments

 Detailed product planning and delivery can be given to the team,
while PM handles integration.
 Collaborative decision making & ensuring team's ability to
respond to changes
Lesson 5: Project Scope Management

5. Project Scope Management
Topics
 Define Project Scope Management

 Differentiate between project scope and product scope
 Identify the key terms used in Project Scope Management
 Explain work breakdown structure
 Describe the Project Scope Management processes
Project Scope Management Introduction
Project Scope Management includes the processes required to ensure that a project
comprises all and only the work required to complete the project successfully
Managing the project scope is primarily concerned with defining and

controlling what should be included in the project.
Definition taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition,
Project Management Institute, Inc., 2017 Page 129
Project Scope Management Activities
Ensure constant Monitoring Avoid Scope Creep Ensure constant Monitoring

Ensure all the project Define project boundaries Restrict the project work only
work is being completed and avoid unnecessary to the defined activities and
addition of scope avoid doing more work than
required for the project
Product Scope vs Project Scope
Project Scope Management deals with managing both the product scope ,and project scope.
*Product Scope *Project Scope

It refers to the features and functions that It refers to the work performed to deliver a
characterize a product, service, or result. product, service, or result with the specified
features and functions.
Example: In banking sector. services like
Example: To deliver a product. requirement
savings accounts and mutual funds are
and design documents have to be produced.
called products.
*Definitions taken from the Glossary of the Project Management Institute , A Guide to the Project Management Body of Knowledge , (PMBOK' Guide) - Sixth Edition.
Project Management Institute , Inc., 2017, Page , 131
Work Breakdown Structure (WBS)
The Work Breakdown Structure helps define the project scope.
WBS is a deliverable-oriented, functional decomposition of the project

scope of work. into hierarchically grouped work elements.
The Work Breakdown Structure reflects the scope baseline of the entire project.
Deliverables not incorporated in WBS will not be a part of the project.
Work Breakdown Structure (WBS)
• The WBS is prepared by understanding the scope and leads to team buy-in.
• The WBS breaks the, high-level deliverables of the project into
smaller manageable pieces called work packages.
• The process of breaking: the ~overall project deliverables into
smaller pieces is called deco1mpositiion.
• During decomposition, ensure that each level is complete and
includes all the work in the project before decomposing further.
• Decomposition should be done until the lowest level deliverable
cannot be logically sub-divided further.
• WBS is all “deliverable-oriented” decomposition and should contain
only deliverables and not activities.
• WBS is part of Project Scope Baseline, along with the Project Scope
Statement and WBS Dictionary.
concept-based questions on Work Breakdown Structure can be expected in the exam

Key Terms
Work Breakdown Structure
A hierarchical decomposition of the total scope of work to be carried out by the project team
to accomplish the project objectives and create the required deliverables
A typical software development project would have various activities. Each of these translates into a
high-level deliverable and can be further subdivided into smaller activities that are more predictable.
Key Terms
Work Breakdown Structure
A hierarchical decomposition of the total scope of work to be carried out by the project team
to accomplish the project objectives and create the required deliverables
WBS Dictionary
A document that provides detailed deliverable, activity, and schedule information about
each component in the Work Breakdown Structure
Key Terms
Project Scope Management
The project scope statement is the description of the project scope, major deliverables,
assumptions and constraints
Control Account
A management control point where scope, budget, actual cost, and schedule are integrated
and compared to earned value for performance measurement
WBS: Example
New Core Banking Software Development
Requirements Design and

Code Test Go Live
Documentation Architecture
Model WP 3.1 WP 4.1 Installer
Warranty
Prototype WP 3.2 WP 4.2
Sheet
6 Processes in Project Scope Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Plan Scope Management
PROJECT SCOPE MANAGEMENT

Inputs
Project Charter Output
Plan Scope Management
Project Management Scope management
Plan plan
Enterprise environmental Tools and Techniques Requirements
factors management plan
Expert judegment
Organizational process
assets Data analysis Meetings Legend
Input
Output
Fig 5.2: Plan Scope Management: Inputs, Tools & Techniques and Outputs Tools & Techniques
Initiating Process
Collect Requirements
Inputs
Project Management
Project Charter Plan
Project Management
Plan Collect Requirements Output
Project Documents Requirements
Tools and Techniques Documentation
Business Documents
Requirements
Agreements Expert judegment Decision Making Traceability Matrix
Enterprise
Environmental factors Data Gathering Context Diagram
Legend
Organizational Input
Data Representation Data Analysis
Process assets Output
Interpersonal and Tools & Techniques
Prototypes Initiating Process
Team Skills
Fig 5.4: Collect Requirement: Inputs, Tools & Techniques and Outputs
Group Creativity Techniques
Requirements gathering has several techniques to ensure a solid understanding of the projects functionality.
Group creativity techniques are used to channel a group's

combined brainpower to solve a problem, identify
requirements or risks, or make a decision.
Project Management Institute, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition, Project Management Institute, Inc., 2017 Page 142 , 144
Brainstorming
Nominal Group Technique
Idea or Mind Mapping
Affinity Diagram
Multi Criteria Decision Analysis
Project Management Institute, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition, Project Management Institute, Inc., 2017 Page 142,144
Brainstorming

It is used to generate and collect multiple ideas
related to project and product requirements.
Idea or Mind Mapping It is not an evaluation technique but an
ideation process.
Affinity Diagram
Brainstorming

It enhances brainstorming with a voting process
used to rank the most useful ideas for further
Idea or Mind Mapping brainstorming or prioritization.
Affinity Diagram
Brainstorming

It consolidates ideas created through Individual
brainstorming sessions into a single map to
Idea or Mind Mapping reflect commonality and differences in
understanding and to generate new ideas.
Affinity Diagram
Brainstorming

It allows large number of ideas to be classified into
groups for review and analysis.
Idea or Mind Mapping
Affinity Diagram
Brainstorming

It uses a decision matrix to provide a systematic
analytical approach for establishing criteria,
Idea or Mind Mapping such as risk levels, uncertainty, and valuation,
to evaluate and rank ideas.
Affinity Diagram
Group Decision Making Techniques
Group decision-making techniques are used to arrive at decisions when

many people are involved in the decision-making process
Unanimity Majority Plurality Autocratic
It is a decision that is reached whereby everyone agrees on a single course of action.

It is a decision that is reached with support from more than 50% of the members
of the group.

It is a decision that is reached whereby the largest block in a group decides,

even if a majority is not achieved.

Decisions are made by an individual on behalf of the group.
Requirements Traceability Matrix
Requirement Design Coding System Testing Acceptance Testing

Number
3.1.1.1 (Multi-user SOD Section 3.1 RBACprocessing.cpp Tests 111 -120 Tests 51-55
access) SchemaCreation.sql
…
Requirements Traceability is a technique used to verify that the work

packages of a WBS are delivered and tested.
Understand the requirements traceability matrix to answer concept-based questions.

Define Scope
Define Scope is the process of developing a detailed description of the project and product.

Inputs
Define Scope
Project Management Project Scope
Plan Statement
Project Documents Tools and Techniques Project Document
Updates
Enterprise environmental Expert judegment
factors
Organizational process Data Analysis Decision Making Legend
assets Input
Interpersonal and Output
Product Analysis
Team Skills Tools & Techniques
Initiating Process
Fig 5.8: Define Scope: Inputs, Tools & Techniques and Outputs
Create WBS
Inputs PROJECT SCOPE MANAGEMENT

Project Management
Plan Output
Create WBS
Project Documents Scope Baseline
Enterprise Environmental Project Document

Tools and Techniques
Factors Updates
Organizational Process Expert Judgement Decomposition
Assets
Legend
Fig 5.10: Create WBS: Inputs, Tools & Techniques and Outputs Input
Output
Tools & Techniques
Initiating Process
Validate Scope
Validate Scope is the process of formalizing acceptance of the completed project deliverables.
• It involves reviewing deliverables with the customer or sponsor to ensure they are completed
satisfactorily and obtain formal acceptance.
• It is closely related to control quality.
• Scope validation is primarily concerned with the acceptance of the deliverables.
• Control quality is primarily concerned with correctness of the deliverables and meeting the quality
requirements specified for the deliverables.
• Control quality is performed before scope validation, but these two processes can be performed in
parallel as well.
Validate Scope

Inputs Output
Project Scope Management Plan Accepted Deliverables
ManagementPlan Work Performance
Information
Project Documents Validate Scope
Change Requests
Verified Deliverables
Tools and Techniques Project Documents
Work Performance Data Updates
Inspection Decision Making
Fig 5.15: Validate Scope: Inputs, Tools & Techniques and Outputs
Legend
Input
Output
Tools & Techniques
Monitoring & Controlling
Control Scope

Inputs Output
Project Scope Management Plan Work Performance
Information
ManagementPlan
Change Requests
Project Documents Control Scope
Project Management
Work Performance Data
Tools and Techniques Plan Updates
Organizational Process Project Documents
Assets Data Analysis Updates
Fig 5.17: Validate Scope: Inputs, Tools & Techniques and Outputs
Legend
Input
Output
Tools & Techniques
Important Outputs
Work performance Information

The performance data collected from controlling processes, analyzed in comparison with project
management plan components, project documents, and other work performance information.
Accepted Deliverables
These are deliverables that have been verified and are ready for validation against the project
scope at which point they are accepted.
Change Requests
When validating project scope, new requirements might be discovered, for example, adding an
email notification when a password is changed.
Project Management Institute, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition, Project Management Institute, Inc., 2017, Glossary
Data-Information-Knowledge-Wisdom
The PMI® emphasizes managing project knowledge as an important technique throughout all processes.
Existing knowledge and new knowledge are represented as Project Performance Data, which acts as
an input to a process and, in turn, produces an output of Project Performance Information.
Data-Information-Knowledge-Wisdom
Key Concepts
 Needs assessment (problems & business needs from portfolio/program/project)

prior to project scope management processes. This facilitates requirements,
solutions & implementation.
 Business analyst if assigned will focus on requirements activities. PM accounts for

the requirements work, their timing, cost and value.
 Collaborative partnership between business analyst and PM is important.

Trends and Emerging Practices
 In agile lifecycle, high priority items from product backlog are worked in an iteration.
Processes in each iteration: collect requirements, define scope & create WBS,
validate scope & control scope.
 In predictive lifecycle, collect requirements, define scope & create WBS are done
once and later only in case of changes. Validate scope done for each
deliverable/phase review & control scope will be ongoing.
 Product backlog (product requirements, user stories) will be the current

 needs of an agile project
 Knowledge & requirements management related systems & their reuse
 Validation & control procedures
 Development approach - predictive/iterative & incremental/agile/hybrid etc.
 Stability of requirements - lean/agile approach if unstable requirements
 Governance - audit, policies, etc.

 Requirements/scope discovery & refinement process more important
 Prototypes help refine requirements
Lesson 6: Project Schedule Management

6. Project Schedule Management
Topics
Project Schedule Management Introduction
Project Schedule Management Introduction
Project management team selects a scheduling method, such as critical path or an Agile approach.
Activities
Planned dates
Project Specific Durations

Data entered into
a Scheduling tool
Resources
Dependencies
Constraints
! Schedule management plan defines how schedule contingencies will be reported and assessed.
Project Management Institute, Inc., 2017, Page 173
Project Schedule Management Activities
Project Schedule
Gantt Chart
Gantt Chart Relationships
Project activities are related to each other. The relationships among project activities can be classified as follows:
Finish to Start Finish to Finish

An activity must finish before An activity must finish before
the next activity can start. the next activity can finish.
Start to Start Start to Finish

An activity must start before An activity must start before
the next activity can start. the next activity can finish.
! Charts are generally laid out with finish-start and then time/resources are adjusted by changing
the relationship of tasks (start-start, finish-finish, start-finish)
Project Management Institute, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition, Project Management Institute, Inc., 2017, Page 190
Gantt Chart Relationships
Finish to Start
An activity that cannot be started until its predecessor is completed. For example, the
foundation for a building cannot be poured until it has been excavated.
Finish to Finish
An activity must finish before the next activity can finish. For example, an old system
must be retired before a new system can go into production.
Start to Start
An activity must start before the next activity can start. For example, the project request
must be submitted before work can start on the project charter.
Start to Finish
An activity must start before the next activity can finish. For example, billing for a service
must be started until the service task can be finished.
Gantt Chart: Dependencies
Dependency suggests that the project activities are interdependent. Dependencies can be classified as follows:
Classification 1
Mandatory These dependencies are inherent in the nature of the work and cannot be passed by.
Dependencies Example: The foundation of a civil structure must be la id before working on pillars and slabs.
Discretionary These dependencies are based on the preference of the team and can be changed if required.
Dependencies Example: Painting activities can be started only after all the electrical and plumbing work is done.
Classification 1
External These dependencies involve an external entity that may impact the project.
Dependencies Example: Approval by a government authority for the structural design of a building.
Internal
These dependencies are within the control of project team.
Dependencies
Example: Commencement of the slab work depends on the availability of ready-mix concrete.
Project Management Institute, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition, Project Management Institute, Inc., 2017, Page 191
Network Diagram:
Network Diagram: Example
Key Terms
Leads and Lags
A successor activity is said to have a lead when it can start before the predecessor.
Example: Activity 8 can start 2 days before the completion of activity A.
A successor activity is said to have a lag when it needs to be delayed with respect to the predecessor.
Example: Activity B can start 2 days after activity A is completed.
Rolling Wave Planning

Rolling wave planning is an iterative planning technique in which the work to be accomplished in the
near term is planned in detail while the work in the future is planned at a higher level It is a form of
progressive elaboration.
Analogous Estimating
This estimating is based on data from previous projects (or activities). For example, if the last 5 similar
projects took 6 months, the current project will also take 6 months.
Project Management Institute, Inc., 2017, Page 192
Key Terms
Parametric Estimating
This uses a mathematical model to calculate projected times for an activity based on historical records
from the previous projects and other information.
Effort
Effort is the total amount of work required to complete the activity.
Duration
Duration is the calendar (elapsed) time required to complete an activity.
Example: An activity requires 10 people to work for 5 days; total effort is SO person days~ and duration
is 5 days.
Decomposition
Decomposition is the technique of breaking a task into smaller pieces.
Note: Decomposition should continue until there is no further value from decomposing the task
further or until it can be estimated accurately.
*Definition taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition,
Project Management Institute, Inc., 2017, Page 200 and 201
6 Processes in Project Schedule Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Define Activities
“Define Activities is the process of identifying and documenting the specific actions to be performed to
produce the project deliverables." It belongs to the Planning Process Group.
PROJECT SCHEDULE MANAGEMENT

Output
Input
Activity List
Project Management Define Activities
Plan Activity Attributes
Enterprise Environmental Milestone List

Factors Tools and Techniques
Change Requests
Organizational Process Expert Judegment Decomposition Project Management
Assets
Plan Updates
Rolling Wave
Meetings
Planning
Legend
Input
Output
Fig 6.5: Define Activities: Inputs, Tools & Techniques and Outputs Tools & Techniques
Planning Process
Sequence Activities
“Sequence Activities is the process of identifying and documenting relationships among the project
activities.'' It belongs to the Planning Process Group.

Input
Project Management Output
Sequence Activities
Plan Project Schedule
Network Diagrams
Project Documents
Tools and Techniques Project Documents
Enterprise Environmental Updates
Factors Precedence Dependency
Diagramming Determination and
Organizational Process
Method (PDM) Integration
Assets
Project Management Legend
leads and Lags Input
Information Systems
Output
Fig 6.7: Sequence Activities: Inputs, Tools & Techniques and Outputs Tools & Techniques
Planning Process
Estimate Activity Durations

Input
Project Management Estimate Activity Output
Plan Durations Duration Estimates
Project Documents Basis of Estimates
Enterprise Environmental Project Documents
Factors Expert Judgement Analogous Estimating Updates
Assets Parametric Estimating Three-point Estimating
Legend
Bottom-up Estimating Data Analysis Input
Output
Decision Making Meetings Tools & Techniques
Planning Process
Fig 6.12: Estimate Activity Durations: Inputs, Tools & Techniques and Outputs
Develop Schedule

Input Output
Project Management Develop Schedule Schedule Baseline
Plan Project Schedule
Project Documents Schedule Data
Agreements Project Calendars
Schedule Network
Enterprise Environmental Critical Path Method
Analysis Change Requests
Factors
Resource Optimization Data Analysis Project Management
Plan Updates
Assets
Leads and Lags Schedule Compression Project documents
Legend Project Management Agile Releasing updates
Input
Information System Planning
Output
Tools & Techniques
Fig 6.12: Develop Schedule: Inputs, Tools & Techniques and Outputs
Planning Process
Schedule Network Analysis
Program Evaluation and review Technique (PERT)
PERT: Example
Critical Path Method
Calculation of Float
Calculation of Float
Critical Path : Example
Schedule Compression
Schedule Compression: Example
Impact of Schedule Compression
Other Scheduling Techniques
Other Scheduling Techniques
Control Schedule
“Control Schedule is the process of monitoring the status of project activities to update project
progress and manage changes to the schedule baseline to achieve the plan." It is part of the
Monitoring and Controlling Process Group.
PROJECT SCHEDULE MANAGEMENT Output
Input
Work Performance
Project Management Information
Plan Control Schedule Schedule Forecasts
Project Documents Change Requests
Work Performance Tools and Techniques
Project Management
Data Plan Updates
Data Analysis Critical Path Method
Organizational Process Project Documents
Assets Project Management Updates
Resource Optimization
Information Systems
Legend Leads and Lags Schedule Compression
Input
Output
Tools & Techniques Fig 6.8: Control Schedule: Inputs, Tools & Techniques and Outputs
Planning Process
Key Takeaways
 Key concepts
 Creating a schedule model requires methods (like CPM), information (like

estimates) & tools (like spreadsheets or software)
 Trends & emerging practices
 Iterative scheduling with a backlog
 On-demand scheduling: Kanban theory of constraints & pull system from lean
manufacturing, limit work in progress to balance demand with delivery
capacity, pull work from backlog or queue and do as soon as resources are
available, tasks similar in size as in operations
 Lifecycle approach
 Resource availability
 Project dimensions
 Technology support
 Iterative scheduling with a backlog
 Multiple approaches (traditional, agile, hybrid) can be mixed
 Scaling factors like team size, geographical spread, regulation,

organizational complexity & technical complexity for large projects.
Lesson 7 : Project Cost Management

7. Project Cost Management
Cost Management
Control Account
Control Account
4 Processes in Project Cost Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Plan Cost Management
Plan Cost Management is the process of defining how the project costs will be
estimated, budgeted, managed, monitored, and controlled.
Plan Cost Management
PROJECT COST MANAGEMENT

Input
Project Management
Plan Plan Cost Management
Project Documents Output
Enterprise Cost Management Plan
Environmental Factors
Organizational Process Expert Judgement Data Analysis
Assets
Meetings Legend
Input
Output
Tools & Techniques
Fig 7.2: Plan Cost Management: Inputs, Tools & Techniques and Outputs Planning Process
Estimate Costs
Estimate Costs is the process of developing an approximation of the cost of

resources needed to complete project work.
Estimate Costs

Input
Plan Estimate Costs Cost Estimates
Project Documents
Basis of Estimates
Enterprise Tools and Techniques
Environmental Factors Project Document
Expert Parametric Three-Point Updates
Judgement Estimating estimating
Assets
Project Management
Analogous Estimating
Information System
Legend
Bottom-up Input
Data Analysis Decision making Output
Estimating
Tools & Techniques
Planning Process
Fig 7.4: Estimate Costs: Inputs, Tools & Techniques and Outputs
Determine Budget
Determine Budget is the process of aggregating the estimated costs of

individual activities or work packages to establish an authorized cost baseline.
Determine Budget

Input
Plan Determine Budget Cost Baseline
Project Documents
Project Funding
Business Documents Tools and Techniques Requirements
Agreements Expert Cost Project Document
Data Analysis Updates
Enterprise Judgement Aggregation
Environmental Factors Historical
Funding Limit
Organizational Process Information Financing
Reconciliation Legend
Assets Review Input
Output
Tools & Techniques
Fig 7.6: Determine Budget: Inputs, Tools & Techniques and Outputs Planning Process
An understanding of how to determine a project budget is important for the PMP exam.
Control Cost
Control Costs is the process of monitoring the status of the project to update
the project costs and managing changes to the cost baseline.
Control Cost
PROJECT COST MANAGEMENT Output

Input
Work Performance
Project Management Information
Plan Control Cost
Cost Forecasts
Project Documents
Change Requests
Project Funding Tools and Techniques
Requirements Project Document
Expert Judgement Data Analysis Updates
Project Plan
Organizational Process To-Complete
Project Management Updates
Assets Performance
Information System
Index (TCPI)
Legend
Input
Output
Fig 7.6: Control Cost: Inputs, Tools & Techniques and Outputs
Tools & Techniques
Planning Process
Business scenario based questions on project cost control can be expected in the exam.
Earned Value
Earned Value Management
Earned Value Management (EVM) is a method to measure project

performance against the project baselines.
Terms in Earned Value Management
Earned Value Formula
Business Scenario: Problem Statement
Business Scenario: Solution
Earned Value Management: Example 1
Key Terms
Key Terms
Key Takeaways
 EVM (Earned Value Management) extended to include ES (Earned Schedule)
 EV (Earned Value) replaced by ES
 AC (Actual Cost) replaced by AT (Actual Time)
 SV (Schedule Variance) = ES-AT > 0 means ahead of schedule
 SPI (Schedule Performance Index) = ES/AT which is efficiency of work

achievement
 Tailoring considerations
 Knowledge management (project management financial database)
 Estimating & budgeting policies
 EVM
 Agile approach for costing

 Governance of costs
 Considerations for agile/adaptive environments
 Use lightweight estimation when scope is not finalized, for fast and high
level forecast of labour cost
 Use detailed estimation for short term horizons
 Strict budgeting for high variability projects will require frequent cost
adjustments
Lesson 8: Project Quality Management

8. Project Quality Management
Topics
Quality
*Quality is the degree to which a set of inherent characteristics fulfill requirements (ISO 9000).
Quality-related Terms
Optimal Level of Quality
Optimal Level of Quality: Example
Quality Management
Quality Activities: Comparison
Quality Management: Example
Quality Management Concepts
Cost of Quality
3 Processes in Project Quality Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Plan Quality Management
Plan Quality Management is the process of identifying quality requirements and/or standards
for the project and its deliverables, and documenting how the project wi ll demonstrate
compliance with relevant quality requirements.
Plan Quality Management
PROJECT QUALITY MANAGEMENT

Input Output
Project Charter Quality Management
Plan Quality Plan
Project Management Plan Management
Quality Metrics
Project Documents
Tools and Techniques Project Management
Enterprise Environmental Plan Updates
Factors
Expert Judgement Data Gathering Project Document
Organizational Process Updates
Assets Data
Data Analysis Decision Making
Representation
Test and Inspection Legend
Meetings
Planning Input
Output
Fig 8.3: Plan Quality management: Inputs, Tools & Techniques and Outputs Tools & Techniques
Planning Process
An understanding of planning quality management may be useful while answering the exam.
Project Management Institute, A Guide to the Project Management Body of Knowledge,(PMBOK® Guide)- Sixth Edition, Project Management Institute, Inc., 2017 ,Page 277
Manage Quality
Manage Quality
PROJECT QUALITY MANAGEMENT

Output
Input Quality Reports
Manage Quality Test and Evaluation
Project Management Plan
Documents
Project Documents
Tools and Techniques Change Requests
Assets Project Management
Data Gathering Data Analysis Plan Updates
Data Project Document
Decision Making Audits
Representation Updates
Quality Legend
Design For X Problem Solving Improvement Input
Methods Output
Tools & Techniques
Fig 8.7: Manage Quality: Inputs, Tools & Techniques and Outputs Executing Process
Control Quality
Control Quality is the process of monitoring and recording results of executing the
quality activities to assess performance and recommend necessary changes.
Control Quality
PROJECT QUALITY MANAGEMENT Output

Inputs
Quality Control
Enterprise Quality Quality Measurements
Environmental factors Metrics Checklists Verified Deliverables
Deliverables Work Performance
Work Performance Data Control Quality Information
Project Management Plan Change Requests

Quality Control Project management
Approved Change Requests Measurements plan updates
Project Documents Tools and Techniques Project document
Organizational Process updates
Data Gathering Data Analysis Inspection
Assets
Legend
Testing/Product Data
Meetings Input
Evaluation Representation Output
Tools & Techniques
Fig 8.10: Control Quality: Inputs, Tools & Techniques and Outputs Monitoring & Controlling
Business Scenario: Problem
Seven Basic Quality Tools
Control Charts
Control Charts
Cause and Effect Diagram
Flowchart
Histogram
Pareto Diagram
Pareto Diagram
Check Sheets
Scatter Diagram
Six Sigma
Six Sigma: Example
Key Takeaways
Lesson 9 : Project Resource Management

9. Project Resource Management
Topics
Project Resource Management- Introduction

Functional Manager vs. Project Manager
Functional Manager vs. Project Manager
6 Processes in Project Resource Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Plan Resource Management
''Plan Resource Management is the process of identifying and documenting project roles,
responsibilities, required skills, reporting relationships, and creating a staff management plan.
Plan Resource Management
PROJECT RESOURCE MANAGEMENT

Input
Plan Resource
Resource Management
Project Management Plan Management Plan
Project Documents
Team Charter
Enterprise Environmental
Project Document
Factors
Expert Judgement Data Representation Updates
Assets Organizational Theory Meetings
Legend
Input
Output
Fig 9.2: Plan Resource management: Inputs, Tools & Techniques and Outputs Tools & Techniques
Planning Process
Organization Charts and Roles Descriptions
Project
Manager
Administrative
Assistant
Financial Domain Technical Team

Analyst Expert lead
Development Quality
Team Lead Team Lead
Responsibility Assignment Matrix
Responsibility Assignment Matrix
Resource Histogram
Estimate Activity Resource
“Estimate Activity Resources is the process of estimating team resources and the type and quantities
Of materials, equipment, and supplies necessary to perform project work." This process belongs to the
Planning Process Group.
Acquire Resource
PROJECT RESOURCE MANAGEMENT Output

Physical Resource
Input Assignments
Acquire Resources
Project Management Plan Project Team
Project Documents Assignments.
Tools and Techniques Resource Calendars
Enterprise
Environmental Factors Interpersonal and Change Requests
Decision Making
Organizational Process Team Skills
Project Management
Assets Pre-assignment Virtual Teams Plan Updates
Project Documents
Legend Updates
Input
Output Enterprise
Tools & Techniques Environmental Factors
Executing Process Fig 9.8: Acquire Resources: Inputs, Tools & Techniques and Outputs Organizational Process.
Assets.
Manager Project Team
“Manage project team is the process of tracking team member performance, providing feedback,
resolving issues, and managing team changes to optimize project performance.” This process belongs
to the Executing Process Group.
Control Resource
PROJECT RESOURCE MANAGEMENT

Input Output
Project Management Plan Work Performance
Control Resources Information
Project Documents
Change Requests
Agreements Plan Updates
Interpersonal and
Organizational Process Data Analysis Project Documents
Team Skills
Assets Updates
Project Management
Problem Solving
Information System
Legend
Input
Output Fig 9.14: Control Resources: Inputs, Tools & Techniques and Outputs
Tools & Techniques
Executing Process
Questions that test a project manager’s role in developing a project team can be expected in the exam.
Team Dynamics
Conflict Management
Conflict Management
Conflict Resolution Techniques
Business Scenario : Solution
Powers of the Project Manger
Business Scenario : Solution
Organization Theories
Leadership Styles
Leadership Styles
Mckinsey’s 7-S Framework
Key Takeaways
Key Takeaways
Lesson 10 : Project Communication Management

10. Project Communications Management
Topics
Communication
Communication Methods
Communication Technology
Communication Channels
Basic Communication Model
Basic Communication Model: Example
Elements of Communication Model
Project Communications Management
*Project Communications Management includes the processes necessary to ensure that the
information needs of the project and its stakeholders are met through development of
artifacts and implementation of activities designed to achieve effective information exchange.
3 Processes in 10. Project Communications Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Plan Communications Management is the process of developing an appropriate

approach and plan for project communications based on the information needs of
each stakeholder or group of available organizational assets. and the needs of the project
Plan Communications Management
PROJECT COMMUNICATIONS MANAGEMENT

Input
Project Charter Plan Communication Output
Management
Project Management Communications
Plan Management Plan
Enterprise Environmental Project Management
Factors Communication Plan Updates
Expert Judegment
Requirements Analysis Project Document
Assets Communication Communication Communication Updates
Technology Models Methods
Enterprise Organizational
Factors Interpersonal Data
Meetings Legend
and Team Skills Representation
Input
Output
Fig 6.5: Plan Communication Management: Inputs, Tools & Techniques and Outputs Tools & Techniques
Planning Process
Manage Communications
Manage Communications is the process of ensuring timely and appropriate

collection, creation, distribution, storage, retrieval, management,
monitoring, and the ultimate disposition of project information.
Manage Communications
Input PROJECT COMMUNICATION MANAGEMENT

Output
Project Management Plan Project Communications
Manage
Project Documents Project Management
Conmmunications
Work Performance Reports Plan Updates
Organizational Process Tools and Techniques Project Document

Assets Updates
Communication Communication
Enterprise Environmental Organizational Process
Technology Methods
Factors Assets Updates
Communication Project Management
Skills Information system
Project Interpersonal Legend
Meetings Input
Reporting and Team Skills
Output
Tools & Techniques
Fig 10.5: Manage Communications: Inputs, Tools & Techniques and Outputs Executing Process
Monitor Communications
Monitor Communications is the process of ensuring the information

Needs of the project and its stakeholders are met.
Monitor Communications
PROJECT COMMUNICATION MANAGEMENT
Output
Inputs Monitor Communications
Work Performance
Project Information
Management Plan Tools and Techniques Change Requests
Project Plan Updates
Expert Information
Data Analysis Project Documents
Enterprise Environmental Judgement Management
Factors System Updates
Assets Interpersonal and Team
Meetings
Skills Legend
Input
Output
Tools & Techniques
Fig 10.7: Monitor Communications: Inputs, Tools & Techniques and Outputs
Business Scenario:Problem
Key Concepts
Lesson 11: Project Risk Management

11. Project Risk Management
Topics
Project Risk Definition
“Risk is an uncertain event or condition that, if it occurs, has a positive or

negative effect on one or more of a project's objectives."
Types of Risk
Risk Examples
Positive Risk Responses
Positive Risk Responses - Enhance
Positive Risk Responses - Share
Positive Risk Responses - Exploit
Positive Risk Responses - Accept
Negative Risk Responses
Negative Risk Responses - Avoid
Negative Risk Responses - Transfer
Negative Risk Responses - Mitigate
Negative Risk Responses - Accept
Key Terms
Key Terms
Calculation of Risk
Calculation of Risk : Example
Risk Categorization
Decision Tree
Risk Reserve
Project Risk Management
7 Processes in Project Risk Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Project Risk Management
Project Risk Management includes the processes of conducting risk management

-planning, identification, analysis, response planning, response implementation,
and monitoring risk on a project.
Plan Risk Management
PROJECT RISK MANAGEMENT

Input
Project Charter Plan Risk
Project Management Plan Management
Project Documents
Output
Tools and Techniques Risk Management Plan
Enterprise
Environmental Factors Expert Judegment Data Analysis
Organizational Project
Assets Meetings
Legend
Input
Output
Fig 11.2: Plan Risk Management: Inputs, Tools & Techniques and Outputs Tools & Techniques
Planning Process
Risk Impact Scale : Example
Identify Risks
Identify Risks is the process of identifying individual project risks as well as

sources of overall project risk and documenting their characteristics.
Identify Risk Management

Input
Project Management Plan Identify Risk
Project Documents Management Output
Agreements Risk Register
Procurement Documents Risk Report
Interpersonal and
Enterprise Expert Judegment Project Document
Team Skills
Environmental Factors Updates
Data Gathering Prompt Lists
Assets Data Analysis Meetings
Legend
Input
Output
Fig 11.6: Identify Risks: Inputs, Tools & Techniques and Outputs Tools & Techniques
Planning Process
Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis is the process of prioritizing individual

project risks for further analysis or action by assessing their probability
of occurrence and impact as well as other characteristics.
Perform Qualitative Risk Analysis
Input Perform Qualitative

Project Management Plan Risk Analysis
Enterprise Project Document
Environmental Factors Expert Judegment Data Gathering Updates
Organizational Project Interpersonal and
Assets Data Analysis
Team Skills
Risk Data Legend
Meetings Input
Categorization Representation
Output
Tools & Techniques
Fig 11.8: Perform Qualitative Risk Analysis: Inputs, Tools & Techniques and Outputs Planning Process
Concept based questions on qualitative risk analysis can be expected in the exam.
Probability and Impact Matrix : Example
Perform Quantitative Risk Analysis
Perform Quantitative Risk Analysis is he process of numerically analyzing the combined

effect of individual project risks and other sources of uncertainty on overall project objectives.
Perform Quantitative Risk Analysis
Input Perform Quantitative

Project Management Plan Risk Analysis
Enterprise Project Document
Environmental Factors Interpersonal and Updates
Expert Judegment
Team Skills
Assets Data Gathering Prompt Lists
Legend
Data Analysis Input
Output
Tools & Techniques
Fig 11.11:Perform Quantitative Risk Analysis: Inputs, Tools & Techniques and Outputs Planning Process
Concept based questions on qualitative risk analysis can be expected in the exam.
Plan Risk Responses
Plan Risk Responses is the process of developing options, selecting strategies,

and agreeing on actions to address overall project risk exposure,
as wen as to treat individual project risks.
Plan Risk Responses
Input Plan risk Responses

Output
Change Requests
Project Documents Tools and Techniques
Project Management
Enterprise Strategies For Plan Update
Environmental Factors Expert Strategies For
Overall Project Project Document
Judegment Threats
Organizational Project Risk Updates
Assets Data Gathering Strategies for
Data Analysis
Data Analysis Opportunities Legend
Interpersonal Contingent Input
Decision Output
and Response
Making Tools & Techniques
Team Skills Strategies Planning Process
Fig 11.16: Plan Risk Responses: Inputs, Tools & Techniques and Outputs
Residual risks are those that remain after the risk responses were implemented.
Secondary risks arise out of implementing risk responses.
Implement Risk Response
Implement Risk Response is the process of implementing agreed-upon

risk response plans. The key benefit of this process is it ensures that
agreed-upon risk responses are executed as planned in order to
address overall project risk exposure, minimize individual
project threats, and maximize overall project opportunities.
Implement Risk Response

Inputs
Project Output
ManagementPlan Implement Risk Response Change Requests
Work Performance Data Project Documents
Work Performance Reports Updates
Project
Expert Interpersonal Management
Judgement and Team Skills Information
System
Legend
Fig 11.18: Implement Risk Response: Inputs, Tools & Techniques and Outputs Input
Output
Tools & Techniques
Monitor Risks
Monitor Risks is the process of monitoring the implementation of agreed-upon

risk response plans, tracking identified risks, identifying and analyzing
new risks, and evaluating risk response effectiveness.
Monitor Risks
PROJECT RISK MANAGEMENT Output

Inputs Work Performance
Information
Project
Change Requests
ManagementPlan Monitor Risks
Project Management
Project Documents Plan Updates
Work Performance Data Tools and Techniques Project Documents
Work Performance Reports Updates
Risk
Risk Audits Meetings Organizational Process
Reassessment
Assets Updates
Legend
Input Fig 11.20: Monitor Risks: Inputs, Tools & Techniques and Outputs
Output
Tools & Techniques
Key Points
Lesson 12 : Project Procurement Management

12. Project Procurement Management
Topics
Contracts
Characteristics of Contract
Centralized vs Decentralized Contracting
Types of Contracts
Types of Contracts
Types of Contracts
Types of Contracts
Types of Contracts : Advantages and Disadvantages
Key Terms
Key Terms
Key Terms
Key Terms
Key Terms
Project Procurement Management
3 Processes in Project Procurement Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Plan Procurement Management
Plan Procurement Management is the process of documenting project Procurement decisions,

Specifying the Procurement approach, and identifying potential sellers.” It belongs to planning
Process Group.
Plan Procurement Management
Output
Procurement
Input Management Plan
PROJECT PROCUREMENT MANAGEMENT
Procurement Strategy
Project Charter
Plan Procurement Bid Documents
Business Documents
Management Procurement Statement
of Work
Project Documents Tools and Techniques Source Selection Criteria
Organizational Project Make or Buy Decisions
Assets Expert Judegment Data Gathering
Independent Cost
Enterprise Source Selection
Data Analysis Meetings Estimates
Environmental Factors Analysis
Change Requests
Legend Project Document
Input Fig 11.16: Plan Procurement Management: Inputs, Tools & Techniques and Outputs
Updates
Output
Tools & Techniques Organizational Process
Planning Process assets
Conduct Procurements
"Conduct procurements is the process of obtaining seller responses, selecting a seller,

and awarding a contract." It belongs to the executing process group.
PROJECT PROCUREMENT MANAGEMENT Output

Input Selected Sellers
Conduct Procurements Agreements
Project Documents
Change Requests
Procurement
Documentation
Plan Updates
Seller Proposals Interpersonal and
Data Analysis Project Documents
Team Skills
Factors Project Management
Problem Solving Organizational Process
Information System
Organizational Process Assets Updates
Assets
Fig 12.4: Conduct Procurements: Inputs, Tools & Techniques and Outputs
Legend
Input
Output
Tools & Techniques
Executing Process
'~Control Procurements is the process of managing procurement relationships, monitoring

contract performance, and making changes and corrections to contracts as appropriate."[3]
It belongs to the Monitoring and Controlling Process Group.
Control Procurements
Inputs Output
Project PROJECT PROCUREMENT MANAGEMENT Closed Procurements
Management Plan Work Performance
Information
Project Documents
Procurement
Agreements Control Procurements
Documentation
Procurement Change Requests
Documentation
Tools and Techniques Project Management Plan
Approved Change Requests Updates
Expert Claims
Work Performance Data Data Analysis Project document Updates
Judgement administration
Enterprise Environmental Organizational Process
Inspection Audits
Factors Assets Updates
Organizational Process Fig 12.6: Control Procurements: Inputs, Tools & Techniques and Outputs Legend
Assets Input
Output
Tools & Techniques
Key Points
 Advances in tools (online, BIM building information model which is now mandated in engineering
to save time & money and to reduce claims)
 Advanced risk management (accurately assign risks to different contracts)
 Changing contracting process (megaprojects - contractors work closely with client to get discounts
& use International forms)
 Logistics & supply chain management - time dependency based on industry, backup resources,
minimum purchase from local vendors
 Technology & stakeholder relations (scrutiny of public funded projects, webcams at sites showing
progress, storing of video data for claims)
 Trial engagements (work on paid basis initially, evaluate before contract commitment, while work
progresses)
Considerations for Tailoring and Agile
 Procurement complexity
 Location
 Governance & regulation
 Availability of contractors
 Shared risk model with sellers
 MSA (Master Service Agreement) for overall work and

appendices/supplements for adaptive work
Lesson 13: Project Stakeholder Management

13. Project Stakeholder Management
Topics
Stakeholders
A *Stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself
to be affected by a decision, activity, or outcome of a project, program, or portfolio.
Stakeholders : Examples
Stakeholders Analysis
Classification Models for Stakeholders Analysis
Classification Models for Stakeholders Analysis
Stakeholder Engagement Assessment Matrix
Stakeholder Engagement Assessment Matrix
Stakeholder Management Skills
Stakeholder Management Skills
Processes
4 Processes in Project Stakeholder Management
Initiating
durations Analysis
Schedule Response
Project 9.5 Manage
Knowledge Team
Change Control
4.7 Close Project
or Phase
Closing
Identify Stakeholders
Identify Stakeholders is the process of identi1fying project stakeholder regularly and analyzing and
documenting relevant information regarding their interests. involvement, interdependencies, influence,
and potential impact on project success.
Inputs PROJECT STAKEHOLDER MANAGEMENT

Project charter Output
Business Documents Stakeholder Register
Project Management Plan Change Requests
Tools and Techniques Plan Updates
Agreements
Expert judgment Data Gathering Project Document
Factors Data Analysis Data Representation
Organizational process Legend
Meetings
assets Input
Output
Tools & Techniques
Fig 13.2:Identify Stakeholders: Inputs, Tools & Techniques and Outputs
Initiating Process
Plan Stakeholder Engagement
Plan Stakeholder Engagement is the process of developing approaches to involve project stakeholders
based on their needs, expectations, interests, and potential impact on the project.
Plan Stakeholder Engagement
Input PROJECT STAKEHOLDER MANAGEMENT

Project Charter
Project Management Plan Plan Stakeholder Output
Engagement Stakeholder
Project Documents
Engagement Plan
Agreements Tools and Techniques
Enterprise
Environmental Factors Expert Judegment Data Analysis
Organizational Project Data Decision

Meetings Legend
Assets Representation Making
Input
Output
Tools & Techniques
Planning Process
Fig 13.4: Plan Stakeholder Engagement: Inputs, Tools & Techniques and Outputs
Manage Stakeholder Engagement
Manage Stakeholder Engagement is the process of communicating and working with stakeholders
to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement.
Manage Stakeholder Engagement
PROJECT STAKEHOLDER MANAGEMENT

Input
Output
Project Management Plan Manage Stakeholder
Change Requests
Project Documents Engagement
Project Management
Enterprise Environmental Plan Updates
Factors
Project Documents
Organizational Process Expert Judgement Communication Skills Updates
Assets
Interpersonal
Team and Skills
Ground Rules Meetings
Fig 13.7: Manage Stakeholder Engagement: Inputs, Tools & Techniques and Outputs
Legend
Input
Output
Tools & Techniques
Executing Process
Monitor Stakeholder Engagement
Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationships and
tailoring strategies for engaging stakeholders through modification of engagement strategies and plans.
Project Management
Monitor Stakeholder Engagement
Inputs PROJECT STAKEHOLDER MANAGEMENT

Project Output
Management Plan Work Performance
Project Documents Monitor Stakeholder Information
Engagement Change Requests
Enterprise Environmental
Tools and Techniques Updates
Factors
Data Project Document Updates
Organizational Process Data Analysis Decision Making
Assets Representation
Communication Interpersonal
Meetings Legend
Skills Team and Skills
Input
Output
Fig 13.9: Monitor Stakeholder Engagement: Inputs, Tools & Techniques and Outputs
Tools & Techniques
Key Points
Key Concepts, Trends & Emerging Practices
 Key concepts
 Identify all stakeholders
 Involve all team members in stakeholder engagement
 Review stakeholders along with risks
 Consult/co-create with key stakeholders
 Value of positive & negative stakeholder engagements
 Trends & emerging practices

 Regulators, lobby groups, environmentalists, financial orgs &
media
Considerations for Tailoring & Agile
 Stakeholder diversity
 Relationships complexity
 Communications technology;

 Direct engagement with stakeholders than through management channels
 Co-creative process
 Transparency (example - information radiators)
Module 14 : Agile Concepts

14. Agile Concepts
Predictive versus Agile Life Cycle
Predictive – resources and time are estimated, requirements are fixed.
Agile - features are estimated but resources and time are fixed. It is about
delivering value to customer.
Agile project control

 Product owner decides business priorities (value)
 The team is responsible for planning scope, development and has
authority
 The project manager controls (goal focus) and facilitates collaboration
The Scrum process

 The product backlog is delivered via multiple sprints (2-4 weeks each and its duration is fixed for
all sprints)
 Each sprint is planned with a sprint backlog
 Each sprint delivers a usable increment
14. Agile Concepts
Predictive versus Agile Life Cycle
Scope Cost/Resources ESTIMATED Time

FIXED Cost/Resources
Scope
Time
Agile
Predictive
Agile (Adaptive) Development Life Cycle
Sprint 1 Sprint 2 Sprint 3

Several sprints = 1 product release
Overall scope is derived at start and called product vision but this can
significantly change Scope can change here due to frequent customer
feedback
There is a working deliverable (increment) at the end of each

iteration
using repeatable (iterative) project management processes
14. Agile Concepts
User Story in Agile
Syntax of user story:
As a <Role>, I want to <Do> so that <benefit>.
Example:
As a manager, I want to collate feedback so that I can
deliver performance reports.
Epic = large story

Theme = set of related stories
14. Agile Concepts
Agile Planning
Planning horizons to develop the product (Product Backlog)
 Product vision - a high level view of the product
 Product roadmap - for some level of certainty in an agile world based
on future landscape; a view of releases
 Release plan – prioritized sets of features/functionality by a certain
dates, requires several iterations
 Iteration/Sprint plan – features (delivered as user stories) to be
developed in the iteration (Sprint Backlog) estimated in story points,
and their tasks estimated in hours
 Daily plan – precise tasks/activities to be progressed
User stories
Usable
increment
Sprint backlog
Sprint
Product backlog The Scrum process
End of PMP® Certification Training
This Course is based on the Project Management Institute, A Guide to the Project Management of Knowledge (PMBOK®
Guide) – Sixth Edition. PMP, PMI and PMBOK are registered trade marks of the Project Management Institute, Inc.

PMP® Certification Training: Aligned With PMBOK 6 Edition PMP Exam Pattern

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 PMP Introduction  Project Schedule Management

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 Minimizing resource utilization and making a project cost effective .

 Changes how others look your abilities.

 To keep your job, promoted or get a job.

 Hike in your current salary (Help you to get ahead)

Eligibility of Formal PMP® Hours leading and

Bachelors Degree or global

High school diploma,

 Total 4 Hours duration

 There is no negative marking.

Process Group Percentage of Questions

Note: This percentage of distribution might vary as required

Project Management exists in a broader context governed by:

 It is the application of knowledge, skills, tools and techniques to project activities,

 Operations are an organizational function performing the ongoing execution of

 Value is realized in operations

Phase – A number of related activities

Types of project life cycle:

Characteristics of the project life cycle:

 Types of development life cycle

 Phase gate – Aphase-end review with a decision to

 Note: Agile concepts are explained a little later

 Project Integration Management  9. Project Resource Management

 Project Scope Management  10. Project Communications Management

 Project Schedule Management  Project Risk Management

 Project Cost Management  Project Procurement Management

 8. Project Quality Management  Project Stakeholder Management

Year Edition Project Groups Knowledge Areas Processes

2017 Sixth + Agile 5 10 49

 This methodology may provide additional guidelines to tailor different projects

 These are developed based on project needs

 Project success measures – These should also be documented. For example:

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22 © 2018 SKILLOGIC®. All Rights Reserved

Multi-divisional (N) • Decentralized (replicated) functions

Weak Matrix (L) • Project management a small task in functional work

Balanced Matrix (M) • Project management a skill within the functions

Strong Matrix (H) • Project management is also a function

Virtual (M) • Network of people

Hybrid (X) • Mix of various types

PMO (T) • With governance

 Processes, policies and Procedures

 Corporate Knowledge Base

A result of interaction of various factors in an organization

Determines power, competence, interests and political capabilities of people

3 components of organizational systems

A project management office is an organizational body or entity assigned

 PM’s sphere of influence – This is at the following levels

 The PMI Talent Triangle® - The 3 competencies of the PM

Performing Integration – The PM has to integrate the project at 3 levels

Complexities of integration - This has 3 dimensions

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 There are several techniques under each of these categories

 Data gathering techniques - 9

 Data analysis techniques - 27

 Data representation techniques - 15

 Decision making techniques - 2

 Interpersonal and team skills - 17

 Meetings Meeting management includes agenda preparation, inviting relevant

Product Scope Project Scope