Introduction to PMP Exam Prep

Unit 1

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Administrative Information
Start on time = End on time
Location information:
Emergency phone number
Local emergency exit procedures
Floor layout
Class time: 2:00p.m. - 10:00 p.m.
Student notebook and handouts
Attendance expectations

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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
Unit 9: Project Communications Management
Unit 10: Project Risk Management
Unit 11: Project Procurement Management
Unit 12: Professional and Social Responsibility

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 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
Reinforce knowledge of the nine Project Management
Institute (PMI ) Knowledge Areas, five Project Management
Process Groups

Help you to prepare for the PMP Certification Exam

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Wrap-Up of PMP
Examination
Preparation

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 About the Exam (1 of 3)

PMP Certification Examination measures the application of knowledge,

skills, tools, and techniques that are utilized in the practice of project
management.
25 pretest questions are randomly placed throughout the new
examination to gather statistical information on the performance of these
questions in order to determine whether they may be used on future
examinations; these
25 pretest items are included in the 200 four-option multiple-choice
question examination, but will not be included in the pass/fail
determination
Candidates are scored on 175 questions; to pass, candidates must answer a
minimum of 106 of the 175 scored questions correctly

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 About the Exam (2 of 3)
The agreed time to complete the examination being 4 hours

All candidates are given one year to take the examination, this one-year eligibility
period begins when a candidate's application is approved

Candidates have three opportunities to take and pass the PMP examination
within their one-year eligibility period; if candidates do not succeed on the third
attempt, candidates have to wait one year from their third unsuccessful attempt
before being permitted to test again

The exam covers the six performance domains, the five project management
process groups (Initiating, Planning, Executing, Monitoring and Controlling, and
Closing)

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 About the Exam (3 of 3)

The examination blueprint will cover the following six domains; breakdown of
questions:
Initiating the Project - 11%
Planning the Project - 23%
Executing the Project - 27%
Monitoring and Controlling the Project - 21%
Closing the Project - 9%
Professional and Social Responsibility - 9%

There is no single reference for studying for the examination. You should study and
understand what PMI has in the PMBOK Guide, the foundation document, but it
isn't the only source you should use

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 Study Hints and Tips (1 of 2)
Start studying at least one month prior to when you are scheduled to take the
exam

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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 Study Hints and Tips (2 of 2)

Where possible, have someone who has already taken the exam facilitate the
group sessions; if not possible, discuss the exam on your own with someone
who has taken it already

Take and retake any sample examinations to which you have access

Review definitions daily

The day before the exam give yourself a break......Relax

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 Getting Ready to Take the Exam

The Exam

Food and drink have to be consumed outside of the test room

There are no formal breaks given, the clock continues to run while you are away

Bring your PMI letter with the voucher number

Bring a picture ID

You are not allowed to bring in pencils, an eraser or dictionary; pencils and
paper are provided, and the paper is collected when you finish

PMI allows the use of a standard six-function, non-programmable business

calculator, with no text or spreadsheet capability

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 Exam Taking Tips (1 of 2)
Write down all formulas and acronyms at the start, while your mind is fresh

READ the question and ALL the answers

Look for highlighted qualifiers, such as BEST, FIRST, EXCEPT, MOST,

GREATEST, MAJOR, NOT, NEVER, ALWAYS; PMI states that they are
working to eliminate these over time

Use elimination, only one answer is correct

Rank the answers by correctness or always true

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 Exam Taking Tips (2 of 2)

Look for PMBOK Guide phrases

Ask yourself what would the PMBOK Guide say ... before your experience

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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Project Management
Professional

01- Introduction to Project Management

DR. Islam Nazier
PhD, MBA, PMP, ITIL, MCSE
What does this Symbol Mean?
 What is a project?

A project is a temporary endeavor undertaken to

create unique product or service or result.

Attributes of projects:

Temporary: Projects have a definite beginning and end, not

an on-going effort. Projects end when the project objectives
have been attained or when it becomes clear that the project
objectives will not or cannot be met, or the need for the project
no longer exists and the project is terminated.

Unique: Projects involve doing something that has not been

done before and which is, therefore, unique. i.e., they are
 Other Project Characteristics

Well Define Objectives (expected result or product).

The objective of a project is usually defined in terms of scope, schedule,

and cost.

It is also expected that the scope will be accomplished in a quality

manner and to the customers satisfaction.

Series of interdependent tasks

A project is carried out through a series of interdependent tasks in a

certain sequence (logic) in order to achieve the project objective.

Requires resources, often from various areas.

 Other Project Characteristics

Projects are multidisciplinary

They require input from people with different kinds of knowledge
and expertise.
Projects are characterized by conflict
Scope, schedule and estimate are conflicting with each other.
The needs of various stakeholders conflict with each other.
Some of the most intense and intractable conflicts are those
between members of the project team.
Projects do not exist in isolation.
They are often parts of other entities or programs.
 The Triple Constraint of Project
Management
Scope The successful accomplishment of the
project objective is usually constrained
by three factors: scope, cost, and
schedule. A fourth factor is the customer
satisfaction

Scope is all the work that must be done

to satisfy the customer that the
deliverables (the tangible product or
Cost
items to be provided) meet the
Schedule specifies when each activity shouldor
requirements start and finish.
acceptance The
criteria
Customer
project objective usually statesagreed
the time by which
upon the project
at the onset of thescope
project.
mustSatisfaction
be completed in terms of a specific date agreed upon by the
customer and the project.
Customer satisfaction is based on a set of criteria agreed upon with the
customer. To help the achievement of this objective, it is important to
Schedule
develop the criteria before the start of the project execution, usually at
the planning stage of the project lifecycle.
 How Projects are Born

Projects are born when a need is identified by the

customer
 Projects, programs, operations

Plan, Portfolio, Program, Project and Project

Subproject R
Program
Several
The projects
behierarchy
grouped within
structure
together aform
specific
consists
to portfolio can
aofprogram
Strategic Project B
Project
A program is a group of projects managed in a A
M E
coordinated way, to obtain benefits not
available from managing them individually
Operations
Note: Many programs consist of projects as
well as of ongoing operations.

Operations are ongoing and repetitive. They involve work that is continuous
without an ending date, and often repeat the same processes and produce the
same results. The purpose of operations is to keep the organization
functioning, while the purpose of a project is to meet its goals and to conclude.
Ongoing operations must not be included as part of the project.

Ongoing operations MUST NOT be included as part of the project.

 Project vs. Program Managers

Project managers work with project sponsors, a project

team, and other people involved in a project to meet
project goals

Program managers oversee programs and often act as

bosses for project managers
 Program Example

Building a new shopping mall

Many projects exist underneath this program, such as diggings,

construction, interior design, store placement, marketing, facilities
management, and so on.

Each of the projects has its own project manager, who reports to a
project manager with responsibility over several of the areas, who
in turn reports to the head project manager over the entire
program.

All the projects are related and are managed together so that
collective benefits are realized and controls are implemented and
managed in a coordinated fashion.
 Project Portfolio Management

Portfolio management encompasses managing the collections of

programs and projects in the portfolio.

Portfolio managers help their organizations make wise investment

decisions by helping to select and analyze projects from a strategic
perspective

Portfolio management is generally performed by a senior manager in

the organization.

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 Project Management vs.
Project Portfolio Management
 What is Project Management?

Project Management
The application of knowledge, skills, tools and techniques to project
activities to meet the project requirements

Project managers
are the people responsible for managing the project processes and
applying the tools and techniques used to carry out the project
activities.

Project managers strive to meet the triple constraint by

balancing project scope, time, and cost goals
Project Management Framework
 Project Stakeholders

Stakeholders are the people involved in or affected by

project activities (positively or negatively)

Stakeholders include:

The project sponsor

The project manager

The project team

Support staff

Customers
 Nine Project Management Knowledge Areas

Knowledge areas describe the key competencies that

project managers must develop

Four core knowledge areas lead to specific project objectives

(scope, time, cost, and quality)

Four facilitating knowledge areas are the means through which the project
objectives are achieved (human resources, communication, risk,
procurement management, and Stakeholder Management plan).

One knowledge area (project integration management) affects and

is affected by all of the other knowledge areas
Project Management Tools and Techniques

Project management tools and techniques assist

project managers and their teams in various aspects of
project management

Some specific ones include:

Project charter, scope statement, and WBS (scope)

Gantt charts, network diagrams, critical path analysis, and critical

chain scheduling (time)

Cost estimates and earned value management (cost)

 Project Manager Responsibilities

Planning the project

Organizing the day-to-day activities of a project

Staffing the team

Assemble the project team with the right mix of skills, then promote and
create teamwork.
Leading the project team
[motivation, decision making, constructive feedback]
Controlling project progress & performance
Question and Answers