1. Part 1 – Project Fundamentals
PMP Certification
Part 1 – Project Fundamentals
Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 3rd Edition, Project Management Institute Inc., © 2004

2. What is PMI?
Established 1969 to improve management of Engineering and Heavy Construction Projects
Provides a common language and process for project management professionals to communicate
Lessons extrapolated to numerous industries, particularly IT and software development

3. PMP Certification Project Management Professional (PMP) Certification
Baselines qualifications for potential employers
PMP® is the recognized standard at the present time, (PMforum.org)
Certified PMP’s median salary $5K-$10K higher than that of an MBA Graduate (

4. Requirements Project Management Professional (PMP)
4,500 Hours of leading and directing specific tasks in Initiating, Planning, Executing, Monitoring/Controlling, and Closing domains
35 Educational Contact Hours
Certified Associate in Project Management (CAPM)
1,500 hours work on project team or 23 hours of formal education

5. Test Format Multiple Choice Test
200 Questions (175 Scored)
4 Hours
61% Required to Pass
Computer based test, you can register after receiving approval of application
THOMSON PROMETRIC TEST CENTER LONGMONT, CO, USA Phone:

6. Registration Go to www.pmi.org
Apply for PMI membership (to get discount on test)
Go to Professional Development and Careers Tab
Add contact info as requested

7. Registration Cont’d Worksheet tracks your experience as you add it
You can save and return to where you left off
Warning: Fill in ALL the required fields prior to pressing the NEXT button, incomplete sheets are deleted

8. Registration Cont’d For each project you need to add;
Project Title
Organization
Contact Info
Experience Hours in;
Initiating
Planning
Executing
Controlling and Monitoring
Closing
Deliverables List/Definition

9. Initiating Processes

10. Planning Processes

11. Executing Processes

12. Monitoring and Controlling

13. Closing Processes

14. PMBOK Guide Part I Project Management Framework
Part II Project Management Processes
Part III Project Management Knowledge Areas

15. Part I – Project Management Framework
What is a Project?
What is Project Management?
How are Projects Executed?

16. What is a Project?
“A project is a temporary endeavor undertaken to create a unique product, service, or result”
Projects are finite, although work products need not be
Projects should have repetitive elements, but the final product should be unique
Progressive Elaboration, project becomes more detailed as it progresses

17. Projects vs. Operational Work
Operations
Ongoing and Repetitive
Purpose to Sustain Business
Project
Temporary and Unique
Purpose to meet Objective
A project concludes when the objective is met, operations adopt a new set of objectives and continues work

18. What is Project Management?
Identifying Requirements
Establishing Clear and Achievable Objectives
Balancing Quality, Scope, Time, and Cost
Adapting the specifications and plans to meet the needs of the stakeholders
Also called the “Triple Constraint”
TIME
Dempster’s Triangle
COST
SCOPE/ QUALITY

19. Project Lifecycle Defines resources required in each phase
Time
Cost and Staff
Initial Phase
Intermediate Phases
Final Phase
Defines resources required in each phase
Different from product lifecycle – does not include ongoing maintenance
Earlier changes have more value, later changes cost more
Uncertainty is highest at the beginning and drops off as the project progresses
Time
Stakeholder Influence
Influence of Stakeholders
Cost of Changes

20. Key Definitions
Stakeholder – Someone whose interests may be positively or negatively impacted by the project
Program – A portfolio of projects managed together
Functional Organization – Resources organized by function
Projectized Organization – Resources organized into project teams
Matrix Organization – Blend of Projected and Functional organizations
Weak leans toward functional
Strong leans toward projectized

21. Part II – Project Management Processes
What is a Process?
Plan-Do-Check-Act Cycle
Project Management Process Groups

22. Process Discrete processes that receive inputs and generate outputs
Iterative process
Based on Plan-Do-Act-Check Cycle (Deming & Shewhart)
PLAN DO
CHECK
ACT

23. Project Management Process Groups
Processes are aligned into five Process Groups
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Initiating Processes
Closing Processes
Monitoring & Controlling Processes
Executing Processes

24. Project Management Process Groups
Not project phases, processes can be repeated in multiple phases of a project
Processes one of two types
Core & Facilitating
Multiple Processes Under One Process Group

25. Initiating Process Group Example
INPUTS
Contract
Scope of Work
Environmental Factors
Organizational Process Assets
OUTPUTS
Project Charter
Process
Develop Project Charter
INPUTS
Project Charter
Project Statement of Work
Enterprise Environmental Factors
Organizational Process Assets
OUTPUTS
Project Charter
Process
Develop Preliminary Scope Statement
To Planning Process Group!

26. Process Groups Sequencing of processes VERY important for test!
¼ to 1/3 of test is sequencing the processes and the inputs and outputs of each
44 Processes, need to be memorized

27. Process Groups

28. Part III Knowledge Areas
What are knowledge areas?
How many are there?

29. Knowledge Areas
Process groups indicate When each process should be completed, the knowledge areas indicate What needs to be completed
PMBOK Knowledge Area Chapters detail what the inputs, outputs and tools and techniques to accomplish each process

30. Knowledge Areas Nine Knowledge Areas Integration Scope Time Cost
Quality
Human Resources
Communications
Risk
Procurement

31. Integration Management
Includes processes to ensure that all the elements of a project are properly coordinated
Making tradeoffs among competing alternatives and objectives to meet stakeholder needs
Typically the most important knowledge area for the Project Manager

32. Scope Management
Processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully
Primarily concerned with what is and is not in the project

33. Time Management
Includes the processes required to ensure timely completion of the project

34. Cost Management
Processes used to ensure that the project is completed within the approved budget

35. Quality Management
Processes required to ensure that the project adequately meets the needs for which it was undertaken

36. Human Resources Management
Processes required to effectively use the people involved in the project

37. Communications Management
Processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information

38. Risk Management
The process of identifying, analyzing, and responding to project risk
Maximize the probability and consequences of positive events while minimizing the probability and consequences of adverse events
Risk = Known Unknowns

39. Procurement Management
Processes required to acquire goods and services from outside the organization that are required to complete the project scope
Procurement Management is discussed from the perspective of the buyer