PMP EXAM REFRESHER

What’s New in PMBOK 7 Edition ?

th

PMBOK 2021 flaunts three new changes. Through

them, PMI ensures that its resource is more suitable
for modern project management challenges.
INCORPORATION OF NEW
PROJECT MANAGEMENT
APPROACHES
Up till PMBOK 6, the guide focused on waterfall project
management techniques. However, these have proven to
be inefficient in today’s fast pace. Especially as product
lifecycles are shorter and project or product requirements
can change over time.

In addition to conventional methods, PMBOK 7th edition

focuses on agile project management methods and
approaches as well as hybrid methods. These methods
SHIFT FROM PROCESS-
ORIENTED TO PRINCIPLES
ORIENTED APPROACH
This is the fundamental change in the PMBOK. From this
edition, project management standards will be principle-
based rather than process-based. Not only does this
support the Agile paradigm, but it also marks a shift in
scope. The focus now includes project outcomes in
addition to project deliverables.

The Standard for Project Management highlights 12

principles which define the whats and whys of project
management to achieve a strong project outcome.
 1) Be a diligent, respectful, and caring steward
12
Principl 2) Build a culture of accountability and respect
es are: 3) Engage stakeholders to understand their interests
and needs
4) Focus on value

5) Recognize and respond to systems’ interactions

6) Motivate, influence, coach, and learn

7) Tailor the delivery approach based on context

8) Build quality into processes and results

9) Address complexity using knowledge, experience,

and learning
10) Address opportunities and threats

11) Be adaptable and resilient

12) Enable change to achieve the envisioned future

state
INTRODUCTION OF THE
VALUE
DELIVERY SYSTEM
This is a holistic system which ensures projects
deliver business value. It also provides a good
strategy that would help achieve the tangible and
intangible benefits received by stakeholders.

The Value Delivery System comprises portfolios,

programs, projects, and operations. It creates a
smooth and predictive workflow and supports
decision making.
This is possible by defining organizational
strategies for identifying business objectives.
 NEW PMP EXAM 2021 COVERAGE OF TOPICS
Lesson 01 - Creating A High Performing Manage Communications
Team
Engage Stakeholders
Build A Team
Create Project Artifacts
Define Team Ground Rules
Manage Project Changes
Negotiate Project Agreements
Manage Project Issues
Empower Team Members And Stakeholders
Ensure Knowledge Transfer For Project Continuity
Train Team Members And Stakeholders
Engage And Support Virtual Teams Lesson 04 - Keeping The Team On
Build Shared Understanding About A Project Track
Lesson 02 - Starting The Project
Lead A Team
Determine Appropriate Project Methodology/Methods And
Practices Support Team Performance

Plan And Manage Scope Address And Remove Impediments, Obstacles,

And Blockers
Plan And Manage Budget And Resources
Manage Conflict
Plan And Manage Schedule
Collaborate With Stakeholders
Plan And Manage Quality Of Products And Deliverables
Mentor Relevant Stakeholders
Integrate Project Planning Activities Lesson 05 - Keeping The Business In
Apply Emotional Intelligence To Promote Team
Plan And Manage Procurement Mind
Performance
Establish Project Governance Structure Manage Compliance Requirements

Plan And Manage Project/Phase Closure Evaluate And Deliver Project Benefits And Value
Lesson 03 - Doing The Work Evaluate And Address Internal And External
Assess And Manage Risks Business Environment Changes
Execute Project To Deliver Business Value Support Organizational Change
Employ Continuous Process Improvement
Contents

Lesson 1 Lesson 2 Lesson 3

Creating a High- Starting the Project Doing the Work
Performing Team

Lesson 4 Lesson 5
Keep the Team on Keeping the
Track Business in Mind

8
 LESSON 1
LESSON 1

CREATING A
HIGH-
PERFORMING
•
•
TEAM
Build a Team
Define Team Ground Rules
• Negotiate Project Agreements
• Empower Team Members and
Stakeholders
• Train Team Members and Stakeholders
• Engage and Support Virtual Teams
• Build a Shared Understanding about
a Project

9
Lesson 01 - Creating A High
Performing Team
 Build A Team
 Define Team Ground Rules
 Negotiate Project Agreements
 Empower Team Members And
Stakeholders
 Train Team Members And Stakeholders
 Engage And Support Virtual Teams

A I N
 Build Shared Understanding About A
Project
OM
E D
P L
EO
P
esson 01 - Creating A High Performing Team
BUILD A 1. Appraise stakeholder
TEAM skills
2. Deduce project
resource
requirements
3. Continuously assess
and refresh team
skills to meet project
needs
4. Maintain team and
Reference: knowledge transfer
People Task 6
CREATING A HIGH-PERFORMING TEAM > BUILD A TEAM

DELIVERABLES AND TOOLS

Skills list RACI matrix

Technology Pre-assignment
Resource tools
Management Plan Virtual teams
Rates
Resource assignment

KEY CONCEPTS
PR OJECT TEAM STAKEHOLDER TEAM SKILLS APPRAISAL

VIRTUAL TEAMS

12
STAKEHOLDER REGISTER

13
RACI CHART - EXAMPLE

Quality
Project Engineerin Purchasing Manufacturin
Assurance
Manager g Manager Manager g Manager
Manager
Create
blueprints A R C C
Manufacture
circuit board I A C R
Test circuit
board I R A C
Order
components C C I R A
Assemble
I C C R

R = Responsible A = Accountable C = Consulted I=

Informed

14
PRE-ASSIGNMENT TOOLS

Assess candidates before assigning and confirming team

roles.

Specific
Attitudinal
assessment
surveys
s

Structured
Ability tests
interviews
15
Virtual Team Considerations

Can find ideal skill s

Managing communic

Trial communications tec

for discussion
esson 01 - Creating A High Performing Team
DEFINE
TEAM 1. Communicate
organizational
GROUND principles with team
RULES and external
stakeholders
2. Establish an
environment that
fosters adherence to
the ground rules
3. Manage and rectify
ground rule violations
Reference:
People Task 12
CREATING A HIGH-PERFORMING TEAM > DEFINE TEAM GROUND RULES

DELIVERABLES AND TOOLS

Team charter Negotiation skills

Team norms Conflict management
Brainstorming
Ethics

18
 Responsibility
PMI
CODE OF
ETHICS
Respect
AND
PROFESSI
ONAL Fairness
CONDUCT

Honesty

19
esson 01 - Creating A High Performing Team
NEGOTIAT
E 1. Analyze the bounds of
PROJECT the negotiations for
agreement
AGREEME
NTS 2. Assess priorities and
determine ultimate
objective(s)
3. Verify objective(s) of the
project agreement is met
4. Participate in agreement
negotiations
Reference:
People Task 8 5. Determine a negotiation
strategy
CREATING A HIGH-PERFORMING TEAM > NEGOTIATE PROJECT
AGREEMENTS
DELIVERABLES AND TOOLS

Service Level Agreement Negotiation skills

Performance report Expert judgment
Resource calendars Lessons learned
Go-Live Blackouts

21
 EMPOWER
Lesson 01 - Creating A High Performing Team
TEAM 1. Organize around
MEMBERS team strengths
AND 2. Support team task
STAKEHO accountability
LDERS 3. Evaluate
demonstration of
task accountability
4. Determine and
bestow level(s) of
decision-making
Reference: authority
People Task 4
CREATING A HIGH-PERFORMING TEAM > EMPOWER TEAM MEMBERS AND
STAKEHOLDERS
DELIVERABLES AND TOOLS

Decisions Team decision-making tools

Estimates Brainstorming
Fist of Five
Roman voting
Polling
Planning poker
Dot voting
Retrospective

23
 TRAIN
esson 01 - Creating A High Performing Team
TEAM 1. Determine required
MEMBERS competencies and
AND elements of training
STAKEHO 2. Determine training
LDERS options based on
training needs
3. Allocate resources for
training
4. Measure training
outcomes
Reference:
People Task 5
CREATING A HIGH-PERFORMING TEAM > TRAIN TEAM MEMBERS AND
STAKEHOLDERS

DELIVERABLES AND TOOLS

Training and mentoring plan Training gap analysis

Training cost estimates Training
Training calendar Pairing and mentoring
Training assessment
Certifications

25
 ENGAGE
esson 01 - Creating A High Performing Team

AND 1. Examine virtual team

SUPPORT member needs (e.g.,
environment, geography,
VIRTUAL culture, global, etc.)
TEAMS 2. Investigate alternatives
(e.g., communication tools,
colocation) for virtual team
member engagement
3. Implement options for
virtual team member
engagement
4. Continually evaluate
Reference:
People Task 11
effectiveness of virtual
team member engagement
CREATING A HIGH-PERFORMING TEAM > ENGAGE AND SUPPORT VIRTUAL
TEAMS

DELIVERABLES AND TOOLS

Collaboration technology Communication

Engagement assessments Communication plan
Project or Resource Calendar Variance analysis
PM Powers

27
esson 01 - Creating A High Performing Team
BUILD
SHARED 1. Break down situation
UNDERSTA to identify the root
NDING cause of a
misunderstanding
ABOUT A
PROJECT 2. Survey all necessary
parties to reach
consensus
3. Support outcome of
parties' agreement
4. Investigate potential
Reference: misunderstandings
People Task 10
CREATING A HIGH-PERFORMING TEAM > BUILD A SHARED
UNDERSTANDING ABOUT A PROJECT

DELIVERABLES AND TOOLS

Vision Charter
Product box exercise Project Plan
Kick-off meeting
Brainstorming
T-Shaped Skills

29
LESSON 2

STARTING
THE PROJECT
• Determine Appropriate Project Methodology/
Methods and Practices​
• Plan and Manage Scope​
• Plan and Manage Schedule​
• Plan and Manage Budget and Resources​
• Plan and Manage Quality of Products and
Deliverables
• Integrate Project Planning Activities​
• ​Plan and Manage Procurement​
• Establish Project Governance
Structure​
• Plan and Manage Project/Phase
Closure
Lesson 02 - Starting The Project
 Determine Appropriate Project
Methodology/Methods And Practices
 Plan And Manage Scope
 Plan And Manage Budget And Resources
 Plan And Manage Schedule
 Plan And Manage Quality Of Products And
Deliverables
 Integrate Project Planning Activities
 Plan And Manage Procurement
 Establish Project Governance Structure

I N
 Plan And Manage Project/Phase Closure
MA
S DO
OC ES
PR
 DETERMI
NE
Lesson 02 - Starting The Project
APPROPRI 1. Assess project needs,
ATE complexity, and
PROJECT magnitude.
METHODO 2. Recommend project
LOGY/MET execution strategy (e.g.,
HODS contracting, finance).
AND 3. Recommend a project
PRACTICE methodology/approach
S (i.e., predictive, agile,
hybrid).
Reference:
4. Use iterative, incremental
Process Task 13
practices throughout the
project life cycle (e.g.,
lessons learned,
stakeholder engagement,
STARTING THE PROJECT > DETERMINE APPROPRIATE PROJECT METHODOLOGY/
METHODS AND PRACTICES​

DELIVERABLES AND TOOLS

Surveys Expert judgement

Project business case/needs Meetings
document Focus groups
Project Overview Statement Workshops
Project Implementation Plan SMART objectives
Agile practice guidelines Knowledge of classic PM and agile
practice
Project Integration

33
YPES OF LIFE CYCLES

Predictive

Hybrid

• Iterativ
e
Adaptive • Increm
ental
• Agile 34
OVERVIEW: PROJECT MANAGEMENT METHODOLOGIES, METHODS, AND
PRACTICES

Agile

• Team works collaboratively with the customer to determine the project needs.
• The coordination of the customer and the team drives the project forward.

Predictive / Plan-Driven

• Project needs, requirements, and constraints are understood, and plans are developed accordingly.
• Plans drive the project forward.

Hybrid

• Combines strategies from agile or predictive as required.

• Can switch approaches based on need, changing work requirements, or circumstances.

35
 ir
rft
i
o
e ADAPTIVE LIFE CYCLES
re
m
I
s
m
e
I
n
e
n
t
c
r
td
re
A
e
s
r
e
g
• Cp
o
a
im
e
n
o
t
le
a
c
m
i
n
e
t
e
b
tv
ie
e
a
d
p
n
l
e
ru
s
n
it
i
tn
l
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r
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a
36
o
tm
Lesson 02 - Starting The Project

PLAN AND 1. Plan and manage

MANAGE scope.
SCOPE 2. Determine and
prioritize
requirements.
3. Break down scope
(e.g., WBS, backlog).
4. Monitor and validate
scope

Reference:
Process Task 8
STARTING THE PROJECT > PLAN AND MANAGE SCOPE

DELIVERABLES AND TOOLS

Requirements Documentation Agile estimating

Work performance reports Product backlog
Requirements Traceability Change requests
Matrix Product backlog
Scope management plan and
Requirements management plan

38
WORK BREAKDOWN STRUCTURE

DMAIC Project

1.0 2.0 3.0 4.0 5.0

Define Measure Analyze Improve Control

1.1 2.1 3.1 4.1 5.1

1.2 2.2 3.2 4.2 5.2

Work
Package
s
1.3 2.3 3.3 4.3 5.3

39
SCOPE
BASELINE
Components include:
 Project scope statement
 WBS
 Work packages
 Planning package
 WBS dictionary

40
PRODUCT AND ITERATION
BACKLOGS

Product backlogs A product

backlog is a list
Change throughout the project. of the expected
Groom and refine the product work to deliver
backlog continually; weekly or the product.
monthly intervals are typical.
Remove product backlog items
(PBIs) as work is completed.
- Edit and clarify PBIs as more becomes
known or as product requirements
change. Iteration backlogs include items
- Add PBIs when more work must be from the product backlog that
done. can conceivably be completed
within the time period based on
Iteration backlog the team’s capacity.
Teams must estimate effort and
understand business priorities.

41
USER STORIES

Help teams focus on

that value provided to
the user.

Suggest who will

benefit from the work
and how.

Driven by description
instead of technical
specifications to give
User Story
holistic view
Story Points

42
TOOLS AND TECHNIQUES FOR VERIFYING SCOPE

Tool and
Description
Technique
Definition of Checklist of required criteria for a deliverable to be considered
Done ready for customer use.
Definition of Checklist for a user-centric requirement with all required
Ready information to begin work.
Acceptance
A set of conditions to meet before acceptance of deliverables.
Criteria
Interval at or near the conclusion of a timeboxed iteration when
Iteration Reviews the project team shares and demonstrates the work produced
during the iteration with stakeholders.
Variance A technique for determining the cause and degree of difference
Analysis between the baseline and actual performance.
An analytical technique that uses mathematical models to
Trend Analysis
forecast future outcomes based on historical results.

43
Lesson 02 - Starting The Project
PLAN AND
1. Estimate project tasks
MANAGE (milestones, dependencies,
SCHEDUL story points).
E
2. Utilize benchmarks and
historical data.
3. Prepare schedule based on
methodology.
4. Measure ongoing progress
based on methodology.
Reference:
Process Task 6
5. Modify schedule, as needed,
based on methodology.
6. Coordinate with other
STARTING THE PROJECT > PLAN AND MANAGE SCHEDULE

DELIVERABLES AND TOOLS

Activity cost estimates Product Roadmaps

Activity duration estimates Earned Value
Task estimates
Updated schedule
Story estimates
Updated release plan
Feature estimates
Updated documentsBacklog Updated product backlog
Velocity data Network diagram
Project schedule Planning meetings
Release plan Negotiations

45
STARTING THE PROJECT > PLAN AND MANAGE SCHEDULE

TOOLS, ACTIVITIES & PROCESSES

Process assets
Backlog management
Release planning
Iteration planning
Top-Down Estimating: Expert, Burndown / Burnup charts
Analogous, Parametric
Cumulative flow diagrams
Bottom Up Estimating: Roll up
WBS packages Throughput analysis

T-Shirt sizing Velocity analysis

Estimating using Fibonacci Retrospectives

sequences Review work produced
Story points Backlog reprioritization
Relative estimating Scaling projects
Affinity estimates Meetings
PMIS Procurement negotiations 46
Lesson 02 - Starting The Project
PLAN AND
MANAGE 1. Estimate budgetary
BUDGET needs based on the scope
of the project and lessons
AND learned from past
RESOURC projects.
ES 2. Anticipate future budget
challenges.
3. Monitor budget variations
and work with
governance process to
adjust as necessary.
Reference:
Process Task 5
4. Plan and manage
resources
STARTING THE PROJECT > PLAN AND MANAGE BUDGET AND RESOURCES

DELIVERABLES AND TOOLS

Cost baseline Estimating techniques: Three Point,

Management reserve Analogous, Parametric, T-Shirt
sizing, Planning poker
Resource management plan
Review organization data
Change requests
Meetings
Cost forecasts
Leverage PMIS
Risk analysis
Understand change control
Use velocity data and analysis
Throughput analysis
Cost Variance, EVM, EAC
Features accepted vs feature
remaining 48
COST BASELINE
Project Budget

Can be changed only

through formal change
control procedures and is the
basis for comparison to
actual results.

Cost baseline:
 Monitors and measures
cost performance
l a c c o u n t s
co n t r o
 Includes a budget activimanagement
contingency ty c on
reservreserve t i n gen
 Is tailored for each project e cy
control accounts
Other components of the t y c o s t
ac t i v i contingency
project budget are depicted a t e
at right. e st i m
work package reserve
estimates
49
 PLAN AND
Lesson 02 - Starting The Project
MANAGE
QUALITY 1. Determine quality
standard required for
OF project deliverables.
PRODUCT
S AND 2. Recommend options
DELIVERA for improvement
based on quality
BLES gaps.
3. Continually survey
project deliverable
quality
Reference:
Process Task 7
STARTING THE PROJECT > PLAN AND MANAGE QUALITY OF DELIVERABLES

DELIVERABLES AND TOOLS

Quality Management Plan Cost benefits analysis

Quality Metrics Cost of Quality
Quality Assurance Benchmarking
Quality Control Quality audit
Process analysis
Measure quality
Verify deliverables
Quality measurement tools

51
 INTEGRAT
Lesson 02 - Starting The Project
E
1. Consolidate the
PROJECT project/phase plans.
PLANNIN
G 2. Assess consolidated project
ACTIVITIE plans for dependencies,
gaps, and continued
S business value.
3. Analyze the data collected.
4. Collect and analyze data to
make informed project
Reference:
decisions.
Process Task 9

5. Determine critical
information requirements
P R O J E C T I N T E G RAT IO N
M A N AG E M E N T P R O C E S S E S

Projects and project

management are integrative
by nature. This is an overview
of the processes that project
managers need to know.
Also know that:
These processes overlap and
interact with each other.
The links among these
processes are often iterative.

53
PROJECT MANAGEMENT
PLAN COMPONENTS

Subsidiary
Plans
Scope
 These are a combination of Requirements
essential and supporting Baselines
Schedule
processes used to run a Cost
Scope
Quality
project. Schedule
Resource
Cost
 Ensure the essential plans Communications
Risk
and processes are in place. Procurement
 Adapt and tailor the Stakeholder
Additional
supporting plans and components
processes to your project. include:
Project Processes
 Consider the needs of the Work Explanation
project to determine which Agile Project Plan
Project approach
components of the project Change Management
management plan are Plan
Configuration
needed. Management Plan
Management Reviews

54
Lesson 02 - Starting The Project

PLAN AND 1. Define resource

MANAGE requirements and
PROCUREM needs.
ENT
2. Communicate resource
requirements.
3. Manage
suppliers/contracts.
4. Plan and manage
procurement strategy.
5. Develop a delivery
Reference:
Process Task 11

solution
STARTING THE PROJECT > PLAN AND MANAGE PROCUREMENT

DELIVERABLES AND TOOLS

Statement of Work Make or Buy Analysis

Procurement Management Plan Market research
Source selection criteria Meetings
Selected sellers Expert judgment
Change Control Log Proposal Evaluation Techniques
Agreement Negotiations
Change Requests Bidder Conferences
Change Control Process

56
PROCUREMENT STRATEGY
The approach by the buyer to determine the project delivery
method and the type of legally binding agreement(s) that should
be used to deliver the desired results.

Contract Procure
Delivery
Payment ment
Method
Types Phases

57
TRADITIONAL CONTRACT TYPES
Contract type Description
Fixed-price • An agreement that sets the fee that will be paid for a defined scope of
work regardless of the cost or effort to deliver it.
• Also known as a lump sum contract.
• Provides maximum protection to buyer but requires a lengthy preparation
and bid evaluation.
• Suited for projects with a high degree of certainty about their
parameters.

Cost-reimbursable • A contract involving payment to the seller for the seller's actual costs,
plus a fee typically representing the seller's profit.
• Includes incentives for meeting certain objectives, such as costs,
schedule, or technical performance targets.
• Suited for projects when parameters are uncertain.

Time and Material • A type of contract that is a hybrid contractual arrangement containing
(T&M) aspects of both cost-reimbursable and fixed-price contracts.
• Combines a negotiated hourly rate and full reimbursement for materials.
• Include not-to-exceed values and time limits to prevent unlimited cost
growth.
• Suited for projects when a precise statement of work cannot be quickly
prescribed.

58
Agile Contract Types
Contract Type Description

Capped Time and • Works like traditional Time and Materials contracts.
Materials Contracts • However, an upper limit is set on customers’ payment.
• Customers pay up for the capped cost limit.
• Suppliers benefit in case of early time-frame changes.
Target Cost Contracts • Supplier and customer agree on final price during project
cost negotiation.
• Primarily for mutual cost savings if contract value runs
below budget.
• These contracts may allow both parties to face additional
costs if it exceeds budget.
Incremental Delivery • Customers review contracts during the contract life cycle at
Contracts pre-negotiated designated points of the contract lifecycle.
• Customers can make required changes, continue or
terminate the project at these points.

59
 ESTABLIS
Lesson 02 - Starting The Project
H
PROJECT 1. Determine appropriate
governance for a project
GOVERNA (e.g., replicate
NCE organizational
STRUCTU governance).
RE
2. Define escalation paths
and thresholds.

Reference:
Process Task 14
STARTING THE PROJECT > ESTABLISH PROJECT GOVERNANCE STRUCTURE

DELIVERABLES AND TOOLS

Stakeholder Artifacts Meetings

Leverage Organizational Process
Assets
PMIS
Update documents

61
Lesson 02 - Starting The Project
PLAN AND
MANAGE 1. Determine criteria to
PROJECT/ successfully close the
project or phase.
PHASE
CLOSURE 2. Validate readiness for
transition (e.g., to
operations team or next
phase).
3. Conclude activities to
close out project or
phase (e.g., final
Reference:
Process Task 17 lessons learned,
retrospective,
procurement, financials,
STARTING THE PROJECT > PLAN AND MANAGE PROJECT/PHASE CLOSURE

DELIVERABLES AND TOOLS

Definition of Done Nil

Accepted Deliverables

63
LESSON 3

DOING THE WORK

• Assess and Manage Risks
• Execute Project to Deliver Business
Value
• Manage Communications
• Engage Stakeholders
• Create Project Artifacts
• Manage Project Changes
• Manage Project Issues
• Ensure Knowledge Transfer to Project
Continuity

64
Lesson 03 - Doing The Work
 Assess And Manage Risks
 Execute Project To Deliver Business
Value
 Manage Communications
 Engage Stakeholders
 Create Project Artifacts
 Manage Project Changes
 Manage Project Issues
 Ensure Knowledge Transfer For Project
Continuity
MA I N
S DO
OC ES
PR
Lesson 03 - Doing The Work
ASSESS AND1. Determine risk
MANAGE management options.
RISKS
2. Iteratively assess and
prioritize risks.

Reference:
Process Task 3
DOING THE WORK > ACCESS AND MANAGE RISKS

DELIVERABLES AND TOOLS

Risk Management Plan Organizational Process Assets

Risk Register Meetings
Expert judgment
Risk analysis techniques
Update Risk Register
Risk probability and impact
assessment
Monitor and manage risks

67
PROBABILITY AND IMPACT MATRIX

68
RISK RESPONSE
STRATEGIES
Negativ Positive
e
 Prepare strategies for
Escalate Escalate
threats (negative) as
well as opportunities
(positive). Avoid Exploit

 Plan and implement

strategies for Transfer Share
individual project
risks and overall
project risk. Mitigate Enhance

Accept Accept

69
Lesson 03 - Doing The Work
EXECUTE 1. Assess opportunities to
PROJECT deliver value
TO incrementally,
DELIVER 2. Examine the business
BUSINESS value throughout the
VALUE project.
3. Support the team to
subdivide project tasks as
necessary to find the
minimum viable product.
Reference:
Process Task 1
BUSINESS VALUE

Financial
gain New
customers

First to
Social Market

Technologic
al
Improvements Improveme
nt

71
72
Lesson 03 - Doing The Work
MANAGE 1. Analyze
COMMUNIC communication needs
ATIONS of all stakeholders.
2. Determine
communication
methods, channels,
frequency, and level of
detail for all
stakeholders.
3. Communicate project
Reference:
Process Task 2
information and
updates effectively.
4. Confirm
DOING THE WORK > MANAGE COMMUNICATIONS

DELIVERABLES AND TOOLS

Communications Management Stakeholder analysis

Plan Create and update project
Project Communications communications plan
Stakeholder Register Update documents
Work performance and change Understand and practice Sender-
updates Receiver Model

74
Communication Model

Sender-Receiver
Model
75
Lesson 03 - Doing The Work

ENGAGE 1. Analyze stakeholders

STAKEHOLD (e.g., power interest grid,
ERS influence, impact).
2. Categorize stakeholders.
3. Engage stakeholders by
category.
4. Develop, execute, and
validate a strategy for
stakeholder engagement.
Reference:
Process Task 4
DOING THE WORK > ENGAGE STAKEHOLDERS

DELIVERABLES AND TOOLS

Organizational Process Assets

Stakeholder Register
Expert judgment
Stakeholder Engagement
Meetings
Plan Power or Influence vs. Impact Grid
Work performance
information Interpersonal skills
assessment Management skills
Stakeholder Register

77
STAKEHOLDER
CATEGORIES

Customers
and Users

Sellers

78
Lesson 03 - Doing The Work

CREATE 1. Manage project artifacts.

PROJECT
ARTIFACTS 2. Determine the
requirements (what, when,
where, who, etc.) for
managing the project
artifacts.
3. Validate that the project
information is kept up to
date (i.e., version control)
Reference:
and accessible to all
Process Task 12
stakeholders.
4. Continually assess the
effectiveness of the
ARTIFACTS VS. DELIVERABLES AND
PROJECT DOCUMENTS

Artifacts
Project teams create
artifacts during project
work; these facilitate
management of the
project.

Project Documents A Deliverable

are integral is any unique and

documents for a verifiable product, result,
project; they define or capability (tangible or
intangible) to perform a
and support the work
service, that is required
of the project. They to be produced to 80

are regularly updated complete a process,

by project phase, or project.
management
processes.
PROJECT ARTIFACT
EXAMPLES
Project artifacts might include:
Acceptance Criteria

Assumptions

Business Case

Change Requests

Constraints

Lessons learned

Minutes of status meetings

Project Charter

Slide decks

Requirements

Scope

Scope Baseline

Subsidiary project management

plans
81
PROJECT
ARTIFACT
EXAMPLES
Artifacts unique to agile projects:

Product Backlog

Product Increment

Product Roadmap

Product Vision Statement

Release Plan

Sprint Backlog

82
Lesson 03 - Doing The Work

MANAGE 1. Anticipate and embrace the

PROJECT need for change (e.g., follow
CHANGES change management
practices).
2. Determine strategy to handle
change.
3. Execute change
management strategy
according to the
methodology.
Reference:
Process Task 10
4. Determine a change
response to move the project
forward.
DOING THE WORK > MANAGE PROJECT CHANGES

DELIVERABLES AND TOOLS

Issues Log Manage and update Issues Log

Risk Register PMIS
Stakeholders Register Communicate with stakeholders
Updated Issues Log Negotiate with stakeholders

84
 CAUSES OF PROJECT CHANGES

Inaccurate initial
estimates New regulations

Missed
Specificatio requirement
n changes s

85
Lesson 03 - Doing The Work

MANAGE 1. Recognize when a risk

PROJECT becomes an issue.
ISSUES
2. Attack the issue with the
optimal action to achieve
project success.
3. Collaborate with relevant
stakeholders on the
approach to resolve the
issues.
Reference:
Process Task 15
ISSUES

Quality Risk

Communications Schedule control

Procurement Cost Control

Scope change Project variance

control analysis

87
RISKS AND ISSUES

• Focused on the future

• Can be positive or negative
Risks • Are documented in the Risk Register
• Response is called a “risk response”

• Focused on the present

• Will always be negative
Issues • Are documented in the Issue Log
• Response is called a “workaround”

88
 ENSURE
Lesson 03 - Doing The Work

KNOWLED 1. Discuss project

GE responsibilities within
TRANSFE team.
R FOR
2. Outline expectations
PROJECT for working
CONTINUI environment.
TY
3. Confirm approach for
knowledge transfers.

Reference:
Process Task 16
KNOWLEDGE TYPES

Explicit Tacit
Personal knowledge
Can be codified using that can be difficult
symbols such as to articulate and
words, numbers, and share such as
pictures. beliefs, experience,
and insights.
Can be documented
and shared with Essential to provide
others. the context of the
explicit knowledge

90
LESSON 4

KEEPING THE
TEAM ON TRACK
• Lead a Team
• Support Team Performance
• Address and Remove Impediments,
Obstacles, and Blockers
• Manage Conflict
• Collaborate with Stakeholders
• Mentor Relevant Stakeholders
• Apply Emotional Intelligence to
Promote Team Performance
Lesson 04 - Keeping The Team On
Track
 Lead A Team
 Support Team Performance
 Address And Remove Impediments,
Obstacles, And Blockers
 Manage Conflict
 Collaborate With Stakeholders
 Mentor Relevant Stakeholders
I N
 Apply Emotional Intelligence To Promote
A
Team Performance
OM
E D
P L
EO
P
Lesson 04 - Keeping The Team On Track
LEAD A 1. Set a clear vision and mission.
TEAM
2. Support diversity and inclusion
(e.g., behavior types, thought
process).
3. Value servant leadership (e.g.,
relate the tenets of servant
leadership to the team).
4. Determine an appropriate
leadership style (e.g., directive,
collaborative).
5. Inspire, motivate, and influence
Reference:
People Task 2
team members/stakeholders (e.g.,
team contract, social contract,
reward system).
6. Analyze team members and
KEEPING THE TEAM ON TRACK > LEAD A TEAM

DELIVERABLES AND TOOLS

Vision / Mission document Diversity awareness

Charter Leadership styles
Product box Influence matrix
Reward and Recognition Plan Salience model
Power grids
Behavior modeling
Challenge status quo
Recognize contributions
Remove impediments
Communicate vision

94
esson 04 - Keeping The Team On Track

SUPPORT 1. Appraise team member

TEAM
PERFORMANC performance against key
E performance indicators.
2. Support and recognize
team member growth and
development.
3. Determine appropriate
feedback approach.
4. Verify performance
Reference: improvements
People Task 3
KEEPING THE TEAM ON TRACK > SUPPORT TEAM PERFORMANCE

DELIVERABLES AND TOOLS

RACI matrix RACI matrix

Management by Objectives Task boards
Benchmarking Performance tracking tools
Performance reports Information Radiators
Burnup charts
Earned Value
Throughput metrics
Cycle time
Value stream map

96
 Earned Value Management
(EVM)
PV
EV = % work complete to date x budgeted cost

400

EV
Planned Value 300
The authorized budget assigned to scheduled
$ (K)

work.

200

AC 100

Planned Value (PV)

Earned Value
Earned Value (EV) 0 1 2 3 4 5 6 7 8 9 10 11 12
The measure of work performed
Actual Cost (AC) expressed in
terms of the budget authorized for that work. Time (months)

97
EVM Measures for Schedule Control

Schedule Variance - a Schedule Performance Index - a

measure of schedule measure of schedule efficiency
performance expressed as the expressed as the ratio of EV to PV.
difference between the EV and
the PV.
 An SPI number greater than 1.0
 A positive SV indicates a project is indicates a project is ahead of
schedule.
ahead of schedule.  An SPI of 1.0 means the project
 A zero SV indicates a project is on
is on schedule.
schedule.  An SPI number less than 1.0
 A negative SV indicates a project
indicates a project is behind
is behind schedule.
schedule.

(SV = EV - PV) (SPI = EV / PV)

98
EVM Measures for Cost Control
Cost Variance - the amount of Cost Performance Index - a
budget deficit/surplus at a given measure of the cost efficiency
point in time, expressed as the of budgeted resources
difference between EV and AC. expressed as the ratio of EV to
AC.
 A positive CV indicates a project is  An CPI number greater than 1.0
ahead of schedule. indicates a project is ahead of
 A zero CV indicates a project is on schedule.
 An CPI of 1.0 means the project
schedule.
 A negative CV indicates a project is on schedule.
 An CPI number less than 1.0
is behind schedule.
indicates a project is behind
schedule.

(CV = EV -
(CPI = EV / AC)
AC)

99
 ADDRESS
Lesson 04 - Keeping The Team On Track
AND
REMOVE 1. Determine critical
IMPEDIME impediments, obstacles,
NTS, and blockers for the team.
OBSTACLE 2. Prioritize critical
S, AND impediments, obstacles,
BLOCKER and blockers for the team.
S 3. Use network to implement
solutions to remove
impediments, obstacles,
Reference:
and blockers for the team.
People Task 7

4. Re-assess continually to
ensure impediments,
obstacles, and blockers for
KEEPING THE TEAM ON TRACK > ADDRESS AND REMOVE IMPEDIMENTS,
OBSTACLES, AND BLOCKERS

DELIVERABLES AND TOOLS

Backlog (reprioritized) Daily standup

Updated risk register Sprint reviews
Action plans Risk reviews
Updated impediment task board Backlog assessment

101
 IMPEDIMENTS, OBSTACLES, AND
BLOCKERS

The company
Construction can’t has halted the
The team can’t begin before use of the
agree on a permits are product until a
solution! granted! new contract is
signed!

102
Lesson 04 - Keeping The Team On Track

MANAGE 1. Interpret the source

CONFLICT and stage of the
conflict.
2. Analyze the context
for the conflict.
3. Evaluate/recommend/
reconcile the
appropriate conflict
resolution solution.
Reference:
People Task 1
KEEPING THE TEAM ON TRACK > MANAGE CONFLICT
​

DELIVERABLES AND TOOLS

Team charter or Ground Rules Conflict management theory

Updated RACI matrix Change management theory
Conflict management models
Conflict resolution strategies
Emotional Intelligence
Active listening
Empathy

104
Lesson 04 - Keeping The Team On Track

COLLABORATE 1. Collaborate with

WITH stakeholders.
STAKEHOLDER
S 2. Evaluate engagement
needs for
stakeholders.
3. Optimize alignment
between stakeholder
needs, expectations,
and project objectives.

Reference:
4. Build trust and
People Task 9
influence stakeholders
to accomplish project
objectives.
KEEPING THE TEAM ON TRACK > COLLABORATE WITH STAKEHOLDERS

DELIVERABLES AND TOOLS

Stakeholder Register Facilitated Workshops

Stakeholder Engagement Plan
Stakeholder Management Plan

106
ENGAGING STAKEHOLDERS

 Trust
 Collaboration
 Productive working

107
Lesson 04 - Keeping The Team On Track
MENTOR 1. Allocate the time to
RELEVANT mentoring.
STAKEHO
LDERS 2. Recognize and act on
mentoring opportunities

Reference:
People Task13
KEEPING THE TEAM ON TRACK > MONITOR RELEVANT STAKEHOLDERS

DELIVERABLES AND TOOLS

Training and Mentoring Plan Group Coaching

Training Effectiveness Assessment Teaching and Training
Training Schedule Facilitation
Transformation Skills

109
 APPLY
Lesson 04 - Keeping The Team On Track
EMOTION 1. Assess behavior
AL through the use of
INTELLIGE personality indicators.
NCE TO
2. Analyze personality
PROMOTE indicators and adjust
TEAM to the emotional needs
PERFORM of key project
ANCE stakeholders`.

Reference:
People Task14
KEEPING THE TEAM ON TRACK > APPLY EMOTIONAL INTELLIGENCE TO
PROMOTE TEAM PERFORMANCE

DELIVERABLES AND TOOLS

Personality Profile Assessments Emotional Intelligence

Communications plan Empathy
Motivation Triggers Listening skills
Performance Reports Transparency
Risk Register Problem solving
Motivational models

111
Organizational Theory

 Purpose of organizational
SELF-ACTUALIZATION
theory
 Maximize efficiency and ESTEEM

productivity
BELONGING
 Solve problems
 Motivate people SAFETY

 Meet stakeholder requirements PHYSIOLOGICAL

 Common organizational
theorists
 Maslow’s Hierarchy of Needs
 McGregor’s Theory X and
Theory Y
 McClelland’s Achievement
LESSON 5

KEEPING THE
BUSINESS IN
MIND
• Manage Compliance
Requirements
• Evaluate and Deliver Project
Benefits and Value
• Evaluate and Address Internal
and External Business
Environment Changes
• Support Organizational
Change
• Employ Continuous Process
Improvement

113
Lesson 05 - Keeping The Business
In Mind
 Manage Compliance Requirements
 Evaluate And Deliver Project Benefits
And Value
 Evaluate And Address Internal And
External M A
 Business Environment Changes D O
 Support Organizational Change N T
 Employ Continuous Process M E
Improvement V IR
E N
SS
N E
S I
B U
esson 05 - Keeping The Business In Mind
MANAGE
COMPLIA 1. Confirm project compliance
NCE requirements (e.g., security,
health and safety, regulatory
REQUIRE compliance).
MENTS 2. Classify compliance categories.
3. Determine potential threats to
compliance.
4. Use methods to support
compliance.
5. Analyze the consequences of
noncompliance.
Reference:
Business Environment Task1
6. Determine necessary approach
and action to address
compliance needs (e.g., risk,
legal).
KEEPING THE BUSINESS IN MIND > MANAGE COMPLIANCE REQUIREMENTS

DELIVERABLES AND TOOLS

Risk Register Risk Register

Configuration Management System Risk Response Plan
Execution Reports Variance Analysis
Nonfunctional Requirements Configuration Management System
Signoffs/Approvals Tolerance
QA Outputs Escalation Procedures
Quality Management Plan Audits
Sampling
QA Tools

116
esson 05 - Keeping The Business In Mind
EVALUATE
AND 1. Investigate that
DELIVER benefits are identified.
PROJECT 2. Document agreement
BENEFITS on ownership for
AND ongoing benefit
VALUE realization.
3. Verify measurement
system is in place to
track benefits.

Reference:
4. Evaluate delivery
Business Environment Task2
options to
demonstrate value.
5. Appraise stakeholders
KEEPING THE BUSINESS IN MIND > EVALUATE AND DELIVER PROJECT BENEFITS
AND VALUE

DELIVERABLES AND TOOLS

Benefits Management Plan Value Analysis

Cost Analysis
EVM, ETC analysis
ROI, NPV, IRR
Benefit Cost Analysis
Decision Trees, EMV
Monte Carlo
Net Promoter Score
A/B Testing

118
 EVALUATE
esson 05 - Keeping The Business In Mind
AND 1. Survey changes to external
ADDRESS business environment (e.g.,
INTERNAL regulations, technology,
AND geopolitical, market).
EXTERNAL 2. Assess and prioritize impact
on project scope/backlog
based on changes in
external business
environment.
3. Recommend options for
scope/backlog changes
Reference:
Business Environment Task3 (e.g., schedule, cost
changes).
4. Continually review external
KEEPING THE BUSINESS IN MIND > EVALUATE AND ADDRESS INTERNAL AND EXTERN
BUSINESS
ENVIRONMENT CHANGES

DELIVERABLES AND TOOLS

Baselines Change Control Boards

Configuration Management System Backlog Reprioritization
Backlogs Product Owner Duties
(Updated) Roadmaps Release Planning
Governance

120
INTERNAL BUSINESS
ENVIRONMENT

 Organizational changes can

make a dramatic impact on the
scope of a project.

 The project manager and project

sponsor need to have visibility into
business plans, reorganizations,
process changes, and other internal
activities.

 Because internal business changes

might cause:
−Need for new deliverables
−Reprioritization or removal of
existing deliverables

121
GET TO KNOW THE EXTERNAL BUSINESS
ENVIRONMENT

The PESTLE acronym identifies the

external business environment factors
that can affect the value and
desired outcomes of a project.
Others are:
TECOP (technical, environmental,
commercial, operational, political)
VUCA (volatility, uncertainty,
complexity, ambiguity)
These frameworks can help you to
better understand external factors that
can introduce risk, uncertainty, or
provide opportunities.

122
esson 05 - Keeping The Business In Mind
BUSINESS
1. Survey changes to external
ENVIRON business environment (e.g.,
MENT regulations, technology,
CHANGES geopolitical, market).
2. Assess and prioritize impact on
project scope/backlog based on
changes in external business
environment.
3. Recommend options for
scope/backlog changes (e.g.,
schedule, cost changes).
Reference:
Business Environment Task 3
4. Continually review external
business environment for
impacts on project
scope/backlog.
KEEPING THE BUSINESS IN MIND > SUPPORT ORGANIZATIONAL CHANGE

DELIVERABLES AND TOOLS

Change Management Plan Project Management Plan updates

Roll Out Plan EEFs
Training Plan OPAs
Training Artifacts Demos
PM / PMO org structures

124
RELATIVE AUTHORITY IN ORGANIZATIONAL STRUCTURES
Consider your authority relative to the functional manager’s authority
over the project and the project team.

Relationship Functional Matrix Project-oriented

Team members are Functional

Conflicted loyalty Project
loyal to department

Both functional
Team members Functional
manager and Project manager
report to manager
project manager

Project manager’s
Part-time Full-time Full-time
role is
Team members’ role
Part-time Part-time Full-time
is
Control of project
manager over team Low Medium High
members is

125
 Support
esson 05 - Keeping The Business In Mind

Organizati 1. Assess organizational

onal culture.
Change 2. Evaluate impact of
organizational change
to project and
determine required
actions.
3. Evaluate impact of the
project to the
organization and
Reference:
Business Environment Task 4
determine required
actions.
KEEPING THE BUSINESS IN MIND > EMPLOY CONTINUOUS PROCESS IMPROVEMENTS

DELIVERABLES AND TOOLS

Processes and standards Quality Theory methods

CI approaches
Lessons learned
Retrospectives
Experiments

127
esson 05 - Keeping The Business In Mind

EMPLOY CONTINUOUS
PROCESS IMPROVEMENT
KEEPING THE BUSINESS IN MIND > EMPLOY CONTINUOUS PROCESS IMPROVEMENTS

DELIVERABLES AND TOOLS

Processes and standards Quality Theory methods

CI approaches
Lessons learned
Retrospectives
Experiments

129
 Four absolutes:
Six Sigma - conforming to
respond to requirements, quality
customer needs achieved by prevention,
and improving standard of zero
processes by defects, and quality
systematically Continuous
measured by
removing defects. process
determining CoQ.
improvement in
William Smith, Jr. Philip B. Crosby
which quality
must be
continuously Design quality into
Break quality improve to the product so factors
management meet customer that cause variation
into quality needs can be identified and
planning,
W. Edward controlled.
control and
improvement Deming
Genichi Taguchi
Joseph M.
Juran
130
 CONTINUOUS IMPROVEMENT
APPROACHES

Kaizen
 Many small changes or
improvements.

 Small changes less likely to

Act
require major expenditures of
Identify issues and root D
capital. causes, then modify to
improve process
 Ideas come from workers—not Plan Do
expensive research, Study
consultants, or equipment. Act
 All employees should
continually improve their own
performance.

 All are encouraged to take

ownership of their work to
improve motivation.

131
Study
CONTINUOUS IMPROVEMENT TOOLS

Lessons Learned Register is an

important component of each project.
Use it as a source of improving the
processes in other projects.
Avoid filing it away at the end of a project
and not referring to it.

Retrospectives:
Common in agile projects at the end of
each iteration.
Helps the team look back at an iteration
and plan improvements for the next one.

Experiments provide a way to improve

team efficiency and effectiveness:
Some techniques include A/B testing and
team feedback to identify improvements.
Perform experiments one at a time to
isolate the results.

132
UPDATE TO PROCESS AND STANDARDS

Lessons learned at the project

level can apply to the
organization's continuous
improvement process, in
addition to the project
management processes.

Escalate these lessons and

evaluate them for consideration
at the organizational level.

133
4 STEP PMP STUDY PLAN FOR WORKING
PROFESSIONALS

Step #1 – Determine Target

Date for Sitting PMP Exam Step #2 – Prepare Your Study Plan
Determine when you will sit for The days you will study for PMP
the PMP exam. may change week-to-week but
try to keep at least 6 hours of
study time for each week.

Step #3 – Take Notes during Step #4 – Make Practice as

Your PMP Study much as Possible
The take notes during your PMP Do as much as practice you
study. can. Attempt practice
There will be lots of concepts, questions.
PMP formulas, hints, etc. throughout
the PMP Training.
WHAT IS THE PMP EXAM?

To become PMP certified, you need to appear for the PMP

certification exam. This exam is conducted by the Project
Management Institute (PMI).
PMP Exam contains 180 questions. There are 230 minutes to
complete the exam. The PMP Exam Questions will be a
combination of multiple-choice, multiple responses, matching,
hotspot, and limited fill-in-the-blank types of questions.
You have to attempt all the questions with the same sincerity.
PMP exam is a closed book exam. Hence, you cannot refer to
any material during the exam.
You will be given 4 hours to finish the PMP exam. Remember that
there are no scheduled breaks during the examination. If you
need then you are allowed to take the break but your exam clock
continues to count down.
Before the PMP exam has started, you will get 15 minutes to go
through the tutorial followed by a survey. It is not mandatory and
this time is not included in the exam time of 4 hours.
MAIN POINTS TO REMEMBER FOR PMP
EXAM ARE:
This exam is just not a test of the information of the main reference book
i.e. PMBOK Guide
This exam has been designed to objectively assess and measure project
management knowledge.
 Moreover, these questions are mapped with the PMP Exam Content Outline to
ensure that an appropriate number of questions are placed in the PMP Exam.
The basis of the PMP Exam is the blueprint contained in the PMP Exam Content
Outline. This lists the percentage of questions contained in each project
management domains.
 There is a common belief that 61% is the PMP passing score however it is not
an official score announced by PMI. In actuality, there is no fixed PMP passing
score. The fact is that no two PMP candidates will get the same set of questions.
Therefore the passing score will vary.
Moreover, it depends upon the difficulty level of the question you will get in the
PMP exam. Besides, each question does not have equal weightage. If you are
lucky enough to get easy questions in the PMP exam then the PMP passing score
will be higher in your case as compared to the PMP aspirant who will get
relatively more difficult questions. As a result, it becomes even more inconclusive
to determine how much PMP aspirants need to score in order to pass the exam.
 The best rule is to not worry about the PMP passing score. We recommend PMP
aspirants to study well and practice multiple mock exams and questions from