PMP Credential

Exam
Preparation
Course
Module 1 Introduction

Course Housekeeping

In case of fire or any emergency use normal evacuation routes.

Please switch off / place mobile phones on silent.
Training Schedule :
Sunday 3 Hours
Tuesday 3 Hours
Thursday 2 Hours
Training completion certificate will be issued after completion of 35
mandatory contact training hours.
In case someone misses some training day(s); they will be required to
attend the missed class during some other training time in order to
complete 35 contact hours.
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Detailed Course Schedule
Saturday Evening Planned Topics
Evening 1 Module 1:Introduction
Module 2:Project Life Cycle and
Evening 2
Day 1 Organization
Module 3:Project Management Processes
Evening 3
for a Project
Evening 4 Module 4: Project Integration Management
Day 2
Evening 5 Module 5: Project Scope Management
Evening 6 Module 6: Project Time Management 50 %
Module 6: Project Time Management
Evening 7 (Remaining 50%) & Module 7 : Project Cost
Day 3
Management Start 25%
Module 7: Project Cost Management -
Evening 8
Remaining 75%

Detailed Course Schedule

Saturday Evening Planned Topics
Evening 9 Module 8: Project Quality Management
Module 9: Project Human Resources
Day 4
Management &
Evening 10
Module 10:Communication
Management
Evening 11 Module 11: Project Risk Management
Module 12: Project Procurement
Evening 12
Management
Day 5 Module 13: Project Stakeholder
Management
Evening 13
Module 14: Social and Professional
Responsibility
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Individual Introductions

Name / Designation

Business Unit

Role

Project Experience/Project Management Experience

Motivation for acquiring the Project Management Profession (PMP)

Certification

WSP|PARSONS BRINKEROFF
Vision for Project Management Education
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WSP|PARSONS BRINKEROFF Vision for

Project Management Education
Throughout our projects we now have a number of employees across our
disciplines committed to delivering our projects and this is expected to grow
in subsequent years. PMP Certification is an internationally recognised
project management qualification and a certification issued by the Project
Management Institute (PMI).

Benefits of PMP Credential:

Globally recognised professional certification

Enhances your proficiency in project management

Demonstrates your project management skills to global clients

Helps showcases your ability to lead projects and enhances opportunities

to work on additional iconic and challenging projects to further your
career

Module 1 - Introduction
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Module 1 Objectives

Introduction

What is a project?

What is project management?

Project Management and Operations Management

Role of The Project Manager

Business Value

Relationships among project management, program management and

portfolio management.

Project management, Operation management and Organizational strategy

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Introduction
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About PMI

PMI is the leading membership association for project management profession.

PMI is actively engaged in advocacy for the profession,

Setting Professional Standards

Conducting Research

Providing access to wealth of Information and Resources

12

About PMI

Also promotes
Career and Professional Development
Offers Certification
Networking
Community involvement opportunities

Publications
Quarterly Project management Journal
Monthly PM Network
Chapters
Monthly PMI Today Special
Interest Groups
Seminars Colleges
Training
Registered Education Providers (REPs)
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Why become PMP Certified?

Globally recognised professional certification

Enhances your proficiency in project management

Demonstrates your project management skills to global clients

Helps showcases your ability to lead projects and enhances opportunities

to work on additional iconic and challenging projects to further your
career

PMP

14

Other Credentials offered by PMI

Away from PMP credential PMI currently offers:

PMI Scheduling Professional (PMI-SP).
PMI Risk Management Professional (PMI-RMP).
Program Management Professional (PgMP).
Certified Associate in Project Management (CAPM).
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Purpose of PMBOK Guide

16

PMBOK Guide
The PMBOK Guide 5th Edition was released in 2013 and PMI uses this
document as a foundational project management reference for its
professional development programs like PMP, CAPM, etc.

Project Management Body of Knowledge (PMBOK)

Is a standard (formal document that describes established norms, methods,

processes and practices)
Provide guidelines for managing individual projects
A good practice document, applicable to most projects most of the time
Provides a common vocabulary within the project management profession
A foundational project management reference
PMI Code of Ethics and Professional Conduct is also a requirement for PMP
certification
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Evolution of PMBOK Guide

The PMBOK Guide 5th Edition was released in 2013 and PMI uses this
document as a foundational project management reference for its professional
development programs like PMP, CAPM, etc.

1976: Documented standards began

1984: First standard published
1987: Revised standard published
1996: Comprehensive update and release of the PMBOK Guide -1996
Edition
2000: Release of PMBOK Guide 2000 Edition
2004: Release of PMBOK Guide Third Edition
2008: Release of PMBOK Guide Fourth Edition
2012: Release of PMBOK Guide Fifth Edition

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Course Content

WSP|PBs PMP Credential Exam Preparation Course is based on

PMBOK Guide 5th Edition update.

Also the course slide contains some additional topics from General
Management (which are not from PMBOK Guide 5th Edition).
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Frame Work Project Management

20

What is a Project?
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Organisations Objectives A Perspective

Organizations perform work to achieve a set of objectives.

Work

Organized Work Un organized Work

Operations Projects

Repetitive & Unique &

Ongoing Temporary

22

Definition - Project

A Project is a temporary endeavor undertaken to create a unique product,

service, or result.
Creates unique product, service or result.
Defined Start & End
Is progressively elaborated.
Distinguishing characteristics of each unique project will be progressively
detailed as the project is better understood. Has a unique purpose; Is
developed using progressive elaboration; Requires resources, often from
various areas; Should have a primary customer or sponsor
Progressively means proceeding in steps; continuing steadily by
increments, while elaborated means worked out with care and detail;
developed thoroughly
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What is Project Management?

24

Definition Project Management

Project Management is the application of Knowledge, Skills, tools and

techniques to project activities to meet the Project Requirements.

Project Management is accomplished through the application and integration of

the processes such as:

Initiating
Planning
Executing
Monitoring and Controlling
Closing
 Challenges of Project Management 25

Uncertainty

Scope Time Cost Quality

Stakeholder Poor Integration

Needs,
Expectations
& Concerns

Com Procure
HR Risk
munication ment

Uncertainty

26

PMIs Knowledge Areas

Project Project Project Project

Scope Time Cost Quality

Management Management Management Management Tools and

Techniques

Project
Project Integration Management Success
Stakeholder
Needs,
Expectations
& Concerns Stakeholder
Management Management Management Management Management

Commu Procure
HR nication Risk ment

Project Project Project Project

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Project Management Processes

Accomplished through 47 Logically Grouped Processes

5 Process groups
10 Knowledge areas

Initiating Planning

Monitoring &
Controlling Executing

Closing

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Managing a Project Involves

Identify & Manage :

Requirements
Stakeholder Needs, Concerns & Expectations
Project Constraints
The Project Manager is the person responsible for accomplishing the
project objectives.
Managing a project includes:
Identifying requirements.
Establishing clear and achievable objectives.
Balancing the competing demand of quality, scope, time and cost.
Adapting the specifications, plans, and approach to the different
concerns and expectations of the various stakeholders.
Project managers strive to meet the competing constraints by balancing
project scope, time, cost, quality, risk and resources.
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Project Constraints

Scope: What work will be done as part of

the project? What unique product, service,
or result does the customer or sponsor
expect from the project? F2 Form Quality
Time: How long should it take to complete
the project? What is the projects schedule?

Budget: What should it cost to complete Project

the project? What is the projects budget?
C2C / Bid fees Manning schedule
Objectives
Quality: often quality is contractually
defined, and mandatory to deliver
QMS PQP (Project Quality Plan)
Success Criteria
Resources: Projects are fighting against
each other for resources shared across
projects. This creates challenges to manage
it through out the project effectively
Scope
Risk: This means how to manage the risk
effecting the project, if any of above
constraints change.
F-12 Opportunity & Risk Register

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Operational Stakeholders

Plant operators
Manufacturing line supervisors
Help desk staff
Call center personnel
Sales persons
Retail workers
Maintenance workers

WSP|PB Stakeholders
??
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Project Management & Operations Management

32

Project Management & Operations Management

Each has Close Out Phase

Develop New product, Upgrading product, Expanding output

Requires improvement of operations

Requires improvement of product development process

Each has an end of project life cycle

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PBO: Project Based Organizations

Temporary systems created for work execution

PBO diminish hierarchy and bureaucracy

Success of the work measured by final result

Position or politics effects reduced

PBO s can be entire firms, networks or are nested within subsidiaries or

divisions of larger corporations.

34

Business Value

Total sum of tangible and intangible element

Tangible elements

Monetary assets, Fixtures, stockholder equity

Intangible elements

Good will, brand recognition, trademarks, public benefit

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Business Value

Strategic Planning : Mission and vision

Defined direction for development and growth

Performance metrics for success

Use program management technique for business value realization

Alignment by strengthening structural, cultural, technological, human

resource practices

36

Role of a Project Manager

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Project Manager

Role

To achieve project objectives

Ensures project plan aligns with overarching program plan

Characteristics

Conceptual knowledge

Practical experience and ability to measure and improve performance

Advance interpersonal skills

Good Integrator

38

Project Manager

Competencies of Project Manager

Create Value

Networking

Strategic contribution

Management Proficiencies

Respond to marketplace, competition, environment

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Project Manager

Interpersonal skills of Project Manager

Leadership, Team Building

Decision Making, Negotiation

Trust building, Cultural awareness

Motivation, Communication

Coaching, Conflict Management

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Relationships Between Project Management, Program

Management & Portfolio Management
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Portfolio Management

Portfolio = Projects + Programs + Other Works

Identifying, Prioritizing, Authorizing, Managing & Controlling portfolios
Centralized Management to meet Strategic Business Objectives
Programs and Projects in a portfolio may or may not be interdependent

42

Program Management

Program = Related Projects + Other Works

Centralized Management to meet Programs Strategic Business Objectives
Focus is on Project Interdependencies and optimal approach
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Projects & Strategic Planning

Projects a means to Organizations Strategic Plan

Market Demand
Strategic opportunity/ Business Need
Customer request
Technological advance
Legal requirements

44

Project Management Office (PMO)

Provides support function to Project Management

Sometimes, responsible for direct management of projects
Actions required to keep business objectives consistent

Project Support: Provide project management guidance to project managers in

business units.
Project Management Process/Methodology: Develop and implement a
consistent and standardized process.
Training: Conduct training programs or collect requirements for an outside
company.
Program Management Application: Applying skills, knowledge, tools &
technique to meet project requirement and obtain benefits. Controls will not be
available to individually manage projects.
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PMO & Project Manager

PMO Project Manager

Manages major program scope changes Manages / Control Project

Objectives
Optimizes use of shared resources Controls assigned Project
Resources

Manages Methodologies, standards, Manages Project Constraints

overall risk/opportunity &
interdependencies

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PMO & Project Manager

A Primary function of the PMO is to support project managers in a selection of ways

which may include, but are not limited to :

Managing shared resources across all the projects administered by the PMO
Identifying and developing project management methodology, practices & standards
Coaching, mentoring, training and oversight

Monitoring compliance with project management standard policies, procedures and

templates via project audits.

Developing and managing project policies, procedures, templates and other shared
documentation ( organizational process assets).

Co coordinating communication across projects.

Resolving issues and change management within a shared governance structure.

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Differences between role of a Project Managers and

PMO

The project manager manages the constraints of the individual

projects while the PMO manages the methodologies, standards ,
overall risk/opportunity and interdependencies among projects at
the enterprise level.

Supportive PMOs: Plays a supportive role in providing templates, best practices and
training.

Controlling PMOs: Help project managers to adopt best framework and methodologies.

Directive PMOs: Takes control over the project directly and manages them. The control
provided by them will be relatively high.

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