7/16/2020

PMP
Certification
Exam
LECTURE DELIVERED BY:
Preparation
Course AYMAN K. JARWAN, PMP, MBA, BSP

Who is Your Instructor?

Qualifications

• B.S. Nuclear Engineering Kansas State University 1995

• MSc Nuclear Engineering University of Michigan 1998
• MBA, Davenport University 2001

• Project Management Professional PMP

• Balanced Scorecard Professional BSP
• Microsoft Specialist: Managing Projects with Microsoft
Project 2013

Experience 25+ Yrs.

Ayman Jarwan
MBA, BSP, PMP
[email protected]

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PM Framework Team

• Who are you?

• What industry do you work in?
• How long have you been a PM?
• What project(s) are you currently working on?
• What formal PM education/training have you had?
• What are your course/session expectations?
• How prepared do you feel to take the PMP Exam?

Introduction
Generalities, Roles & Responsibilities
Process Groups & Knowledge Areas

Initiation Process Group

PMP905-04 Planning Process Group
• Planning Process Group – Introduction
• Planning Process Group – Scope Baseline
• Planning Process Group – Schedule Baseline
Course • Planning Process Group – Cost and Quality Baselines
Outline • Planning Process Group – Prepare HR, Communication &
Procurement Plans.
• Planning Process Group – Risk Register
• Planning Process Group - Stakeholder Plans

Executing Process Group

Monitoring and Controlling Process Group
Closing Process Group

Professional Responsibility

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◦ We should all be on time

◦ Attendance sheet must be signed daily
◦ Please tell me if I am speaking too quickly
Workshop ◦ Stop me and ask a question at any time
Rules ◦ Please put your phone on vibrate
◦ Leave the room if you must take a call
◦ The classroom is a non-smoking area
◦ Coffee breaks

PMI Membership
PMI Yearly Fee $129
New Member Fee $10
PMP Exam Fee $405

Total $544

PMP Non-member Fee $555

Register online: www.pmi.org

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Certified Associate in Project Management (CAPM)

Project Management Professional (PMP)

PMI Program Management Professional (PgMP)

Certifications PMI Agile Certified Practitioner (PMI-ACP)
PMI Risk Management Professional (PMI-RMP)
PMI Scheduling Professional (PMI-SP)

Requirements to Apply with a College Diploma

• A University Degree
• 4,500 hours of project management experience
• 35 PDUs (~ 35 hours of project management
education)
PMP
Application
Requirements to Apply without a College Diploma
Requirements • A High school diploma or equivalent
• 7,500 hours of project management experience
• 35 PDUs (~ 35 hours of project management
education)

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Review of Total Hours

Total working hours

3hrs/day x 12days = 36hrs

36 contact hours = 35
Project Management
Training

For full 35 PDUs, minimum

80% attendance is required

• Your project management experience

The PMP • Your common sense
Certification • Your knowledge of industry practices
Exam does
• Your knowledge of how to use software tools
NOT test:
• What you learned in management school
• Your intelligence

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The PMP Certification Exam does test:

• Your knowledge of PMBOK

• Your knowledge of PMI's processes & knowledge Areas
• Your understanding of the many terms that are used to describe the
processes
• Your ability to apply those processes in a variety of situations
• Your ability to apply key formulas to scheduling, costing, estimating, and
other problems
• Your understanding of professional responsibility as it applies to project
management

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Passing the
PMP Exam
• 4 Hours / 240 minutes
• 200 Questions Multiple Choice
A, B, C, D
• 72 sec / question
• 25 non-graded questions
• Pass Score : 106/175 correct or
60.6 %

Result: PASS or FAIL

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Level of •• Simply passing it is a terrific accomplishment!

Many of those who apply do not pass in the first, second
the Exam • Beware : Attending the Exam unprepared is a sure failure
or third time

• Number of PMPs worldwide

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1. Attend the PMP Course.

2. Listen, focus, and take notes
3. Write down your questions (with reference to slide # in
your handout)
4. Each 30-45 minutes, some time will be offered for
questions, discussions and sharing your experiences
with the group.

‘Pass the 5. After each day, read the relative PMBOK chapters
quickly
Exam’ 6. Re-read PMBOK thoroughly in parallel to the handouts
Roadmap and PMP Exam book
7. Solve at least 3-4 full PMP tests
8. Review your answers correct or wrong going back to
the PMBOK
9. Assess your weaknesses and restudy the sections you
are weak in.
10. When you achieve a score of 80% or more, you are
ready for the test

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PMBOK
Project Management
Body of Knowledge

• A GUIDE to the generally accepted

body of knowledge that defines
project management
• Provides a common language
• Serves as a reference resource
• Recognized as a standard (currently
ANSI and soon ISO)

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2011 2012 2013 2014 2015

SUCCESSFUL 29% 27% 31% 28% 29%

CHALLENGED 49% 56% 50% 55% 52%

FAILED 22% 17% 19% 17% 19%

Projects Status 2016

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IT Projects

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Temporary

What is a A temporary endeavor

undertaken to create a unique
Project? product, service or result
Project

Unique

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Temporary
• Definite beginning and definite end
• End is reached when objectives are achieved or
when project is terminated.
• Temporary does not necessarily mean short in
duration.
• Temporary does not generally apply to the product,
service, or result created by the project.

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Unique
• Every project creates a unique product,
service, or result.
• Even though repetitive elements may be
present in some project deliverables.

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• Developing a new pharmaceutical compound

for market
• Merging two organizations
Example of • Improving a business process within an
Projects organization
• Exploring for oil in a region
• Modifying a computer software program used
in an organization

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Project Drive
Change
Project is aimed at moving an
organization from one state to
another state to achieve a specific
objective.

Source PMBOK 6

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PMI defines business value as the net

quantifiable benefit derived from business
Project enable endeavor.
business value The benefit may be tangible, intangible, or
creation both.

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Example of tangible elements:

◦ Monetary assets
◦ Stockholder equity
◦ Market share
Project enable
business value Example of intangible elements:
creation ◦ Goodwill
◦ Brand recognition
◦ Reputation

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Project Initiation
Context
Meet regulatory, legal, or social
requirements
Satisfy stakeholder requests or
needs
Implement or change business or
technological strategies
Create, improve, or fix products, or
services

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The application of knowledge, skills, tools

and techniques to project activities to meet
project requirements.
The Importance Project Management is accomplished
of Project through the appropriate application and
integration of the processes identified for the
Management project.

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• Meet business objectives

• Satisfy stakeholder expectations
• Increase chances of success
Effective Project • Deliver the right products at the right time
Management • Manage constraints (e.g., scope, quality,
schedule, cost, time)
• Manage change in a better manner

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Missed deadlines Cost overruns

Poor Project
Management

Poor quality Rework

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Enables organization to:

• Tie project results to business goals
Effective & • Compete more effectively in their markets
Efficient Project • Sustain the organization
Management • Respond to the impact of business
environment changes on projects by
appropriately adjusting project management
plans.

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Relationships Among
Project A project may be managed in three
Management, separate scenarios:
Program ◦ As a stand-alone project
Management, and ◦ With in a program
◦ With in a portfolio
Portfolio
Management

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Relationships
Among Project
Management,
Program
Management,
and Portfolio
Management

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Relationships
Among Project Program and project management
focus on doing programs and
Management, projects the “right” way.
Program
Portfolio management focuses on
Management, and doing the “right” programs and
Portfolio projects.
Management

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The application of knowledge, skills, and

principles to a program to achieve the
program objectives and to obtain benefits
and control not available from managing
them individually.
Project management focuses on
Program interdependencies within a project to
Management determine the optimal approach for
managing the project.
Program management focuses on
interdependencies between projects and
between projects and the program level to
determine the optimal approach for
managing them.

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Actions related to these program and project

level interdependencies may include:

◦ Aligning with the organizational or strategic

direction that affects program and project goals
Program and objectives
Management ◦ Allocating the program scope into program
components
◦ Managing interdependencies among the
components of the program to best serve the
program

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Defined as projects, programs, subsidiary

portfolios, and operations as a group to
Portfolio achieve strategic objectives.
Management The program or project of the portfolio may
not necessarily be interdependent or directly
related.

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• Guide organizational investment decisions

• Select the optimal mix of program and projects
to meet strategic objectives
The Aim of • Provide decision-making transparency
Portfolio • Prioritize team and physical resource allocation
Management • Increase the likelihood of realizing the desired
return on investment.
• Centralize the management of the aggregate
risk profile of all components

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• Concerned with the ongoing production of

goods and or services
Operational • Ensure that business operations continue
efficiently by using the optimal resources
Management needed to meet customer demands
• Concerned with managing the processes
that transform inputs into outputs

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Project vs. Operations Work

Similarity:
Performed by individuals
Limited by constraints, including resource constraints
Planned, executed, monitored and controlled
Performed to achieve organizational objectives or strategic planes

Differences:

Projects Operations
Temporary Ongoing
Unique Repetitive

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Organizational Project Management (OPM) and

Strategies

Portfolio, programs, and projects are aligned with or driven by organizational

strategies and differ in the way each contributes to achievements of strategic
goals

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Organizational Project Management (OPM)

and Strategies

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Project and
Development
Life Cycle The series of phases a project passes through
from its start to completion.
Provides basic framework for managing the
project
Phases may be sequential, iterative, or
overlapping.

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Project and
Development
Life Cycle

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Project and
Development
Life Cycle
Development life cycle can be:
◦ Predictive
◦ Iterative
◦ Incremental
◦ Adaptive
◦ Hybrid

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Predictive
Project and The project scope, time, and cost are determined
(waterfall)
Development
Iterative
Life Cycle
Scope is generally determined early, but time and
cost are routinely modified
Incremental
The deliverable is produced through a series of
iterations that successively add functionality
within a predetermined time frame
Adaptive
The detailed scope is defined and approved
before the start of an iteration (agile)
Hybrid
A combination of a predictive and an adaptive

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Project management team determine the

Project and best life cycle for each project
Development Life cycle needs to be flexible
Life Cycle

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“A collection of logically related project

activities usually culminating in the
completion and approval of a major
deliverable”
Typically completed sequentially but can
Project Phase overlap in some project situations.
A project phase is NOT Project Management
Process Group.
The number of phases depend on the size,
complexity, and potential impact of the
project.

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Example of phase names:

◦ Concept development
◦ Feasibility study
◦ Customer requirements
Project Phase ◦ Design
◦ Prototype
◦ Build Test
◦ Transition
◦ Commissioning

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Phase Gate

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Process Definition
“A process is a set of interrelated actions and activities that are performed to
achieve a pre-specified set of products, results, or services.”

◦ Processes are composed of three elements:

◦ Inputs
◦ tools and techniques
◦ Outputs
◦ Processes are performed for a specific purpose.
◦ There are 49 unique processes identified in the PMBOK.

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A Sample PMBOK Process

1. Contract (when applicable) 1. Project selection methods 1. Project charter

2. Project Statement of Work 2. Project management
methodology
3. Enterprise environmental
factors 3. Project management
information system
4. Organizational process
4. Expert judgment
assets

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Project Management Five

Process Groups
Logical grouping in a project management processes to achieve specific
project objective.
Process groups are independent of project phase

1- Initiation
2- Planning
3- Executing
4- Controlling
5- Closing
(arrows represent flow of information)

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◦ Those processes performed to define a

Initiating new project or a new phase of an existing
project by obtaining authorization to start
Process the project or phase.
Group ◦ If not assigned, the project manager will be
selected.

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Those processes required to establish the

Planning scope of the project, refine the objectives,
Process and define the course of action required to
attain the objectives that the project was
Group undertaken to achieve.

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Executing Those processes performed to complete the

Process work defined in the project management
plan to satisfy the project specifications.
Group

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Monitoring
Those processes required to track, review,
and and regulate the progress and performance
Controlling of the project; identify any areas in which
changes to the plan are required; and initiate
Process the corresponding changes.
Group

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Closing Those processes performed to finalize all

Process activities across all Process Groups to
formally close the project or phase.
Group

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Process Groups Interact in a Project

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1. Project Integration Management

2. Project Scope Management
3. Project Schedule Management
Project 4. Project Cost Management
Management 5. Project Quality Management
Knowledge 6. Project Resources Management
7. Project Communication Management
Area 8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholders Management

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Project
Management
Process Groups
& Knowledge
Area Mapping

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Project • Work performance data

Management • Work performance information
Data &
• Work performance report
Information

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Project
Management
Data &
Information

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• Project management methodology

• A system of practices, techniques,
procedures, and rules
Tailoring
• The PMI project management standard is
recommended reference for tailoring.

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Project • Project business case

Management • Project benefits management plan

Business • Project charter and project management plan
Documents • Project success measures

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• Project sponsor is generally accountable for

the development and maintenance of the
Project project business case document.
Management • Project manager provide recommendations
Business and oversight
Documents • Some organizations the PBC and PBMP are
maintained at the program level.

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Project
Management
Business
Documents

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Project Business Case

Document provides the necessary information from a business standpoint
to determine whether the project is worth the required investment.

The business case is created as a result of one or

more of the following:

•Market demand
•Organizational need
•Customer request
•Technological advance
•Legal requirement

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Business needs
o Determination of the needs, documenting the
business problem or opportunity, identification
of stakeholders and scope.
Project Analysis of the situation
Business Case o Identification of organization strategies, goals,
objectives, root cause(s) of problem or main
Include contribution of an opportunity, gap analysis,
known risks, success factors.

Recommendation
Evaluation

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Describes how and when the benefits of the

Project project will be delivered.
Benefits A project benefit is defined as an outcome of
Management actions, behaviors, products, services or
Plan results that provide value to the sponsoring
organization.

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Target benefits Strategic Timeframe for

alignment realizing benefits

Project
Benefits
Management Benefits owner Metrics Assumptions
Plan Includes

Risks

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Project Charter
Project o Issued by the sponsor that formally authorizes
Charter and the project.
Project
Management Project Management Plan
Plan o Document describes how the project will be
executed, monitored, and controlled.

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Thank You

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