2 introductions to pmp and pmbok 5th.pdf

8/14/2019 2 Introductions to PMP and PMBOK 5th.pdf

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Project Management Professional (PMP) Training Course 1 |P a g e

PMBOK 5th

Edition SMC 2010-2013

PMP ExamPreparation Course

Day No.1 & Session No. 1

Introduction

Smart Management Consultants (SMC) 3

Structured Approach to Project Management

Project Management Institute (PMI) USA

Project Management Body of Knowledge (PMBOK)

Role Delineation Study (RDS) & PMP Examination

Smart Management Consultants (SMC)

Syed Asad Hasnain

Bukhari, PMP

Pakistani

10+ Years of Experience

Regional Project

Manager NADRA

Lead Trainer at SMC

MBA (MIS), MS (cont.)

PMP Certified


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Honors at NADRA

1stPosition is National Wide Selection ofAssistant Directors (ADs) in 2002

1stPosition is First Abroad Selection Test,

Severed in England

Over 12 certified PMPs students in NADRA

Second Batch of PMP Training at NLDC.

5


Honor

Contributor PMBOK 5th

Edition

6

Ref: PMI, PMBOK 5th

Edition Page 489


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Introductions

Introduce Yourselves

Name

Background and Relevant Experience

If you could go back in time and give

yourself one lesson, what would it be?

Motivation for Learning; The Y?10


Why to do the PMP ?

Life Skill for the 21st century

Demonstrates Proof of Professional Achievement

Increases Your Marketability

Provides Opportunity for Advancement

Global Recognition for your skills

Opens new vistas in your mind and Career

Jump to the Global Spectrum

Helps you face the new world with confidence

Sharpen the SawStephen R. Covey.

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Benefits of PMP for Corporations?

Project management maturity level increases in theorganization.

Organizations achieve higher success rate in deliveringSuccessful projects.

Trained, skilled and Developed Human Resourcebecome motivated and Productive.

Use of One PMBOK standard as the best practiceprovides common Vocabulary and brings efficiency.

Project team adopts characteristics such as clearobjectives, time-bound, planned resources, ownershipand responsibilities, effectiveness measures,teamwork, and so on.

12

http://www.ginaabudi.com/articles/using-return-on-investment-to-evaluate-project-management-training/


PMI Statistics

13

www.pmi.org


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PMI Statistics - Pakistan

14

22%Annual Growth

Anticipated No. 1225 by Oct 12


Quote of the Day

It takes less effort to excel atsomething you are already good at,than to be mediocre at something

you are not good.

Peter Drucker

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Data

Information

Knowledge

Wisdom

Transformation

E

N

G

A

G

E

M

E

N

T SteveWheeler,PlymouthUniversity,2012

Surface Learning

Deep Learning


Brain Rules

Source: http://www.brainrules.net 17


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www.brainrules.net


Ground RulesStay on time

18

Engaged Learning

Experience Energy Monitors

Ask Questions

Stay on topic

I m talking to PMs

Conduct one

conversation at a time Reflect

Avoid Group Think

Avoid Interruptions

Participate & Discuss


Groupthink is a tendency for strong conformity pressureswithin groups to lead to the breakdown of critical thinkingand encourage premature acceptance of questionabledecisions

Groupthink


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Our Mission in this Training

We want you to succeed not only on the exam but allover in your project Management career.

We will provide all the study materials and training toenable a student to pass the PMP certificationexamination

No participant is left behind

20


Scope of The TrainingThe training will cover course content based onPMBOK 5thedition.

The primary focus of the training is PMP exampreparation.

The training will not cover any project managementtool or software.

PMI methodology (only) will be followed.

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How Will We achieve this Mission?

35 Hours Training + 5 Hours of Exercises

Chapter End and Final Simulative Exam

Exercises

Project Management Template Book

Special Designed Software for Real Time Exam

Simulative Experience

Project Management Certificate 40 CDUs

Follow-up for Final Exam Preparation

22

Min. Hours Required: 35 hrs. for PMP


Simulative Software

23


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Better control of financial, physical, and humanresources

Improved customer relations

Improved productivity

Better internal coordination

Shorter development times

Higher quality and increased reliability

Lower costs

Higher profit margins

Module 1 - Introduction 36

THINK

BIGhttp://www.youtube.com/watch?v=IQK4QN-NqgM&list=UUMA-ZzWeWAipboxxBRjzedg&index=24&feature=plcp


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Larger Project Perspective

Has a larger stakeholder group Has a more diverse team: multiple nation ,

language , laws and different money exchangerates

Requires a broader and complex communicationsmanagement plan to deal with.

Has thousands of activities, making it moredifficult to get good time and cost estimates

Has much more risk, requiring a more detailed riskmanagement process.

Requires a more formal change managementprocess to handle the possible scope changes

37


Project Challenges

38

Countries203

OLYMPIC FAMILY5,000

Athletes & team officials17,800

Media22,000

Tickets sold7.7 million

Workforce including volunteers100,000

Global audience4 billion

http://www.london2012.com/ http://www.bbc.co.uk/news/uk-15655611


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Critical Success Factors

Executive supportStakeholders must have

ownership for project

Projects linked withStrategic Mission

BusinessprocessesKnowledge

Clearly defined ScopeEffective change control

process exists and followed.

Business drivers fullyidentified, agreed upon andmust add value.

Limited experimentationwith new technology

41

Why Structured Approach to Project Management is Essential

Survey : 37% Projects are at Risk

Firms with a standard PM

methodology for managing

their projects (78% of the

firms surveyed) had fewer

than half as many project

failures as those that did

not have one.

43

2011 Project Management Solutions, Inc.

http://www.pmsolutions.com/collateral/research/Strategies%20for%20Project%20Recovery%202011.pdf


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Project ManagementInternational Standards

Project Management

Organisation Head office Number of members

ISO (21500) Genava -PMI USA 387,199

IPMA Europe 30,000APM UK 15,000AIPM Australia 7,100

Planning Commission Pakistan Govt.


Selecting a PM Standard

The selection of a project management

standard by a company is an importantdecision.

It can influence processes, documentation,

training and other operational areas over a

long time.

We will Focus PMBOK 5thEdition 2013

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Project Standard Tailoring

The organization and/or project managementteam is responsible for determining the

appropriate standard and amendments to

the selected standard. for any given project.

The PMBOK Guide also provides and

promotes a Common Vocabulary within the

project management profession.

Application of standards enhances the chances of success over a wide variety of projects.

But, all the processes may not apply uniformly to all projects. Hence, it is the RESPONSIBILITY of your

organization and/or the project management team to determine what is appropriate for any given project.

The project manager, along with project team, is always responsible for determining:1. What processes are appropriate?

2. What is the appropriate degree of rigor for each process? THIS IS CALLED TAILORING!


Standard Vs. Regulation

A Standard is a set of best Practices for a

certain Industry.

Once a Standard is selected and is enforced by

the Authority, it becomes a Regulation. SBP, PTA, SECP are the example of Regulatory

Authoritiesthat enforce their Regulation in

their respective industries.

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Project Management Standards

Pakistan Developed by Dr. Mehboob ul

Haq then Deputy Chairman of

Planning Commission of

Pakistan in 1968

There are six standard

Performa's for project

management in Pakistan, PC-I,

PC-II to PCVI

http://www.planningcommissio

n.gov.pk/

48


Projects in Controlled Environments

(PRINCE 2) The OGC (Office of Government Commerce) of

the British government is the holder of theregistered trade mark: PRINCE2.

This was first published in 1989 as PRINCE.

This new version is called PRINCE2 and wasrevised again in 2009.

At a macro level, PMBOK Guide is a Body of

Knowledge and PRINCE2 is a method and takesprescriptive approach for Project Management,complete with Templates.

49

At a macro level, PMBOK Guide is a Body of Knowledge and PRINCE2 is a method and takes

prescriptive approach for Project Management, complete with Templates.


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ISO 21500Project Management Standard

ISO (the International Organization forStandardization) is a worldwide federation ofnational standards bodies (ISO member bodies)

ISO 21500 was prepared by Project CommitteeISO/PC 236, Project Management.

Mostly Similar to PMBOK Standard, has 40Processes and only gives standard, does not

elaborate it. First Time published in September 2012.

50

Process Chart Comparison with PMBOK 2013


Project Management Institute (PMI)

PMI Founded in 1969

Leading membership association for Project

management professionals.

Not-for-Profit Organization

Headquarters, Based in Pennsylvania, USA

30 SIGs & 251 Chapters http://www.pmi.org

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Member Benefits

PMI (Continued)

Annual seminars and symposiums

Educational activities

Professional Awards

Project Management Periodicals

AB1

https://my.pmi.org/Content/pdf/brochure/DMB_Presentation_Animated_FINAL.pdf


Communities of Practice (CoPs)

It also has a collection of "Communities ofPractice (CoP)" which focus on particular areasof project management and/or specificindustries.

Membership of the CoPs is restricted to PMImembers, CoPs have useful resourcesavailable for public on their websites.

Some CoPs are free, others have annual

membership fee.

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Communities of Practice (CoPs)

Aerospace &Defense

AutomationSystems

Consulting

Design-Procurement-Construction

eBusinessEducation &

Training

Financial Services

Government

Healthcare

Human ResourcesInformation Systems

Information Technology& Telecommunications

InternationalDevelopment

Manufacturing

Marketing & Sales

Metrics

New ProductDevelopment

Oil, Gas &Petrochemical

Pharmaceutical

ProgramManagement

Office

Quality in ProjectManagement

Retail RiskManagement

Service &Outsourcing

Troubled Projects

Women in ProjectManagement

55


PMI Chapters

PMI has a number of geographically-organized

chapters in Pakistan and around the world.

PMI Islamabad Chapter www. pmiislamabad.org

PMI Lahore Chapter www.pmilhr.org.pk

PMI Karachi Chapter: www.pmikarachi.org

Chapter helps the local PMI members

community with attaining and retaining and

enhancing PMI credentials.

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Chapter Benefits

Chapter events

Opportunities to network with peers

Knowledge resources (articles, white papers,presentations, case studies)

Tools and templates from the Chapter

Electronic communications

Opportunities to volunteer with Chapter

Webinars from Chapter

An expert to respond to member submitted questions

Readily available responses to frequently askedquestions

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PROJECT MANAGEMENT

BODY OF KNOWLEDGE (PMBOK)

Smart Management Consultants (SMC) 63

First Edition

1996

Second Edition

2000

Third Edition

2004

Fourth Edition

2008

Fifth Edition

2013


PMIs PMBOK

Project Management Body of Knowledge (PMBOK) was

developed by PMI.

64

Worlds most used PM Standard

Mostly used in USA & Canada

PMBOK implemented by ANSI

PMBOK was first released in 1983

PMBOK Updated every 4 years

Latest Version: PMBOK 5thEdition -

2013


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PMBOK Processes

Each process is characterized by its inputs, thetools and techniques that can be applied, and theresulting outputs.

No. Of Process Groups = 5

No. of Knowledge Areas = 10

No. Processes = 47

No of Total ITTOs = 615

Unique ITTOs = 197

Cross Cutting Skills - Social Responsibilities

65


Process Groups

Initiating

Planning

Executing

Monitoringand

Controlling

Closing

66

Cross Cutting Skills


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Knowledge Areas

Integration Management

Scope Management

Time Management

Cost Management

Quality Management67


Knowledge AreasHuman ResourceManagement

CommunicationManagement

Risk management

Procurement management

Stakeholders Management68


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Process Approach A process approach is a powerful way of organizing

and managing activities to create value for thecustomer and other stakeholders.

The process approach introduces horizontalmanagement, crossing the barriers betweendifferent functional units and unifying their focusto the main goals of the organization.

The processes are managed as a system, bycreating and understanding a network of theprocesses and their interactions

PMI believes in Process Approach

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What is a Process

A Process can be defined as a set of interrelated orinteracting activities, which transforms inputs into outputs.

Step 1 Step 2 Step 3 Result

activityinputs outputs

Def.: A process is a series of actions directed toward a particular result Project management can be viewed as anumber of interlinked processes

Process groups include: Initiating processes, Planning processes, Executing processes, Monitoring and

controlling processes, Closing processes


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Processes

In order for a project to be successful, theproject team must:

Select appropriate processesrequired to meet

the project objectives,

Comply with requirements to meet stakeholder

needs and expectations, and

Balance the competing demands of scope, time,

cost, quality, resources, and risk to produce the

specified product.

Actions taken during one process typically affect that process and other related processes.


Processes

PROJECT MANAGEMENTPROCESSES

Ensure the effective flow ofthe project throughout itsexistence.

These processes apply theskills and capabilitiesdescribed in the knowledge

areas Project managementprocesses apply globallyand across industry groups.

PRODUCT ORIENTEDPROCESSES

Specify and create theproject's product.

Product-oriented processesare typically defined by theproduct life cycle and varyby application area.

The scope of the projectcannot be defined withoutsome basic understandingof how to create thespecified product.


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Inputs

Changes

EEP, OPAs

Outputs fromprevious

Processes

74

3 Major Inputs OccurrencesOrganizational process assets 34Project management plan 21Enterprise environmental factors 18


Tools & Techniques

Expert

Judgment

AnalyticalTechniques

Networking

75

3 Major Tools & Techniques OccurrencesExpert judgment 19Reserve analysis 4Communications methods 4


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Outputs

Product

UpdatesLessonsLearned

76

3 Major Outputs OccurrencesProject document updates 20Project management plan updates 15Change requests 14

PMP EXAM

Eligibility and Application Process

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Eligibility Criteria (Bachelors)

35 Contact hours of formal ProjectManagement education35 PDUs

4500 Hours of Project ManagementExperience4500 Hours

36 Months Years of Experience (non-overlapping)36 Months

3 Years of project ManagementExperience in previous 8 years.3 Years


PDU?

Professional Development Unit It is the

measuring unit used to quantify approved

learning and professional service activities.

Typically, 1 PDU is earned for every one hour

spent in planned, structured learning

experience or activity.


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PMP : Credential Process Timeline


Examination and Renewal Fees

Annual Membership Fee is $ 129 (+10)

Annual Chapter Membership Fee for

Islamabad $ 15, Lahore Free, Karachi $ 20


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Exam Structure

Time: 4 hours - Total Questions : 200 Pre-Test: 25 Questions will not be scored

Exam tests knowledge, application and analysis.

Mix of Easy, Difficult and Complex and Few are out of

Box Questions; Dont be Scary!

Questions Carry different Marks

No PMP exams will ever be same

Qualitative Scoring Model. Proficient (P)

Moderately Proficient (MP)

Below Proficient (BP)

84


Question ?Format Exam questions are given in a multiple choice

format, with four possible answers, marked A, B,C, and D, and only one of those four answers iscorrect.

There is no penalty for guessing, so answer everyquestion on the PMP exam, leaving none of themblank.

Many of the PMP questions are quite short in

format; however, the PMP Exam is famous (orinfamous) for its long, twisting and scenariobased questions.

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Questions Distribution

ProcessGroup

Percentage % Questions

Initiating 13 26

Planning 24 48

Executing 30 60

Monitoring & Controlling 25 50

Closing 8 16

Total 100 200

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PMI-ism

It refers to the PMI way of thinking that many

of the Practicing Project Managers might not be

aware of.

Also, understanding PMI-ism will help you pick

up the best answer among what may appear

more than one correct answer in the exam.

Technically and Ethically Best Correct Answer

Choice, to be Selected.

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Qualitative Scoring

Pass Combinations

Process Group1 2 3 4 5 6

Initiating

AllProficient

AllModerateProficient

AnyC

ombinationProficientor

ModerateProficient

BP BP P

Planning MP MP P

Executing P P MP

Monitoring &

Controlling P P MP

Closing BP P BP

88

Evaluate Vertically


Dangerous Scoring Combinations

Exam

DomainsQs 1 2 3 4 5

Initiating26 BP MP BP MP MP

Planning48 MP BP MP BP MP

Executing60 BP MP BP MP MP

Monitoring &

Controlling 50 BP BP MP MP BP

Closing 16 MP P MP MP MP

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BECOMING A PMP

How long it took to become PMP certified

Average

9.1months

Median:

6.0months

Min:

1.0months

Max:

40.0months


Maintaining PMP Credential

(CCRs/PDUs) Once you become certified, you need to

demonstrate your continued participation in the

PM profession to keep your certification.

The program for maintaining your credentials is

called Continuing Certification Requirements

(CCR).

Your certification/ CCR cycle completes in threeyears later and is renewed.

You complete 60 PDUs and pay the Renewal Fee.91

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