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Introduction to PMP Exam Prep

Unit 1

Administrative Information
Location information:

Start on time = End on time

Emergency phone number


Local emergency exit procedures
Floor layout
Fax number
Class time: 2:00 p.m. - 6:00 p.m.
Student notebook and handouts

Attendance expectations

Agenda
Unit 1: Introduction to PMP Examination Preparation
Unit 2: Project Management Framework and Standard for Project Management
Unit 3: Project Integration Management
Unit 4: Project Scope Management
Unit 5: Project Time Management
Unit 6: Project Cost Management
Unit 7: Project Quality Management
Unit 8: Project Human resources Management

Unit 9: Project Communications Management


Unit 10 Project Risk Management
Unit 11: Project Procurement Management
Unit 12: Professional Responsibility
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Course Objectives
After completing this course, you should be able to:
Make the most of limited study time for taking the PMP exam
Become familiar with the exam format and question types
Develop a personal study plan
Identify personal areas of competency weakness
Reinforce knowledge of the nine Project Management Institute
(PMI ) Knowledge Areas, five Project Management Process
Groups

Help you to prepare for the PMP Certification Exam


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Wrap-Up of PMP
Examination
Preparation

About the Exam (1 of 3)


The Project Management Professional (PMP) Certification Examination
measures the application of knowledge, skills, tools, and techniques that are
utilized in the practice of project management.
25 pretest questions are randomly placed throughout the new examination
to gather statistical information on the performance of these questions in
order to determine whether they may be used on future examinations; these
25 pretest items are included in the 200 four-option multiple-choice
question examination, but will not be included in the pass/fail determination

Candidates are scored on 175 questions; to pass, candidates must answer a


minimum of 106 of the 175 scored questions correctly
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About the Exam (2 of 3)


The allotted time to complete the examination being 4 hours
All candidates are given one year to take the examination, this one-year
eligibility period begins when a candidate's application is approved
Candidates have three opportunities to take and pass the PMP
examination within their one-year eligibility period; if candidates do not
succeed on the third attempt, candidates have to wait one year from their
third unsuccessful attempt before being permitted to test again
The exam covers the six performance domains, the five project management
process groups (Initiating, Planning, Executing, Monitoring and Controlling,
and Closing) and Professional and Social Responsibility in the context of the
nine Project Management Knowledge Areas
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About the Exam (3 of 3)


The examination blueprint will cover the following six domains; breakdown
of questions:
Initiating the Project - 11%
Planning the Project - 23%
Executing the Project - 27%
Monitoring and Controlling the Project - 21%
Closing the Project - 9%
Professional and Social Responsibility - 9%
There is no single reference for studying for the examination. You should
study and understand what PMI has in the PMBOK Guide, the
foundation document, but it isn't the only source you should use
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Study Hints and Tips (1 of 2)


Start studying at least one month prior to when you are scheduled to take
the exam

Pace yourself - Study a little bit at a time making sure that you fully
understand the subject matter before moving on
Use the What did I do wrong? sheets at the end of each Study Guide chapter
to access where your stand
Study for the exam with a group of people who are also preparing for the
exam, to leverage what they know and to validate that you are on the right
track

Study Hints and Tips (2 of 2)


Where possible, have someone who has already taken the exam facilitate the
group sessions; if not possible, discuss the exam on your own with someone
who has taken it already
Take and retake any sample examinations to which you have access
Review definitions daily
The day before the exam give yourself a break......Relax

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Getting Ready to Take the Exam


The Exam
Food and drink have to be consumed outside of the test room
There are no formal breaks given, the clock continues to run while you are
away
Bring your PMI letter with the voucher number
Bring a picture ID
You are not allowed to bring in pencils, an eraser or dictionary; pencils and
paper are provided, and the paper is collected when you finish
PMI allows the use of a standard six-function, non-programmable
business calculator, with no text or spreadsheet capability
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Exam Taking Tips (1 of 2)


Write down all formulas and acronyms at the start, while your mind is fresh
READ the question and ALL the answers
Look for highlighted qualifiers, such as BEST, FIRST, EXCEPT, MOST,
GREATEST, MAJOR, NOT, NEVER, ALWAYS; PMI states that they
are working to eliminate these over time
Use elimination, only one answer is correct
Rank the answers by correctness or always true

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Exam Taking Tips (2 of 2)


Look for PMBOK Guide phrases

Ask yourself what would the PMBOK Guide say ... before your experience
Use multiple passes:
Answers are often in other questions; read ALL the questions and answers
Do all you are sure of first
Then those you have narrowed to two answers
Use a matrix scoring approach for those left
Finally, a guess is better than no answer; there is no penalty for wrong
answers
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Project management framework


and
Standards for Project Management

Unit 3

PM Framework
What is a Project?
A project is a temporary endeavor undertaken to create a
unique product, service, or result.

Temporary
( definite beginning and definite end)
Most projects are undertaken to create a lasting outcome.

Unique
( different location, different design, different circumstances, different
contractors etc.)

Progressive Elaboration
Continuously improving and detailing a plan as more detailed and specific
information and more accurate estimates become available.
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What is Project Management?

The application of knowledge, skills, tools and techniques


to project activities to meet the project requirements.
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What is a Project Manager?


Project Manager - Is the individual assigned by the
performing organization as responsible for
accomplishing the project objectives

A project manager's responsibility includes:

Planning the project

Organizing the day-to-day activities of a project

Leading the project team

Controlling project progress & performance


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Project Team Member


The individuals who report either directly or indirectly to the
project manager, and who are responsible for performing
project work as a regular part of their assigned duties

Project Team
All the project team members, including the project
management team, the project manager and, for some projects,
the project sponsor

Project Management Team


The members of the project team who are directly involved in
project management activities; on some smaller projects, the
project management team may include virtually all of the
project team members
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Areas of Expertise

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Project Management Knowledge Areas

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resources Management

Project Communications Management

Project Risk Management

Project Procurement Management


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Process Group
Integration

Initiating

Planning

Executing

Monitoring & Controlling

Closing

Develop Project
Charter

Develop Project
Management Plan

Direct & Manage Project


Execution

Monitor & Control Project


Work
Perform Integrated Change
Control

Close Project or
Phase

Scope

Collect Requirements

Verify Scope

Define Scope

Control Scope

Create WBS

Time

Define Activities

Control Schedule

Sequence Activities

Estimate Activity Resource

Knowledge Area

Estimate Activity Duration


Develop Schedule

Cost

Estimate Costs

Control Costs

Determine Budget

Quality
HR

Plan Quality

Perform Quality Assurance

Develop HR Plan

Acquire Project Team

Perform quality control

Develop Project Team


Manage Project Team

Comm.

Identify
Stakeholders

Plan Communications

Distribute Information

Report Performance

Manage Stakeholder
Expectations

Risk

Plan Risk Management

Monitor & Control Risks

Identify Risks

Perform Qualitative Analysis


Perform Quantitative
Analysis
Plan Risk Responses

Procurement

Plan Procurements

Conduct Procurements

Administer Procurements

Close
Procurements

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10

Triple constraints
Scope
cost

Time
Cost

scope
Project
constraints

Quality
Risk

Customer satisfaction

time

Customer
satisfaction

quality

risk

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Project Management and Operations Management

Operations are an organizational function performing the ongoing


execution of activities that produce the same product or provide a
repetitive service.

At each point, deliverables and knowledge are transferred between the


project and operations for implementation of the delivered work.

Unlike the ongoing nature of operations, projects are temporary


endeavors.
Operations Management Examples
Administrative operations,
Manufacturing operations,
Accounting operations
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Projects and strategic planning


Projects are often utilized as a means of achieving an organizations strategic
plan.
Projects are typically authorized as a result of one or more of the following
strategic considerations:
Market demand (e.g., Build more fuel-efficient cars in response to gasoline
shortages),
Business need (e.g., A training company authorizing a project to create a new
course to increase its revenues),
Customer request (e.g., an electric utility authorizing a project to build a new
substation to serve a new industrial park),
Technological advance (e.g., an electronics firm authorizing a new project to
develop a faster, cheaper, and smaller laptop after advances in computer memory
and electronics technology)
Legal requirements (e.g., a chemical manufacturer authorizes a project to
establish guidelines for the handling of a new toxic material).
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Project management office (PMO)


A (PMO) is an organizational body or entity assigned various responsibilities
related to the management of those projects under its domain.
A primary function of a PMO is to support project managers in a variety of
ways which may include
Managing shared resources across all projects administered by the PMO
Identifying and developing project management methodology, best practices,
and standards;
Coaching, mentoring, training, and oversight;
Developing and managing project policies, procedures, templates, and other
shared documentation (organizational process assets); and
Coordinating communication across projects.

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

Portfolio Management
A portfolio is a collection of projects or programs and other work that are
grouped together to facilitate effective management of that work to meet
strategic business objectives.

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Enterprise Environmental Factors


Refer to both internal and external environmental factors that surround or
influence a projects success.
These factors may come from any or all of the enterprises involved in the project.

Organizational culture, structure, and processes


Government or industry standards
Infrastructure (e.g., existing facilities and capital equipment)
Existing human resources
Personnel administration (e.g. staffing guidelines, overtime policy)
Company work authorization systems
Marketplace conditions
Stakeholder risk tolerances
Political climate
Organizations established communications channels
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The Project Life Cycle


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

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Project Life Cycle Model

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Characteristics of a Project Life Cycle

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Stakeholders
Stakeholders are persons or organizations (e.g., customers, sponsors, the
performing organization, or the public), who are actively involved in the project or
whose interests may be positively or negatively affected by the performance or
completion of the project.

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Organizational Influences
Since projects are typically part of an organization that is larger
than the project, the project is influenced by a number of aspects
of the larger organizational structure:
Organizational process assets
include any or all process related assets, from any or all of the organizations
involved in the project that can be used to influence the projects success

Organizational Cultures and Styles


Most organizations have developed unique and describable cultures that often
have a direct influence on the project.

Organizational Structure
The structure of the performing organization often constrains the availability of
resources.

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Organizational Influences
Organizational process assets
Organizational process assets may be grouped into two categories:

Processes and Procedures

Organizational standard processes such as standards, policies


Organization communication requirements
Financial controls procedures
Change control procedures,

Corporate Knowledge Base

Process measurement databases


Project files
Historical information
Lessons learned knowledge bases

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Types of Organizational Structures


The three types of organizational structures are:

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Organizational Influence on Projects

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Project Management Process Groups

A project consists of project management processes that are defined by


its inputs, tools and techniques, and outputs

The Project Manager and the project team are responsible for
determining what processes from the Process Groups will be employed
and the degree of rigor to be applied to the execution of the processes to
achieve the objectives of the project

Project Management processes address the description and


organization of the work of the project

Product-Oriented processes address the specification and creation of


the project product

Project management processes and product-oriented processes overlap


one another and interact throughout the project life cycle
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Project Management Process Groups

Initiating process group


Performed to define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase.

Planning process group


Performed to establish the total scope of the effort, define and refine the
objectives, and develop the course of action required to attain those objectives.

Executing process group


Performed to complete the work defined in the project management plan to
satisfy the project specifications.

Monitoring and Controlling process group


The processes required to track, review, and regulate the progress and
performance of the project; identify any areas in which changes to the plan are
required; and initiate the corresponding changes.

Closing process group


Performed to finalize all activities across all project management process groups
to formally complete the project, phase, or contractual obligations.
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Project Management Process Groups

Mapped to the Plan-Do-Check-Act Cycle

Plan what you DO and Do what you Planed

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Project Management Process Groups


Mapped to the Plan-Do-Check-Act Cycle

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

Note: Many of the Inputs, Tools & Techniques, and Outputs for the 42 Project Management
processes appear in more than one of the Project Management Process Groups; many of these
will be addressed only once in the following Units unless additional information specific to a
Process Group needs to be addressed
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Process Groups Interact in a Project

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Project Management Process Groups


Initiating Process Group

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Planning Process Group

Project Management Process Groups

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Project Management Process Groups


Executing Process Group

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Project Management Process Groups

Monitoring & Controlling Process Group

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Project Management Process Groups


Closing Process Group

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Questions

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1 ) progressive elaboration means:


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


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

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2 ) the project managers role during the executing


process group of the project can BEST be described as
a (an) :
A ) Director.

B ) Integrator.
C ) Coordinator.
D ) leader.
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2 ) the project managers role during the executing


process group of the project can BEST be described as
a (an) :
A ) Director.

B ) Integrator.
C ) Coordinator.
D ) leader.
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3 ) Which of the following would be the MOST appropriate thing


to do during the planning process group?

A ) work with stakeholders to determine their


communication preferences.
B ) Determine the initial project organization.
C ) refine control limits.
D ) complete scope verification.
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3 ) Which of the following would be the MOST appropriate thing


to do during the planning process group?

A ) work with stakeholders to determine their


communication preferences.
B ) Determine the initial project organization.
C ) refine control limits.
D ) complete scope verification.
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4 ) The high-level project schedule constraints have just been


determined. What project management process group are
you in?

A ) Initiating.

B ) planning.
C ) Executing.
D ) Monitoring and controlling.
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4 ) The high-level project schedule constraints have just been


determined. What project management process group are
you in?

A ) Initiating.

B ) planning.
C ) Executing.
D ) Monitoring and controlling.
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5 ) The project charter is created in which project


management process group?
A ) Executing.

B ) Planning.
C ) Closing.
D ) Initiating.
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5 ) The project charter is created in which project


management process group?
A ) Executing.

B ) Planning.
C ) Closing.
D ) Initiating.
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6 ) One of your team members informs you that he does not


know which of the many projects he is working on is the most
important. Who should determine the priorities among projects
in a company?

A ) Project manager.
B ) Sponsor.

C ) PMO.
D ) Team.
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6 ) One of your team members informs you that he does not


know which of the many projects he is working on is the most
important. Who should determine the priorities among projects
in a company?

A ) Project manager.
B ) Sponsor.

C ) PMO.
D ) Team.
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7 ) Which of the following BEST describes the


major constraints on a project?
A ) Scope, number of resources, and cost.

B ) Scope, cost, and time


C ) Scope, time, cost, quality, risk, and customer
satisfaction.
D ) Time, cost, and number of changes.
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7 ) Which of the following BEST describes the


major constraints on a project?
A ) Scope, number of resources, and cost.

B ) Scope, cost, and time


C ) Scope, time, cost, quality, risk, and customer
satisfaction.
D ) Time, cost, and number of changes.
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8 )A frequent complaint about matrix


organizations is that communications are:
A ) Hard to automate.
B ) Closed and inaccurate.
C ) Complex.
D ) Misleading.
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8 )A frequent complaint about matrix


organizations is that communications are:
A ) Hard to automate.
B ) Closed and inaccurate.
C ) Complex.
D ) Misleading.
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9 ) To obtain support for the project throughout the


performing organization. Its BEST if the project manager:
A ) Ensure there is a communication management plan.
B ) Correlates the need for the project to the organizations
strategic plan.
C ) Connects the project to the personal objectives of the
sponsor.
D ) Ensures that the management plan includes the
management of the team members.
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9 ) To obtain support for the project throughout the


performing organization. Its BEST if the project manager:
A ) Ensure there is a communication management plan.
B ) Correlates the need for the project to the organizations
strategic plan.
C ) Connects the project to the personal objectives of the
sponsor.
D ) Ensures that the management plan includes the
management of the team members.
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10 ) Who has the MOST power in a projectized


organization?
A ) The project manager

B ) the functional manager


C ) The team
D ) They all share power.
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10 ) Who has the MOST power in a projectized


organization?
A ) The project manager

B ) the functional manager


C ) The team
D ) They all share power.
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Key Messages for Unit 3


Project Management Framework and Project Integration Management Study
Notes from the PMP Exam Prep Study Guide
The PMBOK Framework (first three chapters): Introduction, The Project Life
Cycle and Organization; and The Standard for Project Management of a Project
The mapping of the nine Knowledge Areas to the five Process Groups It's very
important for exam takers to understand this mapping! This is at the heart of the
PMI exam
Know the linkages between the five Project Management Process Groups
Know the difference between a project and a program
Know key definitions (refer to list in study notes or PMBOK Guide Glossary)
Know the phases of a generic life cycle

Know what is entailed in each of the phases of a generic life cycle

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Thank you

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