1. R-1 © Copyright 2009 Project Masters Inc. All rights reserved. PMP Prep Review Presented by Project Masters Inc. Review

2. R-2 © Copyright 2009 Project Masters Inc. All rights reserved. Where have we been? This class covered the following project management knowledge areas: Integration Management Scope Management Time Management Cost Management Quality Management Human Resources Management Communications Management Risk Management Procurement Management Stakeholder Management Professional Development Review

3. R-3 © Copyright 2009 Project Masters Inc. All rights reserved. Project Management Processes Review

4. R-4 © Copyright 2009 Project Masters Inc. All rights reserved. Project Management Processes In order for any project to be successful, the Project Team must: – Select the appropriate processes to meet your project’s objectives. – Have a defined approach for adapting product specifications and plans to meet project and product requirements. – Comply with requirements to meet stakeholder needs, wants (within reason), and expectations. – Balance scope, time, cost, quality, resources and risks to produce a product that the customer considers to be of appropriate quality. Review

5. R-5 © Copyright 2009 Project Masters Inc. All rights reserved. Project Management Processes Following are the project management processes: – Initiating – Planning – Executing – Monitoring and Controlling – Closing Although, considered phases by some, they are in reality the commonly indentified and utilized project management process groups. Review

6. R-6 © Copyright 2009 Project Masters Inc. All rights reserved. Project Management Processes These processes interact with the project’s scope, cost, schedule, quality, etc. In short, these processes relate to the management of the project as a whole. Review

7. R-7 © Copyright 2009 Project Masters Inc. All rights reserved. High Level Summary of Process Groups’ Interactions Organization’s culture Project management information system Human resource pool Enterprise Environmental Factors Customer Project Initiator or Sponsor Organizational Process Assets Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group Policies, procedures, standards, guidelines Defined processes, Historical information Lesson learned Statement of work Contract Project charter Stakeholder register Project Management Plan Deliverables Requested changes Implemented change requests Implemented corrective actions Implemented preventive actions Implemented defect repair Work performance information Approved change requests Rejected change requests Approved corrective actions Approved preventive actions Approved defect repair Project management Plan (updates) Project Scope Statement (updates) Recommended corrective actions Recommended preventive actions Performance reports Recommended defect repair Forecasts Validated defect repair Approved deliverables Administrative closure procedure Contract closure procedure Organizational process assets (updates) Final produce, Service, result Review

8. R-8 © Copyright 2009 Project Masters Inc. All rights reserved. Product-Oriented Processes These are the processes needed to produce the project’s product(s). These vary greatly from project to project, and they interact and overlap throughout the project. Review

9. R-9 © Copyright 2009 Project Masters Inc. All rights reserved. Project Management and The Plan-Do-Check-Act Cycle PlanDo ActCheck Review

10. R-10 © Copyright 2009 Project Masters Inc. All rights reserved. Project Management Processes Because projects require such integrated effort, the basic Plan-Do-Check-Act cycle is a little too simplistic. We can draw the following parallels: – The Planning Process Group corresponds to the “plan” component. – The Executing Process Group corresponds to the “do” component. – The Monitoring and Controlling Process Group corresponds to the “check and act” components. Review

11. R-11 © Copyright 2009 Project Masters Inc. All rights reserved. Project Management Process Groups Mapped to the Plan-Do-Check-Act Cycle Review

12. R-12 © Copyright 2009 Project Masters Inc. All rights reserved. Project Management Process Groups Clear dependencies are performed in sequence on each project, and are independent of any industry or application area. High Level Summary of Process Groups’ Interactions shown above provides an overall summary of the basic flow and interactions between the Process Groups. Review

13. R-13 © Copyright 2009 Project Masters Inc. All rights reserved. The Project Management Five Initiating Process – defines and authorizes a project or a project’s phase. Planning Process – defines and refines objectives, and plans how you will go about carrying out the activities required to fulfill the project’s objectives. Executing Process – integrates the people and other resources to carry out the project management plan for the project. Monitoring and Controlling Process – periodically measures and monitors progress to find variances from the project’s plan so that you can take action when necessary when variances exceed stakeholders’ tolerances. Closing Process – formalizes acceptance of the product, service, or result and brings the project or phase of a project to an orderly end. Review

14. R-14 © Copyright 2009 Project Masters Inc. All rights reserved. The Initiating Process The Initiating process is performed to formally authorize the start of a project or phase of a large project. There is a lot of pre-work done by the organization prior to the performance of the initiating processes. Review

15. R-15 © Copyright 2009 Project Masters Inc. All rights reserved. The Initiating Process Group Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. (The PMBOK Guide: Fifith Edition) 4.1 Develop Project Charter 10.1 Identify Stakeholders Review

16. R-16 © Copyright 2009 Project Masters Inc. All rights reserved. Initiating Process Group

17. R-17 © Copyright 2009 Project Masters Inc. All rights reserved. The Planning Process The planning process is designed to help the Project Manager and Project Team develop a workable, achievable, and realistic project plan. Gather information from various sources each having varying levels of completeness, and confidence. Develop the Project Management Plan in this process group. Review

18. R-18 © Copyright 2009 Project Masters Inc. All rights reserved. The Planning Process Group Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. (The PMBOK Guide: Fifith Edition) 4.2 Develop Project Management Plan 5.1 Collect Requirements Etc. (Details on next slide) Review

19. R-19 © Copyright 2009 Project Masters Inc. All rights reserved. Planning Process Group

20. R-20 © Copyright 2009 Project Masters Inc. All rights reserved. The Executing Process Executing revolves around the work that must be done to accomplish the objectives of the project. Again, returning to the continuing theme of triaging a project, the Project Manager and Project Team need to determine which of the processes are applicable to their project and which are not. A lot of work as a project manager in this process will be related to coordinating people and other resources needed to meet the objectives of the project. Review

21. R-21 © Copyright 2009 Project Masters Inc. All rights reserved. The Executing Process Group Those processes performed to complete the work defined in the project management plan to satisfy the project specifications. (The PMBOK Guide: Fifith Edition) – 4.3 Direct and Manage Project Work – 8.2 Perform Quality Assurance – 9.2 Acquire Project Team – 9.3 Develop Project Team – Etc. (Details on next slide) Review

22. R-22 © Copyright 2009 Project Masters Inc. All rights reserved. Executing Process Group

23. R-23 © Copyright 2009 Project Masters Inc. All rights reserved. The Monitoring and Controlling Process Monitoring and Controlling is the continued monitoring of the execution of a project so that problems can be identified in a timely manner and, when necessary, responded to in order to control the execution of a project. By utilizing this process, performance can be observed, measured regularly, and variances from the Project Management Plan can be identified. Review

24. R-24 © Copyright 2009 Project Masters Inc. All rights reserved. The Monitoring and Controlling Process Group Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. (The PMBOK Guide: Fifith Edition) – 4.4 Monitor and Control Project Work – 4.5 Perform Integrated Change Control – Etc. (Details on next slide) Review

25. R-25 © Copyright 2009 Project Masters Inc. All rights reserved. Monitoring &Controlling Process Group

26. R-26 © Copyright 2009 Project Masters Inc. All rights reserved. The Closing Process Closing includes the processes needed to formally terminate the project or phase of a large project, hand off the completed product, or close a cancelled project. With the completion of this process, verification that all process groups have been completed satisfactorily to allow for the closing of the project or phase. It is the formal establishment of the fact that the project or phase of a larger project is FINISHED. Review

27. R-27 © Copyright 2009 Project Masters Inc. All rights reserved. The Closing Process Group Those processes performed to finalize all activities across all process groups to formally close the project or phase. (The PMBOK Guide: Fifith Edition) 4.6 Close Project or Phase 12.4 Close Procurements Review

28. R-28 © Copyright 2009 Project Masters Inc. All rights reserved. Close-out Process Group

29. R-29 © Copyright 2009 Project Masters Inc. All rights reserved. Process Interactions The Process Groups are linked by the objectives they produce. The output of the Initiation Process Group for example becomes the input for the Planning Process Group; the Planning Process Group in turn provides a documented Project Management Plan and a Project Scope Statement to the Executing Process Group; and so on. These Process Groups rarely are one-time events. They are performed, to some degree, many times throughout the project’s life cycle. Review

30. R-30 © Copyright 2009 Project Masters Inc. All rights reserved. Process Group Interaction in a Project Level of Process Interaction Initiating Process Group Planning Process Group Executing Process Group Monitoring and Control Process Group Closing Process Group TIME StartFinish Review

31. R-31 © Copyright 2009 Project Masters Inc. All rights reserved. Review Question Which organization has set the de facto standards for project management techniques? A. PMBOK B. PMO C. PMI D. PMA Review

32. R-32 © Copyright 2009 Project Masters Inc. All rights reserved. Answer C. The Project Management Institute (PMI) has set the industry-recognized standards for project management practices. Review

33. R-33 © Copyright 2009 Project Masters Inc. All rights reserved. Review Question A Project is considered successful when ______? A. The product of the project has been manufactured B. The project sponsor announces the completion of the project C. The product of the project is turned over to the operations area to handle the ongoing aspects of the project. D. The project meets or exceeds the expectations of the stakeholders. Review

34. R-34 © Copyright 2009 Project Masters Inc. All rights reserved. Answer D. A project is considered successful when stakeholder needs and expectations are met or exceeded. Review

35. R-35 © Copyright 2009 Project Masters Inc. All rights reserved. Review Question You are the project manager for a large construction project. The project objective is to construct a set of outbuildings to house the Olympic support team that will be arriving in your city 18 months from the project start date. Resources are not readily available as they are currently assigned to other projects. Jack, an expert crane operator, is needed for the project two months from today. Which of the following skills will you use to get Jack assigned to your project? A. Negotiation and influencing skills B. Communication and organizational skills C. Communication skills D. Problem-solving skills Review

36. R-36 © Copyright 2009 Project Masters Inc. All rights reserved. Answer A. Negotiation and influencing skills are needed to convince Jack’s boss and come to agreement concerning his assignment. Review

37. R-37 © Copyright 2009 Project Masters Inc. All rights reserved. Review Question The amount of authority a project manager possesses can be related to ______? A. The project manager’s communication skills B. The organizational structure C. The amount of authority the manager of the project manager possesses D. Key Stakeholder’s influence on the project Review

38. R-38 © Copyright 2009 Project Masters Inc. All rights reserved. Answer B. The level of authority the project manager has is determined by the organizational structure. For instance, in a functional organization, the project manager has little to no authority, but in a projectized structure, the project manager has full authority. Review

39. R-39 © Copyright 2009 Project Masters Inc. All rights reserved. Review Question What is one of the advantages of a functional organization? A. All employees report to one manage and have a clear chain of command B. All employees report to two or more managers, but project team managers show loyalty to functional managers C. The organization is focused on projects and project work D. Teams are collocated. Review

40. R-40 © Copyright 2009 Project Masters Inc. All rights reserved. Answer A. An advantage for employees in a functional organization is that they have only one supervisor and a clear chain of command exists. Review

41. R-41 © Copyright 2009 Project Masters Inc. All rights reserved. Review Question You have been assigned to a project in which the objectives are to expand three miles of the north-south highway through your city by two lanes in each direction. You are in charge of the demolition phase of this project, and you report to the project manager in charge of this project. Your have been hired on contract and will be released at the completion of the demolition phase. What type of organizational structure does this represent? A. Functional organization B. Weak matrix organization C. Projectized organization D. Balanced matrix organization Review

42. R-42 © Copyright 2009 Project Masters Inc. All rights reserved. Answer C. Projectized organizations are focused on the project itself. One issue with this type of structure is determining what to do with project team members when they are not actively involved on the project. One alternative is to release them when they are no longer needed. Review

43. R-43 © Copyright 2009 Project Masters Inc. All rights reserved. Review Question You are a project manager working on gathering requirements and establishing estimates for the project. Which process group are you in? A. Planning B. Executing C. Initiating D. Monitoring and Controlling Review

44. R-44 © Copyright 2009 Project Masters Inc. All rights reserved. Answer A. The Planning process is where requirements are fleshed out, stakeholders are identified, and estimates on project costs and time are made. Review

45. R-45 © Copyright 2009 Project Masters Inc. All rights reserved. Review Question During which project management process are risk and stakeholder’s ability to influence project outcomes the highest at the beginning of the process? A. Planning B. Executing C. Initiating D. Monitoring and Controlling Review

46. R-46 © Copyright 2009 Project Masters Inc. All rights reserved. Answer C. The Initiating process is where stakeholders have the greatest ability to influence outcomes of the project. Risk is highest during this stage because of the high Review

47. R-47 © Copyright 2009 Project Masters Inc. All rights reserved. Review Question Name the five project management process groups, in order? A. Initiating, Executing, Planning, Monitoring and Controlling, and Closing B. Initiating, Monitoring and Controlling, Planning, Executing, and Closing C. Initiating, Planning, Monitoring and Controlling, Executing, and Closing D. Initiating, Planning, Executing, Monitoring and Controlling, and Closing Review

48. R-48 © Copyright 2009 Project Masters Inc. All rights reserved. Answer D. Remember the acronym that sounds like syrup of ipecac: IPECC (Initiating, Planning, Executing, Monitoring and Controlling, and Closing). Review

49. R-49 © Copyright 2009 Project Masters Inc. All rights reserved. Written Exam Now take the 72 question written exam