PMI® Project Management

Professional (PMP)® Workshop

PMI, PMP, PMBOK & PMI Talent Triangle are registered marks of
Project Management Institute, Inc.
 About Project Management
Professional (PMP)®

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Why PMP®?

 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)

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Exam Eligibility Requirement
Category Eligibility of Formal Hours
Education PMP® leading and
training directing
hours project
One Bachelors Degree or global 35 Contact 4,500 hours
equivalent Hours

Two High school diploma, 35 Contact 7,500 hours

associate degree or global Hours
equivalent

 After paying the examination fee online, PMI® will send an authorizationletter
 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

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Examination 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.

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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 % of distribution might vary as required by PMI®.

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 Introduction to Project Management

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What is a 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.

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8 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)
- Sixth Edition, Project Management Institute, Inc., 2017, Page 4-6
Programs & 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.
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9 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)
- Sixth Edition, Project Management Institute, Inc., 2017, Page 14
Programs & 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
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10 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.

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Project Constraints

Scope
Quality

Schedule

Budget

Resources

Risk

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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.

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 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 relatedactivities

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
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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 Page 548
Development Life Cycle & 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

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Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) -
Sixth Edition, Project Management Institute, Inc., 2017, Page 19,21
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