Delineating Roles & Parsing Meaning: Changes to the PMP...

Changes to the PMP Exam 22 June 2015

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Delineating Roles & Parsing Meaning: Changes to the PMP Exam

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Objectives Ø Understand The Upcoming Changes To The

PMP Certification Exam

Ø Evaluate The Implication Of The Changes

Ø Identify Strategies For Writing Based Upon The Identified Changes



The Important Stuff


The Essentials… Ø The PMP Certification Exam Is Changing

Ø The Last Day To Write Based Upon The Current Version:

1 November 2015

Ø As Of 2 November 2015: · All exams will be based on the new content · This includes retakes!



What's Changing?


What's Changing? Ø First, A Few Little Known Facts

Ø Most People Assume The Exam Is Based Upon: · The Project Management Body of Knowledge · Additional readings, particularly related to HR

Ø The Actual Basis Of The Exam · The Role Delineation Study




And Just What Is A Role Delineation Study? Ø Role Delineation Studies Are Research Studies

Ø They Explore: · Tasks performed in a role · Knowledge and skills required to perform the tasks

Ø The Are Used To: · Support the development of certification programs · Provide test specifications


And Whose Idea Was This? Ø Framework Comes Testing Industry Standards

· What some would call 'best practices'

Ø Typically Conducted Every 3 To 5 Years · Survey of changes to role and associated practices

Ø Previous Role Delineation Studies For The PMP Were Conducted In: · 1999 · 2005 · 2011




So What Stays The Same? Ø A Great Deal, Really

Ø The PMBOK Is Still The PMBOK

Ø The Qualifications Have Not Changed

Ø The Process Groups Remain The Same

Ø Overall Certification Process Is Retained · Training · Experience · 200-question multiple choice examination


The PMP Certification Process




And What Is Changing? Ø The Tasks Of Project Management

· As identified in the Role Delineation Study

Ø That Doesn't Sound Like A Lot. Is It? · Potentially, it is a very significant change · As a result of the 2011 Role Delineation Study, 30% of the exam content changed

What Does It All Mean?




The Overall Nature Of The Changes Ø Inclusion Of Benefits Analysis And Realization

Ø Risk Management · Inclusion of opportunity

Ø Stakeholder Management Plan And Communications · Greater emphasis

Ø Lessons Learned · Additional focus


Role Delineation Study Structure Ø The Structure Of The Role Study Mirrors The

PMBOK · Task groups align with the PMBOK process groups

Ø Overall Structure Is: · I. Initiating the Project · II. Planning the Project · III. Executing the Project · IV. Monitoring and Controlling the Project · V. Closing the Project




Changes To Initiation Ø  Clarifications In Wording

· Task 2 o  Identification of key deliverables, rather than high level scope o  Focus on customer expectations and achievement of goals o  Described as 'new'

· Intent is the same, but the most significant change in wording · Task 3

o  Implications of stakeholder analysis is broadened from just key stakeholders

· Task 4 o  Subtle change of focus of risk, constraint and assumption analysis to

enable recommendation of implementation strategy · Task 5

o  Participate in the development of the project charter, rather than just developing it

o  Expectation of collaboration and agreement with stakeholders · Task 6

o  Approval requirement clarified as being from the sponsor, without separate identification of a project customer


Changes To Initiation (continued) Ø New Tasks

· Task 7 o Conduct benefit analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value.

· Task 8 o  Inform stakeholders of the approved project charter to ensure common understanding of the key deliverables, milestones, and their roles and responsibilities.




Changes To Initiation (continued) Ø New Knowledge & Skills

· Analytical skills · Benefits analysis techniques

o Represents shift in wording

· Estimation tools and techniques · Strategic management


Changes To Planning Ø  Clarifications In Wording

· Task 1 o  Review and assessment of project deliverables, with emphasis on defining

detailed project deliverables · Task 2

o  Development of a scope management plan, not just the work breakdown structure

· Task 3 o  Development of a cost management plan, not just a budget

· Task 4 o  Development of the project schedule based upon approved deliverables

· Task 5 o  Creation of a human resource plan, defining how resources will be

assigned, rather than utilized · Task 6

o  Development of the communication plan to define and manage information flows, not just to manage them




Changes To Planning (continued) Ø  Clarifications In Wording (continued)

· Task 7 o  Development of a procurement plan based upon scope, budget and

schedule, not just scope and schedule · Task 8

o  Define the quality standards while developing the quality management plan

· Task 9 o  Develop the change management plan to identify how changes will be

addressed and controlled, not just handled · Task 10

o  Development of the risk management plan to manage both risk and opportunity, not just risk

· Task 11 o  Present the project plan to relevant stakeholders, not just key ones

· Task 12 o  Conduct kick-off meeting to inform and engage stake holders and gain

commitment, not just to announce the project start


Changes To Planning (continued) Ø New Tasks

· Task 13 o Develop the stakeholder management plan by analyzing needs, interests, and potential impact in order to effectively manage stakeholders' expectations and engage them in project decisions.




Changes To Planning (continued) Ø New Knowledge & Skills

· Contract types and selection criteria · Lean and efficiency principles · Regulatory and environmental impacts assessment planning


Changes To Executing Ø Clarifications In Wording

· Task 1 o Alignment of management of resources using both internal

and external staff · Task 2

o Manage task execution by leading and developing the team, not by executing the tasks

· Task 4 o  Implement approved changes and corrective actions, not just

approved changes · Task 5

o  Implement approved actions in the risk management plan to minimize impact of risks and take advantage of opportunities, not just minimizing negative risks




Changes To Executing (continued) Ø New Tasks

· Task 6 o Manage the flow of information by following the

communications plan in order to keep stakeholders engaged and informed.

· Task 7 o Maintain stakeholder relationships by following the

stakeholder management plan in order to receive continued support and manage expectations.

Ø Removed Tasks · Previous Task 6

o Maximize team performance through leading, mentoring, training, and motivating team members.


Changes To Executing (continued) Ø New Knowledge & Skills

· Contract management techniques · Interdependencies among project elements




Changes To Monitoring & Control Ø  Clarifications In Wording

· Task 1 o  Measure project performance to identify and quantify variances and

corrective actions, removing performing of corrective actions and communication with stakeholders

· Task 2 o  Manage changes to ensure project goals remain aligned with business

needs · Task 3

o  Ensure deliverables meet quality standards to ensure they meet project requirements and business needs, not just customer requirements

· Task 4 o  Monitor and asses risks to assess changes to exposure and effectiveness of

response strategies in managing risks and opportunities · Task 5

o  Emphasis on reviewing the issue log to determine corrective actions


Changes To Monitoring & Control (continued) Ø New Tasks

· Task 6 o Capture, analyze, and manage lessons learned, using lessons

learned management techniques in order to enable continuous improvement.

· Task 7 o Monitor procurement activities according to the procurement

plan in order to verify compliance with project objectives.

Ø Removed Tasks · Previous Task 6

o Communicate project status to stakeholders for their feedback, in order to ensure the project aligns with business needs.




Changes To Monitoring & Control (continued) Ø New Knowledge & Skills

· Project analysis techniques o Lean o Six Sigma o Kanban

· Project finance principles · Project quality best practices and standards

o  ISO, BS, CMMI, IEEE · Quality measurement tools

o Statistical sampling, control charts, flow- charting, inspection, assessment

· Quality validation and verification techniques


Changes To Closing Ø  Clarifications In Wording

· Task 1 o  Acceptance of deliverables from relevant stakeholders, not just

sponsor and customer · Task 3

o  Obtaining closure to ensure transfer of liability, not its elimination · Task 4

o  Prepare and share the final report to convey project performance and support evaluation, not just to provide final project status

· Task 5 o  Collate lessons learned gathered throughout the project, not just

compiling lessons learned at the end · Task 7

o  Obtain feedback and assess satisfaction from all relevant stakeholders, not just customers




Changes To Closing (continued) Ø New Knowledge & Skills

· Performance measurement techniques (KPI and key success factors)


Changes To Cross-Cutting Knowledge & Skills Ø New Knowledge & Skills

· Applicable laws and regulations · Benefits realization · Business acumen · Change management techniques · Coaching, mentoring, training, and motivational

techniques · Communication channels, tools, techniques, and

methods · Configuration management · Conflict resolution · Customer satisfaction metrics · Data gathering techniques · Delegation techniques




Changes To Cross-Cutting Knowledge & Skills (continued) Ø New Knowledge & Skills (continued)

· Emotional intelligence · Generational sensitivity and diversity · Interpersonal skills · Knowledge management ·  Lessons learned management techniques · Meeting management techniques · Organizational and operational awareness · Peer-review processes · Project finance principles · Quality assurance and control techniques · Risk assessment techniques · Situational awareness · Virtual/remote team management


Implications Ø On The Surface, It Appears Similar To What Has

Come Before · Similar structure and a lot of what project managers recognize as 'their job'

Ø Parse The Details, And There Are A Lot Of Changes · Small semantic changes often have significant philosophical impacts

Ø Expectation That This Will Flow Through To The Exam




Key Areas Of Change Ø Particular Areas Of Emphasis

· Strategic management · Business case assessment, benefits realization and performance measurement

· Lean and efficiency strategies · Continued growth of leadership skills · Broadening of stakeholder emphasis and inclusion

Strategies For Writing




The Reality Ø Many Of The New Questions Are Already

'Out There'

Ø Examination Approach · 175 of 200 questions determine your score · 25 questions are 'pre-test' questions

o Field-testing experience in responding to questions o Calibrating difficulty of questions o Determining appropriate pass/fail


If You Are Writing Soon Ø Apply And Book Examination Soon

· Even—and especially—if you plan to write in October

· We expect challenges in terms of test centre availability as the deadline approaches

Ø Give Yourself Enough Time · Adequate study and preparation time · Avoid pressure of a very hard deadline · Allow for rewrites if required




Once The Exam Changes… Ø We Strongly Recommend Not Writing Until The

Exam Has 'Settled In' · Recommend blackout period through mid-January · Allow for any issues with new exam to resolve

Ø Plan Preparation Based Upon That Timeline · Preparatory workshop in Nov/Dec · Apply in late December · Book exam · 3-4 week personal study period

Program Overview




Our Blueprint To PMP Exam Preparation Ø  Provide A Practical Framework For Managing Projects

Ø  Comprehensively Review The PMBoK · Basic PMBoK Concepts · The Five PMBoK Process Areas · The Ten PMBoK Knowledge Areas · Translate The Knowledge Areas Into A Process Of Project

Management · Examine Other Relevant Disciplines

Ø  Provide Additional Resources · Practice Examinations To Test Your Knowledge · Additional Hands-On Learning Tools · Hints And Tips For Writing The Exam

Ø  Deliver In An Environment Designed To Support Adult Learning


Outcomes Of The PMP Exam Workshop Ø  Deep Knowledge Of The PMBoK

· Familiarity with the processes and knowledge areas · Detailed understanding of the sub-processes · Appreciation of the input/tools & techniques/output model

Ø  Practical Alignment Of The PMBoK With A Concrete Understanding Of Real-World Approaches · Ability to better leverage processes organizationally · Tools to be a better project manager

Ø  Strategies For Successful Certification · Support and guidance in the application process · Preparation and strategies for writing the exam · A practical framework for managing the last few days · A track record with of greater than 96% success




Registration & Contact Information Ø Register Soon!

Ø PMP Exam Prep Workshop schedule is: · 10-11, 17-18 and 24-25 August 2015

· 26-27 October and 9-10, 23-24 November 2015

Ø For more information: · On the web: http://www.executiveeducation.ca · By phone:

o Kate Wylie at 780/492.2260 / [email protected] o Mark Mullaly at 416/971.3335 / [email protected]

THANK YOU!!!

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