PMBOK 5 th Edition Crash Course

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1 PMP Certification Exam Preparation PMBOK 5 th Edition Crash Course with Bill Doescher, PMP, MBA, CSM Pi Principal i lconsultant tand Product tdevelopment tdirector Bill Doescher, PMP Product Development Director and Principal Consultant, BMC Bill Doescher is a Principal Consultant and Product Development Director with Business Consultants based in Houston, Texas. In his 20 year career, he has led project teams in new product development, application development, technology introduction, project and portfolio management processes, business process change, and marketing program development. Mr. Doescher has a strong belief that projects are the instruments of change, and people are the power behind projects. For continued growth and evolution, businesses must be dedicated to improving their ability to translate strategy into projects, to enhancing the environment in which their projects operate, and to maturing the knowledge and skills of their project team members. Mr. Doescher has held engineering, engineering management, project and program management positions in the geophysical and high tech industries with Geosource, Compaq pqcomputer and Hewlett Packard. Mr. Doescher earned a B.S. in Electrical Engineering with Honors at the University of Texas at Austin and an M.B.A. at the University of Houston. He is a member of the Project Institute, a PMI certified Project Professional (PMP ) and Certified Scrum Master (CSM). He is also a member of the Engineering Society of the Institute of Electrical and Electronics Engineers (IEEE). 2 1

2 Presentation Objectives Introduction to PMI, PMP, and the exam Role of, and an introduction to, the PMBOK Guide, Fifth Edition Study recommendations Benchmark your current preparation Answer any questions you may have 3 Introduction to PMI, the PMP Certification, and the Exam 4 2

3 PMI, the PMP, and the Exam PMI was formed in 1969 to promote the profession of project management The PMP Certification was introduced in 1984 Most globally recognized The PMP is for experienced project team leaders CAPM, PgMP, PMI ACP, PMI RMP, PMI SP, OPM3 The PMP Exam tests for project management knowledge and experience 5 Two Essential Guides The PMP Handbook and the PMBOK Guide, Fifth Edition View online or download from PMI.org Purchase paper copy or download from PMI.org (Download is free for PMI members.) 6 3

4 The PMBOK Fifth Edition and New Test The PMBOK Guide Fourth Edition was introduced in December 2008, and the new Fifth Edition just released January 2013 The Certification i test changes on July 31, 2013 to reflect content in the fifth edition PMBOK Guide The PMP examination consists of 200 individually selected, multiplechoice questions, with a four hour time limit That s 72 seconds (or 1.2 minutes) per question The PMP examination tests for both your project management knowledge and your ability to apply that knowledge in typical project situations. Visit download PMP Certification Handbook 7 PMP Test Domain Content Project Initiation 13% Project Planning 24% Project Execution 30% Project Monitoring & Control 25% Project Closing 8% 25 of the 200 questions will not be graded, and are reserved by PMI for evaluation 8 4

5 Qualification Requirements PMP Exam Graduate A minimum of 4500 hours PM experience within the past 8 years Non Graduate + = 35 contact hours (PDU s) of PM education Application Fee: PMI Member = 340, $405 US Non Member = 465, $555 US (Three year renewal cycle) Eligibility to take the PMP examination A minimum of 7500 hours PM experience within the past 8 years 9 Apply to PMI to take the test Schedule a date with Prometric Application: Project Institute (PMI) Note: You have 90 days to complete application. Schedule a test date with Prometric ATHENS, GREECE THESSALONIKI, GREECE Control is through audit Random audit when you submit exam payment Rescheduling fee = $70 US from 30 to 2 days prior to exam date Candidates have three (3) opportunities to pass the exam in one year. If they do not pass any, they must wait 1 year from the date of the last attempt. 10 5

6 Types of questions to expect Questions requiring experience more than study You are advised that a major purchased part on your project will be delayed. What do you do? A. Ignore it. It will go away B. Notify your boss C. Let the customer know about it and talk over options D. Meet with the team and identify alternatives 11 Types of questions to expect Information that does not matter (distractors) A study shows that every time you double the production of widgets, unit cost goes down by 10%. Based on the study, the company concludes that the production of 4,000 widgets will cost $19,000. This illustrates: A. Learning curve effects B. Law of diminishing returns C. The 80/20 rule D. Bottomsup cost estimating 12 6

7 Types of questions to expect Questions designed to make you make you think carefully Thetheory optimum quality level is obtained when incremental revenue from product improvement equals incremental cost to secure it comes from A. Quality control analysis B. Marginal analysis C. Standard quality analysis D. Conformance analysis And many more types 13 The PMBOK Guide, Fifth Edition 14 7

8 The Role of the PMBOK Guide Generally accepted td good practice Project management body of knowledge PMBOK Guide A standard, not a methodology Common vocabulary Interpersonal skills Application area knowledge Not applied uniformly to all projects General management knowledge Understanding project environment Coordinates with the standards on program and portfolio management 15 Relationship between Project, Program, Portfolio Strategic Planning Role of the PM to lead the team responsible for delivery of the project objectives. of Operations by Projects Portfolio Program Project Processes, Tools, Metrics 16 8

9 Organizational influences on project management Organizational Communications Organizational Cultures and Styles Organizational Structures 17 Other Organizational Influences Organizational Process Assets Processes and Procedures Corporate Knowledge Base Enterprise Environmental Factors 18 9

10 Project Stakeholders and Governance Stakeholders are persons or organizations who are actively involved in the project or whose interests may be positively or negatively by the performance or completion of the project. A stakeholder may also exert influence over the project or its deliverables. Project governance framework provides the project manager the team with a structure, processes, decision making models and tools for managing the project, while supporting and controlling the project for successful delivery. The PMO may play a key role in project governance. 19 The Project Team Those who will act together in performing the work of the project to achieve its objectives. Project Manager Sellers Users / Customer PM Staff Project Staff Business Partners Team members may be full time, part time. PM may have full authority, or relatively no authority over team members

11 The PMI PM Process Groups Monitoring & Controlling Processes Initiating Processes Planning Processes Executing Processes Closing Processes The processes within and between the Process Groups overlap and interact. 21 PMI Project Process Framework Process Groups Monitoring & Initiating Planning Executing Knowledge Areas Controlling Closing 4. Project Integration 4.1 Dev. Project Charter 4.2 Develop Project 4.3 Direct & Manage 4.4 Monitor & Control Project Work 4.6 Close Project or Phase Plan Project Work 4.5 Perf. Integrated Change Control 5.1 Plan Scope Mgmt. 5.5 Validate Scope 5. Project Scope 5.2 Collect Requirements 5.6 Control Scope 5.3 Define Scope 5.4 Create WBS 6. Project Time 7. Project Cost 8. Project Quality 9. Project Human Resource 10. Project Communications 11. Project Risk 12. Project Procurement 13. Project Stakeholder 6.1 Plan Schedule Mgmt. 6.7 Control Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Est. Activity Resources 6.5 Est. Activity Durations 6.6 Dev. Schedule 7.1 Plan Cost Mgmt. 7.3 Control Costs 7.2 Estimate Costs 7.3 Determine Budget 8.1 Plan Quality 8.2 Perform Quality 8.3 Control Quality Assurance 9.1 Plan Human Resource 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10.1 Plan Communications 10.2 Manage 10.3 Control Communications Communications 11.1 Plan Risk 11.6 Control Risks 11.2 Identify Risks 11.3 Perform Qual. Risk Analysis 11.4 Perform Quant. Risk Analysis 11.5 Plan Risk Responses 12.1 Plan Procurement 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13.1 Identify Stakeholders 13.2 Plan Stakeholder 13.3 Manage Stakeholder 13.4 Control Stakeholder Engagement Engagement From PMBOK Guide, Fifth Edition, page

12 The Project Life Cycle (vs. Product Life Cycle and Process Groups) Cost and Staffing Level Starting a Project Organizing and lp Preparing Executing the Work Closing a Project Project Charter Project Plan Time Accepted Deliverables Archived Project Documents 23 Project Life Cycles Life Cycle Phases Single Phase vs. Multi phase Sequential or Overlapping phases Life Cycle Approaches Predictive Iterative and Incremental Adaptive 24 12

13 Practice Exam Questions 2. Project sponsors have the GREATEST influence on the scope, quality, time, and cost of the project during the: A. Concept phase B. Development phase C. Execution phase D. Close down phase 25 Practice Exam Questions 1. All of the following are the responsibility of a project manager except? A. Maintain the confidentiality of customer confidential information B. Determine the legality of company procedures C. Ensure that a legal conflict of interest does not compromise the legitimate interest of the customer D. Provide accurate and truthful representations of cost estimates 26 13

14 PMI Project Process Framework Process Groups Monitoring & Initiating Planning Executing Knowledge Areas Controlling Closing 4. Project Integration 4.1 Dev. Project Charter 4.2 Develop Project 4.3 Direct & Manage 4.4 Monitor & Control Project Work 4.6 Close Project or Phase Plan Project Work 4.5 Perf. Integrated Change Control 5.1 Plan Scope Mgmt. 5.5 Validate Scope 5. Project Scope 5.2 Collect Requirements 5.6 Control Scope 5.3 Define Scope 5.4 Create WBS 6. Project Time 7. Project Cost 8. Project Quality 9. Project Human Resource 10. Project Communications 11. Project Risk 12. Project Procurement 13. Project Stakeholder 6.1 Plan Schedule Mgmt. 6.7 Control Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Est. Activity Resources 6.5 Est. Activity Durations 6.6 Dev. Schedule 7.1 Plan Cost Mgmt. 7.3 Control Costs 7.2 Estimate Costs 7.3 Determine Budget 8.1 Plan Quality 8.2 Perform Quality 8.3 Control Quality Assurance 9.1 Plan Human Resource 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10.1 Plan Communications 10.2 Manage 10.3 Control Communications Communications 11.1 Plan Risk 11.6 Control Risks 11.2 Identify Risks 11.3 Perform Qual. Risk Analysis 11.4 Perform Quant. Risk Analysis 11.5 Plan Risk Responses 12.1 Plan Procurement 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13.1 Identify Stakeholders 13.2 Plan Stakeholder 13.3 Manage Stakeholder 13.4 Control Stakeholder Engagement Engagement From PMBOK Guide, Fifth Edition, page Knowledge Area Mind Maps 28 14

15 Initiating Process Group Initiating 4.1 Develop Project Charter 13.1 Identify Stakeholders Develop Project Charter 30 15

16 4.1 Develop Project Charter Exam Tip Identify Stakeholders It is critical for project success to identify the stakeholders early in the project, and to analyze their levels of interest, expectations, importance and influence Stakeholders should be classified according to their interest, involvement and influence in the project 32 16

17 Planning Process Group Planning 4.1 Develop Project Plan 5.1 Plan Scope 5.2 Collect Requirements 5.3 Define Scope 5.4Create WBS 6.1 Plan Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 7.1 Plan Cost 7.2 Estimate Costs 7.3 Determine Budget 8.1 Plan Quality 9.1Plan Human Resource 10.1 Plan Communications 11.1 Plan Risk 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12.1 Plan Procurement 13.1 Plan Stakeholder Develop Project Plan Scope Plan Requirements Plan Schedule Plan Cost Plan Quality Plan Process Improvement Plan Human Resource Plan Communications Plan Risk tplan Procurement Plan Stakeholder Plan Scope Baseline Schedule Baseline Cost Baseline 34 17

18 Scope : Planning 5.1 Plan Scope Scope management plan Requirements management plan 5.2 Collect Requirements Requirements documentation Traceability matrix MAILworks WBS 5.3 Define Scope Project Scope Statement Planning Server Preparation Documents Migrate PROFS Customers Migrate Other E- Mail Users Develop Migration Plan Class for Local Cust. Class for Off-site Cust. ID HORO Cust. Schedule Cust for Training Configure MAILworks Server Configure Dialup Access Training Ref. Material Review of Ref. Material Produce Final Docs. Migrate PCSA Cust. Notify Cust for Training Admin. Mailworks Accounts Train Cust. Change Cust to Mailworks Migrate Novell Cust. Notify Cust for Training Admin. Mailworks Accounts Train Cust. Change Cust to Mailworks Migrate Off-site PROFS Notify Cust for Training Admin. Mailworks Accounts Train Cust. Change Cust to Mailworks Migrate Remaining PROFS Notify Cust for Training Admin. Mailworks Accounts Train Cust. Change Cust to Mailworks Notify Cust for Training Admin. Mailworks Accounts Train Cust. Change Cust to Mailworks 5.4 Create WBS Scope Baseline (project scope statement, WBS, WBS dictionary) Work Packages 35 Time : Planning 6.1 Plan Schedule 6.2 Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration 6.6 Develop Schedule 36 18

19 Cost : Planning 7.1 Plan Cost Cost management plan 7.2 Estimate Costs Activity cost estimates Basis of estimates 7.3 Determine Budget Cost baseline Project funding requirements Plan Quality Quality metrics Quality Plan Quality requirements Quality assurance Quality control Quality checklists Process Improvement Plan Project and product processes 38 19

20 9.1 Plan Human Resource Human Resource Plan Roles and responsibilities Role, authority, responsibility, competency Project organization charts Staffing management plan Staff acquisition, resource calendars, release plan, training needs, recognition and rewards, compliance and safety Plan Communications Tools & Techniques Communication requirements analysis Communication technology , video, websites, phone, texts, posters, Communication models Encode, Transmit, Decode, Acknowledge, Feedback Communication methods Push, pull, interactive Meetings Communications management plan 40 20

21 Risk : Planning 11.1 Plan Risk Risk management plan 11.2 Identify Risks Risk register 11.3 Qualitative Risk Analysis 11.5 Plan Risk Responses 11.4 Quantitative Risk Analysis Plan Procurement Outputs: Mk Make or Buy Decisions Procurement Statements of Work Change Requests 42 21

22 13.2 Plan Stakeholder Tools & Techniques Expert tjudgment Meetings Analytical techniques Stakeholder management plan 43 Practice Exam Questions 3. Thedecomposition process is a technique used to construct a: A. Precedence network B. Critical Path Method Diagram C. Variance analysis D. Work breakdown structure 44 22

23 Practice Exam Questions 2. If the numbers in the PDM network below represent days to complete each task, what is the overall duration of the project? A. 20 Days B. 23 Days C. 18 Days D. 21 Days 45 Practice Exam Questions 1. The project manager is preparing the budget for the project. There are a number of inputs to project budgeting that she will use. One of the things the project manager will not use is: A. Cost baseline B. Cost estimates C. Project schedule D. Work breakdown structure 46 23

24 Executing Process Group Executing 4.3 Direct and Manage Project Work 8.2 Perform Quality Assurance 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10.2 Manage Communications 12.2 Conduct Procurements 13.3 Manage Stakeholder Engagement Direct and Manage Project Work Outputs: Deliverables Work performance data Actual start/finish i Actual cost KPI s, technical performance measures Change requests Corrective action Preventive action Defect repair Document updates 48 24

25 8.2 Perform Quality Assurance Quality Assurance (QA): the process of auditing quality requirements, and the results from quality control (QC) measurements, to ensure quality standards and operational definitions areused. Quality assurance involves Quality Audits, and is part of the Execution Process Group. Quality Control (QC): the process of monitoring and recording results (both product and project management) of executing quality activities to assess performance and to recommend necessary changes. Involves identifying ways to remove the causes of quality defects. Quality control involves inspection and requires an understanding of sampling strategies, tolerances, and the causes of variation in a process. It is part of the Monitoring and Controlling Process Group. 49 Quality Tools, Tools, Tools Seven Basic Quality Tools Cause & Effect Diagrams Flowcharts Checksheets Pareto Diagrams Histograms Control Charts Scatter Diagrams Other Quality Tools Affinity Diagrams Process Decision Program Charts Interrelationship Diagraphs Tree Diagrams Pi Prioritization iti Mti Matrices Activity Network Diagrams Matrix Diagrams 25

26 Human Resource : Executing 9.2 Acquire Project Team Adjourning 9.3 Develop Project Team Performing Forming Norming Storming 9.4 Manage Project Team Observation and conversation Project performance appraisals Conflict management Interpersonal skills Manage Communications Manage Communications involves the activities required for information to be created, distributed, received, acknowledged, and understood. Outputs may include: Stakeholder notifications Performance reports Project presentations Project records Feedback from stakeholders Lessons learned documentation 52 26

27 12.2 Conduct Procurements Outputs: Selected sellers Agreements (contracts) Resource calendars Change requests Project plan or document updates Manage Stakeholder Engagement Tools & Techniques Communication methods Interpersonal skills skills Issue log Change requests Updates to plan, documents or OPAs 54 27

28 Practice Exam Questions 2. Which of the following is not a form of power derived from the project manager s position: A. Formal B. Reward C. Penalty D. Expert 55 Practice Exam Questions 1. The project team is arguing about the prospective sellers who have submitted proposals. One team member argues for a certain seller while another team member wants the project to be awarded to a different seller. The project manager should remind the team to focus on what item in order to make a selection? A. Procurement documents B. Procurement audits C. Evaluation criteria i D. Procurement management plan 56 28

29 Monitoring & Controlling Process Group Monitoring & Controlling 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 5.5 Validate Scope 5.6 Control Scope 6.7 Control Schedule 7.4 Control Costs 8.3 Control Quality 10.3 Control Communications 11.6 Control Risks 12.3 Control Procurements 13.4 Control Stakeholder Engagement 57 Integration : Mon. & Control 4.4 Monitor and Control Project Work Accept and analyze information from the control processes Develop work performance reports, change requests, updates to project plan and documents 4.5 Perform Integrated Change Control Review all change requests Approve/reject, maintain change log, update project plans and documents 58 29

30 5.5 Validate Scope Validate Scope is the process of formalizing acceptance of the completed project deliverables. Scope validation is different from quality control in that validate scope is primarily concerned with the acceptance of the deliverables Control Scope 60 30

31 6.7 Control Schedule & 7.4 Control Costs Cost, Hours, or Work Products AC Actual Cost PV Planned Value PV = Planned Value (was BCWS) (1) EV = Earned Value (was BCWP) (2) AC = Actual Cost (was ACWP) (3) Total Variance SV Schedule Variance (1) requires a performance baseline (2) requires a way to measure value of work completed (earned value) (3) requires a way to collect actual costs at work package level CV Cost Variance t When Planned EV Work Performed (Earned Value) Time t Actual Variances, Performance Indices & Forecasts Control Quality Know the difference between: Prevention and Inspection Attribute sampling and variables sampling Tolerances and control limits QC Outputs Quality control measurements Validated changes Verified (correct) deliverables Work performance information Change requests, document updates 62 31

32 The Other M&C Processes 10.3 Control Communications 11.6 Control Risks Implementing plans, reassessing risks, evaluating effectiveness of risk process 12.3 Control Procurements Performance reviews, reporting Claims administration 13.4 Control Stakeholder Engagement 63 Practice Exam Questions 3. Your most recent project status report contains the following information: EV (BCWP) = 3,000, AC (ACWP) = 3,500, and PV (BCWS) = 4,000. The schedule variance is: A. + 1,000 B C. 500 D. 1,

33 Practice Exam Questions 2. While completing a project, a projectmanagerrealizes realizes he needsto decrease project costs. After researching his options, he comes up with the following choices. Which choice would decrease project costs? A. Change to component A from component B. Component A costs more to purchase but has a lower lifecycle cost than B B. Change task A to be completed by resource B instead of resource C. Resource B is a more experienced worker C. Move tasks B and H to occur concurrently, and take the risk of a 30% increase in the need for five more resources later D. Delete an acceptance test from the project plan 65 Practice Exam Questions 1. You are halfway through a major new cell phone rollout. There are 200 locations in the U.S. with another 100 in Singapore. A software seller has just released a major software upgrade for some of the phones being produced. The upgrade would provide the customer with functionality they requested that was not available at the time the project began. What is the best course of action under these circumstances? A. Continue as planned, your customer has not requested a change B. Inform the customer of the upgrade and the impacts to the project s timeline and functionality C. Implement the change and adjust the schedule as necessary because this supports the customer s original request D. Implement the change for the remaining supply and continue with the schedule 66 33

34 Closing Process Group Close Project or Phase Outputs: Final product, service or result transition Organizational process assets updates Project files Project or phase closure documents Historical information, lessons learned 68 34

35 12.4 Close Procurements Tools & Techniques Procurement audits Procurement negotiations Records management system Outputs Closed procurements Organizational process assets updates 69 PMI Code of Ethics and Professional Conduct As practitioners of project management, we are committed to doing what is right and honorable. Aspirational and Mandatory Conduct Values Responsibility Respect Fairness Honesty 70 35

36 Practice Exam Questions 1. A KEY activity in closing out a project is to: A. Disseminate status reports and risk assessments B. Disseminate information to formalize project completion C. Monitor the specific project results to determine if they comply with relevant quality standards D. Transfer all the project records to the project owners 71 Preparing for the Exam 72 36

37 Reasons people fail the exam They do not read all the questions correctly They do not read all the choices in each question They are too nervous They have not studied enough or use source books other than the PMBOK They believe they can rely purely on experience They have not taken a PMP pre course 73 Personalized Study Guide Take the Practice/Diagnostic test; identify strong/weak areas Take a PMP Exam Prep Class, find out what you do/don t know Read the PMBOK Guide and Glossary carefully Review the PMBOK data flow diagrams; process interactions Read the PMI Code of Ethics & Professional Conduct Do plenty of practice questions, look up unknown concepts Use the internet; PMP + any topic ; look for 5 th Ed. updates Practice explaining i the PMBOK processes Practice filling in the PMI PM Process table Get in a study group 74 37

38 Any Questions? If you have questions later: online.comonline.com Bill Doescher, P.M.P Practice Test / Diagnostic 30 Questions, 36 minutes 75 38

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