Who am I ?

1.

Be on time to show us that you care!

2.

We discuss; we do not argue!

3.

When asked a question; if you do not know, guess!

4.

If you like me, talk about me. If you dont, talk to

me!

Chap 1 Introduction

Chap 1 Introduction: PMI & PMP

The Project Management Institute (PMI) www.pmi.org is a

project management professional association with over
700,000 members. Established in 1969 and located in the
US.
Project Management Professional (PMP) credential
recognizes demonstrated knowledge and skill in leading
and directing project teams and in delivering project results
within the constraints of schedule, budget and resources.
PMI, PMBOK, PMP are registered marks of Project Management Institute, Inc.

Why get certified?

Tired of facing the same old

problems?
If youve worked on a lot of projects,
you know that you face the same
problems, over and over again.
Its time to learn some common
solutions to those problems. Theres
a whole lot that project managers
have learned over the years, and
passing the PMP exam is your ticket
to putting that wisdom into practice.

Do these problems seem familiar?

Tired of facing the same old problems?
Kates boss promised a delivery date that she couldnt possibly meet

Do these problems seem familiar?

Tired of facing the same old problems?

Then, when the project was halfway done, the customer demanded a big change

Do these problems seem familiar?

Tired of facing the same old problems?
Then, just as the project was about to be completed, someone noticed a couple typos
and 10,000 leaflets had to be reprinted

Do these problems seem familiar?

Then, when it was time to fix

those typos, Kate realized that the
printer was booked for another
project

And even though she knew there

was a pretty good chance that
someone else might need the
printer, she didnt have time to
come up with a backup plan

Projects dont have to be this way

Your problems...already solved

Every project eventually runs into the same kinds of issues. But a project
manager with good training can spot them early, and quickly figure out the best
solutions. The PMBOK Guide will help you:

What you need to be a good project manager

The PMBOK Guide is full of practical tools that can help you manage your projects better.
But all of that doesnt mean much if you dont have the three core characteristics of a
successful project manager. Youve got to pay attention to all three if you want to make
your project a success. This is what youll need if youre going to take on the role of
project manager:

Case Study

RMS Titanic
RMS Titanic was a British passenger liner that sank in the
North Atlantic Ocean on 15 April 1912 after colliding with
an iceberg during her maiden voyage from Southampton,
UK to New York City, US.
The RMS Titanic, the largest ship afloat at the time it
entered service, was the second of three Olympic class
ocean liners operated by the White Star Line, chaired by
Joseph Bruce Ismay and was built by the Harland and Wolff
shipyard in Belfast with Thomas Andrews as her naval
architect. Andrews was among those lost in the sinking. On
her maiden voyage, she carried 2,224 passengers and crew.
Under the command of Edward Smith.
Financed by railroad tycoon J. P. Morgan
Titanic carried enough lifeboats for only1,178 people from
a total of 2,224 passengers and crew
14

Titanic

Titanic

16

Titanic

Titanic

Titanic

Titanic

Titanic

Titanic

Titanic

Titanic

Titanic

Titanic

Titanic

Titanic

Titanic

What is a Project?

A temporary endeavour undertaken to create a unique product,

service or result

Examples of a Project

Project Attributes

When you create the

product of your project, it
is measurable. If you start
a project to create a piece
of software or build a
building, you can tell that
software or that building
from any other one that
has been produced

Projects always have a start

and a finish. They start when
you decide what you are going
to do, and they end when
youve created the product or
service you set out to create.
Sometimes they end because
you decide to stop doing the
project. But they are never
ongoing.

You learn more and more about a

project as it goes on. When you
start, you have goals and a plan, but
there is always new information to
deal with as your project progresses,
and youll always have to make
decisions to keep it on track. While
you do your best to plan for
everything that will happen, you
know that you will keep learning
more about your project as you go.

Project Results -> Project can Create

When Project will end?

The project end is reached when project objectives have been achieved
Terminated - due to change in strategy or may not be feasible
Stopped - when the need for project no longer exists

Constructed House
Objective achieved

Completed Bridge Objective achieved

Hydropolis Underwater HotelTerminated

Polio Project No longer exists

Why do we need Projects? -> Authorized because of

What is Project Management?

The application of knowledge, skills, tools & techniques to project

activities to meet project requirements.

How PMBOK Tools & Techniques are applied?

Appropriate application & integration of 47 project

management processes defined in PMBOK

Project Constraints

Can you figure out the constraint thats causing the biggest
headache for the project manager in each of these scenarios?

Can you figure out the constraint thats causing the biggest
headache for the project manager in each of these scenarios?

What is Project Management Office (PMO)?

It is a management structure that standardizes project related
governance processes & facilitates sharing of resources,
methodologies, tools & techniques
Methodologies

Tools &
Techniques

Resources

Management
Structure

Standardizes
project
governance

Facilitates
sharing of

Can act as integral stakeholder & key decision maker

(depends on the type of PMO or organization)

Project management offices help you do a good job, every time

Has low control
Supportive
PMOs that play a supportive role provide all of the templates you need to fill out while
your project is underway. Theyll lay out the standards for how you should
communicate your projects scope, resources, schedule, and status as your project
progresses from its initial stages through to delivery and closing.

Has moderate control

Controlling
PMOs that control the way project management is done in a company will be able to
check that youre following the processes they prescribe. Like supportive PMOs, theyll
tell you what templates you should fill out and prescribe a framework for doing project
management in your company. Theyll also periodically review the work that youre
doing on your project to make sure youre following their guidelines.

Has high control

Directive
PMOs that take a directive approach actually provide project managers to project
teams. In a directive PMO, the project manager usually reports to the PMO directly.
That reporting structure makes sure that the project managers follow the frameworks
and templates prescribed by the PMO, because their job performance depends on it.

The role of PM Vs. PMO

Project Manager
Focuses
on
project
activities
Controls assigned project
resources
Manages constraints of
individual projects

PMO

Manages major program scope changes to

better achieve business objectives
Optimizes use of shared resources across
projects
Manages
methodologies,
standards,
risks/opportunities,
metrics
&
interdependencies

Which kind of project management office is being described?

Which kind of project management office is being described?

Understand your companys big picture

Your project is an important part of the work your company is doing, but you
need to understand how it fits into the higher-level strategy your company is
executing, too. Thats where programs and portfolios come in.

Program
A program is a group of projects that are closely
linked, to the point where managing them together
provides some benefit.
The firm knows from experience that creating huge skyscrapers is
dramatically different than building residential homes, so residential
home construction would be its own separate program.
Program managers focus on the places where projects depend on
each other and coordinate activities to make sure that the work gets
done in the most direct way possible.

What is a Program?
A group of related projects, subprograms and program activities
managed in a coordinated way

Obtain benefits & control which is not obtainable from managing them
individually

What is a Program?

What is a Program?

Setting up a Metro

Characteristics of a Program

Understand your companys big picture

Your project is an important part of the work your company is doing, but you
need to understand how it fits into the higher-level strategy your company is
executing, too. Thats where programs and portfolios come in.

Portfolio
A portfolio is a group of projects or programs that are
linked together by a strategic business goal.
If an architecture firm was venturing into remodeling existing buildings
as well as designing new ones, it might split its efforts into separate
New Construction and Remodeling portfolios, since the goals for each
are quite different.
Portfolio managers divide up the projects, programs, and operations
your company is doing so that they align with business goals. That
way, they can be sure that projects get the most out of managing their
timelines, budgets, and resource commitments so that the companys
goals are met.

What is a Portfolio?

Collection of Projects, programs, subportfolios and operations

managed as a group to achieve strategic objective

What is a Portfolio?

What is a Portfolio?

A Huge Construction Company

Characteristics of a Portfolio

Which one of those does each story below describe?

Which one of those does each story below describe?

Operations management handles the processes that make your

company tick
Ongoing endeavours that produce repetitive outputs, with
resources assigned to perform same set of tasks according to
standards institutionalized in a product life cycle

Ongoing Endeavours

Project or Operations?

Construction of a Building

Project

Front Desk Guest Service

Operations

Project or Operations?

Supermarket Checkout

Operations

A Wedding
Project

Project or Operations?

Project Vs. Operations?

Project

Temporary (has start & end date)

To attain project objectives.
Catalyst for change.
Deliver unique product or
services.
Uses Heterogeneous teams

Operations

On-going activity that produces

repetitive output.
To sustain the business.
Maintain status quo.
Standard product or services.
Uses Homogeneous teams.

Operational Work and A Project fireside chat over whos more

valuable !!!!!

Which of these scenarios are operations, and which are projects?

Which of these scenarios are operations, and which are projects?

Chap 2 Organizational Influences & Project Life cycle

Organizational Influences & Project Life cycle

If you want something done right...

better hope youre in the right kind of organization.
All projects are about teamworkbut how your team
works depends a lot on the type of organization youre in.
In this chapter, youll learn about the different types of
organizations aroundand which type you should look
for the next time you need a new job

Major Organizational Influences

Back to Kates nightmare after moving to a new organization

Lets figure out how things are working in Kates new organization... and
start to think about how we can improve things

Kates project needs to follow company processes (OPA)

Kate makes some changes

1.

2.

She divides maintenance into releases, each with a

well-defined start and a finish.

She follows the companys project

governance guidelines and works
with stakeholders to set scope
goals that each release must meet.

Kate makes some changes

3.

She manages the budget for each release

and keeps the costs contained.

and her project is a

success!

Organizational Process Assets (OPA)

Include any artefact, practice, or knowledge from any or all of
the organizations involved in the project that can be used to
perform or govern the project

You cannot manage your project in a vacuum

Even the best project manager
cannot control everything that
affects their projects

Enterprise Environmental Factors (EEF)

Refers to conditions, not under the control of the project team, that
influence, constrain, or direct the project

Organizational Structure
Is an EEF; which can affect the availability of resources & influence how
projects are conducted

A day in Kates life in the new organization

This is Kates job writing status reports

Kates new job

Kate is a project expediter right now

Kate may have the job title of

project manager, but even though
thats whats printed on her business
cards, thats not really her job.

Kates job is to document whats happening on a

project, but she doesnt have the authority to
make decisions on it. The PMBOK Guide calls this
role a project expediter. She may work on
projects, but shes certainly not managing
anything.

There are different types of organizations

There are different types of organizations

Kate (PM) has the most

authority and power in a
projectized organization

Organizational Structures -> Functional

The organization is grouped into various departments (Sales,

Marketing, etc.). People with similar skills are kept together.
Departments execute their own projects.
Or
Expeditor

Organizational Structures -> Functional

+
Advantages

Similar
resources
are
centralized grouped by
specialties
Highly specialized expertise
Team members report to only
one manager
Clearly defined career path

Disadvantages

Project boundaries limited to

discipline (Siloed)
No career path in Project
Management
Difficulty in balancing project
versus real work
PM has limited or no
authority

Organizational Structures -> Projectized

PM has full authority to assign priorities, apply resources, and direct
the work of persons assigned to the project.

Or
Expeditor

Organizational Structures -> Projectized

+
Advantages

PM has independence &

Authority
Efficient project organization
Loyalty to the project

Effective communication
Faster delivery
Project team cohesion

Disadvantages

No home when project is

complete
Lack of specialization in other
disciplines
Duplication of facilities & job
functions
May result in less efficient use
of resources

Organizational Structures -> Weak Matrix

Limited Power and authority with Project Manager. Part time PM
Role & no admin staff. Act as coordinator or expediter. Functional
Manager controls the Project Budget. Resembles functional
Organizational structure

Organizational Structures -> Balanced Matrix

Power and authority shared between project & Functional Manager
Full time PM Role & part time admin staff. PM & FM both share
control of Project Budget.

Organizational Structures -> Strong Matrix

Power and authority lie with the project manager. Full time PM
Role & full time admin staff. PM Control Project Budget. Many
characteristics of the Projectized Organization.

Organizational Structures -> Matrix

+
Advantages

Highly
visible
project
objectives
Improved project manager
control over resources
More support from functional
areas
Maximum utilization of scarce
resources
Better coordination
Better horizontal & vertical
dissemination of information
Team members have a home

Disadvantages

Extra
administration
is
required
More than one boss for
project teams
More complex to monitor and
control
Resource allocation is more
complex
Need extensive policies and
procedures
Higher potential for conflict

Organizational Structures -> Composite

Many organizations involve all these structures at various levels, often referred to
as a composite organization. Is a mixture of Functional, Matrix, and Projectized
type of organization. Involves all these structures at the various levels. Very
effective resource utilization. High flexibility in meeting requirements

Match the right type of organization

Match the right type of organization

Bullet Points: Aiming for the Exam

Here are a few excerpts from some of Kates job interviews.

Can you figure out what kind of organization each interviewer is
representing?

Here are a few excerpts from some of Kates job interviews.

Can you figure out what kind of organization each interviewer is
representing?

Here are a few excerpts from some of Kates job interviews.

Can you figure out what kind of organization each interviewer is
representing?

Here are a few excerpts from some of Kates job interviews.

Can you figure out what kind of organization each interviewer is
representing?

Stakeholders are impacted by your project

Anyone who will be affected by the outcome of your project is a stakeholder.

Its usually pretty easy to come up with the first few people on the list of affected people. The sponsor
whos paying for the project, the team whos building it, and the people in management who gave the
project the green light are all good examples. But it can get a little tricky as your project gets going.
You might start with that core group of people and find that the number keeps growing as time goes
on. Its your job as a project manager to find all of the stakeholders who are influential in your project
and keep them updated on where your project is going. Making sure that their expectations are
managed can be the difference between your project succeeding and failing.

Project Stakeholders

Stakeholder is an individual, group, or organization who may affect,

be affected by outcome of a project.

Stakeholders may be actively involved in the project

May have interests that may be positively or negatively affected by
outcome of the project
Different stakeholders may have competing expectations that might create
conflicts within the project

Project Stakeholders

Stakeholder is an individual, group, or organization who may affect,

be affected by outcome of a project.

A stakeholder has varying level of responsibility & it changes during project

life cycle

Stakeholders identification is a continuous process

Stakeholder management is an important part of the PM responsibility

Project Stakeholders

Project Team

Project Team
Consider a Software development Project & you will see the below
members involved in executing project work.

Project Team & Project Management Team

Managing Project Constraints

When Kate thinks about solutions, shes going to have to deal
with the projects constraints. Any time the project changes,
shell need to know how that change affects all of the constraints

Project Life Cycle

Is a collection of project phases that defines.

What work will be performed in each phase

What deliverables will be produced & when

Who is involved in each phase

How management will control and approve work of each phase

If your project is really big, you can manage it in PHASES

A lot of project managers manage projects that are big or complex, or simply need to
be done in stages because of external constraints, and thats when its useful to
approach your project in phases. When your project has phases that happen one after
another and dont overlap, thats called a sequential relationship between the phases.

Phases can also overlap

Sometimes you need teams to work independently on different parts of the project, so
that one team delivers their results while another team is still working.
Thats when youll make sure that your phases have an overlapping relationship. But
even though the phases overlap, and may not even start at the same time, they still
need to go through all five process groups
Iteration means executing one
phase while planning the next

Phase to Phase relationship

Project Phases

Is a collection of logically related project activities that results in

one or more deliverables. These are industry specific.

Project Phases

Project Life Cycle Vs. Project Management Life Cycle

Project Life Cycle -> Characteristics -> Cost & Staffing Level

Project Life Cycle -> Characteristics -> Impact on Variables

Chap 3 Project Management Processes

Project Management Processes

All of the work you do on a

project is made up of processes.
Once you know how all the processes in your project fit
together, its easy to remember everything you need to know
for the PMP exam.
Theres a pattern to all of the work that gets done on your
project.
First you plan it, and then you get to work. While you are
doing the work, you are always comparing your project to
your original plan.
When things start to get off-plan, its your job to make
corrections and put everything back on track.
And the process frameworkthe process groups and
knowledge areasis the key to all of this happening smoothly.

Cooking up a Project
When you cook something from a recipe for the first
time, there are certain steps you always follow:
First figure out what youre going to make

Then make all your plans

Cooking up a Project
When you cook something from a recipe for the first
time, there are certain steps you always follow:
Next, its time to start cooking!

Finally, you can give her the

cookies

Projects are like recipes

All projects, no matter how big or small, break down into process groups.
Process groups are like the steps you use when following a recipe

Introduction PMBOK Processes

There are 47 logically grouped processes
Categorized into 5 process groups
Grouped in 10 Knowledge areas

Anatomy of a Process

You can think of each

process as a little machine.
It takes the inputs
information you use in your
projectand turns them
into outputs: documents,
deliverables, and decisions.
The outputs help your
project come in on time,
within budget, and with high
quality.
Every single process has
inputs, tools and techniques
that are used to do the
work, and outputs.

What is a Process?
A set of interrelated actions & activities performed to create a prespecified product, service or result.

EEF & OPA should be taken into account as input to every process even if they
are not explicitly listed in the process specifications.

Combine processes to complete your project

Sometimes the output of one process becomes an input of the
next process. In the cookie project, the raw ingredients from the
store are the outputs of the planning process, but they become
the inputs for the executing process, where you mix the
ingredients together and bake them

What is Process Group?

A logical grouping of project management inputs, tools and
techniques, and outputs.

Initiating Process Group

Planning Process Group

Execution Process Group

Monitoring & Conrolling Process Group

Closing Process Group

Project Information

Significant amount of data & information is collected, analyzed,

transformed and distributed.

Knowledge areas organize the processes

The process groups

help you organize the
processes by the kind
of work you do.
The knowledge areas
help you organize by
the subject matter
youre dealing with.
The 10 elements of
the cookie process
are the PMBOK Guide
knowledge areas.

Knowledge Area
Area of project management defined by its knowledge
requirements & described in terms of its component processes,
practices, inputs, outputs, tools, and techniques

Question 1

Which of the following is NOT a characteristic of a project?

A. Constrained by limited resources

B. Planned, executed, and controlled

C. Creates a unique product or service

D. Ongoing and repetitive

Answer 1

Which of the following is NOT a characteristic of a project?

A. Constrained by limited resources

B. Planned, executed, and controlled

C. Creates a unique product or service

D. Ongoing and repetitive

Question 2
In the kick-off meeting for Titanic project, Thomas Andrews (Chief
Engineer) provided information to his team members about the different
process groups to be followed in the project. According to PMI, which are
the project management process groups?
A. Conceptualizing, Initiating, Executing, Monitoring and Controlling, and
Closing

B. Initiating, Planning, Executing, Monitoring and Controlling, and Closing

C. Initiating, Verifying, Executing, Monitoring and Controlling, and Closing
D. Initiating, Planning, Executing, Controlling, and Administrative Closure

Answer 2
In the kick-off meeting for Titanic project, Thomas Andrews (Chief
Engineer) provided information to his team members about the different
process groups to be followed in the project. According to PMI, which are
the project management process groups?
A. Conceptualizing, Initiating, Executing, Monitoring and Controlling, and
Closing

B. Initiating, Planning, Executing, Monitoring and Controlling, and

Closing
C. Initiating, Verifying, Executing, Monitoring and Controlling, and Closing
D. Initiating, Planning, Executing, Controlling, and Administrative Closure

Question 3
Thomas Andrews (Chief Engineer) is responsible for developing the WhiteStar Liner Ships. He is responsible for managing both the individual ship
release (Titanic) and the coordination of the multiple ship releases
(Olympic & Britannic). His role is that of a:
A. Program manager

B. Project manager
C. Functional manager

D. Operations manager

Answer 3
Thomas Andrews (Chief Engineer) is responsible for developing the WhiteStar Liner Ships. He is responsible for managing both the individual ship
release (Titanic) and the coordination of the multiple ship releases
(Olympic & Britannic). His role is that of a:
A. Program manager

B. Project manager
C. Functional manager

D. Operations manager

Question 4
Thomas Andrews has reached the end of the design phase of Titanic project. He
decide to call a "phase end review" for obtaining authorization to close the design
phase and initiate the next phase (i.e., execution phase) of the project. His
manager disagrees with the suggestion. He wants a "kill point" to formally end the
design phase of the project. In this context, Andrews should:
A. Disagree with his manager because he knows that phase end reviews should be used
at the end of each phase of the project
B. Agree with his manager as kill point is a phase-end review
C. Escalate this issue to the project sponsor (Bruce Ismay)
D. Take advice from a senior project manager about what should actually be done at the
end of each phase of the project

Answer 4
Thomas Andrews has reached the end of the design phase of Titanic project. He
decide to call a "phase end review" for obtaining authorization to close the design
phase and initiate the next phase (i.e., execution phase) of the project. His
manager disagrees with the suggestion. He wants a "kill point" to formally end the
design phase of the project. In this context, Andrews should:
A. Disagree with his manager because he knows that phase end reviews should be used
at the end of each phase of the project
B. Agree with his manager as kill point is a phase-end review
C. Escalate this issue to the project sponsor (Bruce Ismay)
D. Take advice from a senior project manager about what should actually be done at the
end of each phase of the project

Question 5
If Thomas Andrews was the project manager in a company where he had
maximum authority. To which organizational structure does the company
belong?

A. Functional
B. Weak Matrix
C. Strong Matrix
D. Projectized

Answer 5
If Thomas Andrews was the project manager in a company where he had
maximum authority. To which organizational structure does the company
belong?

A. Functional
B. Weak Matrix
C. Strong Matrix
D. Projectized

Question 6
Matrix organizations exhibit features of both projectized and functional
organizations. White Star Line is a weak matrix organization, the role of a
Thomas Andrews (project manager) may be that of a:
A. Coordinator
B. Manager with considerable authority
C. Support person
D. Functional manager

Answer 6
Matrix organizations exhibit features of both projectized and functional
organizations. White Star Line is a weak matrix organization, the role of a
Thomas Andrews (project manager) may be that of a:
A. Coordinator
B. Manager with considerable authority
C. Support person
D. Functional manager

Question 7
As a project manager, Thomas Andrews had to manage different
stakeholder expectations. Project sponsor (J.P. Morgan) and customer
(Bruce Ismay) are two very important stakeholders in any project. In this
context, which of the following is NOT the responsibility of both the
project sponsor and the customer?

A. Take into account risk tolerance

B. Provide key events, milestones, and deliverable due dates

C. Formally accept the product of the project

D. Provide financial resources for the project

Answer 7
As a project manager, Thomas Andrews had to manage different
stakeholder expectations. Project sponsor (J.P. Morgan) and customer
(Bruce Ismay) are two very important stakeholders in any project. In this
context, which of the following is NOT the responsibility of both the
project sponsor and the customer?

A. Take into account risk tolerance

B. Provide key events, milestones, and deliverable due dates

C. Formally accept the product of the project

D. Provide financial resources for the project

Question 8
Thomas Andrews (PM), realized that managing project stakeholder
expectations is an important priority. Which statement on project
stakeholders is NOT correct?
A. Negative stakeholders must be ignored if the project has to be successfully completed.
B. Stakeholders have varying levels of responsibility and authority when participating on a
project and these can change over the course of the project life cycle.
C. Some key stakeholders include project manager, operations management, project
team, customers, and sponsor.

D. Stakeholder expectations may be difficult to manage, because stakeholders often have

very different or conflicting objectives.

Answer 8
Thomas Andrews (PM), realized that managing project stakeholder
expectations is an important priority. Which statement on project
stakeholders is NOT correct?
A. Negative stakeholders must be ignored if the project has to be successfully completed.
B. Stakeholders have varying levels of responsibility and authority when participating on a
project and these can change over the course of the project life cycle.
C. Some key stakeholders include project manager, operations management, project team,
customers, and sponsor.

D. Stakeholder expectations may be difficult to manage, because stakeholders often have

very different or conflicting objectives.