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PMP Exam Prep - PMBOK 5th Ed

PMP Exam preparation based on the PMBOK 5th edition
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UnstoppableMe.ca

on 27 February 2016

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Transcript of PMP Exam Prep - PMBOK 5th Ed

4.1 Develop Project Charter
PMP
Exam
Based on PMBOK 5th Edition
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work
4.6 Close Project or Phase
Preparation
4.5 Perform Integrated Change Control
Process Groups
Knowledge Areas
4. Project Integration Management
5.1 Plan Scope Management
5.5 Validate Scope
5.2 Collect Requirements
5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.7 Control Schedule
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
7.1 Plan Cost Management
7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8.1 Plan Quality Management
8.2 Perform Quality Assurance
8.3 Control Quality
9.1 Plan Human Resource Management
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10.1 Plan Communications Management
10.2 Manage Communications
10.3 Control Communications
11.1 Plan Risk Management
11.6 Control Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management
12.2 Conduct Procurements
12.3 Control Procurements
Initiating
Planning
Executing
Monitoring and Controlling
Closing
5. Project Scope Management
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
9. Project Human Resource Management
10. Project Communications Management
13.1 Identify Stakeholders
13.2 Plan Stakeholder Management
13.3 Manage Stakeholder Engagement
13.4 Control Stakeholder Engagement
11.4 Perform Quantitative Risk Analysis
11. Project Risk Management
12. Project Procurement Management
13. Project Stakeholder Management
12.4 Close Procurements
1 Introduction
2 Organizational Influences
& Project Life Cycle
3 Project Management Processes
6.2 Define Activities
6.6 Develop Schedule
Inputs
Tools & Techniques
Outputs
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.1 Project statement of work
.2 Business case
.3 Agreements
.4 Enterprise environmental factors
.5 Organizational process assets

.1 Expert judgment
.2 Facilitation techniques
.1 Project charter
.1 Project charter
.2 Outputs from other processes
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Expert judgment

.2 Facilitation techniques


.1 Project management plan
.1 Project management plan
.2 Approved change requests
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Expert judgment
.2 Project management information system
.3 Meetings
.1 Deliverables
.2 Work performance data
.3 Change requests
.4 Project management plan updates
.5 Project documents updates
.1 Project management plan
.2 Schedule forecasts
.3 Cost forecasts
.4 Validated changes
.5 Work performance information
.6 Enterprise environmental factors
.7 Organizational process assets
.1 Expert judgment
.2 Analytical techniques
.3 Project management information system
.4 Meetings
.1 Change requests
.2 Work performance reports
.3 Project management plan updates
.4 Project documents updates
.1 Project management plan
.2 Work performance reports
.3 Change requests
.4 Enterprise environmental factors
.5 Organizational process assets
.1 Expert judgment
.2 Meetings
.3 Change control tools
.1 Approved change requests
.2 Change log
.3 Project management plan updates
.4 Project documents updates
.1 Project management plan
.2 Accepted deliverables
.3 Organizational process assets
.1 Expert judgment
.2 Analytical techniques
.3 Meetings

.1 Final product, service, or result transition
.2 Organizational process assets updates
.1 Project management plan
.2 Project charter
.3 Enterprise environmental factors
.4 Organizational process assets

1 Expert judgment

.2 Meetings
.1 Scope management plan
.2 Requirements management plan
.1 Scope management plan
.2 Requirements management plan
.3 Stakeholder management plan
.4 Project charter
.5 Stakeholder register
.1 Interviews
.2 Focus groups
.3 Facilitated workshops
.4 Group creativity techniques
.5 Group decision-making techniques
.6 Questionnaires and surveys
.7 Observations
.8 Prototypes
.9 Benchmarking
.10 Context diagrams
.11 Document analysis
.1 Requirements documentation
.2 Requirements traceability matrix
.1 Scope management plan
.2 Project charter
.3 Requirements documentation
.4 Organizational process assets

.1 Expert judgment
.2 Product analysis
.3 Alternatives generation
.4 Facilitated workshops

.1 Project scope statement
.2 Project documents updates
.1 Scope management plan
.2 Project scope statement
.3 Requirements documentation
.4 Enterprise environmental factors
.5 Organizational process assets

.1 Decomposition
.2 Expert judgment
.1 Scope baseline
.2 Project documents updates
.1 Project management plan
.2 Requirements documentation
.3 Requirements traceability matrix
.4 Verified deliverables
.5 Work performance data
.1 Inspection
.2 Group decision-making techniques
.1 Accepted deliverables
.2 Change requests
.3 Work performance information
.4 Project documents updates
.1 Project management plan
.2 Requirements documentation
.3 Requirements traceability matrix
.4 Work performance data
.5 Organizational process assets

.1 Variance analysis
.1 Work performance information
.2 Change requests
.3 Project management plan updates
.4 Project documents updates
.5 Organizational process assets updates

.1 Project management plan
.2 Project charter
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Expert judgment
.2 Analytical techniques
.3 Meetings
.1 Schedule management plan
.1 Schedule management plan
.2 Scope baseline
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Decomposition
.2 Rolling wave planning
.3 Expert judgment
.1 Activity list
.2 Activity attributes
.3 Milestone list
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Milestone list
.5 Project scope statement
.6 Enterprise environmental factors
.7 Organizational process assets
.1 Precedence diagramming method (PDM)
.2 Dependency determination
.3 Leads and lags
.1 Project schedule network diagrams
.2 Project documents updates
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Resource calendars
.5 Risk register
.6 Activity cost estimates
.7 Enterprise environmental factors
.8 Organizational process assets
.1 Expert judgment
.2 Alternative analysis
.3 Published estimating data
.4 Bottom-up estimating
.5 Project management software
.1 Activity resource requirements
.2 Resource breakdown structure
.3 Project documents updates
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Activity resource requirements
.5 Resource calendars
.6 Project scope statement
.7 Risk register
.8 Resource breakdown structure
.9 Enterprise environmental factors
.10 Organizational process assets
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.5 Group decision-making techniques
.6 Reserve analysis
.1 Activity duration estimates
.2 Project documents updates
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Project schedule network diagrams
.5 Activity resource requirements
.6 Resource calendars
.7 Activity duration estimates
.8 Project scope statement
.9 Risk register
.10 Project staff assignments
.11 Resource breakdown structure
.12 Enterprise environmental factors
.13 Organizational process assets
.1 Schedule network analysis
.2 Critical path method
.3 Critical chain method
.4 Resource optimization techniques
.5 Modeling techniques
.6 Leads and lags
.7 Schedule compression
.8 Scheduling tool
.1 Schedule baseline
.2 Project schedule
.3 Schedule data
.4 Project calendars
.5 Project management plan updates
.6 Project documents updates
.1 Project management plan
.2 Project schedule
.3 Work performance data
.4 Project calendars
.5 Schedule data
.6 Organizational process assets
1 Performance reviews
.2 Project management software
.3 Resource optimization techniques
.4 Modeling techniques
.5 Leads and lags
.6 Schedule compression
.7 Scheduling tool
.1 Work performance information
.2 Schedule forecasts
.3 Change requests
.4 Project management plan updates
.5 Project documents updates
.6 Organizational process assets updates
.1 Project management plan
.2 Project charter
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Expert judgment
.2 Analytical techniques
.3 Meetings
.1 Cost management plan
.1 Cost management plan
.2 Human resource management plan
.3 Scope baseline
.4 Project schedule
.5 Risk register
.6 Enterprise environmental factors
.7 Organizational process assets
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Bottom-up estimating
.5 Three-point estimating
.6 Reserve analysis
.7 Cost of quality
.8 Project management software
.9 Vendor bid analysis
.10 Group decision-making techniques
.1 Activity cost estimates
.2 Basis of estimates
.3 Project documents updates
.1 Cost management plan
.2 Scope baseline
.3 Activity cost estimates
.4 Basis of estimates
.5 Project schedule
.6 Resource calendars
.7 Risk register
.8 Agreements
.9 Organizational process assets
.1 Cost aggregation
.2 Reserve analysis
.3 Expert judgment
.4 Historical relationships
.5 Funding limit reconciliation
.1 Cost baseline
.2 Project funding requirements
.3 Project documents updates
.1 Project management plan
.2 Project funding requirements
.3 Work performance data
.4 Organizational process assets
.1 Earned value management
.2 Forecasting
.3 To-complete performance index (TCPI)
.4 Performance reviews
.5 Project management software
.6 Reserve analysis
.1 Work performance information
.2 Cost forecasts
.3 Change requests
.4 Project management plan updates
.5 Project documents updates
.6 Organizational process assets updates
.1 Project management plan
.2 Stakeholder register
.3 Risk register
.4 Requirements documentation
.5 Enterprise environmental factors
.6 Organizational process assets
.1 Cost-benefit analysis
.2 Cost of quality
.3 Seven basic quality tools
.4 Benchmarking
.5 Design of experiments
.6 Statistical sampling
.7 Additional quality planning tools
.8 Meetings
.1 Quality management plan
.2 Process improvement plan
.3 Quality metrics
.4 Quality checklists
.5 Project documents updates
.1 Quality management plan
.2 Process improvement plan
.3 Quality metrics
.4 Quality control measurements
.5 Project documents

.1 Quality management and control tools
.2 Quality audits
.3 Process analysis
.1 Change requests
.2 Project management plan updates
.3 Project documents updates
.4 Organizational process assets updates
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests
.6 Deliverables
.7 Project documents
.8 Organizational process assets
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests
.6 Deliverables
.7 Project documents
.8 Organizational process assets
.1 Quality control measurements
.2 Validated changes
.3 Verified deliverables
.4 Work performance information
.5 Change requests
.6 Project management plan updates
.7 Project documents updates
.8 Organizational process assets updates
.1 Project management plan
.2 Activity resource requirements
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Organization charts and position descriptions
.2 Networking
.3 Organizational theory
.4 Expert judgment
.5 Meetings
.1 Human resource management plan

.1 Human resource management plan
.2 Enterprise environmental factors
.3 Organizational process assets
.1 Pre-assignment
.2 Negotiation
.3 Acquisition
.4 Virtual teams
.5 Multi-criteria decision analysis
.1 Project staff assignments
.2 Resource calendars
.3 Project management plan updates
.1 Human resource management plan
.2 Project staff assignments
.3 Resource calendars
.1 Interpersonal skills
.2 Training
.3 Team-building activities
.4 Ground rules
.5 Colocation
.6 Recognition and rewards
.7 Personnel assessment tools
.1 Team performance
assessments
.2 Enterprise environmental factors updates
.1 Human resource management plan
.2 Project staff assignments
.3 Team performance assessments
.4 Issue log
.5 Work performance reports
.6 Organizational process assets
.1 Observation and conversation
.2 Project performance appraisals
.3 Conflict management
.4 Interpersonal skills
1 Change requests
.2 Project management plan updates
.3 Project documents updates
.4 Enterprise environmental factors updates
.5 Organizational process assets updates
.1 Project management plan
.2 Stakeholder register
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Communication requirements analysis
.2 Communication technology
.3 Communication models
.4 Communication methods
.5 Meetings
.1 Communications management plan
.2 Project documents updates
.1 Communications management plan
.2 Work performance reports
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Communication technology
.2 Communication models
.3 Communication methods
.4 Information management systems
.5 Performance reporting
.1 Project communications
.2 Project management plan updates
.3 Project documents updates
.4 Organizational process assets updates
.1 Project management plan
.2 Project communications
.3 Issue log
.4 Work performance data
.5 Organizational process assets
.1 Information management systems
.2 Expert judgment
.3 Meetings
.1 Work performance information
.2 Change requests
.3 Project management plan updates
.4 Project documents updates
.5 Organizational process assets updates
.1 Project management plan
.2 Project charter
.3 Stakeholder register
.4 Enterprise environmental factors
.5 Organizational process assets
.1 Analytical techniques
.2 Expert judgment
.3 Meetings
.1 Risk management plan
.1 Risk management plan
.2 Cost management plan
.3 Schedule management plan
.4 Quality management plan
.5 Human resource management plan
.6 Scope baseline
.7 Activity cost estimates
.8 Activity duration estimates
.9 Stakeholder register
.10 Project documents
.11 Procurement documents
.12 Enterprise environmental factors
.13 Organizational process assets
.1 Documentation reviews
.2 Information gathering techniques
.3 Checklist analysis
.4 Assumptions analysis
.5 Diagramming techniques
.6 SWOT analysis
.7 Expert judgment
.1 Risk register
.1 Risk management plan
.2 Scope baseline
.3 Risk register
.4 Enterprise environmental factors
.5 Organizational process assets
.1 Risk probability and impact assessment
.2 Probability and impact matrix
.3 Risk data quality assessment
.4 Risk categorization
.5 Risk urgency assessment
.6 Expert judgment
.1 Project documents updates
.1 Risk management plan
.2 Cost management plan
.3 Schedule management plan
.4 Risk register
.5 Enterprise environmental factors
.6 Organizational process assets
.1 Data gathering and
representation techniques
.2 Quantitative risk analysis and modeling techniques
.3 Expert judgment
.1 Project documents updates
.1 Risk management plan
.2 Risk register
.1 Strategies for negative risks or threats
.2 Strategies for positive risks or opportunities
.3 Contingent response strategies
.4 Expert judgment
.1 Project management plan updates
.2 Project documents updates
.1 Project management plan
.2 Risk register
.3 Work performance data
.4 Work performance reports
.1 Risk reassessment
.2 Risk audits
.3 Variance and trend analysis
.4 Technical performance measurement
.5 Reserve analysis
.6 Meetings
.1 Work performance information
.2 Change requests
.3 Project management plan updates
.4 Project documents updates
.5 Organizational process assets updates
.1 Procurement management plan
.2 Procurement documents
.3 Source selection criteria
.4 Seller proposals
.5 Project documents
.6 Make-or-buy decisions
.7 Procurement statement of work
.8 Organizational process assets
.1 Bidder conference
.2 Proposal evaluation techniques
.3 Independent estimates
.4 Expert judgment
.5 Advertising
.6 Analytical techniques
.7 Procurement negotiations
.1 Selected sellers
.2 Agreements
.3 Resource calendars
.4 Change requests
.5 Project management plan updates
.6 Project documents updates
.1 Project management plan
.2 Procurement documents
.3 Agreements
.4 Approved change requests
.5 Work performance reports
.6 Work performance data
.1 Contract change control system
.2 Procurement performance reviews
.3 Inspections and audits
.4 Performance reporting
.5 Payment systems
.6 Claims administration
.7 Records management system
.1 Work performance information
.2 Change requests
.3 Project management plan updates
.4 Project documents updates
.5 Organizational process assets updates
.1 Project management plan
.2 Requirements documentation
.3 Risk register
.4 Activity resource requirements
.5 Project schedule
.6 Activity cost estimates
.7 Stakeholder register
.8 Enterprise environmental factors
.9 Organizational process assets
.1 Make-or-buy analysis
.2 Expert judgment
.3 Market research
.4 Meetings
.1 Procurement management plan
.2 Procurement statement of work
.3 Procurement documents
.4 Source selection criteria
.5 Make-or-buy decisions
.6 Change requests
.7 Project documents updates
.1 Project management plan
.2 Procurement documents
.1 Procurement audits
.2 Procurement negotiations
.3 Records management system
.1 Closed procurements
.2 Organizational process assets updates
.1 Project charter
.2 Procurement documents
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Stakeholder analysis
.2 Expert judgment
.3 Meetings
.1 Stakeholder register
.1 Project management plan
.2 Stakeholder register
.3 Enterprise environmental factors
.4 Organizational process assets
.1 Expert judgment
.2 Meetings
.3 Analytical techniques
.1 Stakeholder management plan
.2 Project documents updates
.1 Stakeholder management plan
.2 Communications management plan
.3 Change log
.4 Organizational process assets
.1 Communication methods
.2 Interpersonal skills
.3 Management skills
.1 Issue log
.2 Change requests
.3 Project management plan updates
.4 Project documents updates
.5 Organizational process assets updates
.1 Project management plan
.2 Issue log
.3 Work performance data
.4 Project documents
.1 Information management systems
.2 Expert judgment
.3 Meetings
.1 Work performance information
.2 Change requests
.3 Project management plan updates
.4 Project documents updates
.5 Organizational process assets updates
& Exam Content Outline Jan 11, 2016
Changes to the Exam Outline
http://bit.ly/1OaHtcW
Watch PMI Webinar about the changes
http://bit.ly/1PP9Qhz
Download the PMP Exam Content Outline
V.11 Jan 2016
PMP Exam is not a test of the PMBOK Guide
RDS update is the blueprint for the PMP Exam
Role Delineation Study (RDS)
25% of the Exam Content focuses on the new 8 tasks
Eligibility Requirements & Process
Price
Member US$405 Non-member US$555

Prerequisites

Secondary degree
(high school diploma, associate’s degree or the global equivalent)
7,500 hours leading and directing projects
35 hours of project management education
or

Four-year degree
4,500 hours leading and directing projects
35 hours of project management education
Download the PMP Hanbook
http://bit.ly/1mNfqqM
All the info you need on the Application Process, Exam info, etc.
A. Additional resources using the contingency fund
B. Escalation approval to use contingency funding
C. Team overtime to meet schedule
D. Corrective action based on causes
A. Change control systems
B. Process analysis
C. Benchmarking
D. Configuration management system
A. Performance management
B. Scope identification
C. Risk identification
D. Project team status meeting
1.2 What is a Project?
Temporary
endeavor to create a unique product/service/result
1.3 What is Project Management
Application of knowledge, skills, tools and techniques to project activities to meet the project requirements.

47 processes categorized into 5 process groups (Initiating, Planning, Executing, Monitoring and Controlling and Closing)

1.4 Relationships among
Program
= Group of related projects, subprograms and program activities
Portfolio
= Group of projects, programs, sub portfolios and operations managed to achieve strategic objectives.
Projects Management Office
= Management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques. (Several Types: Supportive, Controlling & Directive)

1.5 Relationship between Project Management and Operations
Operations support day-to-day business

Projects are temporary

1.7 Role of the Project Manager
Person to lead the team that is responsible for achieving the project objectives.

Functional Manager provides oversight for a function or business unit

Operations Manager ensures operations are efficient.


Questions
1.5.2 Project-Based Organizations
Functional, Matrix or Projectized
2.1 Organizational influences on project management
Organization's Culture and Style Influence how its projects are performed.
Communications, Organization Structure, Organization's level of project management maturity and projects systems also influence.
2.4 Project Life Cycle
Series of phases that a project passes through from its initiation to its closure
2.1.3 Organizational Structures
2.1.4 Organizational Process Assets
2.2 Project Stakeholders and Governance
Plans, Processes, policies, procedures and knowledge bases specific to and used by the organization. (Lessons Learned and Historical Information)
2.1.5 Enterprise Environmental Factors
Conditions not under the control of the project team that influence, constrain or direct the project.
Stakeholder is an individual, group or organization who may affect, be affected by or perceive itself to be affected by a decision, activity or outcome of a project.

Actively involved or have interests (Positive or Negative)

2.2.2 Project Governance

Provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery.

2.4.2 Project Phases
Is a collection of logically related project activities that culminates in the completion of one or more deliverables.
2.4.2.1 Phase-to-phase relationships
Sequential or Overlapping
2.4.2.2 Predictive Life Cycles
Predictive life cycles (a.k.a fully plan-driven) are ones in which the project scope, time and cost required are determined as early in the project life cycle as possible.
2.4.2.3 Iterative and Incremental Life Cycles
2.4.2.4 Adaptive Life Cycles
Project Phases (also called iterations) intentionally repeat one or more project activities as the project team's understanding of the product increases.

(Example= Build a Fresh website)

(a.k.a. change –driven or
agile
methods)
Intended to respond to high levels of change and ongoing stakeholder involvement.
Difference with Iterative and incremental – the iterations are very rapid (2-4 weeks) and are fixed in time and cost.

(Example= Create a New App to wow customers)

3 Project Management Processes
Process Groups are not project life cycle phases
3.3 Initiating Process Group
Processes performed to define a new project or a new phase of an existing project by obtaining
authorization to start
the project or phase. Initial Scope is defined and initial
financial resources are committed
. Stakeholders are identified When a Project charter is approved, the project becomes officially authorized.

Key purpose:
Align stakeholder's expectations within the project's purpose.

3.4 Planning Process Group
Performed to establish the total scope of the effort, define and refine the objectives and develop the course of action required to attain them.

Develop the project management plan and the project documents that will be needed.
Progressive detailing of the project management plan is called progressive elaboration.


3.5 Executing Process Group
Performed to complete the work defined in the project management plan.

Coordinating people and resources, managing stakeholder's expectations.

Change is part of execution

3.6 Monitoring and Controlling Process Group
Performed to track, review and orchestrate the progress and performance of the project. Identify and initiate any required changes

Key Benefit:
project performance is measured and analyzed at regular intervals. Continuous monitoring provides the project team insight into the health of the project and identifies any areas required additional attention.

This controls work being done and the entire project.

3.7 Closing Process Group
Performed to
conclude all activities
across all project management process groups to formally complete the project, phase or contractual obligations.

Premature closure: Aborted projects, cancelled projects and projects having critical situations.

3.9 Role of the Knowledge Areas
47 project management processes are grouped into 10 Knowledge areas.

Knowledge area represents a complete set of concepts, terms and activities that make up a professional field, project management field or area of specialization.

3.8 Project Information Flow
4 Project Integration Management
Includes the processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities.

Develop a document that
formally authorizes
the existence of a project and provides the
project manager
with the
authority
to apply organizational resources to project activities.

Key Benefits:
Well defined project start and project boundaries, creation of a formal record of the project, direct way for senior management to formally accept and commit to the project.


Is a document that formally authorizes the existence of a project and provides the project manager the authority to apply organizational resources to project activities.

It documents the business needs, assumptions, constrains, the understanding of the customer’s needs and high-level requirements, and the product, service or result that it is intended to satisfy.

Project Purpose, Success Criteria, High level risks, summary of budget and milestones, stakeholders list, who is the project manager and name and authority of the project sponsor authorizing the project charter.
Process of
defining, preparing and coordinating all subsidiary plans
and integrating them into a compressive
project management plan
.

Key Benefit:
Central document
that defines the basis of all project work.
Is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
Is the process of
tracking, reviewing and reporting the progress
to meet the performance objectives defined in the project management plan.
4.4.3.2 Analytical Techniques

• Regression analysis
• Grouping methods
• Causal analysis
• Root cause analysis
• Forecasting methods (time series, scenario building, simulation, etc)
• Failure mode and effect analysis (FMEA)
• Fault tree analysis (FTA)
• Reserve analysis
• Trend analysis
• Earned value management
• Variance analysis

Is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents and the project management plan.

Key Benefit:
documented changes to be considered in an integrated fashion while reducing project risk.
Is the process of
finalizing all activities
across all of the Project Management Process groups to formally complete the project or phase.

Key benefit:
provides Lessons Learned, formal end of project work and the release of organization resources to pursue new endeavors.
Questions Chapter 5
http://www.tutorialspoint.com/pmp-exams/project_scope_management.htm
http://www.certchamp.com/pmp_scope_management.jsp
http://www.proprofs.com/quiz-school/story.php?title=project-scope-management
http://preparepm.com/pmp/scope.html
Is the process of creating a scope management plan that documents how the project
scope will be defined, validated, and controlled.
Is the process of
determining, documenting, and managing stakeholder needs
and requirements to meet project objectives.

Key benefit: provides the
basis for defining and managing the project scope
including product scope.
Is the process of developing a
detailed description
of the project and product.

Key benefit: describes the project, service, or result
boundaries
by defining which of the requirements collected will be included in and excluded from the project scope.
Is the process of
subdividing project deliverables
and project work into smaller, more manageable
components.

Key benefit: Provides a
structured vision
of what has to be delivered.
Is the process of
formalizing acceptance
of the completed project deliverables.

Key benefit: brings objectivity to the
acceptance
process and increases the chance of final product, service, or result acceptance by validating each deliverable.
Is the process of
monitoring the status
of the project and product scope and managing changes to the scope baseline.

Key benefit: Allows the scope baseline to be
maintained
throughoutthe project.
Questions Chapter 6
http://www.tutorialspoint.com/pmp-exams/project_time_management.htm
http://preparepm.com/pmp/schedule.html
http://www.oliverlehmann.com/pmp-self-test/75-free-questions.htm#providers_
http://www.oliverlehmann.com/contents/free-downloads/175_PMP_Sample_Questions.pdf
Questions Chapter 4
http://www.pmpden.com/pmbok-5-exam-questions-free/pmp-exam-questions-2/
http://www.certchamp.com/pmp_integation_management.jsp#
http://www.tutorialspoint.com/pmp-exams/project_integration_management.htm
http://www.proprofs.com/quiz-school/story.php?title=project-integration-management
http://preparepm.com/pmp/integration.html
http://www.pmpden.com/pmbok-5-exam-questions/
http://www.certchamp.com/pmp-sample-questions.jsp
http://project-management-on-tap.ning.com/forum/attachment/download?id=3307619%3AUploadedFi35%3A4549
https://quizlet.com/84445117/flashcards
Is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the
project schedule
.

Key benefit: Provides guidance and
direction
on how the project schedule will be managed throughout the project.
Is the process of identifying and documenting the specific actions to be performed to produce
the project deliverables.

Key benefit:
Break down work packages into activities
that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Is the process of identifying and documenting
relationships
among the project activities.

Key benefit: Defines the
logical sequence
of work to obtain the greatest efficiency given all project constraints.
A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity.

A lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity.
is the process of
estimating
the type and quantities of material, human resources, equipment, or supplies required to perform each activity.

Key benefit:
Identifies
the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.

Is the process of estimating the number of
work periods
needed to complete individual activities with estimated resources.

Key benefit: Provides the amount of
time
each
activity
will take to complete, which is a major input into the Develop Schedule process.
Is the process of
analyzing
activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

Key benefit: By entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a
schedule model
with
planned dates
for completing project activities.
Is the process of
monitoring the status
of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.

Key benefit: Provides the means to recognize
deviation
from the plan and take corrective and preventive actions and thus minimize risk.
Is the process that establishes the policies, procedures, and documentation for planning, managing, expending, and
controlling project costs.

Key benefit: it provides guidance and direction on
how
the project
costs
will be
managed
throughout the project.
Is the process of developing an approximation of the monetary resources needed to complete
project activities.

Key benefit: Determines the
amount of cost
required to complete project work.
Is the process of aggregating the estimated costs of individual activities or work packages to
establish an authorized cost baseline.

Key benefit: Determines the
cost baseline
against which project performance can be monitored and controlled.
Is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.

Key benefit: Provides the means to
recognize variance
from the plan in order to take corrective action and minimize risk.
Questions Chapter 7
http://www.tutorialspoint.com/pmp-exams/project_cost_management.htm
http://preparepm.com/pmp/cost.html
https://jyotidahiya.wordpress.com/2013/02/02/practise-questions-for-pmp-project-cost-management/
http://www.globalspec.com/reference/31472/203279/sample-pmp-exam-questions-on-cost-management
Is the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements.

Key benefit: Provides guidance and direction on
how quality will be managed
and validated throughout the project.
Is the process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.

Key benefit: Facilitates the
improvement
of quality processes.
Is the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.

Key benefits: (1) identifying the
causes
of poor process or product quality and recommending and/or taking action to eliminate them; and (2) validating that project
deliverables
and work meet the requirements specified by key stakeholders necessary for final acceptance.
Questions Chapter 8
http://www.tutorialspoint.com/pmp-exams/project_quality_management.htm
http://preparepm.com/pmp/quality.html
http://edward-designer.com/web/pmp-project-quality-management/
http://www.cram.com/flashcards/pmbok-chapter-8-project-quality-management-1847793
Questions Chapter 9
http://www.tutorialspoint.com/pmp-exams/human_resource_management.htm
http://preparepm.com/pmp/hr.html
http://pmp-tutorial-free-sample-questions.blogspot.ca/2008/09/chapter-9project-hr-management.html
http://www.cram.com/flashcards/pmbok-chapter-9-project-human-resources-management-1851365
Is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.

Key benefit: it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.
Is the process of confirming human resource availability and obtaining the team necessary
to complete project activities.

Key benefit: Consists of
outlining and guiding
the team selection and responsibility assignment to obtain a successful team.
Is the process of improving competencies, team member interaction, and overall team environment to enhance project performance.

Key benefit: results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
is the process of tracking team member performance, providing feedback, resolving
issues, and managing team changes to optimize project performance.

Key benefit: influences team behavior, manages conflict, resolves issues, and appraises team member performance.
Questions Chapter 10
http://www.tutorialspoint.com/pmp-exams/communication_management.htm
http://preparepm.com/pmp/communication.html
http://pmp-tutorial-free-sample-questions.blogspot.ca/2010/12/sample-questions-of-pmp.html
http://www.cram.com/flashcards/pmbok-chapter-10-project-communication-management-1853174
Questions Chapter 11
http://www.tutorialspoint.com/pmp-exams/project_risk_management.htm
http://preparepm.com/pmp/risk.html
http://www.cram.com/flashcards/pmbok-chapter-11-project-risk-management-1873570
Questions Chapter 12
http://www.tutorialspoint.com/pmp-exams/procurement_management.htm
http://preparepm.com/pmp/procurement.html
http://www.cram.com/flashcards/pmbok-chapter-12-project-procurement-management-1879543
Questions Chapter 13
http://www.tutorialspoint.com/pmp-exams/project_stakeholder_management.htm
http://preparepm.com/pmp/stakeholders.html
http://www.cram.com/flashcards/13-project-stakeholder-management-5926972
Is the process of developing an appropriate approach and plan for project communications based on
stakeholder’s information needs
and requirements, and available organizational assets.

Key benefit: identifies and documents the approach to communicate most effectively and efficiently with stakeholders.
For example, a project with 10 stakeholders has
10(10 – 1)/2 = 45 potential communication channels.
Is the process of creating, collecting, distributing, storing, retrieving, and the ultimate
disposition of project information in accordance to the communications management plan.

Key benefit: of this process is that it enables an efficient and effective
communications flow
between project stakeholders.
Is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.

Key benefit: it ensures an
optimal information flow
among all communication participants, at any moment in time.
Is the process of defining how to conduct risk management activities for a project.

Key benefit: ensures that the
degree, type, and visibility
of risk management are commensurate with both the risks and the importance of the project to the organization.
Is the process of determining which risks may affect the project and documenting their
characteristics.

Key benefit:
documentation
of existing risks and the knowledge and ability it provides to the project team to anticipate events.
Is the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.

Key benefit: enables project managers to reduce the level of uncertainty and to
focus
on high-priority risks.
Is the process of numerically analyzing the effect of identified risks on overall project objectives.

Key benefit: produces quantitative risk information to support
decision making
in order to reduce project uncertainty.
Is the process of developing options and actions to enhance opportunities and to reduce
threats to project objectives.

Key benefit:
addresses
the risks by their
priority
, inserting resources and activities into the budget, schedule and project management plan as needed.
Is the process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.

Key benefit: improves efficiency of the risk approach throughout the project life cycle to continuously optimize risk responses.
Is the process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.

Key benefit:
determines
whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.
Is the process of obtaining seller responses, selecting a seller, and awarding a contract.

Key benefit: provides alignment of internal and external stakeholder expectations through established agreements.
Is the process of managing procurement relationships, monitoring contract performance,
and making changes and corrections to contracts as appropriate.

Key benefit: ensures that both the seller’s and buyer’s performance
meets procurement requirements
according to the terms of the legal
agreement.
Is the process of completing each procurement.

Key benefit: it
documents agreements
and related documentation for future reference.
Is the process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.

Key benefit: allows the project manager to
identify
the appropriate focus for each stakeholder or group of stakeholders.
Is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.

Key benefit: provides a clear,
actionable plan
to interact with project stakeholders to support the project’s interests.
Is the process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.

Key benefit: allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Is the process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.

Key benefit: it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes.
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