4PM.com 3547 S. Ivanhoe St Denver, CO United States often as you need them. No limits.

Transcription

1 ` 102 CAPM Exam Preparation Main Page Instructor-led Online Training from Anywhere Contents Course Summary Detailed Syllabus Textbook Sample Course Webpage You will be prepared to pass the Certified Associate in Project Management (CAPM) exam with our online course. You will receive individual instruction from a PMP-certified project manager. You can earn your CAPM certification by studying from anywhere at a schedule you control. The CAPM certification exam is difficult, covering hundreds of concepts, tools and techniques. We will help you learn each and every one of them. You and your personal instructor will plan the course in a phone conversation when you begin the course. You ll discuss your learning style and your instructor will tailor our materials to fit the way you learn. You ll get coaching and individual feedback from your instructor on each of the 36 or more practice exams you will take. How You Work With Your Instructor You will have phone conversations and private video conferences with your instructor whenever you wish. There is no limit. Your instructor will review your practice exams, identify changes that may be needed in your study techniques and thoroughly explain all the concepts or techniques you need to master to pass the CAPM exam. You will study with world-class materials by Dick Billows PMP. You ll watch high definition videos, read our new CAPM textbook which describes all the PMBOK 5th edition tools and techniques and shows you real-life examples of how to use them. You can also access our database of hundreds of articles and samples that illustrate every technique you need to know to pass the exam. CAPM Passing Guarantee We guarantee our work on our CAPM prep course. 95% of our students pass on their first try but if you don t, your instructor will work with you until you pass. Examine the materials and see why our course has no equal; online or in a classroom. 4PM.com 3547 S. Ivanhoe St Denver, CO United States

2 Launch your project manager career Earn an internationally recognized certification to get that BECOME A CAPM CERTIFIED Main Page promotion or higher-paying position ASSOCIATE IN PROJECT MANAGEMENT Learning Materials 333-page Textbook 42 Video Lectures 24/7 Videos of PMs in Action Process Flowcharts 100s of Tool Write-ups Practice Exams We are a PMI Global Registered Education Provider (R.E.P.) and our CAPM Exam Prep course fulfills the education requirement. This is the only course you need to pass the CAPM exam - guaranteed Training with a PMPcertified Instructor Our CAPM Exam Prep course will prepare you to pass the CAPM exam; we guarantee it. Your instructor works with you, one-to-one, until you pass the CAPM exam. Working With Your Instructor You will work individually with your PMP-certified instructor - questions to your instructor and get a response within 24 hours - telephone and video conferences as

3 often as you need them. No limits. Your instructor grades each exam and gives you feedback that includes the correct answers with explanations. They provide coaching on any areas you need to re-study. Online Boot Camp You have a 4-day comprehensive review with your instructor immediately before your test date. You ll do full-size CAPM exam simulations that are practice tests focusing on every area covered in the exam. You have a video conferences with your instructor as needed. There is also a phone call from your instructor the night before your CAPM exam to give you test-taking tips and techniques. 4PM.com 3547 S. Ivanhoe St Denver, CO United States

4 ` Fulfill the Education Requirement Practice answering tricky questions on every process group, knowledge area, tool and technique Main Page Gain an International Credential From PMI MASTER PM BEST PRACTICES Passing Guaranteed COURSE OUTLINE PERSONAL INSTRUCTION SPECIFICATIONS -Foundations -Communications -Scope -Time -Cost -Human Resources -Quality -Procurement -Risk -Integration -Professionalism -Comprehensive Final Review You have textbook reading, online lectures, videos and CAPM practice exams. You have regular progress p h o n e c a l l s a n d v i d e o

5 r instructor. The best way to pass the CAPM exam the first time is with a course tailored to your schedule and learning style. Your instructor, who is a PMP, works directly and privately with you, answering your questions by phone or within 24 hours. You can have as many phone calls as you wish. When you take one of the practice exams (depending on how many you need), your instructor sends you written feedback with the correct answers and explanations of why they are correct. For Beginning PMs 50 Hours of Work Use a PC, Mac or ipad Study When You Want Study From Anywhere Take up to 1 Year PMI Registered Education Provider #1147 Earns 50 Contact Hours 4PM.com 3547 S. Ivanhoe St Denver, CO

6 Prep Course 102 CAPM Exam Prep Course 2013 Passing the CAPM Exam the First Time Syllabus Content Delivery System for Individual CAPM Exam Training You and your instructor will work together in our content delivery system that will allow your instructor to tailor the course to your needs, assignment by assignment. You ll have video conferences with your instructor on a regular basis plus phone calls and exchanges whenever you wish. There s no limit to these contacts. You and your instructor will begin with a private conference and use the results of your initial assessment to gauge where you need more work and where your project management knowledge is complete. That custom tailoring process will continue through the course. Your instructor will assess each of the practice exams you submit, identify weaknesses and select specific materials from our Learning Topics to address them. Planning Your Personalized Course with Your Instructor During your initial call with your instructor, you'll plan the pace of your studies and identify any deadlines you want to hit. Take a look at the passing zone in the graphic above. You'll see that we recommend you study between 4 hours a week (18 weeks to finish) and 18 hours per week (4 weeks to finish). Each process group requires approximately 9 hours of work. How intensely you study is, of course, your decision. But your odds of passing the CAPM exam the first time are highest when you stay within the passing zone." You will determine a schedule that fits your unique situation and you can change it if things change. Long gaps in your studies reduce your odds of passing the CAPM exam the first time. Over 97% of our students pass the exam on their first try. The students who do not pass typically have a long gap in their studies. Try to schedule your studies so you can finish the course and sit for the exam within 7 days. Once PMI has approved your application for the exam, you and your instructor will work on a comprehensive final review during the 4 days immediately before you sit for the CAPM exam. You must successfully complete all course assignments and take the CAPM exam 2013 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form. 1

7 within 14 days of completing the course in order to meet the terms of our guarantee The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form. 1

8 102 CAPM Exam Prep Course 2013 We are a PMI Registered Education Provider (R.E.P.). This course has been approved by PMI for 50 hours, fulfilling the education requirement for the CAPM exam. Adapting the Course to Your Learning Style During the planning phone call, your instructor will discuss your strengths and weakness based on the pre-course assessment test you ll take. They will also ask you about your preferred learning style. Think about whether you are a visual learner, where diagrams and flow charts are a big help, or a logical learner where reading a text is the way you prefer to learn new material. Based on the assessment and your discussion, you and you instructor will plan how you should use the following learning materials to tailor the course to your learning style: 1. Electronic textbook (e-book) Project Manager s KnowledgeBase, 11 th Edition. You have reading assignments for each project process. You can print selected pages and sections or search the full textbook for key terms. The textbook is password protected and our Student Services staff will send you an with the book and password to download and open it. It is for your use alone, in part and in whole, and cannot be copied. The individual textbook reading assignments for each project process are also linked from your course website. 2. Lecture videos. These videos are approximately one hour for each process group and contain lectures with illustrations of the key inputs, outputs, tools and techniques for that process. They are available 24/7 and you may watch them as many times as you wish from your PC, ipad, iphone or Android. 3. Project manager in action videos. These show a project manager and team members actually working through the PMI best practices in project management. They are organized by the work of the process group you are studying. 4. Multiple-choice practice exams. You take online mini-capm exams focused on one process group. These practice questions are like the real CAPM exam questions but there are only 40 to 70 questions per exam for each process group. When you submit the exam, it is sent directly to your instructor for review and grading. They will send you written feedback within 24 hours and identify learning topics for you based on your results. You must score at least 90% on the practice exam or your instructor will ask you to re-take that exam. Alternatively, they may send you a link to another practice exam for that process group. You will continue taking these practice exams until you achieve 90% or higher. Personalized Interaction with Your Instructor You ll work 1-to-1 with your instructor who holds a CAPM certification. They will guide you through this exam preparation course and answer all your questions. So whenever you have a question, you can either your instructor or request a private phone conference so the two of you can discuss your issues. Your instructor will review each of your practice exams, grade it, explain concepts you missed and suggest areas of additional study to improve your scores. You will receive their written feedback within 24 hours of our receipt of your exam. After you score 90% on your multiple choice practice exam(s) for that process group, your instructor will advise you to most on to the material for the next process group. Your Personal Scorecard While your instructor will keep track of each of your scores, you may want to track your progress against the plan you set The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form. 2

9 102 CAPM Exam Prep Course 2013 Process group CAPM Framework Target date Completed Reading Watched Video Lectures 1 st Practice Exam Score 2 nd Practice Exam Score Initiating Management Plans Project Plans Executing Monitoring and Controlling Closing Professionalism and Ethics Submit Application to PMI Knowledge Areas Schedule Exam Comprehensive Review After your instructor sends you feedback that you have successfully completed Professionalism and Ethics, you submit your application online to PMI and claim 50 education hours for completing your 4PM.com CAPM Prep course. Review the reading and lecture videos of the project management tasks organized by the PMBOK, 5 th edition knowledge areas: scope, schedule, cost, quality, human resources, communication, procurement, risk and integration. Receive PMI s approval to take the CAPM exam & set your date. Allow 4 days for the comprehensive review. The comprehensive review begins 4 days prior to your CAPM test date. Your instructor will send you specific instructions for the comprehensive review once you set your CAPM test date. 1. CAPM Framework Your reading and lectures will cover the framework of information used in all of the project management process groups that follow. 1. Reading: Read the Framework chapter in your textbook or on your course website. We recommend taking written notes. 2. Lectures: Watch the Framework lecture videos on the course website. Add the new 2013 The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form. 3

10 102 CAPM Exam Prep Course 2013 information in the lectures to your notes. 3. PM in Action Videos: There are no PM in Action videos in this first process group. 4. Practice Exams: Take the Framework multiple-choice practice exam inline by clicking the button below the lecture. It will be sent directly to your instructor. They will grade it, send you written explanations for the correct answers and additional feedback within 24 hours. If you do not achieve 90% on the first try, your instructor will suggest studying additional learning topics and ask you to re-take this exam. If you achieved 90%, your instructor will send you the link to the second Framework multiple-choice exam. 5. Learning Topics: Your instructor will send you explanations for the multiple-choice questions and, based on our test scores, they may send you links to additional learning topics to strengthen your Framework knowledge. 2. Initiating Process Group In this process group, you ll learn about the best practices for initiating a new project. These include the business case, defining the high-level scope, identifying stakeholders and risks, then developing and presenting the project charter. 1. Reading: Read the Initiating chapter in your textbook or on your course website. We recommend taking written notes. 2. Lecture: Watch the Initiating lecture videos on your course website. Add the new information to your notes. 3. PM in Action Videos: Watch these videos from the link below the lecture. 4. Practice Exams: Take the Initiating multiple-choice practice exam by clicking the button below the lecture. Complete the exam and it will be sent directly to your instructor. They will grade it, send you written explanations for the correct answers and additional feedback within 24 hours. If you do not achieve 90% on the first try, your instructor will suggest studying additional learning topics and ask you to re-take this exam. If you achieved 90%, your instructor will send you the link to the second Initiating multiple-choice exam. 5. Learning Topics: Your instructor will send you explanations for the multiple-choice questions and, based on our test scores, they may send you links to additional learning topics to strengthen your Initiating process group knowledge. 3. Management Plans Process Group In this process group, we will cover the management plans for each component in the project from scope, to budget, to schedule and more. 1. Reading: Read the Management Plans chapter in your textbook or on your course website. We recommend taking written notes. 2. Lecture: Watch the Management Plans lecture videos on your course website. Add the new information to your notes. 3. PM in Action Videos: Watch these videos from the link below the lecture. 4. Practice Exams: Take the Management Plans multiple-choice practice exam by clicking the button below the lecture. Complete the exam and it will be sent directly to your instructor. They will grade it, send you written explanations for the correct answers and additional feedback within 24 hours. If you do not achieve 90% on the first try, your instructor will suggest studying additional learning topics and ask you to re-take this exam. If you achieved 90%, your instructor will send you the link to the second Management Plans multiple-choice exam The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form. 4

11 102 CAPM Exam Prep Course Learning Topics: Your instructor will send you explanations for the multiple-choice questions and, based on our test scores, they may send you links to additional learning topics to strengthen your Management Plans process group knowledge. 6. Mid-course phone call: When you have completed the Management Plans process group, you and your instructor will have a mid-course call to discuss your progress to date and your application for the CAPM exam. You cannot submit the application until you ve received your instructor s feedback that you have successfully completed the Professionalism and Ethics process group. 4. Project Planning Process Group In this process group, we will cover the planning techniques used to create the scope statement, schedule, budget and risk management. 1. Reading: Read the Planning section in your textbook or on your course website. We recommend taking written notes. 2. Lecture: Watch the Planning lecture videos for this section on your course website. Add the new information to your notes. 3. PM in Action Videos: Watch the videos that are linked below the lecture video. 4. Practice Exams: Take the Planning multiple-choice practice exam by clicking the button below the lecture. Complete the exam and it will be sent directly to your instructor. They will grade it, send you written explanations for the correct answers and additional feedback within 24 hours. If you do not achieve 90% on the first try, your instructor will suggest studying additional learning topics and ask you to re-take this exam. If you achieved 90%, your instructor will send you the link to the second Planning multiple-choice exam. 5. Learning Topics: Your instructor will send you explanations for the multiple-choice questions and, based on our test scores, they may send you links to additional learning topics to strengthen your Planning process group knowledge. 5. Executing Process Group In this process group, we ll cover the executing processes, including obtaining and managing resources, executing the project plan, performing quality assurance, implementing change control and maximizing team performance. 1. Reading: Read the Executing section in your textbook or on your course website. We recommend taking written notes. 2. Lecture: Watch the Executing lecture videos on your course website. Add the new information to your notes. 3. PM in Action Videos: Watch the videos that are linked below the lecture. 4. Practice Exams: Take the Executing multiple-choice practice exam by clicking the button below the lecture. Complete the exam and it will be sent directly to your instructor. They will grade it, send you written explanations for the correct answers and additional feedback within 24 hours. If you do not achieve 90% on the first try, your instructor will suggest studying additional learning topics and ask you to re-take this exam. If you achieved 90%, your instructor will send you the link to the second Executing multiple-choice exam. 5. Learning Topics: Your instructor will send you explanations for the multiple-choice questions and, based on our test scores, they may send you links to additional learning topics to strengthen your Executing process group knowledge The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form. 5

12 102 CAPM Exam Prep Course Monitoring and Controlling Process Group In this process group, we ll cover the Monitoring and Controlling processes, which happen in parallel with the Executing processes. These processes include measuring project performance, managing changes, performing quality control, controlling the scope, schedule, cost, and communicating status, and performance information to stakeholders. 1. Reading: Read the Monitoring and Controlling section in your textbook or on your course website. We recommend taking written notes. 2. Lecture: Watch the Monitoring and Controlling lecture videos your course website. Add the new information to your notes. 3. PM in Action Videos: Watch the videos that are linked below the lecture. 4. Practice Exams: Take the Monitoring and Controlling multiple-choice practice exam by clicking the button below the lecture. Complete the exam and it will be sent directly to your instructor. They will grade it, send you written explanations for the correct answers and additional feedback within 24 hours. If you do not achieve 90% on the first try, your instructor will suggest studying additional learning topics and ask you to re-take this exam. If you achieved 90%, your instructor will send you the link to the second Monitoring and Controlling multiple-choice exam. 5. Learning Topics: Your instructor will send you explanations for the multiple-choice questions and, based on our test scores, they may send you links to additional learning topics to strengthen your Monitoring and Controlling process group knowledge. 7. Closing Process Group In this process group, we ll cover the seven processes to properly close out a project, including verifying scope acceptance, transferring ownership of deliverables, financial, legal and administrative closure, distributing the final project report, collating lessons learned, archiving project information and measuring customer satisfaction. 1. Reading: Read the Closing section in your textbook or on your course website. We recommend taking written notes. 2. Lecture: Watch the Closing lecture videos on your course website. Add the new information to your notes. 3. PM in Action Videos: Watch the videos that are linked below the lecture. 5. Practice Exams: Take the Closing multiple-choice practice exam by clicking the button below the lecture. Complete the exam and it will be sent directly to your instructor. They will grade it, send you written explanations for the correct answers and additional feedback within 24 hours. If you do not achieve 90% on the first try, your instructor will suggest studying additional learning topics and ask you to re-take this exam. If you achieved 90%, your instructor will send you the link to the second Closing multiplechoice exam 6. Learning Topics: Your instructor will send you explanations for the multiple-choice questions and, based on our test scores, they may send you links to additional learning topics to strengthen your Monitoring and Controlling process group knowledge. 8. Professionalism & Ethics 1. Reading: Read the Professionalism and Ethics chapter in your textbook or on your course website. We recommend taking written notes The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form. 6

13 102 CAPM Exam Prep Course Lecture: Watch the lecture videos Who is Bound by the Code through Honesty on your course website under the Lecture section. Add the new information to your notes. 3. PM in Action Videos: Watch the videos that are linked below the lecture. 5. Practice Exams: Take the Professionalism and Ethics multiple-choice practice exam by clicking the button below the lecture. Complete the exam and it will be sent directly to your instructor. They will grade it, send you written explanations for the correct answers and additional feedback within 24 hours. If you do not achieve 90% on the first try, your instructor will suggest studying additional learning topics and ask you to re-take this exam. If you achieved 90%, your instructor will send you the link to the second Professionalism and Ethics multiple-choice exam. 6. Learning Topics: Your instructor will send you explanations for the multiple-choice questions and, based on our test scores, they may send you links to additional learning topics to strengthen your Professionalism and Ethics process group knowledge. 6. Submit Your CAPM Application: When you receive your instructor s feedback that you have successfully completed the Professionalism and Ethics process group, you may submit your CAPM application to PMI. Do it online and you should receive a reply within 3 to 5 business days. 9. PMBOK, 5 th edition Knowledge Areas The PMBOK, 5 th edition organizes the project management processes you have just completed studying by knowledge areas. They are scope, schedule, cost, quality, human resources, communication, procurement, risk and integration. While you wait for PMI to approve your CAPM application, complete the reading and lectures for this knowledge area section. 1. Reading: Read the Knowledge Areas on your course website. We recommend taking written notes. 2. Lecture: Watch the lecture videos Scope management through Integration management on your course website under the Lecture section. Add the new information to your notes. 3. Approved Application: Let your instructor know when PMI has approved your application and you have scheduled your CAPM exam date. 10. Comprehensive Review When PMI has approved your application and you have scheduled your CAPM exam, you and your instructor will lay out a 4-day plan for completing the comprehensive review and exams immediately before you sit for the CAPM exam. Your instructor will coach you through this final review and call you the day before your exam with test-taking tips, what to expect at the test center, words of encouragement and answers to any last minute questions The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form. 7

14 1

15 Copyright 2013 by Richard A. Billows, PMP, GCA All Rights Reserved Published by The Hampton Group, Inc South Ivanhoe St. Denver, Colorado professionals and other project management stakeholders through appropriate project management learning activities and products. As a PMI R.E.P., The Hampton Group Inc., has agreed to abide by PMI -established operational and educational guidelines and is subject to random audits for quality assurance purposes. Microsoft is a registered trademark and Project and Windows are trademarks of Microsoft Corporation. Screen shots reprinted with permission from Microsoft Corporation. (303) All other product names and services identified throughout this book are trademarks or registered trademarks of their respective companies. They are used throughout this book in editorial fashion only and for the benefit of such companies. No such uses, or the use of any trade name, is intended to convey endorsement or other affiliation with the book. Other books Published by 4PM.com Essentials of Project Management All rights reserved. The text of this publication, or any parts thereof, may not be reproduced in any manner whatsoever without written permission from the publisher. Advanced Project Management Techniques Program & Portfolio Management ISBN Managing Information Technology Projects Construction Project Management Managing Healthcare Projects The Hampton Group, Inc. is a Project Management Institute (PMI ) Global Registered Education Provider (R.E.P.). The Hampton Group, Inc. is committed to enhancing the ongoing professional development of PMI members, PMI -certified 1

16 TABLE OF CONTENTS Introduction & Organization... 5 Framework of Project Management... 7 What is a Project?... 7 Project Management: The Cast, the Roles and the Script... 7 One Size Does Not Fit All... 9 Trade-offs... 9 Professionalism and Social Responsibility... 9 Portfolios, Programs, Phases & Sub-projects... 9 Project Roles Organizational Context Project & Product Lifecycles The Process Groups of Project Management Initiating Planning Executing Monitoring and Controlling Closing The Knowledge Areas of Project Management Integration Management Scope Management Schedule Management Cost Management Quality Management Knowledge Area Human Resources Management Communications Management Risk Management Procurement Management Stakeholder Management Professionalism & Social Responsibility What the Heck are EEF and OPA? Enterprise Environmental Factors (EEF) Organizational Process Assets (OPA) Three Project Management Examples Initiating Statement of Work Business Case Identify Stakeholders Project Examples of Identify Stakeholders High-level Scope High-level Risks Develop Project Charter Project Examples of Develop Project Charter Charter Approval Meeting Planning Develop Project Management Plan Project Examples of Develop Project Management Plan...48 Plan Scope Management Project Examples of Plan Scope Management Plan Schedule Management Project Examples of Plan Schedule Management Plan Cost Management Project Examples of Plan Cost Management Plan Human Resource Management

17 3 Project Examples Plan Human Resource Management Plan Stakeholder Management Project Examples Plan Stakeholder Management Plan Communications Management Project Examples of Plan Communications Management..89 Plan Risk Management Project Examples of Plan Risk Management Plan Quality Management Project Examples Plan Quality Management Plan Procurement Management Project Examples of Plan Procurement Management Project Management Plan Summary Scope Planning Processes Scope Planning Processes Collect Requirements Project Examples of Collect Requirements Define Scope Project Examples of Define Scope Create WBS Project Examples of Create WBS Project Planning: Scheduling Processes Define Activities Project Examples of Define Activities Sequence Activities Project Examples of Sequence Activities Estimate Activity Resources Project Examples of Estimate Activity Resources

18 Estimate Activity Durations Project Examples of Estimate Activity Durations Develop Schedule Project Examples of Develop Schedule Cost Management Cost Tools Used in Many Tasks Estimate Costs Project Examples of Estimate Costs Determine Budget Project Examples of Determine Budget Risk Planning Processes Identify Risks Project Examples of Identify Risks Perform Qualitative Risk Analysis Project Examples of Qualitative Risk Analysis Perform Quantitative Risk Analysis Project Examples of Quantitative Risk Analysis Plan Risk Responses Project Examples of Plan Risk Responses Plan Approval Meeting Executing Direct and Manage Project Work Project Examples of Direct and Manage Project Work Acquire Project Team Project Examples of Acquire Project Team Conduct Procurements Project Examples of Conduct Procurements Develop Project Team Project Examples of Develop Project Team Perform Quality Assurance Three Examples of Perform Quality Assurance Manage Project Team Project Examples of Manage Project Team Manage Stakeholder Engagement Project Examples of Manage Stakeholder Engagement Manage Communications Project Examples of Manage Communications Monitoring & Controlling Monitor and Control Project Work Project Examples of Monitor and Control Project Work Perform Integrated Change Control Project Examples of Perform Integrated Change Control 321 Validate Scope Project Examples of Validate Scope Closing Close Procurements Project Examples of Close Procurements Close Project or Phase Project Examples of Close Project Professionalism & Social Responsibility Ensure Integrity and Professionalism Project Examples of Professionalism and Social Responsibility Project Management Knowledge Areas

19 About the AUTHOR

20 Project Manager s KnowledgeBase Introduction & Organization INTRODUCTION & ORGANIZATION This is the 11th edition of the Project Manager s KnowledgeBase, which we have entirely rewritten to align with the PMBOK 5th Edition and the new PMI exams that are effective in July Over the years, this book has achieved its goal of helping our readers master the following: The knowledge needed to pass the PMI certification exams The best practices in project management. We do this by showing you these techniques from two perspectives. Process Groups organize the tools and techniques chronologically: Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group The Knowledge Areas are groups of tools and techniques with related purposes that flow throughout the lifecycle: Integration Management Scope Management Schedule Management Cost Management Quality Management Procurement Management Human Resource Management Communication Management Risk Management Stakeholder Management Professionalism and Social Responsibility I have organized this textbook to make passing the exam take as little time as possible. So, I will present information in the sequence you will follow to do a project (process groups). However, we will also keep the Knowledge Areas together so you can learn the sequence of tasks in a Knowledge Area, like Risk management. To avoid having a book that was over 1,000 pages, we have created a Digital Knowledgebase on our PMI exam prep web site. There you can drill down for more information and study the knowledge in different ways to suit your learning style. 1. Visual learners will find very large diagrams of the tasks with videos explaining them. 2. Flow chart learners will find charts of every process group, Knowledge Area and task. 3. Show me an example learners will see hundreds of samples of Gantt charts, human resource plans, scope statements, Monte Carlo simulations, Earned Value reports, etc. I trust you will find the book of great value in passing the PMI certification exams and in your career as a professional project manager Copyright The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without written permission. P5

21 Project Manager s KnowledgeBase Introduction & Organization Statement of Work As always, I need to express my thanks to those who help make each edition of this book a success. Mustang Sally Mitsch, CAPM, has once again nit-picked my work to near perfection. Leslie, the FIST Schiefelbein, PMP, has edited the bejesus out my every word and thought. Together they have not missed a shingle one of my mistakes. Best Regards, Dick Billows, PMP, GCA April 30, Copyright The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without written permission 6

22 Project Manager s KnowledgeBase Framework of Project Management FRAMEWORK OF PROJECT MANAGEMENT In this first section of the book, we ll move through the lifecycle of a project covering all the key ideas. We ll begin by reviewing some of the key ideas that we ll use in all the Process Groups that follow. We also want to accomplish three other things: Get a big picture view of the processes we will study in much greater detail later Understand some of the best practice ideas that permeate all the details Begin to learn the PMI language of project management, which is most likely different from what you use in your organization. The original need for the project no longer exists and the organization terminates the project. A second characteristic of a project is that it creates a unique deliverable, which may be a product, service or some other result. No two projects are alike. For example, we might be constructing a chain of fast food hamburger restaurants that will serve identical food. But the fact that we will be working with different team members, in varying locations and for different owners makes each of these projects unique. A third characteristic of a project is that the project management team plans it iteratively; they plan it allowing interaction between the components. For example, a project manager might produce a draft of a schedule and then go to work on the project budget. To optimize the budget, the PM may need to change the schedule and modify the risk management plan. PMI calls this progressive elaboration of the plan. Project managers are constantly working, checking and revising their plans. This chapter is not an exhaustive explanation of the big picture, that s why several hundred pages follow this chapter. What is a Project? Projects are very different from the other components of the modern organization. Projects are temporary endeavors regardless of their size or scope. All projects have a special purpose and a specific start and end point and that differentiates a project from operations that go on continuously. Projects reach their end in three ways: The project s planned outcome is met The project s outcome will never be met and the organization terminates it Project Management: The Cast, the Roles and the Script Project management is not the efforts of one individual. There is a cast of people that can include one or more project managers and associate project managers, who, along with executives and professionals, make up the project management team. As well, projects have sponsors whose role includes initiating the project, defining it and securing organizational approval to expend resources on it. The project management team works with the other members of the project team who do the project s work. Both interact with project stakeholders who are people affected by the project including; executives, managers, employees, and even vendors. Together these people write the script for the project, setting objectives, identifying project requirements and then 2013 Copyright The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without written permission. P7

23 Project Manager s KnowledgeBase: FrameWork converting those requirements into a verifiable scope and a project management plan that they then execute. Throughout the project s life, the project management team works with the project team and stakeholders to deliver the project s objective and its products. Effective project management requires experience in managing projects as well as a wide range of learned skills and techniques. In addition to the PM s skills and experience, an equally important determinant of project success is the organization s processes for project management and the availability of data and information from previous projects including lessons learned documentation about these previous projects Copyright The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without written permission. P8

24 Project Manager s KnowledgeBase: FrameWork ONE SIZE DOES NOT FIT ALL Project managers know the best practices and design each project s management plan with a suitable mix of techniques for that project. One set of techniques does not fit all projects. The PM designs the project management process using expert judgment as well as understanding of each project s unique characteristics. Then the PM decides the extent to which he/she will apply the PMBOK (Project Management Body of Knowledge) processes to achieve the desired project results. For example, all projects should have some degree of risk management. So the PM determines if risk management warrants a few hours or a month s worth of work. As well, the PM needs to decide whether the assessment of risk should be strictly qualitative and fast or if he/she should use more sophisticated quantitative techniques to assess probabilities and the impact of a risk event. In making these judgments, the PM is obviously guided by the organization s policies and the sponsor s preferences. Trade-offs Project management also requires a PM to manage the tradeoffs between what s called the triple constraint (even though there are six dimensions) of cost, time, scope, quality, resources and risk. The triple constraint is like a tug-of-war. If the sponsor changes any one of the dimensions, it will affect at least one of the other five constraints. For example, if we decrease the scope of the project we may also decrease the project s cost, duration and resources. Increasing the quality dimension can increase duration and cost. On larger more sophisticated projects, the PM may analyze tradeoffs with sophisticated financial or mathematical tools. The PM conducts tradeoff analysis on smaller projects too but much more informally. Professionalism and Social Responsibility The PMBOK includes one paragraph on professionalism; however, it is a major topic on the PMP certification exam and to a lesser extent on the CAPM exam. The project manager and project management team have an ethical responsibility to all stakeholders to conduct themselves according the tenets of the profession. There is a more detailed description of professionalism, social responsibility and ethics in the last chapter of this book. But the big picture view is that PMI has developed a rigorous set of standards for project managers conduct with tough enforcement standards. Portfolios, Programs, Phases & Subprojects There are many ways to combine or subdivide projects. As we think about the project landscape in an organization, the dividing line is more than a little blurry. Organizations use programs to combine the management of a number of projects that have a common purpose. For example, an organization may have a program to improve their quality of service. The program may involve individual quality improvement projects in the billing, customer service and sales departments to improve the customers experience. Project portfolios are a bundle of programs and projects but they do not necessarily have a common purpose. Instead, an executive may take responsibility for a portfolio of information systems projects or construction projects that affect many different parts of the organization but which all use the same resources. Finally, within these programs and portfolios, an organization may choose to subdivide a project into sub-projects. The subprojects may be specific components of the larger effort that the organization contracts out to other organizations. For example, on a customer service project, the performing 2013 Copyright The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without written permission. P9

25 Project Manager s KnowledgeBase: FrameWork organization may contract with an outside organization to survey their customers or complete test marketing. your organization. You may disagree with PMI s way but if you want their certification, you must learn it. Organizations that want greater control over a project may choose to divide it into phases or sub-phases. Each phase or sub-phase produces a deliverable that management examines and formally accepts before the next phase begins. This level of control over the project allows management to track the project and its progress to ensure it is delivering what it should. Not all organizations follow this rigid step-by-step approach. If time is of the essence, some organizations will start work on the next phase of the project prior to formal acceptance of the prior phase s deliverable. This approach creates a higher level of risk but it can save time. For instance, a software firm may start work on testing a piece of software before receiving final signoff on the coding. If the coding has any bugs that require re-work, the testing will need to start over, wasting time and money. However, if there are no bugs, the firm has actually saved time by fast tracking the testing and not waiting for formal acceptance of the coding. Best Practices & the Real World To pass the PMI certification exams you need to understand the way of managing projects in a very idealistic world compared to the way most organizations do projects and the way most PMs do their work. In fact, the most important thing to learn in preparing for the exam is PMI s definition of the right way to manage projects. That correct way includes not just using the techniques and tools but also adopting PMI s attitudes about solving problems that may not be possible in your organization. Learning that PMI attitude is the key to answering the Example questions where you must decide the right thing to do. You must answer each question according to how PMI says we should do things, not how you do them in Project Roles Let s expand on the brief descriptions of the project roles introduced earlier. PMI defines a number of roles for people working on projects. The decision-making, range of action and participation in the project management process is different for each role. Stakeholders The broadest role is that of project stakeholder and this category includes all the others. A stakeholder is any individual or organization that the project will affect, positively or negatively. Stakeholders should be involved in the Initiating, Planning, Executing, Monitoring & Controlling and Closing functions of the project. This is another area where the PMI world probably differs from yours. Many PMs try to minimize the number of people involved in project planning, thinking that will let them better control the project scope. Unfortunately, the opposite happens. Stakeholders excluded from planning always seem to spring up and add features or new requirements right at the end of the project. Those late changes often cost hundreds of times what the same requirement would have cost if it had been added during the planning phase. Therefore, PMI encourages project managers to actively search for stakeholders early in the project and it is a best practice. Project stakeholders can include: performing organization sponsor senior management functional management 2013 Copyright The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without written permission. P10

26 Project Manager s KnowledgeBase: FrameWork project team members the statement of work (SOW) to begin initiation and guide the project management team members project manager project management office (PMO) customers users vendors suppliers consultants We also include employees not directly related to the project but who, due to their standing within the organization, have the ability to exert influence over the project. The PMI way of doing things requires project managers to reach out, identify and bring into the project decision-making processes a very broad cross section of stakeholders. The stakeholders should be involved in the definition of the project scope, the major deliverables and many of the decisions made in later tasks. As noted above, many project managers try to keep the number of people that are involved in the project planning as small as possible. They also try to insulate the project team and its planning process from outside influences and avoid conflicting opinions. However, the PMI view is very different. It clearly identifies the need to engage stakeholders in project initiation and planning because that is the only way we can uncover all the requirements of the project. Project Sponsors In the PMI world, the project sponsor or initiator is responsible for providing funding for the project and issuing the project charter. On internal projects (those done within the performing organization), the project sponsor also may create 2013 Copyright The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without written permission. P11

27 Project Manager s KnowledgeBase: FrameWork project through the organization s approval process. That approval requires that the sponsor detail the benefits the project will deliver and justify the costs of the project, often in a business case. When the sponsor secures organizational approval, that executive issues the project charter appointing the project manager and defining, among other things, the criteria for success. On consulting or client projects, the statement of work comes from the client or customer, possibly with an RFP (Request for Proposal) or contract. Leadership Communication The charter gives the PM organizational approval to use resources. This is another area where the PMBOK process probably differs from your experience. You may see sponsors who just dump a problem or opportunity into a PM s lap and then walk away after naming a completion date. PMI is correct in stating that is the wrong way to do things. Project Team Members In the PMI world, project team members do the work of the project and many project team members actively participate in detailing the project plan and completing their work packages. They may also be involved in risk management, procurement and quality, for example. Team members may also be a part of the project management team and become involved in activities ranging from integration to change control. Project Manager It is the project manager s and project management team s responsibility to integrate all of these roles and ensure that they mesh, allowing successful completion of the project. The project manager s role calls on a wide range of skills, including interpersonal, leadership and general management skills in addition to knowing project management techniques. Those project management skills are: 2013 Copyright The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without written permission. P12

28 Project Manager s KnowledgeBase: FrameWork Negotiation Resolution of problems Influencing the organization Purchasing Contracting Accounting and finance Information technology Marketing Sales Manufacturing and distribution Commercial law, local laws and legal traditions Human Resources Safety regulations Supply chain management As you work through this book, you will notice many other ways in which the PMI world varies from the way in which your organization manages projects. In order to pass the PMI certification exams, you will need to remember to answer each question according to the PMI world rather than your own experience. Project Management Team With all that work to do, the project manager often invites stakeholders, team members, functional managers and executives to assist in the management of the project. Participation like this not only spreads the work but also increases buy-in and support. The project management team can work on scope, risk, scheduling, budgeting, procurement, quality, human resources and communications, to name a few. Organizational Context Projects occur within organizations and their structures, processes and cultures affect projects and their teams. The organizational form influences how projects begin, how decisions are made, how resources are shared, how line managers perceive project managers and the overall rate of project success. Both in practice and for the certification exams, you need to understand the different organization types. More than half your exam questions will be Example questions and the kind of organization the PM is in often determines the correct course of action to take on an issue. Functional Organizations Functional organizations have their structures designed around technical specialties like marketing, sales, manufacturing, facilities, customer service, engineering and accounting. These organizations are the most frequently encountered type and the barriers between these functional silos make it tough on project managers. Getting a project done that crosses functional lines often requires begging and whining for resources. In functional organizations project managers have little or no authority and must borrow people from functional departments. That requires that the PM negotiate for resources with the functional managers. These extra steps are necessary because functional organizations operate with a strong chain of command philosophy that each employee should report to one boss. This means that an employee communicates with their boss, who communicates with the boss s boss, all the way up the chain of command. The lines of communication usually follow the chain of command and are simple, but also quite rigid. Functional managers want to retain all of the formal authority over their employees and must often be convinced to loan them to a project. People loaned to a project often feel that the project is a distraction from their real job where they get raises and promotions Copyright The Hampton Group, Inc. All Rights Reserved. May not be reproduced in any form without written permission. P13