KCS Academy PMP Exam Prep Course Chapter 3 - Project Management Processes

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KCS ACADEMY

CAPM / PMP EXAM PREP COURSE

TRANSFORMING ORGANIZATIONS FROM WITHIN

KCS ACADEMY CAPM / PMP EXAM PREP COURSE

COURSE ADMINISTRATION

COURSE OBJECTIVES

CAPM & PMP TEST

PREPARATION

LEARNING THE:

INPUTS,

TOOLS & TECHNIQUES,

OUTPUTS

THAT ARE FOUND IN A

GUIDE TO THE PROJECT

MANAGEMENT BODY OF

KNOWLEDGE, (PMBOK)

5TH EDITION, PROJECT

MANAGEMENT

INSTITUTE, Inc., 2013

C

COURSE ATTENDEES

THIS COURSE IS

INTENDED FOR

EXPERIENCED AND

PRACTICING

CANDIDATES

2 YEARS OF PROJECT

MANAGEMENT

EXPERIENCE

PMP CANDIDATES

SHOULD HAVE 3 YEARS

OF DOCUMENTED WORK

EXPERIENCE

CANDIDATES MUST BE

PREPARED TO RECEIVE

35 HOURS OF DETAILED

INSTRUCTION

ABOUT THE

CURRICULUM

THIS CURRICULUM IS

INTENDED FOR USE

WITH THE PMBOK 5TH

EDITION

THE WORKBOOK AND

TRAINER SLIDE DECK

ARE INTEGRATED WITH

QUIZZES, EXERCISES,

HOMEWORK AND MOCK

EXAMS

EACH CANDIDATE WILL

RECEIVE A COPY OF THE

WORKBOOK, CHAPTER

QUIZZES, FLASH CARDS,

AND 2 PRACTICE EXAMS


DAY 1

FUNDAMENTALS

DAY 2

MATH SKILLS

DAY 3

SOFT SKILLS

COURSE AGENDA

INTRODUCTIONS

COURSE AGENDA

CHAPTER 1

CHAPTER 2

CHAPTER 3

LUNCH

CHAPTER 4

CHAPTER 5

QUIZ #1

QUIZ REVIEW

CHAPTER 6

CRITICAL PATH

CHAPTER 7

LUNCH

EVM EXERCISES

CHAPTER 8

HW OVERVIEW

QUIZ #2

QUIZ REVIEW

HW REVIEW

CHAPTER 9

CHAPTER 10

LUNCH

CHAPTER 12

CHAPTER 13

HW OVERVIEW

HW REVIEW

CHAPTER 11

MOCK EXAM

LUNCH

MOCK EXAM

REVIEW

PMI AND

PROMETRIC Q & A

COURSE CRITIQUE

DAY 4

RISK & MOCK EXAM


1.0 WHAT DO THESE (5) SUCCESS FACTORS SAY ABOUT THE KCS REQUIREMENTS FOR CLASS

PARTICIPATION?

2.0 WHAT DO THESE CLASSROOM REQUIREMENTS MEAN TO YOU?

3.0 WHY ARE THESE CLASSROOM REQUIREMENTS NECESSARY TO CREATE AN AWESOME TRAINING

EXPERIENCE?

THE PMP WHISPERER’S 5 POINTS OF LIGHT

PARTICIPATE SUPPORT COLLABORATE EXCHANGE CREATE


TELL US A LITTLE ABOUT YOU

NAMEROLE

COMPANYLOCATION

INDUSTRY


A LITTLE ABOUT YOUR INSTRUCTOR



1.0 THE INTRODUCTION

2.0 ORGANIZATIONAL

INFLUENCES AND PROJECT

LIFE CYCLE

3.0 PROJECT

MANAGEMENT PROCESSES

PROJECT MANAGEMENT – THE FRAMEWORK

INTRODUCTION OVERVIEW

3.1

COMMON PROJECT MANAGEMENT PROCESS INTERACTIONS

3.2

PROJECT MANAGEMENT PROCESS GROUPS

3.3

INITIATING PROCESS GROUP

3.4

PLANNING PROCESS GROUP

3.5

EXECUTING PROCESS GROUP

3.6

MONITORING AND CONTROLLING PROCESS GROUP

3.7

CLOSING PROCESS GROUP

3.8

PROJECT INFORMATION

3.9

ROLE OF THE KNOWLEDGE AREAS

THE PMBOK PROCESSES ARE ITERATIVE IN

NATURE AND MANY ARE REPEATED DURING THE

PROJECT LIFE CYCLE

THE PMBOK PROCESSES OFTEN OVERLAP AND

CAN BE TAILORED BASED ON THE NEEDS OF THE

PROJECT AND THE EXPERIENCE OF THE PROJECT

MANAGER AND PROJECT TEAM

THE INTERGRATIVE NATURE OF PROJECT

MANAGEMENT REQUIRES THE PROCESSES OF THE

MONITORING AND CONTROLLING PROCESS

GROUP TO SIMULTANEOUSLY INTERACT WITH

THE PROCESSES IN THE REMAINING (4) PROCESS

GROUPS

THE PROCESS GROUPS ARE LINKED BY THE KEY

DELIVERABLES OF EACH PROCESS GROUP

3.1 COMMON PROJECT MANAGEMENT PROCESS INTERACTIONS


WHY IS THE MONITOR AND CONTROL PROCESS

GROUP UNDERSTOOD TO BE A BACKGROUND

PROCESS GROUP OF THE REMAINING (4) PROCESS

GROUPS?

THE PMBOK PROCESSES ARE LISTED AS GUIDES

FOR THE APPLICATION OF APPROPRIATE

_________________________________________________ ,

_________________________________________________ ,

_________________________________________________ ?

PROJECT MANAGEMENT PROCESS GROUPS ARE

LINKED BY THEIR MAJOR DELIVERABLES. WHAT

ARE THE MAJOR DELIVERABLES OF THE

INITIATION PROCESS GROUP?

PMBOK PROCESSES OFTEN OVERLAP AND

______________ OVER TIME?

NOTES


THE (5) PMBOK PROCESS GROUPS HAVE CLEAR

DEPENDENCIES, ARE INTERACTIVE, ITERATIVE,

AND INDEPENDENT OF INDUSTRY APPLICATION

THE PROCESS GROUPS ARE NOT PROJECT LIFE

CYCLE PHASES

IT IS POSSIBLE FOR ALL (5) PROCESS GROUPS TO

BE PERFORMED WITHIN A PHASE

THERE ARE A TOTAL OF 47 PMBOK PROCESSES.

THE PROCESSES ARE GROUPED AS FOLLOWS:

(2) IN INITIATING

(24) IN PLANNING

(8) IN EXECUTING

(11) IN MONITORING AND CONTROLLING

(2) IN CLOSING

3.2 PROJECT MANAGEMENT PROCESS GROUPS


HOW MANY PROCESSES ARE IN EACH PROCESS

GROUP?

THE ITERATIVE NATURE OF PROJECT

MANAGEMENT MEANS THAT PROCESSES FROM

ANY PROCESS GROUP MAY BE

_________________________________________________?

THE (5) PROCESS GROUPS ARE ________________ OF

INDUSTRY APPLICATION?

NOTES


THE INITIATING PROCESS GROUP GENERATES

THE FOLLOWING DELIVERABLES:

PROJECT CHARTER

STAKEHOLDER REGISTER

A SUMMARY LEVEL COST, SCOPE, AND MILESTONE

LEVEL SCHEDULE ARE GENERATED WITHIN THE

PROJECT CHARTER

IF NOT PREVIOUSLY ASSIGNED THE PROJECT

MANAGER WILL BE SELECTED

THE PROJECT IS AUTHORIZED WHEN THE

PROJECT CHARTER IS APPROVED (SIGNATURE)

BUSINESS CASE ASSESSMENTS, PROJECT

SELECTION, AND PROJECT FUNDING OCCUR

OUTSIDE OF THE PMBOK PROJECT BOUNDARIES

3.3 INITIATING PROCESS GROUP


THE INITIATING PROCESS GROUP IS PERFORMED

TO DEFINE:

_________________________________________________ ?

FUNDING, ______________, AND ____________________

OCCUR PRIOR TO THE INITIATING PROCESS

GROUP?

THE PROJECT MANAGERS SELECTION IS

CAPTURED IN THE:

_________________ ___________________ ?

THE PROJECT BOUNDARIES ARE DEFINED AS?

THE KEY PURPOSE OF THE INITIATING PROCESS

GROUP IS TO?

NOTES


THE PLANNING PROCESS GROUP DEFINES THE

PRODUCT SCOPE, PROJECT SCOPE, PROJECT

OBJECTIVES, AND THE PLANS TO ACHIEVE THEM

THE MAJOR DELIVERABLES FROM THE PLANNING

PROCESS GROUP, ARE, THE PROJECT

MANAGEMENT PLAN, THE PERFORMANCE

BASELINE, AND FORMAL PROJECT DOCUMENTS

POST-EXECUTION CHANGES MAY TRIGGER

REVISIONS TO THE PROJECT PLANS AND

DOCUMENTS. THIS DOES NOT CREATE A NEW

PLAN JUST REVISIONS TO THE ORIGINAL PLAN

WHEN PLANNING IS WELL MANAGED IT IS MUCH

EASIER TO GET STAKEHOLDER BUY-IN

THE PROJECT TEAM SHOULD SEEK INPUT FROM

ALL APPLICABLE STAKEHOLDERS DURING

PLANNING

3.4 PLANNING PROCESS GROUP


STAKEHOLDERS HAVE A HARDER TIME BASHING PLANS THEY WERE ___________ OF _____________?

THE PM PLAN IS MADE UP OF _________ SUB-PLANS,

______________ BASELINES, AND SEVERAL FORMAL

PROJECT __________________?

THERE ARE ___________________ PROCESSES IN THE

PLANNING PROCESS GROUP?

SENIOR LEADERSHIP WANTS THE PROJECT

MANAGEMENT STAFF TO BE _________________ AND

________________________ DURING PLANNING?

EFFECTIVE USE OF THE ______________ ______________

BASE AIDS IN COMPRESSING THE PLANNING CYCLE?

NOTES


THE EXECUTING PROCESS GROUP BRINGS

ABOARD THE PROJECT STAFF TO EXECUTE THE

PLAN CREATED BY THE PROJECT MANAGEMENT

STAFF

THE PROJECT MANAGEMENT STAFF SHIFTS

GEARS INTO THEIR POST-PLANNING ROLE OF

MONITORING, CONTROLLING AND CLOSING

THE PROJECT MANAGER HAS (2) STAFFS, (2)

CUSTOMERS (PARENT ORGANIZATION & PROJECT

INITIATOR), BECOMES A CUSTOMER IN PLANNING

(TO HIS/HER VENDORS), AND MUST DEVELOP A

COHESIVE TEAM THROUGH HIS/HER OWN

LEADERSHIP AND TO A LARGER EXTENT

THROUGH THE LEADERSHIP OF OTHER

MANAGERS AND SUPERVISORS

SUCCESS FOR THE PROJECT TEAM IS REFLECTED

IN IT’S PERFORMANCE AGAINST THE

INTEGRATED PERFORMANCE BASELINE OF COST,

SCHEDULE, AND SCOPE

3.5 EXECUTING PROCESS GROUP


WHICH PROJECT TEAM STAFF BEGINS IT’S WORK

IN THE EXECUTION PROCESS GROUP?

THE PROJECT MANAGER IS RESPONSIBLE FOR

MEETING THE EXPECTATIONS OF THE

__________________________________________________

AND THE _______________________________________ ?

THE PROJECT TEAM’S SUCCESS IS MEASURED

AGAINST?

THE SHAPE OF STAFFING AND COST CURVES DOES

WHAT AS THE PROJECT TRANISITIONS INTO THE

EXECUTION PROCESS GROUP?

NOTES


THE MONITORING AND CONTROLLING PROCESS

GROUP CONTAINS THE PROCESSES THAT:

TRACK, ANALYZE, AND NOTE TRENDS

MAKE APPROPRIATE ADJUSTMENTS TO REMAIN

ON PLAN OR REBASELINES THE EFFORT

PROVIDES FORECASTS OF FUTURE PROJECT

TEAM PERFORMANCE

ASSESSES, APPROVES, OR REJECTS CHANGE

REQUESTS WHILE PROVIDING JUSTIFICATION,

IMPACT AND ANY RELEVANT ALTERNATIVES

MAKES UPDATES TO THE PROJECT MANAGEMENT

PLAN

MONITORS AND CONTROLS THE ENTIRE PROJECT

EFFORT FROM INITIATING THROUGH CLOSING

COORDINATES PROJECT PHASES IN ORDER TO

KEEP THE MAIN PROJECT ON TASK

3.6 MONITORING AND CONTROLLING PROCESS GROUP


WHEN DOES THE MONITORING AND

CONTROLLING FUNCTION BEGIN AND END

DURING THE PROJECT LIFE CYCLE?

WHAT IS THE ROLE OF THE MONITORING AND

CONTROLLING PROCESS GROUP WITHIN THE

CHANGE MANAGEMENT PROCESS?

THE MONITORING AND CONTROLLING PROCESS

GROUP CONTROLS THE ______________________ OF

PROJECT PHASES IN ORDER TO _________________ ?

THE PROJECT TEAMS PROVIDES:

_______________ OF FUTURE PROJECT TEAM

PERFORMANCE?

NOTES


THE CLOSING PROCES GROUPS PERFORMS (2)

TYPES OF CLOSURES:

CONTRACT CLOSURE FROM A CUSTOMER AND

VENDOR PERSPECTIVE

ADMINISTRATIVE CLOSURE FROM AN

ORGANIZATIONAL AND TEAM PERSPECTIVE

THE COMPLETION OF THE CLOSURE PROCESSES

ENSURES:

THE DEFINED PROCESSES ARE COMPLETED

WITHIN ALL PROCESS GROUPS

THE FORMAL ESTABLISHMENT OF PROJECT OR

PHASE CLOSURE

THE FORMAL ESTABLISHMENT OF PREMATURE

PROJECT OR PHASE CLOSURE

3.7 CLOSING PROCESS GROUP


PROJECT CLOSURE ACTIVITIES MUST BE

COMPLETED FOR PROJECTS THAT SATISFIED ALL

TERMS AND CONDITIONS OF ITS CONTRACT AND

____________________ WHICH DID NOT?

THE ADMINSTRATIVE CLOSURE CONSISTS OF

WHAT TYPE OF TASKS?

CONTRACT CLOSURE INVOLVES WHAT TYPES OF

TASKS?

THE CLOSING PROCESS GROUP ASSESSES THE

STATUS OF ALL ______________________ ?

THE CLOSING PROCESS GROUP FORMALLY

ESTABLISHES?

NOTES


PROJECT DATA ALSO KNOWN AS WORK PERFORMANCE DATA (WPD) IS A DIRECT OUTPUT OF THE DIRECT AND MANAGE PROJECT WORK PROCESS

THE WPD FROM THE DIRECT AND MANAGE PROJECT WORK PROCESS IS TYPICALLY NUMERICAL BASED AND IS ANALYZED, COMPARED AND CONTRASTED TO THE PROJECT MANAGEMENT PLAN IN ORDER TO:

PRODUCE A TEXT BASED SUMMARY OF THE PROJECT TEAMS PERFORMANCE AGAINST THE PLAN. THIS SUMMARY IS CALLED WORK PERFORMANCE INFORMATION (WPI)

THE PROJECT MANAGEMENT STAFF UTILIZES THE WPI WITHIN THE MONITOR AND CONTROL PROJECT WORK PROCESS TO MAKE APPROPRIATE ADJUSTMENTS, CHANGES, AND FORECASTS

THE EFFORT WITHIN THE MONITOR AND CONTROL PROJECT WORK PROCESS IS THEN CAPTURED WITHIN A FORMAL WORK PERFORMANCE REPORT (WPR) WHICH IS THEN DISSEMINATED TO THE APPRORIATE PROJECT STAKEHOLDERS AND ARCHIVED AS A FORMAL PROJECT DOCUMENT

3.8 PROJECT INFORMATION


SEE PMBOK PAGE

467 - THE REFINED

DATA MODEL

DIAGRAM

PROJECT INFORMATION IS BROKEN DOWN INTO

(3) MAIN ELEMENTS WHICH ARE?

WHAT IS THE CORRECT PROGRESSION OF

PROJECT INFORMATION?

WPD ORIGINATES IN WHICH PROCESS GROUP?

WPI AND WPR ORIGINATE IN WHICH PROCESS

GROUPS?

WPI IS A: ______________________________________ ?

WHAT TYPE OF INFORMATION IS CAPTURED IN A

WPR?

IDENTIFY THE 6 DESTINATIONS OF THE WPR?

NOTES


THE 47 PROCESSES OF THE PMBOK GUIDE ARE

GROUPED INTO (10) KNOWLEDGE AREAS

A KNOWLEDGE AREA CONTAINS A SET OF

CONCEPTS, TERMS, AND ACTIVITIES THAT ARE

SPECIFIC TO AN INDUSTRY FIELD, PROJECT

MANAGEMENT FIELD, OR AN AREA OF

SPECIALIZATION

THE 10 KNOWLEDGE AREAS ARE USED ON

MOST PROJECTS MOST OF THE TIME

SEE PMBOK PAGE 61 FOR THE PROJECT

MANAGEMENT PROCESS GROUP AND

KNOWLEDGE AREA MAPPING DIAGRAM

THE KNOWLEDGE AREAS CONTAIN THE ITTOS

FOR EACH KNOWLEDGE AREA PROCESS AND

ARE SUPPORT ELEMENTS TO THE (5) PROCESS

GROUPS

3.9 ROLE OF THE KNOWLEDGE AREAS


THE TEN KNOWLEDGE AREAS ARE?

KNOWLEDGE AREAS ARE

__________________________ OF PROCESS GROUPS?

THERE ARE ____ PROCESSES CONTAINED IN ______

KNOWLEDGE AREAS WHICH ARE SUPPORT

ELEMENTS OF THE _______ PROCESS GROUPS?

THE KNOWLEDGE ARE USED ON?

A KNOWLEDGE AREA CONTAINS?

NOTES


PROCESS GROUP AND KNOWLEDGE AREA MAPPING

CHAPTER 3 SUMMARY

What is the correct

progression of

project

information?

Identify the (2)

types of closures

found within the

Closing Process

Group

Identify the (2)

main Control

Processes found

within the Monitor

& Control Process

Group?

How many

processes are

found within the

Planning Process

Group?

What (2) process

deliverables are

outputs of the

Initiating Process

Group?

What is the proper

progression of the

(5) Process

Groups?

Which Knowledge

Area contains the

most processes in

the Execution

Process Group?

Which Process

Group operates at

the same time as

processes in the

other (4) Process

Groups?

A Knowledge Area

is made up of?

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KCS Academy PMP Exam Prep Course Chapter 3 - Project Management Processes