PMP Exam Prep Training - Brewster Tech
Transcript of PMP Exam Prep Training - Brewster Tech
PMP Exam Prep Training
Day 1
Theresa Brown, PMP, CPCCertified Coach and Career StrategistThe PM Trainer
/thepmtrainer
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Unit 1: Introduction
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PMBOK® Guide
PMPREP
PMP® Handbook
PMP® Exam Content
PMI Code of Ethics and Professional Conduct
Learning Materials & Reference
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Understand PMI’s approach to project management
Internalize PMI-isms to better understand exam questions and the provided answers
Understand how the PMP exam is structured and what kinds of questions will be asked
Be very familiar with all sections of the PMBOK
Possess various tricks, tips, and techniques to help you retain information for the exam
Course Objectives
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Be prepared to take and pass the PMI PMP certification examination on the first try
Understand knowledge gaps and develop strategies to overcome them
Possess exam taking strategies
Provide students with tools and other reference material as study aids to assist in learning
Course Objectives
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Use knowledge and experience to present learning material in a manner that is easily understood and digested by students.
Provide a safe learning environment where students are encouraged to participate in their learning, take risks, make mistakes, grow and learn without fear of embarrassment or ridicule.
Respect each student’s knowledge and experience and connect the dots between what the student already knows and what they need to know to pass the exam.
Act as a mediator of varying viewpoints and disagreements, but when necessary, act as the arbiter of last resort.
Ensure each student has access to success without regard to any personal characteristic such as age, gender, race, religion, ethnicity, country of origin, disability, economic status or sexual orientation.
Course ValuesThe Role of the Instructor
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Partner with the instructor to achieve the lessons learning objectives.
Selfishly pursue learning goals by participating in class, asking questions, and sharing insights and observations about material being studied.
Reflect on your role as a project manager and connect what you are learning to what you already know.
Be open minded and motivated to learn new ideas and new ways of doing things that you already know.
Recognize that there are no mistakes, only discoveries of new ways of thinking about the material being studied.
Course ValuesThe Role of the Student
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Be on Time
Stay on Task
Active Listening
Limit Side Conversations
Use Cell Phones Courteously
Reflect
Compare/Contrast
Develop a Personal Action Plan
Live Lecture - Ground Rules
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Each person writes down three facts about themselves, one of which is not true.
Each person takes a turn reading their list aloud and the class writes down the one they think is not true.
Each person in turn tells which one they thought was not true and why.
Icebreaker
Learning Syles
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Learning Styles ExerciseCourse Plan Guide p. 24
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Learning Styles
Develop a Learning Plan
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Study Tips for Kinesthetic Learners:Assemble Charts and
Diagrams Take Breaks When StudyingCombine an Activity with
StudyingUse Tools Such as Flashcards
and MnemonicsKeep Your Fingers Busy
While Studying
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Study Tips for Auditory Learners: Study in groups and talk
things out Get a small tape recorder Record lectures, tutoring and
study groups (makes a verbal record for review)
Read texts out loud or into recorder
Listen to lecture/text tapes while driving
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Study Tips for Visual Learners: Take lecture notes Underline, highlight, or
circle printed material Draw pictures in notes to
illustrate ideas Use a variety of colors-in
pens, highlighters, note cards, etc ...
After reading, review notes or underlined material to reinforce learning
Write it out!
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Study Tips for Tactile Learners: Study or brainstorm while
walking or working out Use musical rhythms for
memorization patterns Rewrite information to be
remembered Write, copy, underline and
highlight with bright colors Draw charts or diagrams of
relationships Take frequent study breaks
Learning Style: Dominant Tactile
Tactile Leaners learn
through touching. Touching
They like to touch things and interact with their environment. Participating in activities that involve building, touching,
moving.
Likes hands-on
work.
Focusing and listening to a lecture without doing something is difficult
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Break Time
minutesTimes Up!
minutesminutesminutesminutes
The PMP Exam
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The key to passing the exam is to understand PMI’s view of project management.
For questions regarding procurement, assume you are the customer procuring services from an external vendor.
The project manager is in control of the budget, the timeline, and the resources. You are the project manager.
You are following all the formal PMI processes.
You have access to historical project information.
The PMP Exam focuses on your understanding of information found in the guide to the Project Management Body of Knowledge (PMBOK® Guide).
Take as many practice exams as you can, as often as you can.
The PMP Exam
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Do not try to memorize the material.
With fill-in the blank questions, the correct answer may not be grammatically correct.
Teach someone you know each concept, topic, definition, etc.
Draw mind maps that link important concepts.
Participate in a study group.
The PMP Exam
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200 multiple choice questions (25 pre-test questions)
You will receive a pass/fail result
Only correct answers count, no negative markings
You will have four hours to complete the exam
You are not allowed to take anything except your ID in the exam room
Inside the examination center you will be provided with scratch paper and pencils.
Exam Format
PMP Eligibility Requirements
• Education
• Experience
• Training
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Exam Content
200 questions
4 hours
DomainPercentage of items on Test
Number of Items on Test
I. Initiating 13% 26
II. Planning 24% 48
III. Executing 31% 62
IV. Monitoring and Controlling 25% 50
V. Closing 7% 14
Total 100% 200
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PMP Exam questions are designed to test your ability to
analyze project management scenarios
apply your general project management knowledge and experience
determine the correct course of action
The correct answers will be based on PMI’s point of view and the questions should be answered accordingly.
Types of Exam Questions
Types of Exam Questions
• Question Types:
Situational
Ambiguous
Computational
Interpretational
True Statements
Confusing
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Costs?
Fee Member Non-Member
Exam Fee $405 $555
Re-Exam $275 $375
Membership in PMI is $139 (including $10 application fee).
The cost of membership and the member exam fee is: $544,
compared to the non-member exam fee of: $555.
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Test Taking Tips
• Before the Test:
Allow yourself sufficient time to study so that you are well prepared for the test.
Develop a study plan
Develop a test taking strategy
Get proper rest the night before the test
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Test Taking Tips
• Before the Test:
Eat a light snack before the exam
Record formulas and other relevant information on the blank paper provided to you by the test administrator during the 15 minutes tutorial on how to take the exam
Test Taking Tips
• During the Test:
Project Managers manage projects with data and facts –look out for answers that are based on an emotional response.
Eliminate obviously wrong answers, then rank the others in most correct order.
Manage your stress and frustration levels.
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Test Taking Tips
• During the Test:
You are allowed to mark questions to review later.
Read the entire question. Formulate your answer and then read the provided choices from the bottom up.
Watch for words that tend to be incorrect: always, never, must, completely, all.
Watch for words that tend to be correct: often, sometimes, perhaps, may, generally –these words are qualifiers.
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Test Taking Tips
• During the Test:
Be careful with negating questions, which use words like except, not and so on. Make sure you understand the concept.
Words like integrate, coordinate, communicate, study, and similar words as well as their derivatives (integrative, integration etc.) are good signals in answers that a statement may be accurate.
If the question is really difficult: First identify those answers that you can eliminate. Then compare the remaining answers again with the question.
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Take a moment and think about some test taking strategies.
Write them down your ideas.
Activity – Testing Taking Plan
7 Habits of Successful Test Takers
Develop a study plan
Invest time into their study plan daily
Use multiple learning channels
Practice active learning
Develop a test taking strategy
Take multiple practice tests
Schedule their test immediately following the training class while the information is still fresh
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Break Time
minutesTimes Up!
minutesminutesminutesminutes
Unit 2
Project Management Framework
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By the end of this unit, you will
Understand the role of the project manager
Describe the differences between project work and operational work
Compare and contrast between project, program, and portfolio management
Differentiate between a project and product life cycle
Unit 2: Learning Objectives
Unit 2: Pre-Test
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Foundational Concepts
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The PMBOK® Guide
41PMBOK is a registered mark of the Project Management Institute, Inc.
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The standard for managing a project is described by PMI in the Guide to the Project Management Body of Knowledge (PMBOK®
Guide)
The PMBOK® Guide identifies a subset of the project management body of knowledge that is generally recognized as good practice.
The PMBOK® Guide provides and promotes a common vocabulary within the project management profession for discussion and for applying project management concepts.
PMBOK® Guide
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The first PMBOK® Guide was published by PMI is 1996.
In 1998, the Project Management Institute (PMI) was
recognized as a standards developer by the American
National Standards Institute (ANSI).
History of the PMBOK® Guide
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A standard is a "Document approved by a recognized body, that provides, for common
and repeated use, rules, guidelines, or characteristics for products, processes or services with which compliance are not
mandatory."
What is a Project?
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A project is a temporary endeavor undertaken to create a unique product, service, or result.
These definitions are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013.
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A project is temporary…
…with a definitive start and finish
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When does the project begin?
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begins when you decide what you are going to do
A project …
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When does the project end?
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the objectives have been met, OR
the objective cannot or will not be met, OR
the need for the project no longer exists, OR
the client wants to end it.
A project ends when …
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Test Your Understanding
How many different ways can a project be ended?
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1. When the result has been created.
2. When the objective cannot or will not be met.
3. When the need no longer exist.
4. When the client wants it to end.
What are they?
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A project creates a unique result…
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…a product or component
…a service or capability
…an improvement
…an outcome
A unique result…
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A project is a endeavor undertaken to create a product, service, or result.
Test Your Understanding
temporaryunique
Operations
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What are operations?
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…an organizational function performing the ongoingexecution of activities that produce the same product or provide a repetitive service.
…permanent endeavors that produce repetitive outputs, with resources assigned to do basically the same sets of tasks according to the standards institutionalized in a product life cycle.
Operations are…
These definitions are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013.
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Examples…
production operations
manufacturing operations
accounting operations
Human resource operations
Projects vs Operations
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Projects are temporaryproducing unique results
vs
Operations are ongoingproducing repetitive results
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Project vs. Operational Work
Project Work Operational Work
Projects are temporary Operations are ongoing
Projects create a unique product, service, or results
Operations produce the same product, service, or result
Projects work is performed to achieve a new business objective
Operational work is performed to keep the organization functioning
Test Your Understanding
Which of the following is an operation, which is a project?
Activity Project Operations
Building an extension on a house
Knitting a scarf
Changing the oil in your car every 3 months or
3000 miles
Organizing a training program
Walking the dog everyday
Baking a cake
Stapling programs for a play
Watering your plants twice a week
Running an assembly line in a toy factory
Shelving books at the library
XX
X
X
X
X
X
X
X
X
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What questions do you have?
Project vs. Program vs. Portfolio Management
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Project Management is…
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Project Management is…
The application of knowledge,
skills, tools and techniques to
project activities to meet the
project requirements.
Project Management is…
• 47 processes, logically organized
into 5 process groups:
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10 Knowledge Areas
Professional and Social Responsibility
Project Management is…
Integration Scope Time
Cost Quality Human Resources
Communications Risk Procurement
Stakeholder Management
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A Program is…
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…a group of related projects managed in a coordinatedway to obtain benefits and control not available from managing them individually.
A Program is…
Program
Project Sub-ProgramOther Related
Work
Sub-ProjectSub-Project Project
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…. a group of inter-related and inter-dependent projects managed as a group to achieve desired benefits.
… is focused on achieving the strategic objectives and benefits of the integrated projects and other related activities.
A Program is…
Program Management
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Program Management is …
…the centralized, coordinated management of a program to achieve the
program’s strategic objectives.
Program
Project Sub-ProgramOther Related
Work
Sub-ProjectSub-Project Project
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Programs may include elements of related work outside the scope of the discrete projects in the program.
Program Management is …
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A project may or may not be part of a program, but a program will always have projects.
Think about it…
A Portfolio is…
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A Portfolio is…
Program
Project Sub-ProgramOther Related
Work
Sub-ProjectSub-Project Project
Portfolio
Sub-PortfolioProject
Project Program
Project Sub-ProgramOther Related
Work
Sub-ProjectSub-Project Project
… a group of related or non-related
projects, or programs.
A portfolio may consist of several non-related projects without having a single
program.
Project
Portfolio
ProjectProject
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A Portfolio Management is…
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…. centralized management of portfolios which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work to achieve strategic business objectives.
…focuses on ensuring that projects and programs are reviewed to prioritize resource allocation, and that the management of the portfolio is consistent with and aligned to organizational objectives.
Portfolio Management is…
What do all projects, programs, and
portfolios have in common?
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Portfolio, program, and project management are aligned with or
driven by organizational strategies.
PMBOK® Guide p. 7
Project vs. Program vs. Portfolio
• Strategies & Priorities• Progressive Elaboration• Governance• Disposition on change requests• Impacts from changes in other
portfolios, programs, or projects
•Performance Reports•Change requests with impact on other portfolios, programs, or projects
Highest Level
Portfolios
Projects
Projects
Projects
ProjectsProjects
Higher Level
ProgramsHigher Level
Programs
Lower Level
Programs
Lower Level
Programs
Lower Level
Portfolios
Single Objective
Organizational Objective
Program Strategic Objective
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Comparative Overview
Adapted from PMBOK® Guide, 5th Edition p. 35
Monitoring
Success
Management
Planning
Change
Scope
Projects
Projects have defined objectives. Scope is progressively elaborated .
Project managers expect change and implement processes to keep change
managed and controlled.
Project managers monitor and control the work of producing the products, services or results that the project was undertaken to
produce.
Project Managers progressively elaborate high-level information into detailed plans
throughout the project life cycle..
Protect managers manage the project team to meet the project objectives.
Success is measured by product and project quality, timeliness, budget compliance, and
degree of customer satisfaction.
Programs
Programs have a larger scope and provide significantly more benefit.
The program manager must expect change from both inside and outside the program
and be prepared to manage it.
Program managers monitor the progress of program components to ensure the overall
goals, schedules, budget, and benefits of the program will be met
Program managers develop the overall program plan and create high-level plans to guide detailed planning at the component
level..
Program managers manage the program staff and the project managers; they
provide vision and overall leadership..
Success is measured by the degree to which the program satisfies the needs and
benefits for which it was undertaken..
Portfolios
Portfolios have a business scope that changes with the strategic goals of the
organization.
Portfolio managers continually monitor change in the broad environment.
Portfolio managers monitor aggregate performance and value indicators.
Portfolio managers create and maintain necessary processes and communication
relative to the aggregate portfolio.
Portfolio managers may manage or coordinate portfolio management staff.
Success is measured in terms of aggregate performance of portfolio components.
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Test Your Understanding
A university wanted to build admissions web sites for all of their departments. They realized that all of the sites would be feeding into the same registration interface and decided to manage all of them together in order to save time.
Project, Program, or Portfolio
Program
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Test Your Understanding
A consulting company wanted to increase the amount of billable time for each consultant so they started several company-wide initiatives, a few locally based projects, and a employee engagement program to help consultants to get more productivity out of each year.
Project, Program, or Portfolio
Portfolio
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Test Your Understanding
A company wanted to switch from a paper-based Human Resources process to a software-based one. The spent some time looking into the best software packages for the job, and decided to manage all of the HR functions together since they needed the same people to help with all the work.
Project, Program, or Portfolio
Program
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Test Your Understanding
A software game company wanted to build up its online presence. So, it started several marketing and sales initiatives, created some new games, and re-wrote some old ones in order to reach more gamers online.
Project, Program, or Portfolio
Portfolio
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Test Your Understanding
A company wanted to build a better reporting interface so that it could have more accurate data on year end goals.
Project, Program, or Portfolio
Project
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Test Your Understanding
A construction company bid on several parking garage projects at the same time. They won one of the bids and built the garage a month under schedule and $5000 under budget.
Project, Program, or Portfolio
Project
OPM vs. OPM3
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Organizational Project Management (OPM) is a strategy execution framework used to deliver organizational strategy.
OPM ensures consistency and predictability in the delivery of organizational strategy using PPPM and other organizational operational work.
Organizational Project Management
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Organizational Project Management Maturity Model (OPM3) is a process improvement model is a standard produced by PMI to measure an enterprises project management process maturity.
OPM3
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OPM is a strategy execution framework
OPM3 is a measurement model that assess an organizations project management maturity.
OPM vs. OPM3
A PMO is…
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A Project Management Office (PMO) is an organizational body or entity assigned various responsibilities related to the
centralized and coordinated management of those projects under its domain.
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The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project.
Project Management Office (PMO)
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Manage shared resources
Identify and develop project management methodology, best practices, and standards
Manage the interdependencies between projects
The PMO may…
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• Coordinate communications across projects
• Develop and manage project policies, procedures, templates, and other shared documentation (organizational process assets)
The PMO may…
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Supportive
Controlling
Directives
Types of PMOs
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Supportiveprovides support to projects by supplying templates, best practices, training, access to information and lessons learned from other projects.
Types of PMOs
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Controllingprovides support and requires compliance to items such as: adopting project management frameworks or methodologies, using specific templates, forms and tools, or conformance to governance.
Types of PMOs
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Directivetakes control of projects by directly managing them.
Types of PMOs
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Break Time
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…and we’re back!
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Project Manager Characteristics
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The project manager is the person assigned by the performing organization to achieve the project objectives.
Effective project management requires that the project manager possess the following characteristics: Knowledge
Performance
Personal Effectiveness
What is a Project Manager?
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Knowledge What the project manager knows about project
management.
What does it take to be a good Project Manager?
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Performance What the project manager is able to do or accomplish while
applying their project management knowledge.
What does it take to be a good Project Manager?
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Personal Effectiveness
How the project manager behaves when performing the project or related activity.
Encompasses attitudes, core personality characteristics and leadership—the ability to guide the project team while achieving project objectives and balancing project constraints.
What does it take to be a good Project Manager?
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In the following scenarios, which project manager characteristic was neglected:
Test Your Knowledge
The project was delivered early, but it didn’t have all of the features
that the customer asked for. The VP had suggested a new
requirements gathering technique, but the PM shot it down because
he had never heard of it.
Knowledge
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In the following scenarios, which project manager characteristic was neglected:
Test Your Knowledge
The project was late because the team couldn't meet the
company's standards for productivity. They were always coming
into work late and leaving early and taking long lunches. It
seemed like the project manager just didn’t think the project was
important.
Performance
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In the following scenarios, which project manager characteristic was neglected:
Test Your Knowledge
The project manager thought his job was to meet the deadline above
all else. So he demanded that the product be released on the date it
was due, regardless of quality. The team wanted to create a high
quality product, and fought the PM throughout the project to try to get
him to change his mind. In the end , the team washed their hands of
the product after it was released and refused to support it.
Personal Effectiveness
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In the following scenarios, which project manager characteristic was neglected:
Test Your Knowledge
The project team had so many conflicts during the
project that they couldn’t work together. They made
decisions that undercut each other, and in the end they
couldn’t deliver anything at all.
Personal Effectiveness
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In the following scenarios, which project manager characteristic was neglected:
Test Your Knowledge
The project was late because the team cut corners that
led to sloppy work, and they had to go back and fix all
their mistakes.
Performance
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In the following scenarios, which project manager characteristic was neglected:
Test Your Knowledge
The project manager refused to learn to use the scheduling
software and templates the company had bought the team.
Instead, he kept track of the schedule in his head and on his
whiteboard. Near the end of the project, he realized that he’d
forgotten about some important tasks and his ship date slipped
by two months.
Performance
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Effective communication
Influential Leadership
Leadership
Motivation
What does it take to be a good Project Manager?
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Negotiation And Conflict Management
Decision Making
Political And Cultural Awareness
Team Building
What does it take to be a good Project Manager?
Project Life Cycle Phases
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Projects vary in size and complexity, but all projects can be mapped to the project life cycle structure.
Project Life Cycle Phases
Start
Organize & Prepare
Carry out the work
Close the project
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Divisions within a project where extra control is needed.
Typically completed sequentially, but can overlap.
Allows the project to be segmented into logical subsets for ease of management, planning, and controlling.
Project phases are elements of the project life cycle.
A project phase is NOT a project management process group.
Project Phases
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Stakeholder influence, risk, and uncertainty are greatest at the start of a project.
As the project progresses, changes, course corrections, and errors are more costly.
Stakeholder Influence
Project Life Cycle Types
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PMI recognizes three distinct project lifecycle concepts:
Predictive
Iterative
Adaptive
Project Life Cycle
Predictive Lifecycle
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Predictive, sometimes called ‘plan driven’ or ‘waterfall’ life cycle phases defines the product and scope at the beginning of the project.
Predictive Project Lifecycle
Project End
Planning
Requirements
Analysis
Design
Code
Test
Handover
Project Start
Predictive Approach“Waterfall”
Best used when…
…the product to be delivered is well understood
…there is a substantial base of industry practice, or
… a product is required to be delivered in full to have value to stakeholder groups.
Project Phases
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Using this approach, the three major constraints of the project – scope, time, and cost are determined early in the project.
The project is split into a series of phases that can be either sequential or overlapping.
Predictive Project Lifecycle
Project End
Planning
Requirements
Analysis
Design
Code
Test
Handover
Project Start
Predictive Approach“Waterfall”
Scope, Schedule, and Budget determined
early
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In a predictive life cycle, the detailed scope of the project is determined at the beginning.
Detailed planning can either be done at the beginning of the project, OR the project manager can use rolling wave planning (progressive elaboration).
With rolling wave planning, high-level planning is done for the entire project at the beginning, but detailed planning is done at the beginning of each phase for the work that’s coming up.
Predictive Project Lifecycle
Project End
Planning
Requirements
Analysis
Design
Code
Test
Handover
Project Start
Predictive Approach“Waterfall”
Iterative Project Lifecycle
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Iterative or incremental life cycle also splits the project into phases which can be sequential or overlapping.
High Level Vision
Detailed scope elaborated on iteration at a time.
Iterative Project Lifecycle
Concept Plan
Design
Plan
Design
Plan
Design
Build Build Build Close
Iterative Life Cycle
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All project management process groups are typically addressed in each iteration.
Iterative Project Lifecycle
Concept Plan
Design
Plan
Design
Plan
Design
Build Build Build Close
Iterative Life Cycle
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Iterative life cycles are preferred under the following conditions:
• When scope is not well defined or is subject to change.
• When a deliverable with partial functionality is a viable option. Future iterations are used to add functionality.
• When stakeholder feedback and lessons learned will help to reduce the complexity of large project.
Iterative Project Lifecycle
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Adaptive life cycles, sometimes called change-driven or agile methods, are used in project environments where there are high levels of change, risk, and uncertainty.
Adaptive life cycles, like iterative life cycles are incremental, but differ in that the iterations are very short (typically 2 to 4 weeks) and have a fixed time and cost.
Adaptive Project Lifecycle
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Adaptive Project Lifecycle
24 hours
Product Backlog: Prioritized product features desired by Product Owner.
Sprint Backlog: Features assigned to sprint, estimated by team.
Backlog Tasks: Expanded by the team 2 – 4
weeks
Daily Scrum Meeting:• What’s been completed since last
meeting?• What will you do today?• What obstacles do you have?
Sprint Review Meeting:• Features reviewed.• Sprint Lessons Learned
Potentially Shippable Product Increment
Sprint Planning Meeting:• Review product backlog.• Estimate Sprint Backlog.• Commit to 2 – 4 weeks of work.
Adaptive Life Cycle
“Scrum”
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Types of Project Life CyclesPredictive Iterative Adaptive (agile)
Project Phases Sequential, overlapping Sequential, overlappingSequential, overlapping,
parallel
High-Level Scope Yes Yes Yes
Detailed Scope At beginning of projectOnly for each phase or
iteration
Only for each phase or
iteration
High-Level Planning Yes Yes Yes
Detailed PlanningAt beginning of project
OR rolling wave
Only for each phase or
iteration
Only for each phase or
iteration
When Used Product is well understood Large and complex projects
Product is not well
understood, rapidly
changing environments
Customer
involvement
Beginning, when scope
changes, and project endPeriodic Continuous
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Care should be taken to distinguish between a project and a product life cycle.
One product may have several projects associated with it.
Project vs. Product Life Cycle
The output of the project
can be created in any of
the product life cycle
phases.
Organizational Influences
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Project operate within the confounds of an organizational environment
The three major influences are: Stakeholders
EEFs and OPAs
Organizational Structure
The Project Environment
Stakeholder Management
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Stakeholders are persons or organizations who are actively involved in the project, or
whose interests may be positively or negatively affected by the performance or completion of the project
both internal and external
Very simply a stakeholder is anyone that is impacted by or has influence over the completion of the project deliverables.
Stakeholders
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Stakeholders
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The project management team must: Identify all stakeholders Determine all of their requirements Determine their expectations Communicate with them Manage their influence
To ensure a successful outcome the project manager must manage the influence of the various
stakeholders in relation to the project requirements. The project manager must manage the sometimes conflicting
requirements and expectations of the stakeholders.
Stakeholder Management
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Project Manager’s Responsibility Stakeholder Engagement
Expectations Management
Communication
Stakeholder Management
Balancing conflicting interests and
requirements
Organizational Structure
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Culture
Style
Structure
Organizational Influences
Matrix Organization
FunctionalWeak
Matrix
Balanced
Matrix
Strong
MatrixProjectized
Project Manager Authority
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The organizational culture, style, and structure influence how projects are performed and are Enterprise Environmental Factors.
If working with external entities, the project will be influenced by their organizational culture as well.
Organizational culture and style manifest in many ways: Shared visions, values, norms, beliefs, and expectations Policies, methods, and procedures View of authority relationships Work ethic and work hours
Organizational Structure
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Functional Organization The most common form of organization
Grouped by areas of specialization—production, marketing, engineering, and accounting
Projects generally occur within a single department independent of other departments
Organizational Structure
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Projectized Organization Team members are often co-located
Organized by projects
Project Managers have a great deal of independence and authority
Organizational Structure
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Matrix Organization
A blend of functional and projectized characteristics
In matrix organizations, the team members have two bosses
Communications go to both bosses, the project manager and the functional manager
Strong matrix organizations have many of the characteristics of projectized organizations; power rests with the project manager
Organizational Structure
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Matrix Organization
Weak matrix organizations have many of the characteristics of functional organizations; power rests with the functional manager
Balanced matrix organizations recognizes the need for a project manager; power is shared between the project manager and the functional manager
Organizational Structure
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• Project Managers have some authority, but are not in charge of the project resources.
• Tbe more of a project coordinator or project he project manager’s role might expediter.
• The project expediter has no decision making authority.
• The project coordinator has some authority to make decisions and reports to a higher level manager.
• Major decisions are still made with the approval and/or cooperation of the functional manager.
Weak Matrix Organization
Strong Matrix Organization
• The project manager has considerable authority and full-time project administrative staff.
• The team is graded based on project performance as well as technical expertise.
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Project managers share decision making authority with the functional managers.
Balanced Matrix Organization
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Most modern organizations involve all these structures at various levels. A functional organization may create a special project team
to handle a critical project.
Composite Organization
Organizational Structure Comparison
Organizational Structure
Project Characteristic
Functional
Matrix
ProjectizedWeak Matrix
Balanced Matrix
Strong Matrix
Project Manager’s Authority
Little to None
LimitedLow to
ModerateModerate to
HighHigh to
Almost Total
Resource AvailabilityLittle to
NoneLimited
Low to Moderate
Moderate to High
High to Almost Total
Who Controls the budget
Functional Manager
Functional Manager
MixedProject
ManagerProject
Manager
Project Manager’s Role
Part-time Part-time Full-time Full-time Full-time
Project Management Administrative Staff
Part-time Part-time Part-time Full-time Full-time
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On the exam, unless the organizational structure is mentioned, assume it’s a matrix organization.
Focus on the Exam
Enterprise Environmental Factors
and Organizational Process Assets
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…are project constraints outside the direct control of the project team.
…are inputs to processes in all 10 knowledge areas
…are inputs into all process groups except Closing.
Enterprise Environmental Factors…
Project
Team
• Corporate culture
• Organizational structure & hierarchy
• Stakeholder risk tolerance
• Work authorization systems
• Governmental or industry standards
• Project management information systems
• Human resource practices (hiring / retaining)
• Market conditions
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…are any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project
…are inputs to processes in all 10 knowledge areas
…are inputs into all process groups including Closing.
Organizational Process Assets…
Project
Team
• Shared Documentation
• Project policies, procedures, and templates
• Historical Information
• Knowledge base
• Lessons Learned
• Completed Schedules
• Risk Data
• Earned Value Data
Questions?
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Pre-Test Discussion
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Answers to Pre-Test Questions
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1. All of the following are characteristics of a project EXCEPT:
A. Temporary
B. Definite beginning and end
C. Interrelated activities
D. Repeats itself every month
Answers to Pre-Test Questions
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2. In which organization type, does the project manager have the most authority.
A. Tight matrix
B. Strong matrix
C. Weak matrix
D. Balanced matrix
Answers to Pre-Test Questions
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3. The project management process groups are:
A. Initiating, planning, expediting, and control.
B. Plan, organize, develop, and control.
C. Plan, do, observe, commit.
D. Initiating, planning, executing, controlling, and closeout.
Answers to Pre-Test Questions
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4. A person who is involved in or may be affected by the activities or anyone who has something to gain or lose by the activity of the project is called a:
A. Team member
B. Customer
C. Stakeholder
D. Supporter
Answers to Pre-Test Questions
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5. During the full life cycle of the project, a plot of the project’s expected expenditures will usually follow a characteristic “S” shape. This indicates that:
A. There is a cyclic nature to all projects.
B. Problems will always occur in the execution phase.
C. There are high expenditures during closeout.
D. The bulk of the project budget will be spent in the execution phase.
Answers to Pre-Test Questions
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6. A group of related projects that are managed in a coordinated way that usually include an element of ongoing activity is called a:
A. Major project
B. Project office
C. Program
D. Group of projects
Answers to Pre-Test Questions
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7. A manager that manages a group of related projects is called a:
A. Project manager
B. Project expediter
C. Program coordinator
D. Program manager
Answers to Pre-Test Questions
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8. Which phase of the project is likely to have the greatest amount of its funding spent?
A. Initiating
B. Executing
C. Planning
D. Closeout
Answers to Pre-Test Questions
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9. A project manager works in a company favoring the weakest authority for the project manager. The type of organization that holds the project manager to be the weakest is:
A. Projectized organization
B. Strong matrix organization
C. Weak matrix organization
D. Balanced matrix
Answers to Pre-Test Questions
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10. What are the major advantages of the functional type of organization?
A. Team members report to one supervisor
B. Project orientation
C. Multifunctional teams are easy to form
Post - Test
174
Answers to Post-Test
175
Answers to Post-Test Questions
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1. In matrix management organizations, if the organization maintains many of the characteristics of the functional organization and the project managers are considered more like project coordinators or expediters, it is called a:
A. Strong matrix
B. Project team
C. Weak matrix
D. Project office
Answers to Post-Test Questions
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2. The organization that is a formalized structure directed toward the support of the project community within the organization is called:
A. Matrix organization
B. Project office
C. Project team
D. Project management office
Answers to Post-Test Questions
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3. In a large organization a project expediter is being used to manage a project for an important client. The position of project expediter would be found in what kind of an organization?
A. Strong matrix
B. Weak matrix
C. Functional
D. Projectized
Answers to Post-Test Questions
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4. All of the following are the responsibility of a project manager EXCEPT?
A. Maintain the confidentiality of customer’s confidential information.
B. Determine the legality of company procedures.
C. Ensure that a conflict of interest does not compromise the legitimate interest of the customer.
D. Provide accurate and truthful representations in cost estimates.
Answers to Post-Test Questions
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5. A project manager will manage a large complicated project that is located in a remote part of Africa. The project will last for five years and will produce a nuclear reactor that will generate 900 megawatts of power at start-up. The best kind of organization for managing this project is:
A. Strong matrix management
B. Weak matrix management
C. Projectized organization
D. Functional organization
Answers to Post-Test Questions
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6. You are a new project manager who has never managed a project before. You have been asked to plan a new project. It would be BEST in this situation to rely on during planning in order to improve your chance of success:
A. your intuition and training
B. stakeholder analysis
C. historical information
D. configuration management
Answers to Post-Test Questions
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7. During the project life cycle, in which part of the life cycle will risk be the lowest?
A. Initiation
B. Planning
C. Execution
D. Closeout
Answers to Post-Test Questions
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8. Enterprise environmental factors refer to both internal and external environmental factors that surround or influence a project’s success. All of the following are true about these factors EXCEPT:
A. Enterprise environmental factors include organizational culture, structure, and processes.
B. Enterprise environmental factors include government or industry standards, such as regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards.
C. Enterprise environmental factors include project management information systems (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).
D. Enterprise environmental factors do not include personnel administration functions (e.g., staffing and retention guidelines, employee performance reviews and training records, overtime policy, and time tracking) because these are considered to be functions of the Human Resources department.
Answers to Post-Test Questions
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9. Projects are authorized typically as a result of one or more of the following strategic considerations EXCEPT:
A. Market demand
B. Business need
C. Utilizing free resources
D. Customer request
Answers to Post-Test Questions
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10. Program management focuses on project interdependencies and these inter-dependencies include all of the following EXCEPT:
A. Resolution of resource constraints and/or conflicts that affect multiple projects within the program
B. Alignment of organizational/strategic direction that affects project and program goals and objectives
C. Resolution of issues and change management within a shared governance structure
D. Resolution of client-related issues and conflicts
Answers to Post-Test Questions
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11. Which of the following is not a stakeholder?
A. The project manager who is responsible for building the project.
B. A project team member who will work on the project.
C. A customer who will use the final product.
D. A competitor whose company will lose business because of the product.
Answers to Post-Test Questions
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12. A primary function of a project management office (PMO) is to support the project manager in a variety of ways which generally include all of the following EXCEPT:
A. Delivering specific project objectives and controlling the assigned project resources to best meet objectives of the project.
B. Managing shared resources across all projects administered by the PMO.
C. Identifying and developing project management methodology, best practices, and standards.
D. Coaching, mentoring, training, and oversight.
Answers to Post-Test Questions
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13. All of the following are true about projects and operations EXCEPT:
A. Operations are ongoing, repetitive, and permanent endeavors while projects are temporary endeavors.
B. Projects require project management while operations require business process management or operations management.
C. Projects can intersect with operations at various points during the product life cycle. At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work.
D. Projects, because of their temporary nature, cannot help achieve an organizations goal. Therefore, strategic activities in the organization can be generally addressed within the organizations normal operations.
Answers to Post-Test Questions
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14. The PMBOK® Guide is the standard for:
A. Managing all projects all of the time across all industries.
B. Managing all projects all of the time across some types of industries.
C. Managing most projects most of the time across many types of industries.
D. Managing some projects some of the time across few types of industries.
Answers to Post-Test Questions
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15. The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of the organization or organizations involved in the project, is known as the:
A. Project waterfall
B. Project life cycle
C. Project life stages
D. Project Management process groups
PMP Exam Prep:Welcome to Unit 3
Unit 3: PROJECT
MANAGEMENT PROCESSES
192
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Understand the five project management process groups.
Describe the knowledge and skill required for each process group.
Discuss the tasks involved in each process group.
Classify the project management process into the 11 knowledge area
Learning Objectives
Unit 3 Pre-Test
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What is a process?
A process is a set of interrelated actions and activities performed to achieve a pre-specified product, result, or service.
Each project management process is characterized by Inputs, Tools and Techniques, and Outputs (ITTO).
Project Management Processes
What are the Five Process Groups
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To manage a project effectively, the project manager must use the appropriate processes.
Project Management processes ensure the effective flow of the project throughout its existence.
Smaller projects may use the processes sequentially, in an overlapping fashion.
Larger projects may repeat the processes for each phase of the project life cycle.
Project Management Processes
The Five Process Groups
PlanDo
Check & Act
Initiating – start the cycle
Planning - plan
Executing – do
Monitoring and Controlling – check &
act
Closing – end the cycle
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The five process group are based on a variant of the Shewhart-Deming Plan-Do-Check-Act Cycle
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In order for a project to be successful, the project team must:
Select appropriate processes required to meet the project objectives
Use a defined approach that can be adopted to meet requirements
Comply with requirements to meet stakeholder needs and expectations
Recognize and manage all six project constraints: time, cost, scope, resources, quality, and risk to produce the specified product, service, or result
Project Management Success
Project Knowledge Areas
200
Knowledge Area
A knowledge area is an area of specialization or discipline
characterized by a combined set of concepts, terms, and activities.
Project
Management
Quality
ManagementLegal Profession
General
Management
Accounting
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Project Management Knowledge Areas
Project
Management
InSummerTheCruelQueenHasColdRunnyPorridgeSnacks
Integration
Management
Scope
Management
Time
Management
Cost
Management
Quality
ManagementHuman
Resource
Management
Communi-
cations
Management
Risk
Management
Stakeholder
Management
Procurement
Management
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© The PM Trainer™ 2017 – All rights reserved 203
To pass the PMP exam you must:
Understand the 47 processes identified in the PMBOK
Understand the 5 process groups
Understand the 10 knowledge areas
Understand where each of 47 processes fit within the 5 process groups and 10 knowledge areas
Understand the Inputs, Tools and Techniques, and Outputs (ITTO) of each of the 47 processes
Know that the project processes are performed by the project team.
Know that the project manager, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process.
Focus on the Exam
Process Grid Exercise
204
205
Follow the instructions in your course plan guide p. 29
Complete the Process Grid on p. 30
Answer the questions on p. 31 - 32
Process Grid Exercise Instructions
Pre-Test Answers
206
Answers to Pre-Test Questions
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1. The five Project Management Process Groups are:
A. Planning, Checking, Directing, Monitoring and Recording
B. Initiating, Planning, Executing, Monitoring and Controlling and Closing
C. Planning, Executing, Directing, Closing and Delivering
D. Initiating, Executing, Monitoring, Evaluating and Closing
Answers to Pre-Test Questions
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2. Project Management Process Groups are:
A. Overlapping activities that occur throughout the project.
B. Overlapping activities that generally occur at the same level of intensity within each phase of the project.
C. Generally discrete, one-time events.
D. Discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the project.
Answers to Pre-Test Questions
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3. The linkages between Project Management Process Groups are best described by the following:
A. The work breakdown structure links Process Groups.
B. Process Groups are linked by their planned objectives—the summary objective of one often becomes the detailed action plan for another.
C. Process Groups are linked by the outputs they produce—the output of one process generally becomes an input to another process or is a deliverable of the project.
D. There are no significant links between discrete Process Groups.
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4. The relationship between Project Management Process Groups and project life cycle phases is best described by the following:
A. They are unrelated, incompatible concepts.
B. They are the same concept described by different terms to satisfy application area extensions.
C. Phases cross Process Groups such that closing one Process Group provides an input to initiating the next phase.
D. Process Groups interact within each project phase and are normally repeated for each phase.
Answers to Pre-Test Questions
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5. For a project to be successful, the project team must generally do all of the following EXCEPT:
A. Comply with requirements to meet stakeholder needs and expectations.
B. Balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specified product, service, or result.
C. Apply knowledge, skills, and processes within the Project Management Process Groups uniformly to meet the project objectives.
D. Select appropriate processes within the Project Management Process Groups to meet the project objectives.
Answers to Pre-Test Questions
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6. All of the following are characteristics of Project Management Process Groups EXCEPT:
A. Project Management Process Groups are linked by the outputs they produce.
B. The Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the project.
C. All of the processes are generally needed on all projects, and all of their interactions apply to all projects or project phases.
D. When a project is divided into phases, the Process Groups are invoked as appropriate to effectively drive the project to completion in a controlled manner.
Answers to Pre-Test Questions
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7. The Initiating Process Group consists of the processes performed to:
A. Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
B. Deploy risk mitigation strategies to enhance the likelihood of project success.
C. Establish and describe the need for a project selection process.
D. Approve the market analysis to ensure resolution of potential contract disputes.
Answers to Pre-Test Questions
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8. Invoking the Initiating processes at the start of each phase:
A. Is wasteful and should be avoided whenever possible.
B. Helps keep the project focused on the business need the project was undertaken to address.
C. Helps ensure that the project continues regardless of changes in the success criteria.
D. Helps ensure continuous employment of project team members even if the project is unlikely to satisfy the business need that it was undertaken to address.
Answers to Pre-Test Questions
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9. Identifying quality requirements and/or standards for the project and product and documenting how the project will demonstrate compliance should be developed in the:
A. Conceptual phase
B. Planning process
C. Project implementation phase
D. Identify Risks process
Answers to Pre-Test Questions
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10. The schedule control process for a project:
A. Focuses on starting the project earlier than scheduled to help mitigate schedule risk.
B. Is necessary for monitoring the status of the project and managing changes to the schedule baseline.
C. Is concerned mainly with activities that are on the critical path.
D. Should focus entirely on activities that are difficult to carry out.
Post-Test
217
Answers to Post-Test
218
Answers to Post-Test Questions
219
1. All of the following processes form part of the Executing process group EXCEPT:
A. Performing activities in accordance with the project management plan.
B. Managing changes to the deliverables.
C. Completing the work in accordance with the defined quality framework and specification.
D. Coordinating people and resources.
Answers to Post-Test Questions
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2. The processes included in project communication management are:
A. Collect Requirements, Plan Communications Management, Manage Communications, Manage Expectations and Control Communications.
B. Identify Stakeholders, Collect Requirements, Plan Communications Management, Manage Communications, Manage Stakeholder Expectations and Control Communications.
C. Plan Communications Management, Manage Communications, and Control Communications.
D. Collect Requirements, Plan Communications Management, Manage Communications, Update Project Documentation and Control Communications.
Answers to Post-Test Questions
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3. The Control Costs process includes all of the following EXCEPT:
A. Informing appropriate stakeholders of all approved changes and associated costs.
B. Influencing factors that create changes in the authorized cost baseline.
C. Developing the cost performance baseline.
D. Acting to bring expected cost overruns within acceptable limits.
Answers to Post-Test Questions
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4. All of the following statements are true about product and project life cycles EXCEPT:
A. Generally a product lifecycle is contained within a project lifecycle.
B. A project life cycle is determined by the organization and generally consists of phases that may be sequential or overlapping.
C. A product lifecycle is determined by the organization and generally consists of sequential phases.
D. Generally a project lifecycle is contained within a product lifecycle.
Answers to Post-Test Questions
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5. All of the following are true concerning enterprise environmental factors (EEF) EXCEPT:
A. EEF do not include the organization’s purchasing guidelines because this type of function is managed by the Accounts Department.
B. EEF include the tools, systems and software that comprise the project management information system (PMIS).
C. EEF incorporates the organization’s culture, structure and processes.
D. EEF include all relevant laws, regulations and standards imposed by all levels of government, industry bodies and society.
Answers to Post-Test Questions
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6. Project management process groups have all of the following characteristics EXCEPT:
A. All of the process groups are needed on all projects and all of their interactions apply to each phase of a project as well as the overall project.
B. The process groups are seldom one time, discrete events; they are overlapping activities that occur throughout the project.
C. Where a project is divided into phases, the process groups are invoked as appropriate.
D. The process groups are linked by the outputs they produce.
Answers to Post-Test Questions
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7. What is the purpose of a project charter?
A. To formally authorize a project or a phase and document initial requirements which satisfy the stakeholder’s needs and expectations.
B. To document how the project will be planned, executed, monitored/controlled, and closed.
C. To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization.
D. To describe the process of performing the work defined in the project management plan in order to achieve the project’s objectives.
Answers to Post-Test Questions
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8. Which of the following documents is not used as input for the Validate Scope process?
A. The project management plan, containing the scope baseline consisting of the project scope statement and its associated WBS and WBS dictionary.
B. The validated deliverables, completed and checked for correctness by the Control Quality process.
C. The requirements traceability matrix, linking requirements to their origin and tracing them throughout the project lifecycle.
D. The RACI matrix, describing accountabilities in case of product rejection.
Answers to Post-Test Questions
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9. Which document is developed along the risk management processes from identify risks through plan risk responses to Control Risks?
A. List of risk triggers
B. Risk register
C. Risk mitigation
D. Decision tree
Answers to Post-Test Questions
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10. The cost baseline is developed during which process?
A. Perform integrated change control
B. Estimate costs
C. Develop schedule
D. Determine budget
Answers to Post-Test Questions
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11. You are going to take over a new project as the project manager in an enterprise unknown to you. What should you investigate during the chartering process?
A. Enterprise environmental factors
B. Project management plan
C. Project risk register
D. Team performance reports
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12. Which of the following may be considered as the outputs of performing Quality Assurance?
A. Requested changes, organizational process assets, project management plan.
B. Requested changes, requested preventive actions, Quality metrics
C. Quality management plan, Quality metrics, Quality baseline
D. Quality control measurements, recommended preventive actions
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13. You are the project manager for a construction project. You have just finished creating a list of all the people who will directly affected by the project. What process group are you in?
A. Initiating
B. Planning
C. Executing
D. Monitoring and Controlling
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14. In which particular phase do the project sponsors have the greatest influence on the quality, scope, time and cost of the project?
A. Execution phase
B. Development phase
C. Close-down phase
D. Concept phase
Answers to Post-Test Questions
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15. _____________ is the process of performing the work defined in the project management plan to achieve the project’s objectives.
A. Validate Scope
B. Achieving Deliverables
C. Direct And Manage Project Work
D. Administrative Closure Procedure
Have a Great Day!
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