PMP Processes Pmbokv4.0

PMP
Main Examination Preparatory Course

Main Title
Title
(Arial
(Arial narrow,
Topic: Project 28pt
narrow, 28pt -Maximum
Management
-Maximum 22 lines)
Processes
lines)
Version
Version 4.0
4.0
Sub-title (date, name)
Arial narrow, 20pt - maximum 2
lines)
What is covered
 Project Management Processes

 Process Groups
 Project Management Knowledge Areas
 Process Mapping
PMP Workshop | Financial Services

All work described was performed by Capgemini or a Capgemini affiliate
© 2009 Capgemini - All rights
Project Management Processes
 Process – set of interrelated actions and activities that are

performed to achieve a pre-specified set of products or
results or services
 Project management processes – ensure the effective
flow of project throughout its existence.
 Product-oriented processes – specify and create the
project’s product.
These
Thesetwo
twoprocesses
processesoverlap
overlapand
andinteract
interactthroughout
throughoutthe
theproject
project

Project Management Processes (Cont’d.)
 42 processes are defined and mapped into

• 5 Process groups
• 9 Knowledge Management areas

 Inputs -> Tools/Techniques -> Outputs

 Each of the 42 processes have inputs, tools & techniques
and outputs
Key inputs to Tools and

the process. techniques
Key outputs,
These are used to create
results and
often outputs the results or
deliverables
from another outputs of the
process process

 Inputs -> Tools/Techniques -> Outputs

 Example (Perform Quality Assurance Process)
INPUTS
TOOLS / TECHNIQUES
OUTPUTS

Process Groups
 5 Process groups
• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing
 Logical grouping of PM processes with clear dependencies
 Performed in the same sequence on each project / phase
 Independent of application areas or industry focus
 They are not project Phases

Process Groups – Interaction
Commitment to Approach to
executing project executing project
Initiating Planning
Planning
Initiating
Processes Processes
Processes
Processes Coordinating
people and
other resources
Controlling
Controlling Executing
Executing
Processes
Processes Processes
Processes
Monitoring,
measuring, and
taking corrective Closing
action
Closing Formal product
Processes
Processes acceptance and
end of project

Project Management Knowledge Area
 Project Management Knowledge Area: an identified

area of project management defined by its
knowledge requirements and described in terms of
its component processes, practices, inputs, outputs,
tools and techniques

The Nine Knowledge Areas
 Project Integration Management

 Project Scope Management
 Project Time Management
 Project Cost Management
 Project Quality Management
 Project Human Resource Management
 Project Communications Management
 Project Risk Management
 Project Procurement Management

Use of Mnemonics for memorizing knowledge areas
 If She Takes Cash, Question Her Current Rent Payment

(Knowledge Areas)

Project Integration Management
 Develop Project Charter (I)

 Develop Project Management Plan (P)
 Direct and Manage Project Execution (E)
 Monitor and Control Project Work (M)
 Perform Integrated Change Control (M)
 Close Project or Phase (C)
Project
ProjectIntegration
IntegrationManagement
Managementincludes
includesthe
theprocesses
processesandandactivities
activitiesthat
that
integrate various elements of project management which are identified, defined,
integrate various elements of project management which are identified, defined,
combined,
combined,unified
unifiedand
andcoordinated
coordinatedwithin
withinthe
the[five]
[five]Project
ProjectManagement
ManagementProcess
Process
Groups
Groups

Project Integration Management (Cont’d.)
SCOPE
TIME
The Project Integration PROCUREMENT
Management
Knowledge Area RISK INTEGRATION
COST
MANAGEMENT MANAGEMENT
integrates the
processes of the other
8 Knowledge Areas COMMUNICATIONS
QUALITY
HUMAN
RESOURCES
The
TheDevelop
DevelopProject
ProjectCharter
Charter(I)(I)process
process(part
(partofofthe
theInitiating
InitiatingProcess
Process
Group) is the first process of the project life cycle
Group) is the first process of the project life cycle

Project Scope Management
 Collect Requirements (P)

 Define Scope (P)
 Create WBS (P)
 Verify Scope (M)
 Control Scope (M)
Project
ProjectScope
ScopeManagement
Managementincludes
includesthe
theprocesses
processesrequired
requiredtotoensure
ensure
that the project
that the projectincludes
includesall
allwork
workrequired
requiredand
andonly
onlythe
thework
workrequired,
required,toto
complete the
complete theproject
projectsuccessfully
successfully

Project Scope Management – WBS
 Work Breakdown Structure (WBS)

• A deliverable oriented, hierarchical grouping of project
tasks with increasing detail in each descending level
• It is used to define the project in levels of detail to allow
the project team to determine the project's complexity and
to assist in the process of estimating resource
requirements, duration of tasks, and project risk
• It is NOT a list of tasks but, rather, a grouping of tasks
usually by major component (“work package”),
deliverable, or phase

Project Time Management
Remember:
Remember:AAGantt
Ganttchart
chartisis
 Define Activities (P) NOT
NOTaaproject
projectplan
plan
 Sequence Activities (P)

 Estimate Activity Resources (P)
 Estimate Activity Durations (P)
 Develop Schedule (P)
 Control Schedule (M)
Project
ProjectTime
TimeManagement
Managementincludes
includesthe
theprocesses
processesconcerning
concerningthe
the
timely
timelycompletion
completionof
ofthe
theproject
project

Project Time Management – Questions
1. The critical path in a network is the path that

a. Has the greatest degree of risk
b. Will elongate the project if the activities on this path
takes longer than anticipated
c. Must be completed before all other paths
2. The duration of most activities will be significantly
influenced by the resources assigned to them
a. True
b. False

Project Cost Management
 Estimate Costs (P)

 Determine Budget (P)
 Control Costs (M)
Project
ProjectCost
CostManagement
Managementisisconcerned
concernedwith
withthe
theprocesses
processesinvolved
involved
in planning, estimating,
in planning, estimating,budgeting
budgetingand
andcontrolling
controllingcosts
costsso
sothat
thatthe
theproject
projectcan
can
be completed
be completedwithin
withinthe
theapproved
approvedbudget
budget

Project Quality Management
 Plan Quality (P)

 Perform Quality Assurance (E)
 Perform Quality Control (M)
Project
ProjectQuality
QualityManagement
concernedwith
withthe
theprocesses
processes
required
requiredto
toensure
ensurethe
theproject
projectwill
willsatisfy
satisfycustomer
customerobjectives
objectivesfor
for
which
whichititwas
wasundertaken
undertaken
Quality
QualityisisPLANNED,
PLANNED,not
not
inspected in
inspected in
Quality
Qualityisisconformance
conformanceto tospecifications
specifications
and fitness to use
and fitness to use

Project Human Resource Management
 Develop Human Resource Plan (P)

 Acquire Project Team (E)
 Develop Project Team (E)
 Manage Project Team (E)
Project
ProjectHuman
HumanResource
Resourceincludes
includesprocesses
processesthat
thatorganize,
organize,
manage,
manage,and
andlead
leadthe
theproject
projectteam
team

Project Communications Management
 Identify Stakeholders (I)

 Plan Communications (P)
 Distribute Information (E)
 Manage Stakeholder Expectations (E)
 Report Performance (M)
Project
ProjectCommunications
CommunicationsManagement
concernedwithwiththe
theprocess
processthat
that
ensure
ensuretimely
timelyand
andappropriate
appropriategeneration,
generation,collection,
collection,delivery,
delivery,storage
storage
and
anddisposition
dispositionofofproject
projectinformation
information

Project Communication Management – Identify Stakeholders
 Positive Stakeholders:
• Will benefit if your project succeeds
• More likely to give you support
 Negative Stakeholders:
• May suffer if your project succeeds
• Unlikely to give you support and may even work against
you

Stakeholders – Question ?
1. How do you work with negative stakeholders?

a. Keep your friends close and your “stakeholders” closer
b. Identify what this stakeholder's goals really are; see
if there are any of this person’s goals that you can
satisfy without negatively impacting your project
c. Open up a dialog; keep the communication
channels open
d. Always be honest and play straight; even if a win/win
situation is not possible, you give the stakeholder an
incentive to play straight in return

Project Risk Management
 Plan Risk Management (P)

 Identify Risks (P)
 Perform Qualitative Risk Analysis (P)
 Perform Quantitative Risk Analysis (P)
 Plan Risk Responses (P)
 Monitor and Control Risks (M)
Project
ProjectRisk
RiskManagement
concernedwith
withthe
theidentification
identificationand
and
planning
planningfor
forpotential
potentialrisks
risksthat
thatmay
mayimpact
impactthe
theproject
project(both
(bothpositive
positive
and
andnegative
negativeimpacts)
impacts)

Project Procurement Management
 Plan Procurements (P)

 Conduct Procurements (E)
 Administer Procurements (M)
 Close Procurements (C)
Project
ProjectProcurement
ProcurementManagement
concernedwithwithplanning
planningfor
forand
and
acquiring
acquiringthe
theproducts
productsand
andservices
servicesororresults
resultsneeded
neededfrom
fromoutside
outside
the
theproject
projectteam
teamtotoperform
performthe
thework.
work.
Professional Responsibility
 Always take the high road

 Follow the law
 Follow the regulations of your company
When
WhenisisititOK
OKto
tooffer
offeraabribe
bribeto
toan
anofficial
officialin
inorder
orderto
toget
getthe
the
permits
permitsyou
youneed
needto
toproceed
proceedwith
withyour
yourproject?
project?
–– Discussion
DiscussionTopic
Topic

Professional Responsibility – Questions
1. During an informal meeting with your project client you are offered
a substantial monetary incentive to alter the configuration of the
product to meet the client's personal need. This change may result in
additional project costs and schedule delays. The appropriate action
to take would be:
a. Refrain from accepting the offer and advise the customer to
submit a request to the change control board
b. Accept the offer and issue an internal configuration change
request to the design group
c. Obtain additional information about the request and the
customer's personal need before accepting the offer
d. Delay acceptance of the offer until you can ensure that you can
protect yourself from any legal liabilities

Professional Responsibility – Questions (Cont’d.)
2. Your project is running out of cash and significant work remains. You are directed by
senior management to instruct your people to use another project's charge numbers
while working on your project. You should:
a. Follow instructions
b. Inform the corporate auditors
c. Understand the background of management's instructions before taking any action
d. Shut down the project, if possible
3. Your executives, in appreciation for the success of your project, have given you a
$10,000 bonus to be disbursed among your five-team members. One of the five, who is
a substandard worker and accomplished very little on your project, is in your car pool.
You should:
a. Provide everyone with an equal share
b. Provide everyone a share based upon their performance
c. Ask the workers to decide among themselves how the bonus should be subdivided
d. Ask the sponsor to make the decision

Process Mapping

Recap
Process Groups
Knowledge Areas
Initiating
Closing
Integration Management
Risk Management Monitoring & Controlling
Scope Management
WBS

Summary
 Questions

Thank You
www.capgemini.com/financialservices

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PMP

Main Examination Preparatory Course

 Project Management Processes

PMP Workshop | Financial Services

 Process – set of interrelated actions and activities that are

PMP Workshop | Financial Services

 42 processes are defined and mapped into

PMP Workshop | Financial Services

 Inputs -> Tools/Techniques -> Outputs

Key inputs to Tools and

PMP Workshop | Financial Services

 Inputs -> Tools/Techniques -> Outputs

PMP Workshop | Financial Services

PMP Workshop | Financial Services

PMP Workshop | Financial Services

 Project Management Knowledge Area: an identified

PMP Workshop | Financial Services

 Project Integration Management

PMP Workshop | Financial Services

 If She Takes Cash, Question Her Current Rent Payment

PMP Workshop | Financial Services

 Develop Project Charter (I)

PMP Workshop | Financial Services

The Project Integration PROCUREMENT

PMP Workshop | Financial Services

 Collect Requirements (P)

PMP Workshop | Financial Services

 Work Breakdown Structure (WBS)

PMP Workshop | Financial Services

 Sequence Activities (P)

PMP Workshop | Financial Services

1. The critical path in a network is the path that

PMP Workshop | Financial Services

 Estimate Costs (P)

PMP Workshop | Financial Services

 Plan Quality (P)

PMP Workshop | Financial Services

 Develop Human Resource Plan (P)

PMP Workshop | Financial Services

 Identify Stakeholders (I)

PMP Workshop | Financial Services

PMP Workshop | Financial Services

1. How do you work with negative stakeholders?

PMP Workshop | Financial Services

 Plan Risk Management (P)

PMP Workshop | Financial Services

 Plan Procurements (P)

 Always take the high road

PMP Workshop | Financial Services

PMP Workshop | Financial Services

PMP Workshop | Financial Services

PMP Workshop | Financial Services

Risk Management Monitoring & Controlling

PMP Workshop | Financial Services

PMP Workshop | Financial Services

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