preparing for pmp exam - essentials

7/31/2019 Preparing for PMP Exam - Essentials

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TRAINING MATERIAL 2 (20)Prepared (also subject responsible if other) No.

EPA/KY Csaba CseresnyesApproved Checked Date Rev Reference

2009-08-30 PA1

1 WHAT IS A PROJECT?........................................................................................................................................................

2 WHAT IS PROJECT MANAGEMENT? ............................................................................................................................

3 ORGANIZATIONAL STRUCTURE INFLUENCES ON PROJECTS .............................................................................

4 NINE PROJECT MANAGEMENT KNOWLEDGE AREAS ............................................................................................

5 FIVE PROCESS GROUPS.....................................................................................................................................................

6 PROJECT MANAGEMENT PROCESS MAPPING ..........................................................................................................

7 PROJECT MANAGEMENT KNOWLEDGE AREAS IN DETAIL..................................................................................

7.1 INTEGRATIONMANAGEMENT ............................................................................................................................................7.2 SCOPEMANAGEMENT.......................................................................................................................................................

7.3 TIMEMANAGEMENT ..........................................................................................................................................................7.4 COSTMANAGEMENT ........................................................................................................................................................7.5 QUALITYMANAGEMENT ..................................................................................................................................................7.6 HUMANRESOURCESMANAGEMENT.................................................................................................................................7.7 COMMUNICATIONSMANAGEMENT ...................................................................................................................................7.8 RISKMANAGEMENT .........................................................................................................................................................7.9 PROCUREMENTMANAGEMENT .........................................................................................................................................

8 PROJECT MANAGEMENT PLAN.....................................................................................................................................

9 RELATED DEFINITIONS....................................................................................................................................................


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1 What is a Project? A project is temporary

o Definite beginning and end

o Project ceases when declared objectives are met or business needno longer exists & is terminated

A project creates unique deliverables, which are products, services orresults

Progressive elaboration

o Is a characteristic of projects that accompanies the concepts oftemporary and unique

o Progressive elaboration means developing in steps, and continuingby increments

2 What is Project Management?

Is the application of knowledge, skills, tools and techniques of project activities t

meet project requirements.

Managing projects includes

Identifying Requirements

Establish clear and achievable objectives

Balancing the competing demands for quality, scope, time and cost

Adapting the specifications, plans and approach to the different concernsand expectations of the various stakeholders


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3 Organizational structure influences on projects

Matrix

FunctionalWeak Matrix

BalancedMatrix

Strong MatrixProjectized

Project Manager'sAuthority

Little or None LimitedLow to

ModerateModerate to

HighHigh to almost

Total

Resource Availability Little or None LimitedLow to

ModerateModerate to

HighHigh to almost

Total

Who controls theproject budget

FunctionalManager

FunctionalManager

MixedProject

ManagerProject

Manager

Project Manager'sRole

Part-time Part-time Full-time Full-time Full-time

Project ManagementAdministrative Staff

Part-time Part-time Part-time Full-time Full-time

4 Nine Project Management Knowledge Areas

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resources Management

Communications Management

Risk Management

Procurement Management


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5 Five Process Groups

The process groups follow the lifecycle implementation of project managementwithin each phase of the project.

Initiating Process

Planning Process

Executing Process

Monitoring and Controlling Process

Closing Process


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6 Project Management Process MappingProcesses

Initiating Planning ExecutingMonitoring andControlling Closing

Integration

Develop ProjectCharterPreliminaryProject ScopeStatement

Develop ProjectManagement Plan

Direct andManage ProjectExecution

Monitoring andControl ProjectWorkIntegratedChange Control

Close Project

Scope

Scope PlanningScope DefinitionCreate WBS

Scope VerificationScope Control

Time

Activity DefinitionActivitySequencingActivity ResourceEstimatingActivity DurationEstimatingScheduleDevelopment

Schedule Control

Cost

Cost EstimatingCost Budgeting

Cost Control

Quality

Quality Planning Perform QualityAssurance

Perform QualityControl

HumanResource

HumanResourcesPlanning

Acquire ProjectTeamDevelop ProjectTeam

Manage ProjectTeam

Communication

CommunicationsPlanning

InformationDistribution

PerformanceReportingManageStakeholders

Risk

Risk ManagementPlanningRisk IdentificationQualitative RiskAnalysis

Quantitative RiskAnalysisRisk ResponsePlanning

Risk Monitoringand Control

Knowle

dgeAreas

Procurement

Plan Purchasesand AcquisitionsPlan Contracting

Request SellerResponsesSelect Sellers

ContractAdministration

Contract Closeo


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7 Project Management Knowledge Areas in detail

7.1 Integration Management

Includes the processes and activities needed to identify, define, combine, unifyand coordinate the various processes and project management activities withinthe project management process groups.

Develop Project Charter

Develop Preliminary Project Scope Statement

Develop Project Management Plan

Direct & Manage Project Execution

Monitor & Control Project Work

Integrated Change Control

Close Project

Process Group Process Key outputs

Initiating Develop Project Charter Project Charter

InitiatingDevelop Preliminary ProjectScope Statement Preliminary Project Scope Statement

PlanningDevelop ProjectManagement Plan Project Management Plan

ExecutingDirect & Manage ProjectExecution Deliverables

Monitoring andControl

Monitor & Control ProjectWork

Recommended corrective actionsRequested Changes

Monitoring andControl Integrated Change Control

Approved Change RequestsDeliverables

Closing Close Project

Administrative Closure ProcedureContract Closure Procedure

Final product, service or result


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7.2 Scope Management

Includes the processes required to ensure that the project includes all the workrequired, and only the work required, to complete the project successfully.

Scope Planning

Scope Definition

Create WBS

Scope Verification

Scope Control


Planning Scope Planning Project Scope Management Plan

Planning Scope Definition Project Scope Statement

Planning Create WBSWork Breakdown StructureScope Baseline

Monitoring andControl Scope Verification Accepted deliverables

Monitoring andControl Scope Control

Requested ChangesRecommended Corrective Actions


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7.3 Time Management

Includes the processes required to accomplish timely completion of the project.

Activity Definition

Activity Sequencing

Activity Resource Estimating

Activity Duration Estimating

Schedule Development

Schedule Control


Planning Activity Definition Activity list, milestone list

Planning Activity Sequencing Project schedule network diagrams

PlanningActivity ResourceEstimating Activity resource requirements, RBS

Planning Activity Duration Estimating Activity duration estimates

Planning Schedule Development Project Schedule, schedule baseline

Monitoring and

Control Schedule Control

Performance measurements, recommended

corrective actions

7.4 Cost Management

Includes the processes involved in planning, estimating, budgeting andcontrolling costs so that the project can be completed within the approvedbudget.

Cost Estimating

Cost Budgeting

Cost Control


Planning Cost Estimating Activity Cost Estimates

Planning Cost Budgeting Cost Baseline

Monitoring andControl Cost Control Performance measurements


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7.5 Quality Management

Includes all the activities of the performing organization that determine qualitypolicies, objectives and responsibilities, so that the project will satisfy the needsfor which it was undertaken.

Quality Planning

Perform Quality Assurance

Perform Quality Control


Planning Quality PlanningQuality Management Plan, ProcessImprovement Plan, Quality Baseline

Executing Perform Quality AssuranceRequested Changes, RecommendedCorrective Actions

Monitoring andControl Perform Quality Control

Quality Control Measurements,Recommended Defect Repair, ValidatedDeliverables

7.6 Human Resources Management

Includes the processes that organize and manage the project team. Teammembers should be involved in much of the projects planning and decision

making.

Human Resource Planning

Acquire Project Team

Develop Project Team

Manage Project Team


Planning Human Resource PlanningRoles & responsibilities, Project organizationcharts, Staffing management plan

Executing Acquire Project TeamProject staff assignments, Resourceavailability

Executing Develop Project Team Team performance assessment

Monitoring andControl Manage Project Team

Requested changes, Recommendedcorrective actions, Recommended preventiveactions


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7.7 Communications Management

The knowledge area that employs the processes required to ensure timely andappropriate generation, collection, distribution, storage, retrieval and ultimatedisposition of project information.

Communications Planning

Information Distribution

Performance Reporting

Manage Stakeholders


Planning Communications Planning Communication Management Plan

Executing Information Distribution

Monitoring andControl Performance Reporting Performance Reports, Forecasts

Monitoring andControl Manage Stakeholders

Resolved Issues, Approved ChangeRequests, Approved Corrective Actions


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7.8 Risk Management

Includes the processes concerned with conducting risk management planning,identification, analysis, responses, and monitoring and control on a project; mosof these processes are updated throughout the project.

Risk Management Planning

Risk Identification

Qualitative Risk Analysis

Quantitative Risk Analysis

Risk Response Planning

Risk Monitoring & Control


Planning Risk Management Planning Risk Management Plan

Planning Risk Identification Risk Register

Planning Qualitative Risk Analysis Risk Register updates

Planning Quantitative Risk Analysis Risk Register updates

Planning Risk Response Planning

Risk Register updates, Risk-related

Contractual Agreements

Monitoring andControl Risk Monitoring & Control

Risk Register updates, Requested Changes,Recommended Corrective Actions,Recommended Preventive Actions


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7.9 Procurement Management

Includes the processes to purchase or acquire the products, services or resultsneeded from outside the project team to perform the work.

Plan Purchases & Acquisitions

Plan Contracting

Request Seller Responses

Select Sellers

Contract Administration

Contract Closure


PlanningPlan Purchases &Acquisitions

Procurement Management Plan, ContractStatement of Work

Planning Plan Contracting Procurement Documents

Executing Request Seller ResponsesQualified Sellers List, Procurement DocumentPackage

Executing Select Sellers Selected Sellers, Contract

Monitoring andControl Contract Administration Contract Documentation

Closing Contract Closure Closed Contracts


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8 Project Management Plan

Project Management Plan component Knowledge area where created Process where created

Scope Management Plan Scope Scope Planning

Schedule Management Plan IntegrationDevelop Project ManagementPlan

Cost Management Plan IntegrationDevelop Project ManagementPlan

Quality Management Plan Quality Quality Planning

Process Improvement Plan Quality Quality Planning

Staffing Management Plan HR HR PlanningCommunications Management Plan Communications Communications Planning

Risk Management Plan Risk Risk Planning

Procurement Management Plan Procurement Plan Purchases and Acquisitions

Resource Calendar Time Activity Resource estimating

Scope Baseline Scope Create WBS

Schedule Baseline Time Schedule Development

Cost Baseline Cost Cost Budgeting

Quality Baseline Quality Quality Planning

Risk Register Risk Risk Identification


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9 Related Definitions

Arrow Diagramming Method

Uses arrows to represent activities and connects them by nodes to showdependencies.

Benefit measurement

Project selection method also known as comparative approach. Includes: scorinmodels, cost-benefit analysis, review board, economic models.

Budget Estimate

-10% to +25%

Also known as appropriation estimate done in the planning stage.

Constrained optimization

Project selection method also known as mathematical approach which usesmathematical models. Includes: linear programming, integer programming,dynamic programming and multi-objective programming.

Corrective action

Involves implementing actions to deal wit actual deviations from the performancbaselines.

Crashing

Making cost and schedule tradeoffs to determine how to obtain the greatestamount of schedule compression for the least incremental cost while maintaininproject scope. Crashing always results in increased costs.

Critical Path

Longest duration path through a network diagram and determines the shortesttime to complete the project.


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Decomposition

Subdivision of project deliverables into smaller, more manageable componentsuntil the work and deliverables are defined to the work package level.

Defect repair

Means rework and is necessary when a component does not meet itsspecifications.

Definitive Estimate

-5% to +10%

Normally only obtained from very good WBS and done in the planning stage.

Delphi Technique

A risk identification method using experts in an anonymous way trying to realconsensus.

Direct Costs

Costs directly attributable to work on the project.

Earned Value Technique

Measures performance of the project as it moves from project initiation throughproject closure. Provides a means to forecast future performance based uponpast performance.

Enterprise Environmental Factors

Company culture and existing systems that the project will have to deal with orcan make use of.

Expert judgment

Expertise provided by any group or individual with specialized knowledge ortraining.


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Opportunity Cost

The cost of opportunity given up by selecting one project over another.

Order of Magnitude Estimate

-25% to +75%

Very rough estimate normally done at the initiation stage.

Organizational Process Assets

Existing processes, procedures and historical information such as lessons learnpast experience.

Portfolio

A portfolio is a collection of project or programs and other work that are groupedtogether to facilitate effective management of the work to meet strategic businesobjectives. These projects or programs may not necessarily be interdependent odirectly related.

Precedence Diagramming Method

Uses nodes to represent activities, connected by arrows showing dependencies

Preventive actions

Deals with anticipated or possible deviations from the performance baselines.

Program

Program is a group of related projects managed in a coordinated way to obtainbenefits and control not available by managing them individually

Program Management

Program management is the centralized, coordinated management of a group oprojects, to achieve the programs strategic objectives and benefits.


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Project Life Cycle

Projects are divided into phase to provide better management control withappropriate links to the ongoing operations of the performing organization.Collectively, these phases are known as the project life cycle.

Project Management Office

A Project Management Office (PMO) is an organizational unit to centralize andcoordinate the management of projects under its domain.

Risk

An uncertain event/condition that will have a positive or negative effect on theproject if it occurs.

Six Sigma

Focuses on achieving high levels of quality by controlling the process andreducing defects. Goal is to make 6 sigmas of the outputs fall within thecustomers quality limits.

Stakeholders

Individual and organizations that are actively involved in the project, or whoseinterests may be affected as a result of project execution or project completion.May also exert influence over the projects objectives and outcomes.

Sunk Costs

Expected costs. No longer under the PMs control.

Theory X

People are last in chain, seen as lazy and lacking ambition. Workers need strict

control/supervision.

Theory Y

People are willing and eager to accept responsibility and work to organizationalobjectives. They can work without supervision and direct their own efforts.


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Total Float

Amount of time an activity can be delayed from its early start without delaying thproject completion date.

Total Quality Management (TQM)

Philosophy that encourages organizations and their employees to focus onfinding ways to continuously improve quality for practices and processes.

Variable Costs

Cost that will change in relation to amount of work.

WBS Dictionary

Companion document to the WBS, cross-referencing each WBS component.