PMP Lesson1 (Cert Review and PMI-Isms)

Project Management Professional, PMP®

byGreat Learning

Education Centre

http://www.greatlearning.edu.hk/index.html

Course Content PMP Certification Review Knowledge Gaps and PMI Assumptions

Agenda for Lesson 1


Total 12 lessons

Lesson 1: ◦PMP Certification Review◦Knowledge Gaps and PMI Assumptions

Lesson 2: ◦Project Management Framework◦Project Management Processes

Lesson 3:◦ Integration Management

Course Content


Lesson 4:◦Scope Management◦PMP Exam Application Guidance

Lesson 5:◦ Time Management

Lesson 6:◦Cost Management

Lesson 7:◦Quality Management

Course Content


Lesson 8:◦Human Resources Management◦Communications Management

Lesson 9:◦Risk Management

Lesson 10:◦Procurement Management

Course Content


Lesson 11:◦Professional and Social Responsibility◦Exam Application

Lesson 12:◦Revision◦Sample questions

Course Content


Course Materials◦PMP Exam Prep 6th Edition (Rita Mulcahy)◦PMBOK® Guide 4th Edition

Reference◦Head First PMP, 2nd Edition - O’Reilly (will be released

on July, 2009)

Course Content


PMP Credential Handbook◦Can be downloaded at

http://www.pmi.org/PDF/pdc_pmphandbook.pdf Eligibility Requirements◦PM Experience + PM Education

PMP Certification Review

http://www.pmi.org/PDF/pdc_pmphandbook.pdf


Application procedure◦Online submit at PMI (90 days)◦Completeness Review (5 business days)◦Payment◦Audit Process (if selected)◦Exam eligibility period – 1 year from the date of the

application approval



Exam◦Close book exam◦Schedule exam at http://www.prometric.com

(Choose “Academic, Professional, Government & Corporate” then “Project Management Institute”)

◦Only 1 exam center in Hong Kong:Hong Kong Examination Authority

Rm 501 HKEA San Po Kong Sub-office17 Tsuek Luk Street, San Po Kong, Kowloon

◦2 exam sessions: 9:00-13:00 or 14:00-18:00◦Cancellation: 48 hours before the exam


http://www.prometric.com/


Exam◦ 200 multiple-choice questions in 4 hours◦ 4 choices per question◦ 175 scored + 25 unscored questions◦Passing mark: 106/175 (~61%)



Result◦Received immediately◦Overall: Pass / Fail◦Breakdown in domains: Proficient, Moderately Proficient

and Below Proficient◦Sample:



Cost◦US$555 for non-PMI member (~HK$4329)◦US$405 for PMI member (~HK$3159)◦US$129/year to become PMI individual member◦US$555 > US$129 + US$405 (Save US$21, or

HK$163.8!)



Reexamination◦3 attempts within 1 year eligibility exam period◦US$275 (PMI member), US$375 (non-PMI member)

Maintenance◦60 Professional Development Units (PDUs) in each

Continuing Certification Requirements (CCR) cycle◦CCR cycle: 3 years after you pass the exam◦US$60 (PMI member), US$150 (non-PMI member)



What is PMP Exam Like◦PMP EXAM IS NOT A TEST OF THE INFORMATION IN

THE PMBOK® Guide◦You cannot rely only on real-world experience◦ Training in professional project management that is

aligned with the PMBOK® Guide is critical



Process group breakdown◦Project Initiating - 11%◦Project Planning - 23%◦Project Executing - 27%◦Project Monitoring and Controlling - 21%◦Project Closing - 9%◦Professional and Social Responsibility - 9%

Latest information: http://www.pmi.org


http://www.pmi.org/


History◦Project Management Institute (PMI) founded in 1969◦1st edition of “A Guide to the Project Management

Body of Knowledge” (PMBOK® Guide) was published in 1996

◦2nd edition of PMBOK® Guide in 2000◦3rd edition of PMBOK® Guide in 2004◦4th edition of PMBOK® Guide in Dec 2008◦Project Management Professional (PMP) certification

was launched in 1984◦PMI Hong Kong Chapter was established in 1997

Introduction


General PMI-isms1. Project managers can save the universe, are

“wonderful” and “great,” and must be very skilled.2. The project manager puts the best interests of the

project first, not his or her own interests.3. The exam tests from the perspective of a large

project. So the project manager is working on a large project that involves 200 people from many countries, takes at least one year, has never been done before in the organization, and has a budget of US $100 million dollars or more.

Knowledge Gaps and PMI Assumptions


General PMI-isms4. Project managers have all the power and perform

all the activities in the real world as described in the PMBOK® Guide.

5. The project manager is assigned during project initiating, not later in the life of the project.

6. The project manager understands the process of project management; e.g., what to do first, second, etc., and why!

7. The project manager always knows why his or her project was selected by management to be done, and makes sure those objectives are met while planning and managing the project.



General PMI-isms8. The project manager spends time planning,

managing, assessing, and controlling scope, time, cost, quality, risk, resources, and customer satisfaction.

9. Organizations have a project management office, and that office has important, clearly defined authority over projects.

10. Organizations have project management policies, which the project manager adapts for use on his or her project. These policies may include project management methodologies, risk procedures, and quality procedures.



General PMI-isms11. Organizations have records (historical information)

for all previous projects that include what the work packages were, how much each work package cost, and what risks were uncovered (now referred to in the PMBOK®" Guide as part of organizational process assets). The project manager uses this past history from other projects to plan the current project.

12. The project manager works within the existing systems and culture of a company (enterprise environmental factors), and one of a project's results is to provide input to improve those systems.

13. A work breakdown structure (WBS) is used on every project.



General PMI-isms14. A project management plan is not a bar chart, but a

series of management plans. The project manager knows what is involved in creating a real project management plan.

15. The project manager creates other documents (project documents) in addition to the project management plan to help plan, manage, and control a project.

16. Stakeholders are involved throughout the project. Their needs are taken into account while planning the project and creating the communications management plan. They may also help identify and manage risks.



General PMI-isms17. People must be compensated for their work. (I am

serious; a question about this has appeared on the exam.)

18. PMI does not approve of gold plating (adding extra functionality).

19. Since most projects are managed in a matrix environment, such seemingly easy topics as motivation theories and powers of the project manager become quite serious on the exam.



Planning the project20. Planning is very important, and all projects must be

planned. 21. A project manager plans the project with input from

the team and stakeholders, not on his or her own.22. Part of planning involves deciding which processes

in the PMBOK® Guide should be used on each project.

23. There are plans for how every knowledge area except project management framework, project management processes, and integration management will be planned, managed, and controlled. These are called management plans, and every project has one for each knowledge area.



Planning the project24. If at all possible, all the required work and all the

stakeholders are identified before the project work actually begins.

25. The project manager determines metrics to be used to measure quality.

26. The project manager has a plan for continually improving processes.

27. The project manager creates a system to reward team members and stakeholders.

28. All roles and responsibilities are CLEARLY documented and assigned to specific individuals on the project. These may include things like reporting responsibilities, risk management assignments, and meeting attendance, as well as project work.



Planning the project29. Since the project has never been done before in the

organization, the project manager focuses extensively on identifying risks.

30. The stakeholders, as well as team members, are assigned risk identification and risk management duties.

31. The project manager realizes that managing risks saves the project time and money.

32. Project cost and schedule cannot be finalized without completing risk management.



Planning the project33. The project manager assesses whether the project

can meet the end date and other project constraints and objectives. He or she then meets with management to resolve any differences BEFORE the project work starts. The project manager knows unrealistic schedules are his or her fault.

34. The project manager plans when and how to measure performance against the performance measurement baseline, as documented in the project management plan, but he or she also has other measurements to use to determine how the project is performing while the work is being done.

35. The project management plan is approved by all parties, is realistic, and everyone believes it can be achieved.



Planning the project36. The exam defines a kickoff meeting in a way that

may be different from your understanding of a kickoff meeting.

During the project37. The project is managed to the project management

plan.38. A project manager measures against the project

management plan to help determine the project status throughout the life of the project.



During the project39. Projects are re-estimated throughout the life of the

project to make sure the end date or cost objectives will be met. Therefore, the project manager almost always knows if the project can meet the agreed-to end date and budget.

40. Delays must be made up by adjusting future work, rather than asking for more time.

41. The project manager has authority and power. He or she can say "No" and work to control the project for the benefit of the customer.



During the project42. The project manager lets others know they cannot

get something for nothing. A change in scope MUST be evaluated for its impacts to time, cost, quality, risk, resources, and customer satisfaction. The project manager has enough data about the project to do this analysis.

43. The project manager realizes that, over time, not everyone associated with the project will have the same understanding of what the project is and what could occur during the life of the project. Therefore, the project manager is continually looking to ensure everyone knows what is going on and has appropriate expectations.



During the project44. The project manager knows about and takes

seriously human resource responsibilities on a project.

45. The project manager spends time on such activities as team building and ensuring team performance.

46. The project manager is proactive and finds problems early, looks for changes, and prevents problems.

47. The project manager spends more time focusing on preventing problems than dealing with problems.



During the project48. Most problems that occur have a risk management

plan already created to deal with them.49. Risks are a major topic at every team meeting.50. Team meetings do not focus on status (that can be

collected by other means).51. All changes to the project management plan flow

through the change management process and integrated change control.

52. The project manager ensures that organizational policies are followed on the project.

53. The project manager recommends improvements to the performing organization's standards, policies, and processes. Such recommendations are expected and welcomed by management.



During the project54. Quality should be considered whenever there is a

change to any component of the project.55. Quality should be checked before an activity or work

package is completed.56. The project manager works closely with the quality

assurance/quality control department in performing some of the quality activities discussed in the PMBOK® Guide.

57. The project manager is actively involved with the procurement process and assists in managing procurements.

58. The project manager understands contract language.



During the project59. The project manager makes sure all the terms of

the contract are met, including those that do not seem important to him or her.

Closing the project60. The project manager archives all project records.61. No project is complete unless there has been final

acceptance from the customer.62. All projects produce a final report that gives the

project team a chance to announce that the project objectives have been met.



Course Content PMP Certification Review Knowledge Gaps and PMI Assumptions Next lesson:◦Project Management Framework◦Project Management Processes

Summary for Lesson 1


Q & AThank You!


Documents

PMP Lesson1 (Cert Review and PMI-Isms)