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Unit 1
Administrative Information
Location information:
Attendance expectations
Agenda
Unit 1: Introduction to PMP Examination Preparation
Unit 2: Project Management Framework and Standard for Project Management
Unit 3: Project Integration Management
Unit 4: Project Scope Management
Unit 5: Project Time Management
Unit 6: Project Cost Management
Unit 7: Project Quality Management
Unit 8: Project Human resources Management
Course Objectives
After completing this course, you should be able to:
Make the most of limited study time for taking the PMP exam
Become familiar with the exam format and question types
Develop a personal study plan
Identify personal areas of competency weakness
Reinforce knowledge of the nine Project Management Institute
(PMI ) Knowledge Areas, five Project Management Process
Groups
Wrap-Up of PMP
Examination
Preparation
Pace yourself - Study a little bit at a time making sure that you fully
understand the subject matter before moving on
Use the What did I do wrong? sheets at the end of each Study Guide chapter
to access where your stand
Study for the exam with a group of people who are also preparing for the
exam, to leverage what they know and to validate that you are on the right
track
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Ask yourself what would the PMBOK Guide say ... before your experience
Use multiple passes:
Answers are often in other questions; read ALL the questions and answers
Do all you are sure of first
Then those you have narrowed to two answers
Use a matrix scoring approach for those left
Finally, a guess is better than no answer; there is no penalty for wrong
answers
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Unit 3
PM Framework
What is a Project?
A project is a temporary endeavor undertaken to create a
unique product, service, or result.
Temporary
( definite beginning and definite end)
Most projects are undertaken to create a lasting outcome.
Unique
( different location, different design, different circumstances, different
contractors etc.)
Progressive Elaboration
Continuously improving and detailing a plan as more detailed and specific
information and more accurate estimates become available.
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Project Team
All the project team members, including the project
management team, the project manager and, for some projects,
the project sponsor
Areas of Expertise
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Process Group
Integration
Initiating
Planning
Executing
Closing
Develop Project
Charter
Develop Project
Management Plan
Close Project or
Phase
Scope
Collect Requirements
Verify Scope
Define Scope
Control Scope
Create WBS
Time
Define Activities
Control Schedule
Sequence Activities
Knowledge Area
Cost
Estimate Costs
Control Costs
Determine Budget
Quality
HR
Plan Quality
Develop HR Plan
Comm.
Identify
Stakeholders
Plan Communications
Distribute Information
Report Performance
Manage Stakeholder
Expectations
Risk
Identify Risks
Procurement
Plan Procurements
Conduct Procurements
Administer Procurements
Close
Procurements
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Triple constraints
Scope
cost
Time
Cost
scope
Project
constraints
Quality
Risk
Customer satisfaction
time
Customer
satisfaction
quality
risk
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Program Management
A program is defined as a group of related projects managed in a
coordinated way to obtain benefits and control not available from
managing them individually.
Portfolio Management
A portfolio is a collection of projects or programs and other work that are
grouped together to facilitate effective management of that work to meet
strategic business objectives.
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Stakeholders
Stakeholders are persons or organizations (e.g., customers, sponsors, the
performing organization, or the public), who are actively involved in the project or
whose interests may be positively or negatively affected by the performance or
completion of the project.
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Organizational Influences
Since projects are typically part of an organization that is larger
than the project, the project is influenced by a number of aspects
of the larger organizational structure:
Organizational process assets
include any or all process related assets, from any or all of the organizations
involved in the project that can be used to influence the projects success
Organizational Structure
The structure of the performing organization often constrains the availability of
resources.
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Organizational Influences
Organizational process assets
Organizational process assets may be grouped into two categories:
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The Project Manager and the project team are responsible for
determining what processes from the Process Groups will be employed
and the degree of rigor to be applied to the execution of the processes to
achieve the objectives of the project
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Process Interactions
Project Management Process Groups are linked by the objectives they
produce, with the results or outcomes of one generally becoming an input to
another or is a deliverable of the project
Note: Many of the Inputs, Tools & Techniques, and Outputs for the 42 Project Management
processes appear in more than one of the Project Management Process Groups; many of these
will be addressed only once in the following Units unless additional information specific to a
Process Group needs to be addressed
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Questions
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B ) Integrator.
C ) Coordinator.
D ) leader.
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B ) Integrator.
C ) Coordinator.
D ) leader.
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A ) Initiating.
B ) planning.
C ) Executing.
D ) Monitoring and controlling.
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A ) Initiating.
B ) planning.
C ) Executing.
D ) Monitoring and controlling.
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B ) Planning.
C ) Closing.
D ) Initiating.
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B ) Planning.
C ) Closing.
D ) Initiating.
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A ) Project manager.
B ) Sponsor.
C ) PMO.
D ) Team.
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A ) Project manager.
B ) Sponsor.
C ) PMO.
D ) Team.
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Thank you
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