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Key Point

Materials in this PMP® Exam Preparation training are based on A Guide to the
Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition
published by Project Management Institute (PMI)®, Inc

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 Project Management Institute
www.pmi.org

Building Professionalism in Project Management

Project Management Institute
 Not for Profit Professional Association

 Established in 1969 by 5 volunteers

 Global Organization headquartered in Pennsylvania, USA

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Source : http://www.pmitoday-digital.com/
 Globally Recognized Standards
Foundational Standards

Practice Standards and Frameworks

PMI Standards Extensions Combined Standards Glossary

A Guide to the Project Management Body of Knowledge
A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)– Sixth Edition provides and
promotes a common lexicon for discussing, writing, and applying project management.
A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)– Sixth Edition as a Standard
(Norms, Methods, Best Practices) not methodology.
A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)– Sixth Edition is developed by
PMI, and uses this document as a foundational project management reference for its professional
development programs (PMP® & CAPM®).

756

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 A Guide to the Project Management Body of Knowledge
1. Project Integration Management
2. Project Scope Management Initiation
3. Project Schedule Management Planning
4. Project Cost Management Execution
5. Project Quality Management
Monitoring & Controlling
6. Project Resource Management
7. Project Communications Management Closing
8. Project Risk Management
9. Project Procurement Management
10.Project Stakeholder Management

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PMI Family of Credentials
 PMP® - Project Management Professional

 CAPM® - Certified Associate in Project Management

 PgMP® - Program Management Professional

 PfMP® - Portfolio Management Professional

 PMI-SP® - PMI Scheduling Professional

 PMI-RMP® - PMI Risk Management Professional

 PMI-ACP ® - PMI Agile Certified Practitioner

 PMI-PBA ® - PMI Professional in Business Analysis

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Project Management Professional Certification

 PMP® Certification
The PMP is the gold standard of project management certification.
Recognized and demanded by organizations worldwide.

PMP certification tells employers, peers, and the world you know
what you’re doing in project management.

Even if “project manager” isn’t part of your title, the PMP applies to
anyone who helps bring a project to completion.

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PMP® Eligibility

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PMP® Certification Process

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PMP® Credential Application Process
PMP® Credential Application Process
PMP® Credential Application Process
PMP® Credential Application Process
PMP® Credential Application Process
PMP® Credential Application Process
PMP® Credential Process – Step 1 – Scheduling the Exam
Introducing the New PMP® Online Proctored Exam

https://home.pearsonvue.com/pmi/onvue
PMP® Credential Process – Step 2 – Take the Exam

2 Hours 10 Min 2 Hours

Break
PMP® Credential Fees

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Chapter – 1

Introduction

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 What is a Project ?
*A Project is a temporary endeavor undertaken to create a
unique product, service, or result.
Is Progressively Elaborated.

 Distinguishing characteristics of each unique

project will be progressively detailed as the project
is better understood.

 Progressively means “proceeding in steps;

continuing steadily by increments”, while
elaborated means “worked out with care and
detail; developed thoroughly”

• Projects are undertaken at all organizational levels. A project can involve a single individual or a group.
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• A project can involve a single organizational unit or multiple organizational units from multiple organizations.
Projects drive change

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Projects enable business value creation
• Business value is the net quantifiable benefit derived from a business
endeavor.
— The benefit may be tangible, intangible, or both.

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 Project Initiation Context
• Organizational leaders initiate projects in response to factors acting
upon their organizations

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# Example 1 2 3 4

1 A stakeholder requires that a new output be produced by the Y

organization
2 Lower pricing on products by a competitor results in the need to Y
lower production costs to remain competitive
3 Kahramaa authorizes a project to build a substation to serve a Y Y
new shopping mall
4 TATA Motors authorizes a project to build more fuel-efficient Y Y Y
cars in response to gasoline shortages
4 A chemical manufacturer authorizes a project to establish Y
guidelines for the proper handling of a new toxic material

Key

1. Meet regulatory, legal, or social requirements

2. Satisfy stakeholder requests or needs
3. Create, improve, or fix products, processes, or services
4. Implement or change business or technological strategies
 Project vs. Operational Work
Projects can intersect with operations at various points during the product life cycle, such as;
• When developing a new product, upgrading a product, or expanding outputs;
• While improving operations or the product development process;
• At the end of the product life cycle; and
• At each closeout phase.

At each point, deliverables and knowledge are transferred between the project and operations
for implementation of the delivered work.

This implementation occurs through a transfer of project resources or knowledge to operations

or through a transfer of operational resources to the project.

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 What is Project Management*?
• The application of knowledge, skills, tools and technique to project
activities to meet project requirements

• Project Management is accomplished through the application and

integration of the processes such as
— Initiating

— Planning

— Executing

— Monitoring and Controlling

— Closing
*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017. 29
Project Management

Skills

Knowledge Tools &Techniques

Project Activities

Project Requirements
Meet business objectives;

Satisfy stakeholder expectations;

Be more predictable;

Increase chances of success;

Deliver the right products at the right time;

Resolve problems and issues;

Respond to risks in a timely manner;

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Optimize the use of organizational resources;

Identify, recover, or terminate failing projects;

Manage constraints (e.g., scope, quality, schedule, costs, resources);

Balance the influence of constraints on the project (e.g., increased scope may increase
cost or schedule); and

Manage change in a better manner.

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Triple Constraints

Quality

Scope 33
 Competing Constraints
Quality

Project

Scope

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RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND
OPERATIONS MANAGEMENT

Strategic
Vision Portfolio
Plan

Program

Project
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 RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND
OPERATIONS MANAGEMENT

• Program and project management focus doing programs and projects the “right” way; and
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• Portfolio management focuses doing the “right” programs.
Sample Portfolio

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 Organizational Project Management

OPM is defined as a framework in which portfolio, program, and project management are integrated
with organizational enablers in order to achieve strategic objectives.

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39
 PROJECT LIFE CYCLE

 A project life cycle is the series of phases that a project passes through from its start to its
completion.

 All projects can be mapped to the generic life cycle

Deliverable Deliverable Deliverable Final Product,

Service or Result

A project phase is a collection of logically related Phase Gate, phase review,

project activities that culminates in the completion of stage gate, kill point, and phase
one or more deliverables. entrance or phase exit.

Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Startup 40
IT Project: Requirement -> Design -> Program -> Test -> Implement
PROJECT AND DEVELOPMENT LIFE CYCLE

 Project life cycles can be predictive or adaptive.

 Within a project life cycle, there are generally one or more phases that are
associated with the development of the product, service, or result. These are
called a development life cycle.

 Development life cycles can be predictive, iterative, incremental, adaptive, or a

hybrid model

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TYPICAL PROJECT COST AND STAFFING LEVEL ACROSS THE PROJECT LIFE CYCLE
Phase to Phase Relationships:
There are 2 basic type of phase to phase relationships,

1. Sequential Relationship: In sequential relationship one phase will start when

pervious phase will complete.

Phase - 1

Phase - 2

Phase -3

2. Overlapping Relationship: In overlapping relationship one phase will start

prior to the pervious phase completion (Fast track).
Phase - 1

Phase - 2

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Phase -3
PROJECT AND DEVELOPMENT LIFE CYCLE

Predictive Life Cycle (Water Fall):

Predictive Life cycle also called fully plan-driven. Predictive Life cycle are preferred when the
product to be delivered is well understood.

Iterative and Incremental life cycle:

This life cycle intentionally repeat the project activities until the project team well understood the product.
Iterations develops the product through repeated cycles. And increments add functionality to the products.

Adaptive Life Cycle (Agile):

Adaptive life cycle are also known as agile or change-driven method. These method intends to respond to
high level changes and ongoing stakeholder involvement. Adaptive method also iterative and incremental,
but the iterations are very rapid with fixed cost and time.

Hybrid Life Cycle:

Combination of Predictive and Adaptive Life Cycle
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Product and Project Life Cycle

Project Starting Organizing Ending

Carrying out the
Life the and the
project plan
Cycle Project Preparing project

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 Project Management Process Groups

A Project Management Process Group is a logical grouping of project management processes to

achieve specific project objectives.

Initiating = Start the cycle

Planning = Plan
Executing = Do
Monitoring & Controlling = Check and Act
Closing = Ends the Cycle

(As defined by Shewhart and modified by Deming)

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PROJECT MANAGEMENT PROCESS GROUPS
Process Groups Interact in a Project

The processes frequently overlap during the life of the project. 48

Process Group Triangle

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INTERRELATIONSHIP OF PMBOK GUIDE KEY CONCEPTS

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Process Groups and Phases

Single Phase Project

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Process Groups and Phases

Multi Phase Project

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Process Groups and Phases

Multi Phase Project (Overlapping)

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Process Mapping

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Knowledge Initiation Planning Process Execution Monitoring & Closing Process
Areas Process Group Group Process Group Controlling Group
Process Group

Integration Develop Project Develop Project Direct & Manage Monitor & Control Close Project or
Charter management Plan Project Work Project Work Phase

Manage Project Perform Integrated

Knowledge Change Control
Scope Plan Scope Validate Scope
Management
Control Scope
Collect Requirements
Define Scope
Create WBS
Time

Cost
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TYPES OF PROCESSES

Two types of Processes

 Project Management Process :

Ensure the effective flow of the project throughout its existence . They encompasses the tools and techniques
involved in applying the skills and capabilities described in the knowledge areas

 Product-Oriented Process :
Specify and create the project’s product . Product oriented processes are typically defined by the project life
cycle and vary by the application area . The scope of the project cannot be defined without some basic
understanding of how to create the specified product .

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TAILORING

 Project Managers and their teams are advised to carefully consider

addressing each process and its constituent inputs and outputs.

The project manager and project team are responsible for determining which
processes within each process group are appropriate for the project you're working on.
This is called Tailoring.

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PROJECT SUCCESS MEASURES

• Traditionally, the project management metrics of time, cost, scope, and quality
have been the most important factors in defining the success of a project.
• More recently, practitioners and scholars have determined that project success
should also be measured with consideration toward achievement of the project
objectives.
• Three questions that the key stakeholders and the project manager should
answer are:

1. What does success look like for this project?

2. How will success be measured?
3. What factors may impact success?

• The answer to these questions should be documented and agreed upon by the
key stakeholders and the project manager. 58
DESCRIPTION OF PMBOK GUIDE KEY COMPONENTS

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