Professional Documents
Culture Documents
Introduction
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General Information
Parking
Refreshment
No-Smoking
Copyrighted Slides
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Ground rules for this training program
Interactive Class
Bring Highlighter
Keep an open mind & do not always link the concepts with your job
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Project Management Institute
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Types of Questions
Situational Questions
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FORMAT OF THE PMP EXAM
Computer based exam conducted in Prometric centers.
200 multiple choice questions to be answered within 4 hours.
Exam is preceded by a 15-minute computer tutorial on the format of the exam.
Each question has exactly one correct answer. Most people find four hours to be more than
sufficient for the exam.
Out of these 200 questions, 25 questions are research questions. These are randomly placed
throughout the exam. These questions are not evaluated while computing exam results. You will
only be evaluated on the basis of 175 questions.
On clicking the final submission button, the system will compute the results immediately and provide
you with the Pass or Fail message. Do not forget to collect the result-sheet from the Examination
center invigilator/coordinator
To pass the PMP examination, you must answer a minimum of 106 of the 175 scored questions
correctly. Immediately on completion of the exam, the Prometric center will give you the provisional
mark-sheet. The mark-sheet will give the breakup of the score by Process Area.
There is no negative marking in the exam. Unanswered questions are treated as wrong questions.
After clearing the exam, you will receive the PMP certificate by mail within 2 months. Examination
scores are confidential.
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Distribution of Questions by Process Group in the PMP
Exam
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The Project Management Framework
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Introduction
Trying to manage a project without
project management is like trying to
play a football game without a game
plan.
K. Tate
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Advantages of Using Formal Project Management
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale (less stress)
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What is a Project ?
Is Progressively Elaborated.
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Another definition of a Project
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What is Project Management?
Planning
Executing
Closing
Why Project Management ?
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Managing Projects
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Triple Constraints
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Organizational / Managerial Approach
Management by Objective
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Organizational / Managerial Approach
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Organizational / Managerial Approach
Management by Project
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Organizational / Managerial Approach
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Areas of Expertise
Effective communication
Influencing the organization 1. Project life cycle definition
Leadership 2. Five project management process Groups
Motivation 3. Nine Knowledge areas
Negotiating and conflict management
Problem solving
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Project Management Context
Program Management
Portfolio Management
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Programs and Program Management
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Portfolios and Portfolio Management
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Project Management Office (PMO)
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Functions of a PMO
A PMO performs a number of functions that may include but are not
limited to:
Managing shared resources across projects
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Project Management Office (PMO)
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Authority of PMO
Terminate projects
Help gather lessons learned and make them available to other projects
Provide templates
Provide guidance
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Differences between role of a Project Managers
and PMO
Project manager focuses on the specified project objectives ,
while the PMO manages major program scope changes which
may be seen as potential opportunities to better achieve
business objectives
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Making PMO Work
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Project Life Cycle and Organization
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Session Objective
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2.1 The Project Life Cycle
All projects are divided into phases, and all projects, large or
small, have a similar life cycle structure.
Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Startup
IT Project: Requirement -> Design -> Program -> Test -> Implement
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Phases in Project Life Cycle
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Handoffs
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Phase Completion
A Guide to the PMBOK states that phase ending reviews are also known
by a new other names: Phase Exits, Phase Gates, or Kill Points.
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Phase-to-Phase Relationships
There are three basic types of phase – to – phase relationships :
A Sequential relationship : where a phase can only start once the previous
phase is complete
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More on Project Phases
In early phases of a project life cycle:
Resource needs are usually lowest
The level of uncertainty (risk) is highest
Project stakeholders have the greatest opportunity to influence the project
In middle phases of a project life cycle:
The certainty of completing a project improves
More resources are needed
The final phase of a project life cycle focuses on:
Ensuring that project requirements were met
The sponsor approves completion of the project
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Typical Project Cost and Staffing Level Across the Project Life Cycle
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Typical Construction Life Cycle
Full Operation
100%
Installation
Substantially
complete
Percentage Complete
Major
Contracts
Let
Project
“GO”
decision
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2.2 Project vs. Operational Work
Projects Operations
• Attains its objectives and terminates •Sustains the business
• Semi-permanent charter, organization,
• Create own character, organization, and goals
and goals
• Catalyst for change
• Maintain status quo
• Unique product or services
• Standard product or services
• Heterogeneous teams
• Homogeneous teams
• Definite Start and end date
• Ongoing
Examples Examples
• Producing a News letter • Responding to customers requests
• Writing and publishing a book • Writing a letter to a Prospect
• Implementing a LAN • Hooking up a Printer to a computer
• Hiring a sales man • Meeting with an employee
• Arrange for a conference • Attending a conference
• Opening for a new shop • Running a shop
• Arranging a Music Concert • Writing a progress update memo
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2.3 Projects and Strategic Planning
A Customer Request
A Technological Advancement
A Legal Requirement
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2.4 Project Stakeholders
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Key Stakeholders
Sponsor Person or group that provides the financial
resources for the project
Portfolio Managers/Portfolio Review Board Managers responsible for the high-level
governance of a collection of projects or
programs
Program Managers Managers responsible for managing related
projects in a coordinated way to obtain
benefits and control not available from
managing them individually
Project Management Office It has direct or indirect responsibility for
the outcome of the project
Project Managers Manages the Project
Project team members Group performing the project’s work
Functional (Department/Unit) Managers Key individuals playing a management role
within a functional area of the business
Operations Management Individuals who have a management role
in a core business area
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Key Stakeholders
Influencers Due to an individual's position can
influence positively or negatively
Sellers/Business Partners External companies that enter into a
contract
Customer Purchases the product or service
User Uses the product or services
Performing Organization Whose employees are most directly
involved in doing the project’s work
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Relationship between Stakeholders and the Project
Page 24
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What we do with the Stakeholders ?
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Stakeholders Grid
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Stakeholders influence over time
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Organizational Influence
Organizational Structure
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Organizational System
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Organizational Cultures and Styles
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Organizational Structure
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Functional
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Functional Organization - Key Points
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Projectized Organization
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Projectized Organization – Key Points
Team members complete only project work and when its over
they don't have HOME.
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Weak Matrix Organization
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Weak Matrix - Key Points
Two Bosses
Team members reports to Project Manager and Functional Manager
Team members do project work in addition to normal departmental
work
Power rests with functional manager
Project Manager plays a role of:
Project Expediter: Cannot take decision. Staff assistant and
Communication coordinator.
Project Coordinator: Similar to Project Expeditor except has some power
to take decision.
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Balanced Matrix Organization
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Balanced Matrix Organization - Key Points
Two Bosses
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Strong Matrix
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Strong Matrix – Key Points
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Composite Organization
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Organization Structure influence on Project
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Advantages & Disadvantages
Functional Matrix
Advantages Disadvantages Advantages Disadvantages
Clear career paths More than one boss Improved project More than one boss
in specialization areas for project team manager control over for project team
members resources members
Team members
report to one Resource allocation Project objectives Resource allocation
supervisor is challenging are supported in the is challenging
organization
Easier specialist Potential for conflict Potential for conflict
management between functional More support from between functional
and project managers functional organization and project managers
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Advantages & Disadvantages (Cont..)
Projectized
Advantages Disadvantages
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Project Management System
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Project Management Processes for a Project
Unit 1
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Session Objective
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Processes for a Project
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What is a process ?
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Tailoring
The project manager and project team are responsible for determining which
processes within each process group are appropriate for the project you're working on.
This is called Tailoring.
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Project Management Processes
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3.2 Project Management Process Groups
The project life cycle describes what you need to do the work,
the project management process describes what you need to
do to manage the project. It includes:
Initiating
Planning
Executing
Closing
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Project Management Process Group Triangle