PMP REVIEW &

RETROSPECTIVE
 Knowledge Project Management Process Groups
Areas Initiating Planning Executing Monitoring and Controlling Closing
Integration 4.1 Develop Project 4.2 Develop Project Management 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close
Charter Plan 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control Project or
Phase
Scope 5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
Schedule 6.1 Plan Schedule Management 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
Cost 7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
Quality 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Resource 9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
Communication 10.1 Plan Communications 10.2 Manage Communications 10.3 Monitor Communications
s Management
Risk 11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
Stakeholder 13.1 Identify 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder Engagement
Stakeholders Engagement
CREATING A HIGH-
PERFORMING TEAM
• Build a Team
• Define Team Ground Rules
• Negotiate Project Agreements
• Empower Team Members and
Stakeholders
• Train Team Members and
Stakeholders
• Engage and Support Virtual Teams
• Build a Shared Understanding about a
Project
Lesson Objectives by Topic

A. Determine project team member requirements, appraise team skills, and maintain
team knowledge transfer. (ECO Tasks 1.2, 1.6)
B. Collectively define project ground rules based on context, such as organizational
rules and team dynamics. (ECO Task 1.12)
C. Determine a negotiation strategy and negotiate project agreements. (ECO Task 1.8)
D. Organize around team strengths and support team task accountability.
(ECO Task 1.4)
E. Ensure team members and stakeholders are adequately trained. (ECO Task 1.5)
F. Continually evaluate the effectiveness of virtual team member engagement.
(ECO Task 1.11)
G. Reach consensus and support the outcome of the parties’ agreement.
(ECO Task 1.10)

4
» 1.6 People – Build a Team
Determine team member
requirements.
Appraise teams’ skills.
Support diversity and inclusion.
Discuss responsibilities within
Resource Management Plan
teams.
Continuously assess and
refresh team skills
Maintain team knowledge and
transfer
Tools and Deliverables Knowledge
• Avoid Single Point of Failure
• Generalizing specialist
RACI matrix
• Identify physical resources
Pre-assignment tools
• Identify team strength and weaknesses
Virtual teams
• Build trust
Focus Group
• Establish communication mechanisms.
Information Radiators
• Recognize and accommodate diverse
D: Skills list
background and experiences
Technology
• Define roles and responsibilities with the
team
Rates
• Frequent checks for skill gaps
Resource assignment
• Approach to fill gaps
Team Directory
• Facilitating knowledge sharing
• Promote visibility and collaboration
5
» 1.12 People – Define Team Ground Rules
Tools and Deliverables
Collectively define ground rules.
Communicate ground rules
with team members.
Conflict management
Establish an environment that
fosters adherence to ground
rules.
Manage and rectify ground rule
violations.
Knowledge
• Set clear expectation regarding code of
conduct for team members.
• Handle conflict among the team members
Negotiation skills • Communicate protocols to generate
feedback, manage dependencies and
ensure alignment
Brainstorming
• Enabling the team to take ownership of its
Ethics
rule
D: Team Charter
• Facilitating team collaboration and promote
Team Norms visibility
• Assess opportunities for remediation
• Focus on its values, including accountability
and shared expectations
6
» 1.8 People – Negotiate Project Agreements
Tools and Deliverables Knowledge

Analyze the bounds of the
negotiations for
agreement
Assess priorities and
determine ultimate
objectives
• Ensure mutual understanding and; define obligations
between the parties
• Describe the level of service expected from the
service provider
• Project Manager help prioritize requirements using
Kano model, MoSCow, 100 points etc.
Negotiation skills • How project performance will be captured and
Expert judgement reported

Lessons learned • Identify relevant subject matter expertise that can be

D: Service Level Agreement
Determine a negotiation
strategy
Participate in agreement
negotiations.
Verify objectives of the
agreement is met.
used.
Performance report • Clear designation of the project’s intended
deliverables, monitoring and compensation
Resource calendars
• Capture resource availability in the Resource Calendar
Go-Live Blackouts
• Refer to Lesson Learned for negotiation successes
• Black-out times may be negotiated in advance
• Project team provides input to negotiation teams
• Clarity on how the respective parties will verify that
the objectives of the project are met
• Objective acceptance criteria for each deliverable
7
» 1.4 People – Empower team members and stakeholders
Tools and Deliverables Knowledge

Organize around team • Critical to understand the needed

strengths competencies develop key strengths.
• A technique like a SWOT analysis might be
used.
Support team task • Clarity on how the respective parties will
accountability verify that the objectives of the project are
met
Team decisions making tools
• Objective acceptance criteria for each
Fist of Five, Dot Voting, deliverable
Planning Poker, Voting,
Evaluate demonstration of task Retrospective • Encourage team member themselves to
accountability “self-organize”
D: Decision, Estimate
• Determine how task accountability will be
tracked and managed
• In the WBS the deliverables are identified,
tracked and managed
Determine and bestow level(s) • Project manager should defer appropriate
of decision-making authority decisions to the team, while managing
overall plan and progress.

8
» 1.5 People – Train Team Members and Stakeholders

Tools and Deliverables Knowledge

Determine required • Assess knowledge, skills and other

competencies and elements of
training
Determine training options
based on training needs
attributes that will be required by all
stakeholders
Training gap analysis • Evaluate options such as virtual instructor
Training led, self-paced, documents etc. for
Pairing and mentoring maximizing training effectiveness.

D: Training and mentoring plan • Consider mentoring opportunities.

Allocate resources for training Training cost estimates • Include training cost in the overall schedule
and budget for the project
Training calendar
Ensure training occurs Training assessment • Schedule and communicate training

Certifications • Confirm attendance and participation

Measure training outcomes • Perform pre and post training assessments
to measure efficacy
• Assess performance on the job

9
» 1.11 People – Engage and Support Virtual Team
Examine virtual team member
needs (e.g., environment,
geography, culture, global, etc.)
Investigate alternatives (e.g.,
communication tools,
colocation) for virtual team
member engagement
Implement options for virtual
team member engagement
Continually evaluate
effectiveness of virtual team
member engagement
Tools and Deliverables Knowledge
• “knocking down virtual walls” to ensure the
teams are able to effectively collaborate
Communication • Transparency, accountability, and active
Communication plan attention to effective communications
• Active use of videoconferencing tools
Variance analysis
PM Powers • Promote visibility into work and work status
D: Collaboration technology • Plan team communications and identify
conflict management approach
Engagement assessments
Project or Resource Calendar • Focus on collaboration and team norms
before tools
• Track team progress
• Listen for blockers or other potential issues
• Use appropriate tools
10
» 1.10 People – Build a shared understanding about project
Survey all necessary parties to
reach consensus
Support outcome of parties'
agreement
Tools and Deliverables Knowledge
• Clear vision of the desired end objectives
• Various components may change or adapt,
Charter but the vision should be reasonably
Project Plan consistent
Kick-off meeting • Project charter conveys why the project is
being initiated and what the project’s
Brainstorming
outcomes will be
T-Shaped Skills
• Preferable to seek consensus; when
D: Vision consensus is not possible, have an agreed
XP Metaphor approach in advance
Product box exercise • Establish project context, assist in team
formation, and ensure proper alignment to
the overall project vision
11
STARTING THE
PROJECT
• Determine Appropriate Project
Methodology/Methods and Practices
• Plan and Manage Scope
• Plan and Manage Budget and Resources
• Plan and Manage Schedule
• Plan and Manage Quality of
Products/Deliverables
• Integrate Project Planning Activities
• Plan and Manage Procurement
• Establish Project Governance Structure
• Plan and Manage Project/Phase Closure
Lesson Objectives by Topic

A. Assess project needs, complexity, and magnitude to determine the appropriate

project methodology/methods and practices. (ECO Task 2.13)
B. Plan and manage the scope. (ECO Task 2.8)
C. Plan and manage the budget and resources. (ECO Task 2.5)
D. Plan, prepare, modify, and manage the project schedule based on methodology.
(ECO Task 2.6)
E. Plan and manage the quality of products and deliverables. (ECO Task 2.7)
F. Integrate project planning activities. (ECO Tasks 1.12, 2.9, 3.1)
G. Plan and manage procurement strategy. (ECO Task 2.11)
H. Establish the project governance structure. (ECO Task 2.14)
I. Plan and manage project/phase closure. (ECO Task 2.17)

13
» 2.13 Process – Determine Appropriate Project Methodology
Assess project needs,
complexity, and magnitude.
Recommend project execution
strategy
Recommend a project
methodology/approach
Use iterative, incremental
practices throughout the
project life cycle.
Tools and Deliverables Knowledge
Expert judgement • Assess stakeholder needs and expectations
Meetings • Determine size and scale of impact
Focus groups • Recommend strategy to deliver project
Workshops aligned to needs
SMART objectives • Elect and approach best suited for meeting
Knowledge of classic PM and the project constraints
agile practice • Practices like lessons learned, risk analysis,
Project Integration and stakeholder management occur
throughout the lifecycle
D: Surveys
Project business case/needs
document
Project Overview Statement
Project Implementation Plan
Agile practice guidelines
14
» 2.8 Process – Plan and Manage Scope
Tools and Deliverables
Determine and prioritize Agile estimating
requirements
Product backlog
Change requests
Product backlog
Break down scope
Scope management plan and
Requirements management plan
D: Requirements Documentation
Work performance reports
Monitor and validate scope
Requirements Traceability Matrix
Knowledge
• Verified that all requirements are determined
and documented during planning
• Verify regularly during the project execution
process
• Use WBS to breakdown all scope of the
project
• Level of decomposition is based on project
needs and needed granularity
• Formalize acceptance of the completed
project deliverables
15
» 2.6 Process – Plan and Manage Schedule
Tools and Deliverables Knowledge

Estimate project tasks Top-Down Estimating: Expert; Analogous; • Estimate to appropriate level of
Parametric; Bottom Up Estimating: Roll up detail
WBS packages; T-Shirt sizing; Estimating using • Leverage EEFs and consult
Fibonacci sequences; Story points; Relative experts
Utilize benchmarks and estimating; Affinity estimates; PMIS; Process assets; • Leverage industry benchmarks
historical data. Backlog management; Release planning
• Review lesson learned
Iteration planning; Burndown / Burnup charts;
Prepare schedule based on • Consider methodology factors
Cumulative flow diagrams; Throughput analysis;
methodology. such as predictive, agile, rolling
Velocity analysis; Retrospectives; Review work
wave, etc.
produced ; Backlog reprioritization; Scaling projects;
Measure ongoing progress Meetings; Procurement negotiations • Monitor schedule performance
based on methodology. based on metrics appropriate
for the methodology
D: Activity cost estimates; Activity duration
Modify schedule, as estimates; Task estimates; Story estimates; Feature • Adjust schedule regularly
needed, based on estimates; Updated documents; Backlog; Velocity based on performance, risks
methodology. data; Project schedule; Release plan; Product and issues
Coordinate with other Roadmaps; Earned Value; Updated schedule; • Identify project and activity
projects and other Updated release plan; Updated product backlog; interdependencies impacting
operations. Network diagram the project schedule

16
» 2.5 Process – Plan and Manage Budget and Resource
Tools and Deliverables Knowledge

Estimate budgetary needs
based on scope of the project
and lesson learned from
passed projects
Anticipate future budget
changes
Estimating techniques: Three Point,
Analogous, Parametric, T-Shirt
sizing,
Planning poker
Review organization data
Meetings, Leverage PMIS
• Create estimates for appropriate stage of the
project ROM, Definitive, or Phased
• Include all costs related to completing the
required deliverables
• Identify type of cost estimate and level of
accuracy required for different phases

Understand change control • Consider risks that may impact costs

Monitor budget variations and
work with governance process.
Plan and manage resources.
Use velocity data and analysis • Measure project cost performance against
baseline
Throughput analysis
• Use the WBS and resource requirements
Cost Variance, EVM, EAC
document to develop the estimates
Features accepted vs feature
• Assess cost impacts of resource variations
remaining
D: Cost baseline
Management reserve
Resource management plan
Change requests
Cost forecasts
Risk analysis

17
» 2.7 Process – Plan and Manage Quality
Plan quality standard required for
project deliverables.
Recommend options for
improvement based on quality
gaps.
Continually survey project
deliverable quality.
Tools and Deliverables Knowledge
• Plan for conformance to internal or
Cost benefits analysis
external standards
Cost of Quality
• Plan for government imposed
Benchmarking requirements
Quality audit • Consider cost of quality when
Process analysis documenting the plan
Measure quality • Perform quality audits
Verify deliverables • Determine the causes of quality
Quality measurement tools problems
D: Quality Management Plan • Identify and implement the appropriate
Quality Metrics actions to increase quality
Quality Assurance • Regularly inspect deliverable quality
• Focus corrective actions on the
Quality Control
problems having the greatest impact on
quality
18
» 2.9 Process – Integrate Project Planning Activities
Tools and Deliverables Knowledge

Consolidate the project/phase • Holistic, integrated view ties together

plans plans
• Many plans that make up the project
management plan
Assess consolidated project • A project management plan
plans for dependencies, gaps, encapsulates the overall plan for the
and continued business value project and intended business value
• Determine dependencies between
plans and adjust
No specific tools and deliverables
Analyze the data collected • Review the plan components to
assess ways to deliver business
value early
Collect and analyze data to make • Utilize facilitation techniques collect
informed project decisions information
• Review data and make decisions
collectively with the team
Determine critical information • Identify key information needed to
requirements accomplish project objectives

19
» 2.11 Process – Plan and Manage Procurement
Define external resource
requirements and needs.
Communicate external resource
requirements.
Manage suppliers/contracts.
Plan and manage procurement
strategy.
Develop a delivery solution.
Tools and Deliverables Knowledge
Make or Buy Analysis • Defined requirements for externally
Market research procured resources
Meetings • Include provisions for working with
vendors or suppliers in the
Expert judgment
Communication Plan
Proposal Evaluation Techniques
• Negotiate mutually beneficial
Negotiations
contracts
Bidder Conferences
• Verify complete scope, schedule and
Change Control Process cost is detailed in contracts
D: Statement of Work
• Document procurement approach in
Procurement Management Plan the Procurement Management Plan
Source selection criteria • Monitor progress of solution delivery
Selected sellers per contract
Change Control Log • Execute actions necessary to
Agreement remediate or employ contract change
Change Requests control
20
» 2.14 Process – Establish Governance Structure
Tools and Deliverables Knowledge

Determine appropriate • Involve the decision managers

governance for a project • Keep the governance goals simple
Meetings
• Keep the governance process
Leverage Organizational Process Assets transparent to the project
PMIS stakeholders
Define escalation paths and Update documents • Define the criteria to move through
thresholds D: Stakeholder artifacts gates during project delivery
• Determine levels of decision
making to avoid bottlenecks

21
» 2.17 Process – Plan and Manage Project/Phase closure or
transitions
Tools and Deliverables Knowledge

Determine criteria to successfully • Criteria for successful completion of

close the project or phase
Develop transition planning
artifacts.
Validate readiness for transition
Accepted Deliverables
Conclude activities to close out
project or phase.
the project
• Criteria for project termination
D: Definition of Done • Examine the readiness of all parties
and prepare them for delivery
• Include end users, the business,
physical resources, and even the
project team
• Verify all deliverables are complete
as documented in the project
management plan

22
DOING THE WORK
• Assess and Manage Risks
• Execute Project to Deliver Business Value
• Manage Communications
• Engage Stakeholders
• Create Project Artifacts
• Manage Project Changes
• Manage Project Issues
• Ensure Knowledge Transfer to Project
Continuity
Lesson Objectives by Topic

A. Assess and manage risks. (ECO Task 2.3)

B. Execute the project with the urgency required to deliver business value.
(ECO Tasks 2.1, 2.6, 2.9)
C. Manage communications. (ECO Task 2.2)
D. Engage stakeholders. (ECO Task 2.4)
E. Create project artifacts. (ECO Tasks 1.12, 2.9, 3.1)
F. Manage project changes. (ECO Task 2.10)
G. Attack issues with the optimal action to achieve project success. (ECO Task 2.15)
H. Confirm approach for knowledge transfers. (ECO Tasks 1.6, 2.16)

24
» 2.3 Process – Assess and Manage Risks
Tools and Deliverables Knowledge

Determine risk management • Consider threat and opportunities in risk

approach.
Iteratively identify, assess and
prioritize risks and risk
responses.
Implement risk response.
Organizational Process Assets
Meetings
Expert judgment
Risk analysis techniques
Update Risk Register
Risk probability and impact
assessment
Monitor and manage risks
D: Risk Management Plan
Risk Register
management
• Capture methodology, approaches, and tools
in the risk management plan
• Address risk management proactively and
consistently
• Project risks and triggers identified will
determine the type of risk analysis to be
performed
• Apply approach consistently throughout
project
• Review and update risk register frequently

25
» 2.1 Process – Execute project to deliver business value
Tools and Deliverables Knowledge

Assess opportunities to deliver • Define business value metrics

value incrementally. • Early and regularly incremental releases leads
to higher customer value
Examine the business value • Define value from the customer’s, business
throughout the project. and/or user’s perspectives
• Determine metrics that communicate progress
No specific tools & deliverables value expectations
• Collect data at a regular intervals and compare
progress to baselines
Support the team to subdivide • Determine a usable product for the customer
tasks to find the minimum in each increment
viable product. • Establish the bare minimum of how the value
can be realized

26
» 2.2 Process – Manage communication
Analyze communication
needs of all stakeholders.
Plan communication
methods, channels,
frequency, and level of detail.
Communicate project
information and updates
effectively.
Confirm communication is
understood and feedback is
received.
Tools and Deliverables Knowledge
• Consider appropriateness, level of detail,
timeliness, cost; stakeholder preferences
Stakeholder analysis
and technology capabilities
Create and update project
• Specify methods in the communications
communications plan
management plan
Update documents
• Document communication types and to use
Understand and practice Sender- and frequency for different stakeholders
Receiver Model
• Ensure timely and transparent
D: Communications
communications
Management Plan
• Assess communication effectiveness and
Project Communications update plans
Stakeholder Register
• No feedback provides an implicit
Work performance and change acceptance
updates
• Feedback should be clear, specific and
offered in a timely manner
27
» 2.4 Process – Engage Stakeholder
Tools and Deliverables
Analyze stakeholders Organizational Process Assets
Expert judgment
Categorize stakeholders Meetings
Power or Influence vs. Impact
Engage stakeholders by Grid
category
Interpersonal skills
Develop, execute, and Management skills
validate a strategy for
Stakeholder Register
stakeholder engagement
D: Stakeholder Register
Stakeholder Engagement Plan
Work performance information
assessment
Knowledge
• Create stakeholder classification levels with
an assessment matrix
• Identify stakeholder similarities and
categorize into groups
• Develop a strategy to involve each project
stakeholder
• Review the stakeholder register for
appropriate methods to engage
stakeholders
• Consider the organization culture, structure,
and political climate
• Review performance to the stakeholder
engagement plan periodically
28
» 2.12 Process – Create Project Artifacts
Tools and Deliverables Knowledge

Determine the requirements • Identify the needs during and after the
for managing project project for reconstruction of the history and
artifacts. to benefit other projects
Validate that the project • Document procedures used to create,
information is kept up to date store, retrieve, and distribute project
and accessible. documents
No specific tools & deliverables
• Artifacts are living documents and updated
during the project
Continually assess • Use an appropriate degree of configuration
effectiveness of the management
management of the project • Follow organizational procedures and
artifacts. guidelines for records management

29
» 2.10 Process – Manage Project Changes
Tools and Deliverables Knowledge

Anticipate and embrace the • Recognize that change is inevitable on all

need for change projects
Determine strategy to handle • Handle changes in a structured and
Manage and update Issues Log
change standardize manner
PMIS
• Document elements of change strategy in
Communicate with stakeholders
the change management plan
Negotiate with stakeholders
Execute change management • Establish a change control system
strategy according to the D: Issues Log
• Document and communicate changes
methodology Risk Register during the project
Stakeholders Register
Determine a change • Identify corrective actions
response to move the project Updated Issues Log
• Document change impact to baselines
forward.
• Seek approval for changes by appropriate
authority

30
» 2.15 Process – Manage Project Issues
Recognize when a risk
becomes an issue
Attack the issue with the
optimal action to achieve
project success
Collaborate with relevant
stakeholders on the approach
to resolve the issues.
Tools and Deliverables Knowledge
• An issue is a risk that has happened and
will impact the project
• Log issues in the Issue Log
• Address issues in a timely manner with
No specific tools & deliverables clear accountability
• Engage stakeholders proactively to identify
potential issues
• Escalate issues to obtain necessary
approvals
31
» 2.16 Process – Ensure knowledge transfer for project continuity
Tools and Deliverables Knowledge

Discuss project • Review knowledge requirements with

responsibilities within team
Outline expectations for
working environment
Confirm approach for
knowledge transfers
No specific tools
D: Lessons Learned Register
project team
• Identify how, when, and who will maintain
different types of knowledge
• Set and communicate expectations for
sharing and transferring project knowledge
• Use appropriate tools to share knowledge
• Engage stakeholders to create
opportunities for knowledge transfer
• Consult organization process assets

32
KEEPING THE TEAM
ON TRACK
• Lead a Team
• Support Team Performance
• Address and Remove Impediments,
Obstacles, and Blockers
• Manage Conflict
• Collaborate with Stakeholders
• Mentor Relevant Stakeholders
• Apply Emotional Intelligence to
Promote Team Performance
Lesson Objectives by Topic

A. Inspire, motivate, and influence team members and stakeholders.

(ECO Tasks 1.2, 1.6)
B. Appraise team performance against key performance indicators. (ECO Tasks 1.3, 1.4)
C. Determine, prioritize, and remove impediments, obstacles, and blockers for the
team. (ECO Task 1.7)
D. Investigate and interpret the source and stage of a conflict and recommend an
appropriate conflict resolution solution. (ECO Tasks 1.1, 1.10)
E. Evaluate stakeholder engagement needs and influence stakeholders to
accomplish project objectives. (ECO Task 1.9)
F. Recognize mentoring opportunities and mentor relevant stakeholders.
(ECO Tasks 1.3,1.13)
G. Promote team performance through the application of emotional intelligence.
(ECO Tasks 1.3, 1.14)

34
» 1.2 People – Lead a team
Set a clear vision and mission.
Support diversity and inclusion
Value servant leadership
Determine an appropriate
leadership style
Tools and Deliverables Knowledge
Diversity awareness • Project Manager serves as a visionary
Leadership styles leader helping to educate the team and
other stakeholders of the value achieved or
Influence matrix
targeted
Salience model
• Motivations and working styles of
Power grids
individuals and groups vary greatly
Behavior modeling
• Servant leaders help teams develop and
Challenge status quo
grow as a group and as individuals
Recognize contributions • Providing coaching and training, removing
Remove impediments blocks, and focus on team
Communicate vision accomplishments
D: Vision / Mission document • The leadership styles can vary from a
Charter hands-off approach to more involved style
Product box • Guiding the team by using discussion and
an exchange of ideas.
Reward and Recognition Plan
35
» 1.2 People – Lead a team
Tools and Deliverables Knowledge

Inspire, motivate, and influence • Facilitate the bonding between project team
team member/stakeholders members
• Vision statement is an effective tool that
can inspire the project team and
stakeholders
Analyze team members and • Influence goes in many directions; Up,
stakeholders' influence Down, Outward, Sideward
• Classification modelling can help
distinguish influence based on prioritization,
urgency, and other aspects
Distinguish various options to • Challenging the status quo can open new
lead various team members ideas and perspectives
and stakeholders.
Maintain team. • Use emotional intelligence and other style-
typing methods
• Establishing good communication and track
performance

36
» 1.3 People – Support Team Performance
Tools and Deliverables Knowledge

Appraise team performance RACI matrix • KPI metrics help the team realize progress
against key performance Task boards towards project goals
indicators • Remember the SMART acronym
Performance tracking tools
Support and recognize team Information Radiators • Set objectives collaboratively with the team
growth and development. Burnup charts • Tuckman’s Stages of Group Development
Determine appropriate Earned Value • Regular feedback is crucial for the team
feedback approach Throughput metrics • Review options for appropriate frequency
Cycle time and methods
Verify team member Value stream map • Facilitate visibility through information
performance improvements radiators and reports
D: RACI matrix
Support team task Management by Objectives • Utilize learning from Lessons Learned into
accountability actions to improve the performance
Benchmarking
Performance reports

37
» 1.1 People – Manage Conflict
Interpret the source and stage
of the conflict
Analyze the context for the
conflict
Evaluate/recommend/reconcile
and track effectiveness
Identify the root cause of the
misunderstanding
Investigate potential
misunderstandings
Tools and Deliverables
Conflict management theory
Conflict management models
Conflict resolution strategies
Emotional Intelligence
Active listening
Empathy
D: Team charter or Ground
Rules
Updated RACI matrix
Knowledge
• Conflict is natural and forces the need for
exploring alternatives
• When resolving conflicts, focus on the
issues and not on individuals
• Interpret the source within context of the
situation
• Apply appropriate conflict resolution
method for the intensity and importance of
the conflict
• Identify the cause of the conflict through
empathy and emotional intelligence
• Assess team environment to determine
areas of conflict (competition, difference in
objectives etc.)
38
» 1.9 People – Collaborate with Stakeholder
Evaluate engagement needs for
stakeholders
Optimize alignment between
stakeholder needs,
expectations, and project
objectives
Build trust and influence
stakeholders to accomplish
project objectives
Tools and Deliverables Knowledge
• Identified early in the project and regularly
throughout project using stakeholder
register
• Document the planned stakeholder
Facilitated Workshops engagement strategies and actions
D: Stakeholder Register • Optimizing collaboration activities in an
Stakeholder Engagement Plan ongoing team effort
• Facilitate stakeholder expectations
• Engage frequently and support actions
39
» 1.13 People – Mentor Relevant Stakeholders
Tools and Deliverables
Allocate the time for ongoing Group Coaching
mentoring Teaching and Training
Facilitation
Transformation Skills
D: Training and Mentoring Plan
Recognize and act on
Training Effectiveness
mentoring opportunities
Assessment
Training Schedule
Determine appropriate
feedback for effectiveness
Knowledge
• Time and resources are limited, hence you
must make sacrifices on how much and
how to mentor others
• Set aside time for sharing and learning
through formal or informal
• Determine who can value from mentoring
activities relevant to the processes, tasks,
or circumstances
• Encourage participation from stakeholders
in the activities to build the knowledge and
comprehension
40
» 1.14 People – Apply Emotional Intelligence to Promote Team
Support and recognize team
member growth and
development
Assess behavior through the
use of personality indicators
Analyze personality indicators
and adjust to needs of key
stakeholders
Tools and Deliverables Knowledge
Emotional Intelligence • Recognize each team members unique
Empathy development needs
• Understand and apply emotional
Listening skills
intelligence elements
Transparency
Problem solving • Leverage formal personality assessments
where feasible
Motivational models
• Results can suggest ways to communicate
D: Personality Profile
and work with the personality types
Assessments
• Learn to judge individual styles, formally or
Communications plan
informally
Motivation Triggers
• Adapt your communication to be
Performance Reports compatible with their styles
Risk Register • Recognize motivational triggers
41
KEEPING THE
BUSINESS IN MIND
• Manage Compliance Requirements
• Evaluate and Deliver Project Benefits
and Value
• Evaluate and Address Internal and
External Business Environment
Changes
• Support Organizational Change
• Employ Continuous Process
Improvement
Lesson Objectives by Topic

A. Determine necessary approach and action to address compliance needs.

(ECO Task 3.1)
B. Evaluate delivery options to achieve benefits and value. (ECO Tasks 1.10, 3.2, 3.4)
C. Continually review internal and external business environment for impacts on
project scope/backlog. (ECO Task 3.3)
D. Evaluate the impact of the project to the organization and determine required
actions. (ECO Task 3.4)
E. Assess the existing continuous improvement framework and execute continuous
improvement steps.

43
» 3.1 People – Plan and Manage Project Compliance
Tools and Deliverables Knowledge

Confirm project compliance
requirements (e.g., security,
health and safety,
regulatory compliance)
Configuration Management System
Classify compliance categories
Determine potential threats to
compliance
Configuration Management System
Use methods to support
compliance
Risk Register • Identify, track, and manage compliance
Risk Response Plan • Include requirements for specific practices, privacy
laws, information management
Variance Analysis
• Include internal policies and external factors
Tolerance
• Categorize requirement to ease management
Escalation Procedures
Audits
Sampling
Assess impact of changing factors to compliance
QA Tools needs
D: Risk Register Continually identify, communicate and manage
Execution Reports Test and validate compliance on an ongoing basis
Nonfunctional Requirements
Signoffs/Approvals
QA Outputs
Quality Management Plan

44
» 3.1 Business – Plan and Manage Project Compliance

Tools and Deliverables Knowledge

Analyze the consequences of • Track and manage review and approval activities
noncompliance for compliance
• Track and manage compliance related risks

Determine necessary approach and • Include compliance requirements and approach to

action to address compliance needs addressing needs in the Quality Management Plan
(e.g., risk, legal) • Identify tools and procedures needed to validate
compliance

Measure the extent to which the project Leverage quality management to validate compliance,
is in compliance and identify noncompliance
Establish tolerances and corrective actions

45
» 3.2 Business – Evaluate and Deliver Project Benefit and Value

Tools and Deliverables Knowledge

Investigate that benefits are identified • Use value analysis, define business value from
customer’s, business and/or user’s perspectives
Document agreement on ownership for Value Analysis • Document benefit management plan: target
ongoing benefit realization benefits, strategic alignment, time frame, benefits
Cost Analysis
owner, metrics, risk
Verify measurement system is in place EVM, ETC analysis
to track benefits ROI, NPV, IRR • Check the OPA, EEF for the available measurement
Benefit Cost Analysis systems

Decision Trees, EMV • Use EVM, ETC analysis, ROI, NPV, IRR, Benefit Cost
Analysis, Decision Trees, EMV… to track the benefits
Monte Carlo
Evaluate delivery options to Net Promoter Score • Define approach for release of the solution by using:
demonstrate value MVP, MBI
A/B Testing
Appraise stakeholders of value gain D: Benefit Management • Calculate the value gain of each stakeholder and
progress Plan compare to the benefit management plan.

46
» 3.3 People – Evaluate and Address Internal and External Business
Environment Changes
Survey changes to external
business environment
Assess and prioritize impact on
project scope/backlog based on
changes in external business
environment
Recommend options for
scope/backlog changes
Continually review external
business environment for impacts
on project scope/backlog
Tools and Deliverables Knowledge
• Identify changes within the organization and
external factors influencing the project
Change Control Boards
• Maintain broad awareness of the potential
Backlog Reprioritization impact of business changes on project
Product Owner Duties requirements and overall objectives
Release Planning • Adjust priorities to accommodate changing
Governance environment
D: Baselines • Focus recommendations on achieving
Configuration Management business value
System • Consult with team to identify options
Backlogs
(Updated) Roadmaps • Review business environment changes
regularly throughout the project life cycle
• Keep stakeholders informed of changes and
potential impacts
47
» 3.4 Business – Support Organization Change
Assess organization Culture
Evaluate impact of organizational
change to project and determine
required actions
Evaluate impact of the project to the
organization and determine required
actions
Tools and Deliverables Knowledge
Project Management Plan • Culture is shaped by people’s common
updates experiences
EEFs • Identify stakeholders that can help influence
OPAs culture
Demos • Review OPAs and EEFs
PM / PMO org structures • Assess impact of organizational culture and
D: Change Management Plan structure to project delivery
• Leverage PMO guidelines
Roll Out Plan
Training Plan
Training Artifacts • Get the buy-in and commitment of key
members of the stakeholder groups
• Follow organizational change management
best practices
• Engage stakeholders and align with change
vision to increase adoption and acceptance
48
The New PMP®
Exam Format
• 180 questions
• 230 minutes to complete
the exam with a total of
two, 10-minute breaks for
computer-based tests.
Paper-based exams have
no breaks.
• Questions are multiple-
choice, multiple response,
matching, hotspot, and
even some fill-in-the-
blank.
 PMP Exam Strategies
1. Use your time wisely.

2. Answer questions ahead of time.

3. Read each question carefully and thoroughly.

4. Read all answers, even if you think that the first one is correct.

5. Look for Process (mapping to PG, KA)

6. Look for documentation

7. Look for Project Manager’s proactive role

 PMP Exam Strategies

8. Question First – read question, think answer before reading

answer choices.

9. Answer First - read answer choices, read questions later

10. Eliminate – absolute 2 answers wrong, focus to the difference

between the 2 remaining.

11. Look out for “Absolute” such as always, all, never, none, only…
 PMP Exam Strategies

12. Calculate First – read questions, choose formulas to calculate

numbers.

13. Calculate Back – read answer choices, fit numbers to formulas

14. Don’t spend too much time in “Alien” questions

15. Make use of 230 minutes