2 Introductions To PMP and PMBOK 5th PDF

Project Management Professional (PMP) Training Course
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PMP Exam Preparation Course Day No.1 & Session No. 1
Introduction
Structured Approach to Project Management Project Management Institute (PMI) USA Project Management Body of Knowledge (PMBOK) Role Delineation Study (RDS) & PMP Examination
Smart Management Consultants (SMC)
Syed Asad Hasnain Bukhari, PMP

Pakistani
10+ Years of Experience

Regional Project Manager NADRA Lead Trainer at SMC MBA (MIS), MS (cont.) PMP Certified
PMBOK 5th Edition
SMC 2010-2013
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Honors at NADRA
1st Position is National Wide Selection of Assistant Directors (ADs) in 2002 1st Position is First Abroad Selection Test, Severed in England Over 12 certified PMPs students in NADRA Second Batch of PMP Training at NLDC.
Honor
Contributor PMBOK 5th Edition
Ref: PMI, PMBOK 5th Edition Page 489

PMBOK 5th Edition SMC 2010-2013
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Introductions
Introduce Yourselves
Name Background and Relevant Experience If you could go back in time and give yourself one lesson, what would it be?
Motivation for Learning; The

Y?
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Why to do the PMP ?

Life Skill for the 21st century Demonstrates Proof of Professional Achievement Increases Your Marketability
Provides Opportunity for Advancement Global Recognition for your skills

Opens new vistas in your mind and Career Jump to the Global Spectrum Helps you face the new world with confidence Sharpen the Saw Stephen R. Covey.
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PMBOK 5th Edition
SMC 2010-2013
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Benefits of PMP for Corporations?

Project management maturity level increases in the organization. Organizations achieve higher success rate in delivering Successful projects. Trained, skilled and Developed Human Resource become motivated and Productive. Use of One PMBOK standard as the best practice provides common Vocabulary and brings efficiency. Project team adopts characteristics such as clear objectives, time-bound, planned resources, ownership and responsibilities, effectiveness measures, teamwork, and so on.
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http://www.ginaabudi.com/articles/using-return-on-investment-to-evaluate-project-management-training/
PMI Statistics
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www.pmi.org
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PMI Statistics - Pakistan
22% Annual Growth

Anticipated No. 1225 by Oct 12
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Quote of the Day

It takes less effort to excel at something you are already good at, than to be mediocre at something you are not good.
Peter Drucker
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PMBOK 5th Edition
SMC 2010-2013
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Surface Learning
Information
Knowledge Wisdom
Deep Learning
Transformation
Brain Rules
Steve Wheeler, Plymouth University, 2012
E N G A G E M E N T
Data
Smart Management (SMC) Source: Consultants http://www.brainrules.net
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PMBOK 5th Edition
SMC 2010-2013
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www.brainrules.net
Stay on time
Ground Rules
Engaged Learning Experience

Avoid Interruptions
Participate & Discuss
Energy Monitors Ask Questions Stay on topic I m talking to PMs Conduct one conversation at a time Reflect Avoid Group Think
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Groupthink
Groupthink is a tendency for strong conformity pressures within groups to lead to the breakdown of critical thinking and encourage premature acceptance of questionable decisions Smart Management Consultants (SMC)
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Our Mission in this Training

We want you to succeed not only on the exam but all over in your project Management career.
We will provide all the study materials and training to enable a student to pass the PMP certification examination
No participant is left behind
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Scope of The Training

The training will cover course content based on PMBOK 5th edition. The primary focus of the training is PMP exam preparation.
The training will not cover any project management tool or software. PMI methodology (only) will be followed.
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PMBOK 5th Edition
SMC 2010-2013
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How Will We achieve this Mission?

35 Hours Training + 5 Hours of Exercises Chapter End and Final Simulative Exam Exercises Project Management Template Book Special Designed Software for Real Time Exam Simulative Experience Project Management Certificate 40 CDUs Follow-up for Final Exam Preparation
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Min. Hours Required: 35 hrs. for PMP
Simulative Software
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Better control of financial, physical, and human resources Improved customer relations Improved productivity Better internal coordination Shorter development times Higher quality and increased reliability Lower costs Higher profit margins
THINK BIG
Module 1 - Introduction 36
http://www.youtube.com/watch?v=IQK4QN-NqgM&list=UUMAZzWeWAipboxxBRjzedg&index=24&feature=plcp
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Larger Project Perspective

Has a larger stakeholder group Has a more diverse team: multiple nation , language , laws and different money exchange rates Requires a broader and complex communications management plan to deal with. Has thousands of activities, making it more difficult to get good time and cost estimates Has much more risk, requiring a more detailed risk management process. Requires a more formal change management process to handle the possible scope changes
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Project Challenges
203
5,000 17,800 22,000 7.7 million
Countries
OLYMPIC FAMILY Athletes & team officials Media Tickets sold Workforce including volunteers Global audience
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100,000
4 billion
http://www.london2012.com/
PMBOK 5th Edition
http://www.bbc.co.uk/news/uk-15655611
SMC 2010-2013
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Critical Success Factors

Executive support
Stakeholders must have ownership for project
Projects linked with Strategic Mission
Business processes Knowledge
Clearly defined Scope
Effective change control process exists and followed.
Business drivers fully identified, agreed upon and must add value.
Limited experimentation with new technology

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Why Structured Approach to Project Management is Essential
Survey : 37% Projects are at Risk

Firms with a standard PM methodology for managing their projects (78% of the firms surveyed) had fewer than half as many project failures as those that did not have one.
2011 Project Management Solutions, Inc.
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http://www.pmsolutions.com/collateral/research/Strategies%20for%20Project%20Recovery%202011.pdf
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Project Management
International Standards
Project Management Organisation ISO (21500) PMI Head office Number of members
Genava USA
387,199
IPMA
APM AIPM
Europe
UK Australia
30,000
15,000 7,100
Planning Commission
Pakistan
Govt.
Selecting a PM Standard
The selection of a project management standard by a company is an important decision. It can influence processes, documentation, training and other operational areas over a long time. We will Focus PMBOK 5th Edition 2013
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Project Standard Tailoring

The organization and/or project management team is responsible for determining the appropriate standard and amendments to the selected standard. for any given project. The PMBOK Guide also provides and promotes a Common Vocabulary within the project management profession.
Application of standards enhances the chances of success over a wide variety of projects. But, all the processes may not apply uniformly to all projects. Hence, it is the RESPONSIBILITY of your organization and/or the project management team to determine what is appropriate for any given project. The project manager, along with project team, is always responsible for determining: 1. What processes are appropriate? 2. What is the appropriate degree of rigor for each process? THIS IS CALLED TAILORING!
Standard Vs. Regulation

A Standard is a set of best Practices for a certain Industry. Once a Standard is selected and is enforced by the Authority, it becomes a Regulation. SBP, PTA, SECP are the example of Regulatory Authorities that enforce their Regulation in their respective industries.
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Project Management Standards Pakistan

Developed by Dr. Mehboob ul Haq then Deputy Chairman of Planning Commission of Pakistan in 1968 There are six standard Performa's for project management in Pakistan, PC-I, PC-II to PC VI http://www.planningcommissio n.gov.pk/
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Projects in Controlled Environments (PRINCE 2)

The OGC (Office of Government Commerce) of the British government is the holder of the registered trade mark: PRINCE2. This was first published in 1989 as PRINCE. This new version is called PRINCE2 and was revised again in 2009. At a macro level, PMBOK Guide is a Body of Knowledge and PRINCE2 is a method and takes prescriptive approach for Project Management, complete with Templates.
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At a macro level, PMBOK Guide is a Body of Knowledge and PRINCE2 is a method and takes prescriptive approach for Project Management, complete with Templates.
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ISO 21500
Project Management Standard
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies) ISO 21500 was prepared by Project Committee ISO/PC 236, Project Management. Mostly Similar to PMBOK Standard, has 40 Processes and only gives standard, does not elaborate it. First Time published in September 2012.
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Process Chart Comparison with PMBOK 2013
Project Management Institute (PMI)

PMI Founded in 1969 Leading membership association for Project management professionals. Not-for-Profit Organization Headquarters, Based in Pennsylvania, USA 30 SIGs & 251 Chapters http://www.pmi.org
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Member Benefits
PMI (Continued)
Annual seminars and symposiums Educational activities Professional Awards Project Management Periodicals
AB1
https://my.pmi.org/Content/pdf/brochure/DMB_Presentation_Animated_FINAL.pdf
Communities of Practice (CoPs)

It also has a collection of "Communities of Practice (CoP)" which focus on particular areas of project management and/or specific industries. Membership of the CoPs is restricted to PMI members, CoPs have useful resources available for public on their websites. Some CoPs are free, others have annual membership fee.
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Communities of Practice (CoPs)

Aerospace & Defense
Human Resources
Information Systems Information Technology & Telecommunications
Retail Risk Management Service & Outsourcing
Troubled Projects
Automation Systems
Healthcare
International Development Manufacturing
Quality in Project Management
Women in Project Management
Consulting
Government
Marketing & Sales
Program Management Office
Design-ProcurementConstruction
Financial Services
Metrics
Pharmaceutical
eBusiness
Education & Training
New Product Development
Oil, Gas & Petrochemical
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PMI Chapters
PMI has a number of geographically-organized chapters in Pakistan and around the world.
PMI Islamabad Chapter www. pmiislamabad.org PMI Lahore Chapter www.pmilhr.org.pk PMI Karachi Chapter: www.pmikarachi.org
Chapter helps the local PMI members community with attaining and retaining and enhancing PMI credentials.
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Chapter Benefits
Chapter events Opportunities to network with peers Knowledge resources (articles, white papers, presentations, case studies) Tools and templates from the Chapter Electronic communications Opportunities to volunteer with Chapter Webinars from Chapter An expert to respond to member submitted questions Readily available responses to frequently asked questions
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PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK)
First Edition 1996
Second Edition 2000
Third Edition 2004
Fourth Edition 2008
Fifth Edition 2013

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PMIs PMBOK
Project Management Body of Knowledge (PMBOK) was developed by PMI.
Worlds most used PM Standard
Mostly used in USA & Canada

PMBOK implemented by ANSI PMBOK was first released in 1983
PMBOK Updated every 4 years

Latest Version: PMBOK 5th Edition -
2013
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PMBOK Processes
Each process is characterized by its inputs, the tools and techniques that can be applied, and the resulting outputs.
No. Of Process Groups No. of Knowledge Areas No. Processes No of Total ITTOs Unique ITTOs = = = = = 5 10 47 615 197
Cross Cutting Skills - Social Responsibilities

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Process Groups
Planning
Cross Cutting Skills
Monitoring and
Controlling
Initiating
Executing
Closing
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Knowledge Areas
Integration Management
Scope Management
Time Management Cost Management Quality Management
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Knowledge Areas
Human Resource Management Communication Management
Risk management
Procurement management Stakeholders Management
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Process Approach
A process approach is a powerful way of organizing and managing activities to create value for the customer and other stakeholders. The process approach introduces horizontal management, crossing the barriers between different functional units and unifying their focus to the main goals of the organization. The processes are managed as a system, by creating and understanding a network of the processes and their interactions PMI believes in Process Approach
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What is a Process
A Process can be defined as a set of interrelated or interacting activities, which transforms inputs into outputs.
Step 1
Step 2
Step 3
Result
inputs
activity
outputs
Def.: A process is a series of actions directed toward a particular result Project management can be viewed as a number of interlinked processes Process groups include: Initiating processes, Planning processes, Executing processes, Monitoring and controlling processes, Closing processes
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Processes
In order for a project to be successful, the project team must:
Select appropriate processes required to meet the project objectives, Comply with requirements to meet stakeholder needs and expectations, and Balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specified product.
Actions taken during one process typically affect that process and other related processes.
Processes
PROJECT MANAGEMENT PROCESSES PRODUCT ORIENTED PROCESSES
Ensure the effective flow of the project throughout its existence. These processes apply the skills and capabilities described in the knowledge areas Project management processes apply globally and across industry groups.
Specify and create the project's product. Product-oriented processes are typically defined by the product life cycle and vary by application area. The scope of the project cannot be defined without some basic understanding of how to create the specified product.
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Inputs
Outputs from previous Processes
EEP, OPAs
Changes
3 Major Inputs Organizational process assets Project management plan
Occurrences 34 21
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Management Consultants (SMC) Enterprise environmentalSmart factors 18
Tools & Techniques

Networking
Analytical Techniques
Expert Judgment
3 Major Tools & Techniques Expert judgment Occurrences 19
Reserve analysis
Communications methods
4
4
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Outputs
3 Major Outputs
Project document updates Project management plan updates
Occurrences
20 15
Change requests
14
Product
Lessons Learned
Updates
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Eligibility and Application Process
PMP EXAM
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Eligibility Criteria (Bachelors)

35 PDUs 4500 Hours 36 Months 3 Years
35 Contact hours of formal Project Management education
4500 Hours of Project Management Experience
36 Months Years of Experience (nonoverlapping)

3 Years of project Management Experience in previous 8 years.
PDU?
Professional Development Unit It is the measuring unit used to quantify approved learning and professional service activities. Typically, 1 PDU is earned for every one hour spent in planned, structured learning experience or activity.
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PMP : Credential Process Timeline
Examination and Renewal Fees
Annual Membership Fee is $ 129 (+10)

Annual Chapter Membership Fee for Islamabad $ 15, Lahore Free, Karachi $ 20
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Exam Structure
Time: 4 hours - Total Questions : 200 Pre-Test: 25 Questions will not be scored Exam tests knowledge, application and analysis. Mix of Easy, Difficult and Complex and Few are out of Box Questions; Dont be Scary! Questions Carry different Marks No PMP exams will ever be same Qualitative Scoring Model.
Proficient (P) Moderately Proficient (MP) Below Proficient (BP)
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Question
? Format
Exam questions are given in a multiple choice format, with four possible answers, marked A, B, C, and D, and only one of those four answers is correct. There is no penalty for guessing, so answer every question on the PMP exam, leaving none of them blank. Many of the PMP questions are quite short in format; however, the PMP Exam is famous (or infamous) for its long, twisting and scenario based questions.
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Questions Distribution
Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Percentage %
13 24 30 25 8
Questions
26 48 60 50 16
Total
100
200
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PMI-ism
It refers to the PMI way of thinking that many of the Practicing Project Managers might not be aware of. Also, understanding PMI-ism will help you pick up the best answer among what may appear more than one correct answer in the exam. Technically and Ethically Best Correct Answer Choice, to be Selected.
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Qualitative Scoring Pass Combinations

Process Group
Initiating
All Proficient
2
All Moderate Proficient
3
Any Combination Proficient or Moderate Proficient
4
BP
5
BP
6
P
Planning Executing Monitoring & Controlling Closing
MP
P P BP
MP
P P P
P
MP MP BP
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Evaluate Vertically
Dangerous Scoring Combinations

Exam Domains
Initiating
Planning Executing Monitoring & Controlling Closing
Qs
26
1
BP
2
MP
3
BP
4
MP
5
MP
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60 50
MP
BP BP
BP
MP BP
MP
BP MP
BP
MP MP
MP
MP BP
16
MP
MP
MP
MP
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BECOMING A PMP
How long it took to become PMP certified
Average
9.1 months
Median:
6.0 months
Min:
1.0 months
Max:
40.0 months
Maintaining PMP Credential (CCRs/PDUs)

Once you become certified, you need to demonstrate your continued participation in the PM profession to keep your certification. The program for maintaining your credentials is called Continuing Certification Requirements (CCR). Your certification/ CCR cycle completes in three years later and is renewed. You complete 60 PDUs and pay the Renewal Fee.
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Project Management Professional (PMP) Training Course

PMP Exam Preparation Course Day No.1 & Session No. 1

Smart Management Consultants (SMC)

Syed Asad Hasnain Bukhari, PMP

10+ Years of Experience

PMBOK 5th Edition

Project Management Professional (PMP) Training Course

Smart Management Consultants (SMC)

Smart Management Consultants (SMC)

Ref: PMI, PMBOK 5th Edition Page 489

Project Management Professional (PMP) Training Course

Motivation for Learning; The

Why to do the PMP ?

Provides Opportunity for Advancement Global Recognition for your skills

PMBOK 5th Edition

Project Management Professional (PMP) Training Course

Benefits of PMP for Corporations?

Smart Management Consultants (SMC)

Project Management Professional (PMP) Training Course

PMI Statistics - Pakistan

22% Annual Growth

Quote of the Day

Smart Management Consultants (SMC)

PMBOK 5th Edition

Project Management Professional (PMP) Training Course

Steve Wheeler, Plymouth University, 2012

Smart Management (SMC) Source: Consultants http://www.brainrules.net

PMBOK 5th Edition

Project Management Professional (PMP) Training Course

Participate & Discuss

Smart Management Consultants (SMC)

Project Management Professional (PMP) Training Course

Our Mission in this Training

No participant is left behind

Smart Management Consultants (SMC)

Scope of The Training

PMBOK 5th Edition

Project Management Professional (PMP) Training Course

How Will We achieve this Mission?

Min. Hours Required: 35 hrs. for PMP

Smart Management Consultants (SMC)

PMBOK 5th Edition

Project Management Professional (PMP) Training Course

Project Management Professional (PMP) Training Course

Larger Project Perspective

Smart Management Consultants (SMC)

Project Management Professional (PMP) Training Course

Critical Success Factors

Projects linked with Strategic Mission

Business processes Knowledge

Clearly defined Scope

Effective change control process exists and followed.

Limited experimentation with new technology

Why Structured Approach to Project Management is Essential

Survey : 37% Projects are at Risk

2011 Project Management Solutions, Inc.

PMBOK 5th Edition

Project Management Professional (PMP) Training Course

Smart Management Consultants (SMC)

Smart Management Consultants (SMC)

PMBOK 5th Edition

Project Management Professional (PMP) Training Course

Project Standard Tailoring