Project Management ConferencePMP Overview

PMP Exam Ice Cracker!Dr. Kanabar

Note: This workshop is not endorsed by PMI. They don’t endorse any Examination Content.

Exam Overview

• Why become PMP certified?• Do you Qualify?• How to Apply?• Schedule the Exam!• Exam Content Outline

Use a Spreadsheet

INITIATING PROCESS Hours spentConduct project selection methods to evaluate the feasibility of new products or services 0

Identify key stakeholders and perform analysis to gain buy-in and requirements for the success of the project. 20

Define the scope of the project based on the organization’s need to meet the customer project expectations 40

Develop the project charter and review it with key stakeholders to confirm project scope, risks, issues, assumptions and constraints as well as obtain project charter approval from the project sponsor. 12

Identify and document high level risks, assumptions and constraints using historical data and expert judgment. 12TOTAL HOURS 84

The Changes… from PMI website

• “The education and experience eligibility requirements for the existing PMP examination remain appropriate and will not be changed.

• Approximately 30% of the PMP exam content will change.

Exam Content

PMP Exam Prep

• To earn your Project Management Professional (PMP)® credential, you need to meet the experience and education requirements, and pass the PMP® examination, a 200-question, multiple-choice test.

• You must be prepared – Take courses ahead of time. 35 hrs is not enough.

Professional and Social Responsibility content area (cont)

• “Specifically, the Professional and Social Responsibility content area (Domain 6) will now be tested in every domain, rather than as a separate domain.

• Therefore, PMI’s Code of Ethics and Professional Conduct should be viewed as integrated into the day-to-day role of a project manager and important in each phase of the project lifecycle.”

Questions from PMI.ORG

• PROCESS/Workflow based questions….• 1. An accepted deadline for a project approaches.

However, the project manager realizes only 75% percent of the work has been completed. The project manager then issues a change request.

• What should the change request authorize? A. Additional resources using the contingency fund B. Escalation approval to use contingency funding C. Team overtime to meet schedule D. Corrective action based on causes

Do you know the Terminology?

2. The project manager develops a process improvement plan to encourage continuous process improvement during the life of the project. Which of the following is a valid tool or technique to assist the project manager to assure the success of the process improvement plan? A. Change control system B. Process analysis C. Benchmarking D. Configuration management system

PMBOK based questions

3. The project manager meets with the project team to review lessons learned from previous projects. In what activity is the team involved? A. Performance management B. Scope identification C. Risk identification D. Project team status meeting

Preparation

• PMBOK must read very well.• Books.. We have Head First PMP available in

the library and PMP by Solomon.• If you are on the road use: PMP Study Guide

by Philips (has a ebook on CD)• PMP by Rita Mulcahy • PMP by Heldman (also on CD)

Preparation

• PMP from Crosswind• PMP from Sanghera

PMP Recap

First the Processes

Initiating Processes

Develop Charter

Integration

Knowledge Area

Identify Stakeholders

Knowledge Area Communication

Planning Processes (1 of 2)Develop Project Plan

Collect Requirements Define Scope Create WBS

Define Activities Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Estimate Costs Determine Budgets

Integration

Scope

Time

Cost

Planning Processes (2 of 2)Plan Quality

Develop Human Resource Plan

Plan Risk Management Identify Risks

Perform Quantitative Risk Analysis

Perform Qualitative Risk Analysis

Plan Risk Responses

Plan Procurements

Quality

HR

Procurement

Risk

Communications Plan Communications

Executing ProcessesDirect & Manage Project

Execution

Perform Quality Assurance

Acquire Team Develop Team

Distribute Information

Manage Project Team

Manage Stakeholders Expectations

Conduct Procurements

Integration

Quality

HR

Procurements

Communications

Monitoring & Controlling ProcessesMonitor & Control

Project Work

Verify Scope

Integration

Scope

Cost

Control ScheduleTime

Perform Integrated Change Control

Control Scope

Control Cost

Quality Perform Quality Control

1 of 2

Monitoring & Controlling Processes (contd.)

Report Performance

Monitor & Control Risks

Communications

Risk

Administer ProcurementsProcurement

2 of 2

Closing Processes

Close Project/PhaseIntegration

Close ProcurementsProcurement

Processes

• Better way to digest this…. Is to understand the grid.

Knowledge Area Initiating Process

Planning Process Executing Monitor and Control Closing

IntegrationManagement

Develop Project Charter

Develop Project Management Plan

Direct & Manage Project Execution

Monitor & Control WorkPerform Change Control

Close Project or Phase

Scope Management Collect Requirements

Define Scope

Create WBS

Verify Scope

Control Scope

Time Management Define Activities

Sequence Activities

Estimate Activity ResourcesEstimate Activity Durations

Develop Schedule

Control Schedule

Cost Management Estimate Costs

Determine Budget

Control Costs

Quality Management Plan Quality Perform Quality Assurance

Perform Quality Control

Human Resource Management

Develop HR Plan Acquire TeamDevelop TeamManage Team

Project Management Process Groups with Knowledge Mapping (p. 1 of 2)

Page 1

Knowledge Area Initiating Process

Planning Process Executing Monitor and Control Closing

Communica-tions Management

Identify Stake-holders

Plan Communications Distribute Information

Manage Stakeholder Expectations

Report Performance

Risk Management Plan Risk Management

Identify Risks

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Response

Monitor and Control Risks

Procurement Management

Plan Procurements Conduct Procurements Administer Procure-ments

Close Procure-ments

© PMBOK, PMI, 4th Edition, 2008

Page 2

Process Groups with Knowledge Mapping -- Page 2 of 2

Using a Spreadsheet to build the Knowledgebase

1 Develop Project Charter Formally authorizes a project or project phase

contract, SOW, enterprise environmental factors, organizational process assets

Project selction methods (benefit/comparative approches), mathematical models), Project management methodology, Project management information systems, expert judgment

Project Charter

Down load from: http://www.projectmanagementinpractice.com and select PMP page

Process•“Management steps” to help you to complete your project successfully.•E.g., “define project scope” or “estimate cost”, or “control budget”.

Project Management

Step

Can be Grouped

A Process has Inputs and OutputsProcess is executed by a

project manager who uses “Tools and Techniques”

InputsOutputsTools & Techniques

Initiating

Executing

Closing

Planning

BUG Inc

Case Study• Will BUG Inc. leverage external contractors

along with internal resources? In our casestudy “yes”.

• Does BUG Inc have experience with previous migrations? “yes”

• Issues: What considerations should be made for transitioning to a 64-bit platform? Applications might crash! How do we migrate directly from XP to Windows 7 while retaining user-specific files and settings?

Do it as one project or two projects?Project one: Implement a pilot in each department.

Project two: Migrate remaining XP machines.

GroupProcesesInitiating

Develop Project Charter

Identify Stakeholders

Develop Project Charter

Identify Stakeholders

Authority to Start a Project

People who have power to help or

hinder

Inputs

Case Study: So what are the Inputs? Let us look at

inputs first….

INPUTS

Enterprise Environmental Factors

Contract

Business Case

SOW

Process Assets

Develop Charter

Is the project worth the investment?

Description of Products or Services created by sponsor

Statement of Work

External Project: This is turned in

as a “Bid”

Scope + Strategy

How do we do business?Various departments & how they operate?Governmental/Industry Standards

Marketplace ConditionsAssigning ResourcesCulture & Infrastructure

How does BUG Inc conduct

business?

Procedures/Standards

Tools and Templates

Historical Information

Information Systems

Organizational Process Assets

Knowledgebase

How does BUG Inc execute

projects?

Of Course, they use PMBOK ®

Expert Judgment

Tools & Techniques

Provided by any group or

individual with specialized knowledge

Experts: Internal units, consultants, stakeholders, industry groups, SME, PMO

Output

Project Charter

Output

CHARTER: Project OS Migration (POSM)

Start Date/End Date … Project Manager: ……

Project Purpose / Justification

Measurable Project Objectives

Success Criteria

Assumptions, Known Issues and Risks

Summary: Milestone Schedule, Budget

Signatures of all stakeholders

Released by BUG Inc CEO

C o n c e p tP r o c e s s F l o w

P r o c e s s N a m e

DEVELOP CHARTER

INPUTS

ENTERPRISE DATA

PROCESS ASSETS

BUSINESS CASE

TOOLS & TECHNIQUES EXPERT JUDGMENT

OUTPUTS PROJECT CHARTER

Recap

Inputs

Let us look at inputs first….

Inputs

Enterprise Environmental Factors

Procurement Documents

Charter

Process Assets

BUG Inc has subcontracted XP migration

Identify Stakeholders

Stakeholder AnalysisExpert Judgment

Tools & Techniques

Stakeholder Analysis

Keep Satisfied

Manage Closely

MonitorKeep

InformedPo

wer

Interest in Project Execution & Result

Ref: p.249 PMBOK ® - 4th Edition

HIGHMedium

MediumLOW

Output

Stakeholder Register

Output 1

Stakeholder Register

Name: Nichole – Internal Stakeholder

Goal: Make sure that there is no disruption during migration. Expectations: Has access back to her PC within half a day.Constraints: Busy might not have much time for general training. But is comfortable with Technology.

Stakeholder Register

Name: Supplier – External StakeholderResponsibility: Provide WIN 7 license.Goal: Make sure that there is no disruption during migration. Expectations: Licenses available before execution phase.Constraints: None

Output

Stakeholder Management Strategy

Output 2

Stakeholder Management Strategy 2 of 2

Stakeholder Rating:High/Med/Low

Assessment Potential Strategy

C o n c e p tP r o c es s

F l o w

P ro c es s

N a m e

IDENTIFY STAKEHOLDERS

INPUTS

CHARTER

PROCUREMENT DOCS

ENTERPRISE FACTORS

ORG. PROCESS ASSETS

TOOLS & TECHNIQUES

EXPERT JUDGMENT

STAKEHOLDER ANALYSIS

OUTPUTS- STAKEHOLDER REGISTER- STAKEHOLDER MGMT STRATEGY

Recap

What about Knowledge

Areas?

Develop Project

Charter Identify

Stakeholders

Communications Management

Integration Management

We have focused on process & process groups.

We introduced two processes in the Initiating phase

Develop Project Charter Key Output = Project Charter

Identify StakeholdersKey Outputs = Stakeholder Register and Stakeholder Management Strategy

Summary

The Key Study Points

Organizational Structure

• Functional• Weak Matrix• Balanced Matrix• Strong Matrix• Projectized

Selecting a Project

• Benefit Measurement Methods– Scoring Models, Cost Benefit

• Constrained Optimization– Linear, Integer, dynamic programming

Exercise

• Create a Spreadsheet for the Initiation Phase