Presentation on pmp exam

PMBOK ® Guide –Fifth Edition, Project
Management Institute, Inc., 2013
PMP/CAPM EXAM
Flash
Summaries
Original by
David Geoffrey Litten
PMBOK ® Guide –Fifth Edition, Project
Management Institute, Inc., 2013
Adapted by
MASILAMANI. R (misilamani@gmail.com)
Essential
Exam Aspects
of PMBOK
6/4/201m Based on Dave Litten's Text 1

The PMP Exam Objectives
• Initiating the project
• Conducting project selection
methods
• Defining scope
• Documenting project risks,
assumptions, and constraints
• Identifying perform stakeholder
analysis
• Developing project charter
• Obtaining project charter approval
6/4/2014 Based on Dave Litten's Text 2

Planning the project
• define and record requirements,
constraints, and assumptions
• identify project team and define
roles and responsibilities
• create the Work Breakdown
Structure
• develop change management
plan
• identify risks and defined risk
strategies
• obtain plan approval
• conduct kick-off meeting

Executing the project
executing tasks defined in project plan
• ensuring common understanding
and setting expectations
• Implementing the procurement of
project resources
• managing resource allocation
• implementing quality management
plan
• implementing approved changes
• implementing approved actions and
workarounds
• improving team performance

Executing the project
• executing tasks defined in project
plan
• ensure common understanding and
set expectations
• implement the procurement of
project resources
• manage resource allocation
• implement quality management plan
• implement approved changes
• implement approved actions and
workarounds
• improve team performance

Monitoring and controlling the project
• measure of project
performance
• verify and manage
changes to the project
• in show project
deliverables conform
to quality standards
• monitor all risks

Closing the project
• obtain final acceptance of
project
• obtain financial, legal, and
administrative closure
• release project resources
• identify, document, and
communicate lessons learned
• create and distribute final project
report
• archive and retain project
records
• measure customer satisfaction

Professional and social responsibility
• ensure individual integrity
• contribute to the project
management knowledge
base
• attain enhanced
professional competence
• promote interaction among
stakeholders

The skills of excellence a good project
manager
• Communication
• problem solving
• budgeting
• organizational
• team building
• team leading
• negotiation and
influencing

Differences between a project and an
operation
A project
• is temporary in
nature
• has a definite
beginning
• has a definite
ending date
• produce
– products
(deliverables)
– services
– or results
An operation
• is an on-going
activity
• use repetitive
processes
• typically
produce a
similar result
• Repeated time
and time
again

the project management processes
• initiating
• planning
• executing
• monitoring and
controlling
(Validate)
• Closing (evaluate)

the 10 project management knowledge
areas
• integration
management
• scope
management
• time
management
• cost
management
• quality
management
• human resource
management
• communications
management
• risk management
• procurement
management, and
• stakeholder
management

different organizational structures and
the project manager’s authority
MATRIX
(weak,
strong &
balanced)
PROJECTIS
ED
(most
authority)
FUNCTION
AL
(least
authority)

6 needs or demands that can create a
project
• market need
• business need
• customer request
• legal requirements
• social needs
• ecological impact, or
• technological advance

the payback period
• It is the time-frame it will take the
organization to recoup its
investment from the product of
the project
• The calculation involves the sum
of the expected cash inflows,
compared against the original
investment, and
• Calculate how many time periods
(typically years), before the cash
inflows equal the initial
investment.

inputs for the develop project charter
process.
• project statement of work,
• contract (if this is
appropriate),
• the project business case
• the problem that it will solve
• the benefit cost analysis
• the enterprise environmental
factors, and
• the organizational process
assets.

Why selection methods.
• measure the value of the product
or service of the project and
compare this against the benefits
realized
• fall into two categories:
1. benefit measurement methods and
• 2. mathematical models
• also described as decision models,
which compares different criteria,
and calculation methods to
calculate the value of the project.
• Both are used to aid project
selection & decision making.

Mathematical models
• are complex formulas
and algorithms, also
known as constrained
optimization
• Method of simulating
real life situations with
mathematical
equations to forecast
their future behaviour
• MMMMMMMMMMMMMM

Mathematical Modeling
• Mathematical Modeling
uses the following tools:
• DECISION TREE
• QUEING THEORY
• LINEAR PROGRAMMING
etc.,
• linear programming
requires large amounts of
number crunching

Benefit measurement methods
• Include.
 benefit cost ratio (BCR)
internal rate of return (IRR)
economic value add (EVA)
present value (PV)
net present value (NPV)
payback period
return on investment (ROI)
 opportunity cost, and
return on invested capital (ROIC)

decisions based on NPV and IRR
• Any project with an NPV greater
than zero should be accepted
• Any NPV less than zero should
be rejected
• The project with the highest IRR
should be chosen
• IRR is the discount rate at the
point when NPV is equal to zero
• IRR assumes reinvestment at the
IRR rate

the project charter, its creation and
purpose.
• The charter
– officially recognizes and
acknowledges that the project exists,
• It is created
– during the develop project charter
process and
• Its purpose
– to explain the business need of the
project.
– It names and authorizes the project
manager
– is signed off by the performing
organizations senior management

Contents of charter
• Project charter,
– Contains the high-level project
requirements
– Provides a milestone view of
the project schedule.
– Will have a summary level
preliminary project budget.
– Used as a key input for the
development of the project
management plan

the purpose of the develop project
management plan process.
• defines, coordinates, and
integrates all of the subsidiary
project plans
• specifies the who, what, when,
where, and how of the project
• the project management plan is
progressively elaborated
• it is developed in the first place
and then refined, revisited, and
updated(i.e., progressively
elaborated)

purpose of the project management
plan.
• consists of the 15 component plans
integrated together
• needs to be integrated after
component plans are
created
• describes how the project is to be
• how project to be executed
• what is to be monitored and controlled,
and
• how it is to be closed.
• documents
• the outputs of the planning group
processes,
• the level of detail will reflect the size and
complexity of the project

project constraints and assumptions.
constraints
• restrict or dictate
future actions
• limit the options
available to the project
team
• classic constraints are,
– a limiting condition,
circumstance or event,
setting boundaries for
the project process
and expected
– time, cost, and scope,
quality requirements,
risk levels
assumptions
• may be the underlying
cause leading to risks
and
• should be continually
monitored and checked
• Classic assumptions
are,
– an "educated guess", a
likely condition e.g.,
duration estimate,
given conditions
– circumstance or event,
presumed known and
true in the absence of
absolute certainty

the project scope statement
• provides a common understanding of
the project scope
• lays out the project goals and
objectives, project requirements, the
project products or deliverables
• Lays out their quantifiable criteria,
and any constraints, assumptions, and
scope related risks.
• is used at the end of the project to
agree its successful completion, and
• Therefore, objective criteria must be
included for accepting the final
product of the project

the work breakdown structure (WBS)
• is created in the create WBS
process
• is a deliverable-oriented hierarchy,
• is the hub of information for the
project and
• it uses the projects products
derived from the project scope
statement and
• It decomposes them into logical
and manageable units of work.
• the lowest level of a WBS is called
a work package

main inputs of WBS
• the project scope statement
• the requirements documentation,
and
• the organizational process assets
(which might include templates,
tools, or previous project examples)
– WBS is used later to determine
• the project activities
• costs
• risks
• quality attributes, and
• procurement decisions

main outputs of WBS
• Decomposed WBS
• WBS dictionary
– providing detailed information for
each WBS node
• the scope baseline
– represents the combination of the
project scope statement, the WBS,
and the WBS dictionary.
– As with all baselines,
• it is placed under change
control as laid out within the
scope management plan

the communications management
plan.
• lays out the communication needs of the
stakeholders
• uses the stakeholder register and the
stakeholder management strategy
document
• Describes,
– who should receive project communications
– what those communications should be
– how and to whom the communications
should be sent, and
– how often it will be updated

The plan quality process
• Quality is planned in from the start, not
inspected in
• Meeting quality requirements, leads to
– an increase in stakeholder satisfaction
– lower costs
– less rework and
– an increase in productivity
• The plan quality process identifies
– what such quality specifications are, and
– how all of those will be met.
• Main outputs are
– the quality management plan describing
how the quality policy will be met, and
– the process improvement plan which
covers how quality activities will be
refined and improved

cost of quality (COQ).
• This is the total cost of all the work to
produce the product or service of the
project such that it meets the required
quality standards.
• The three costs of quality are.
– prevention costs - those associated by
creating a defect-free product,
– appraisal costs - which are those
associated with inspections and testing,
and
– failure costs - which are typically reworks
costs so that the requirements are met, or
failure costs wants the customer has been
using the product

tools and techniques of the plan quality
process
• These include
– cost-benefit analysis
– COQ (cost of quality)
– statistical process control
(Control Charts)
– design of experiments (DOE)
– statistical sampling
– Benchmarking, and
– flow charting
(e.g. Cause and effect diagrams)

purpose of the scope management plan
• describes the process for
determining the project scope and
facilitates the creation of the work
breakdown structure(WBS)
• describes how the project product
or service is to be verified and
accepted, and
• details how changes to scope will
be managed
• forms part of the project
management plan

purpose of the requirements
documentation
• contains an understanding of what is
needed to satisfy the stakeholders,
• States why each requirement is important
• covers both the project itself and the
products to be created.
• A lever on determining the project
schedule, budget, quality specifications, risk
factors and both human and non human
resource requirements.
• accompanied by the requirements
management plan, describing how the
requirements will be managed, and
• that goes on to define the team activities
needed to gather and manage the project
requirements

scope tools, techniques and outputs of
requirements
• Inputs: the project charter, requirements
documentation, and organizational
process assets
• Tools and techniques: product analysis,
expert judgment, alternatives
identification, and facilitated workshops
• outputs: the project scope statement
and the many project document
updates.
• Outputs may include the requirements
documentation, the requirements
traceability matrix, the stakeholder
register, and changes or additions to
project risk and issues.

Key quality techniques.
• Phillip B. Crosby invented the zero
defects practice and the quote, ‘doing it
right first time’
• Joseph M Juran coined the term ‘fitness
for purpose’,
• W Edwards Deming was the major
contributor of total quality
management (TQM)
• Six Sigma focuses on achieving very high
levels of quality both by controlling the
process and reducing defects.
• Kaizen, advocated continuous
improvement, constant process
improvement via small changes in
products or services.

risk management plan purpose and
definition.
• describes how you will define, monitor,
and control risks throughout the project
• Is created in the plan risk management
process
• does not define responses to individual
risks
• defines
– what level of risk (risk appetite) is tolerable
– how risk will be managed
– who will be responsible for risk activities,
cost and time to be allocated to risk
activities
– how risk will be communicated, and
– how risks will be categorized
(a risk breakdown structure can be helpful in
achieving this)

purpose of the identify risks process
• all the risks which may
impact the project
• understand the
characteristics or nature of
each.
• the output is,
• the risk register,
• containing a list of all
known risks at this time,
their causes, and if possible,
any responses that can be
identified

the risk register and its contents
• This is an output of the identify risks process
• and for each risk, the following aspects should be
captured:
– the risk ID number
– a description of the risk itself
– the chosen responses
– the root cause of the risk
– the risk triggers
– the risk owners, and
– what category the risk falls
into

the perform qualitative risk analysis
process
• For each risk,
– its impact on the project will
be determined, and
– the probability of that
particular risk occurring
– This process then ranks each
risk according to their impact
on project objectives in rank
order

the perform quantitative risk analysis
process
• This assigns,
– A projected value to each risk,
normally specified in terms of
cost or time
– This can be done by pre-
assigning numeric
probabilities to each risk and
their potential impacts on the
objectives of the project

the plan risk responses process
• This creates the plan for how each risk
will be handled
• A risk may have a negative impact or it
may have a positive impact (normally
called an opportunity)
• They are both risks because they both
have uncertainty
• Responses for negative risks or threats,
are avoid, transfer, mitigate (reduce), or
accept.
• Responses for positive risks or
opportunities are, exploit, share,
enhance, and accept
(‘Accept’ response is used in negative
threats and positive impacts – it is the
‘do nothing’ option)

the plan procurements process
• This determines;
– which products, components or services of
the project will be created internally, and
which will be procured externally.
– In addition the project manager must
determine the most appropriate types of
contracts to be used for each procurement.
• The two main outputs from this process are,
– the procurement management plan;
defining how procurement will be
conducted, and
– the procurement statements of work, which
explains the relevant parts of the project
scope to potential Sellers to decide if they
wish to bid for the working question

the contract types and their use
• There are three categories of
contracts:
– Fixed Price contracts (lump sum
contracts)
• firm fixed price (FFP),
• fixed price incentive fee (FPIF), and
• fixed price economic price
adjustment (FP-EPA)
– Cost Reimbursable contracts
• cost plus fixed fee (CPFF), and
• cost plus incentive fee (CPIF)
– time &materials contract
• which is a combination of fixed and
cost reimbursable contracts

the point of total assumption
• This is the point within a
contract where the
subcontractor assumes
responsibility for all additional
costs, and
• is therefore motivated to bring
their work to a swift conclusion
because they have consumed all
the costs, and any further
spending will be funded by
them.

the outputs of the plan procurements
process
• the procurement management
plan
• the procurement statements
of work
• make or buy decisions,
procurement documentation
• the source selection criteria,
and if needed,
• change requests relevant to
changes in procurement.

the tools and techniques of the conduct
procurements process
• These are bidder conferences
• proposal of valuation techniques
• independent estimates
• expert judgment, advertising
• Internet search, and
• procurement negotiations

the outputs of the develop human
resource plan process
• This is
– the human resource plan itself,
and consists
• roles and responsibilities
• organization charts, and
• the staffing management plan
• The staffing management plan
• explains how and when the project
will be staffed, including their
release, and
• if appropriate, how they will be
trained

the purpose of the define activities
process
• This takes the WBS and
decomposes it into
– the activity list (each one
should match that to a
unique work package)
– it defines the activity
attributes such as resources
needed and
– any procurement activities,
and a milestone list

the tools and techniques of the sequence
activities process
• the project schedule network diagrams (which
basically show the sequence and dependencies
between each activity but do not include start or finish
dates)
• The main tool is the precedence diagramming
method (PDM) (which is a graphical representation
showing the correct order and sequence of the various
project activities)
• The dependencies between each activity
could be: mandatory, discretionary, or
external.
• Activity leads and lags must also be
incorporated
(For similar previous projects it may be possible to use
existing schedule network templates)

the purpose of the estimate activity
resources process
• to determine the types of
resource needed (human,
materials, facilities, or
equipment), and
• to determine how many are
needed for each activity
• the resource availability must
also be taken into consideration,
and
• all of these aspects will
determine the duration of each
activity

the tools and techniques of the estimate
activity durations process
• expert judgment,
• analogous estimating (top
down estimating)
• parametric estimating (linear
extrapolation)
• three-point estimates (PERT
estimates), and
• reserve analysis, also called
contingency which consists of
extra time added to an activity
duration estimate

the difference between analogous
estimating and bottom-up estimating
• Analogous estimating, also known as top-
down estimating is
– the actual duration of a similar activity on a
previous project used to help calculate the
duration of an activity on this project
– this is combined with expert judgment to
determine how similar the two activities really
are
• Bottom-up estimating is
– where an activity is decomposed into small
pieces of work and these are estimated by
adding them up to give a total estimate
– It can be used in terms of work effort and cost
and also when developing the project
schedule by summing the estimates given at
each activity level.

Calculate the critical path
• occurs in the develop schedule
process
• uses forward pass, backward pass,
and float calculations
• determines the duration – and
hence the earliest finish date, of
the project
• other terms used are: float, early
start, late start, early finish, late
finish, free float, and negative float
• a critical path activity is a project
activity with zero float.

three point estimates (PERT estimates)
PERT estimates use three data points
called,
• the pessimistic estimate,
• the most likely or realistic estimate,
and
• the optimistic estimate for each
activity
• We then use a weighted average
technique via the formula:
• pessimistic, plus 4 times the realistic, plus
the optimistic estimate, and divide the
result by 6

duration compression techniques
• There are two techniques; crashing and
fast-tracking
• Crashing consists of adding extra
resources to a project activity so that the
work can be shared so the activity will be
completed more quickly. This normally
increases project costs
• Fast-tracking entails reordering the
sequence of activities so that some are
performed in parallel. This does not
normally lead to increased costs
• but often increases project risk due to
dependency rules being broken and
multiple activities occurring at once
adding risk and complexity

main output of the estimate costs process
• The primary output
here is the activity cost
estimates describing
how much it would
cost to complete each
activity on the project

cost performance baseline
• This is another term for the
project budget
• it shows not just the total cost but
when such costs will be incurred.
• when plotted as cumulative cost,
forms a characteristic S Pattern,
called an S Curve.
• As with all baselines, this is under
change control and
• is used to measure the cost
performance of the project

the direct and manage project execution
process
• This is where the project
work is performed
• where the team are
executing the work
packages, and
• the project products or
deliverables are being
created
• For this reason, most of
the budget is spent during
this process

five stages of group formation.
• This is Alan Tuckman’s model of team
mnagement;
–Forming
–Storming
–Norming
–Performing, and
–Adjoining

Maslow’s highest level of motivation
• This is self-actualization
and occurs,
• when an individual is
living and working at full
potential, and
• that all lower level
needs have been met

The five forms of power
• These help the project managers
maximize their ability to
influence and manage the team.
• These are
– reward power
– expert power
– legitimate or formal power
– referent power, and
– punishment or coercive power
• The best forms of power are
reward and expert with
punishment as the least affective
form

senders and receivers of information
• Senders must ensure
that their message is
clear concise and
complete
• receivers must ensure
that they understand
the message correctly

six styles of conflict management
These are,
problem-solving
collaboration
compromise
forcing
smoothing and or
withdrawal
(Withdrawal is not so much a
resolution to conflict but a means
of avoiding it, so this is not the best
method to use as the conflict is
never actually resolved)

purpose of the perform quality assurance
process
• This process is focused on
improving the activities and
processes that are undertaken
to achieve the project quality
standards, and
• should not be confused with
perform quality control, which
is about inspecting the product
for quality or measuring defects

purpose of the monitor and control
project work process
• This compares actual work results to
the plan and then makes appropriate
adjustments to ensure that the two
match.
• It makes sure that both the products,
and the way in which they are being
produced, fall in line with the plan
• it also looks at how the overall
project is progressing and takes any
corrective action if needed via
change requests

tools and techniques of the manage
project team process
• These are,
– observation and
conversation
–project performance
appraisals
–conflict management
–the issue log, and
–interpersonal skills

purpose of the manage stakeholder
expectations process
• This is an executing
process to ensure that
the project stakeholders
are actively managed and
kept informed
• it focuses on identifying
and resolving any
stakeholder concerns in a
timely manner

purpose of the report performance
process
• This process uses work
performance information and
work performance
measurements to report back
to the stakeholders on how
the project is progressing
against the plan and
• the various baselines (scope,
time, cost, and quality).
• The main output is the
performance report

purpose of the perform integrated change
control process
• This process is where you
assess the change’s impact
on the project
• Whenever a change occurs
in one area, it must be
evaluated for its impact
across the entire project
• This process is focused on
managing change to the
project’s scope

purpose of a configuration management
system
• It describes how change requests
are submitted; it includes
processes for tracking the changes
and their authority levels
• A configuration management
system must include configuration
identification describing the
characteristics of each product,
configuration status accounting to
determine the true status of each
product, and
• configuration verification and
auditing

purpose of the control costs process
• This process monitors project costs
to prevent unauthorized or
incorrect costs from entering the
cost baseline
• The focus here is on cost variance
• It does this by measuring what was
executed against what was planned.
• If they do not match, then go on to
harmonize the planned and actual
costs;
• this match may mean altering
future plan forecasts or changing
the way in which the work is being
carried out

purpose of the monitor and control risks
process
• This is performed almost
continually throughout the
project because existing risks
can change and new risks may
arise
• The main outputs here are
updates to the risk register and
• as a consequence may need
new or modified risk responses
resulting in a change to the
activities within the project

define and calculate earned value
• There are 13 key formulas that
need to be understood and
memorized
• The technique continuously
monitors the planned value,
earned value, and actual costs
expended to produce the work
of the project
• There are performance
measures, performance
indexes, and forecasting and
variance analysis techniques

tools and techniques of the perform
quality control process
• These are,
– cause and effect diagrams
(Ishikawa diagrams)
– control charts and Flowcharting
– histograms such as a Pareto chart
– run charts
– scatter diagrams
– statistical sampling, and
– inspection

purpose of the verify scope process
• This verifies that the product,
service, or result of the project
matches the documented
scope baseline
• Verify scope focuses on
completeness and acceptance
of the product by the
appropriate stakeholders

purpose of the close project or phase
process
• The focus here is to ensure that the
project or phase comes to a controlled
shut down
• This will typically create any
appropriate documentation and
archive it, capture the lessons learned,
and ensure the contract (if any), is
closed properly
• The purpose of lessons learned is to
document the project successes and
failures, make recommendations, and
is used as information learned for
future projects

apply professional responsibility
• The project manager should deal with
issues in a direct swift, open and
honest manner, and should act
ethically and legally
• The project manager should act with
integrity by adhering to ethical
standards
• If in doubt, always do the right thing
• Aspirational standards are those that
we strive to uphold
• mandatory standards establish firm
requirements that must be adhered
to.

Project management
knowledge areas

10 PMBOK® Guide project management
knowledge areas
• Project Integration management
• Project Scope management
• Project Time management
• Project Cost management
• Project Quality management
• Project Human resource
management
• Project Communications
management
• Project Risk management
• Project Procurement management
• Project Stakeholder Management

Project Integration management
processes
• Develop project charter
• Develop project
management plan
• Direct and manage project
work
• Monitor and control project
work
• Perform Integrated change
control
• Close project or phase

Project Integration Management
• This knowledge area is concerned
with identifying defining the work of
the project and then combining and
integrating with the appropriate
processes
• It also includes managing issues and
change, and re-planning if required
• There are two tools which fall with
this process. They are earned Value
management and the use of project
management software such as
Microsoft Project.

Project Scope management processes
• Plan Scope Management
• Collect Requirements
• Define Scope
• Create WBS
• Validate Scope
• Control Scope

Project Scope management
• There are two aspects of Scope
management; one is product
Scope and the other project
Scope
• Product Scope covers the
required features of the product
and clarifies the boundaries what
is not included
• Project Scope is concerned with
the work of the project, and
again clarifies the boundaries of
what is not included

Project Scope management within
PMBOK will use the following PMP areas
• The end-product requirement
details
• measurement techniques to
verify those details
• creating the project Scope
management plan
• creating the work breakdown
structure
• controlling changes to these
processes
• Project Time management

Project Time Management processes
• Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule

Project Time Management within PMBOK
will use the following PMP areas
• Project time management includes
estimating task schedules,
determining the project schedule
and project completion date
• It will also include monitoring and
controlling a project schedule
throughout the project
• It is closely aligned with Project
Cost Management, in particular
with the Estimate Activity
Resources and the Estimate
Activity Durations, since it is these
along with their cost implications
that must be finalized before the
schedule can be developed

Project Cost management processes
• Plan Cost
Management
• Estimate Costs
• Determine Budget
• Control Costs

Project Cost Management within PMBOK
will use the fo;;owing PMP areas
• In a similar way, this knowledge
area is there to estimate the
resources required, and the
project budget.
• Resource costing is not just about
people. It should also include
other types of resource such as
Materials, equipment, facilities,
and project related services such
as letting contracts.
• This knowledge area has four
processes

Project Quality management processes
• Plan Quality
Management
• Perform Quality
Assurance
• Perform Quality
Control

Project Quality Management within
• Performing Quality Assurance. This is
the act of auditing and comparing the
quality requirements against the
quality control measurements to check
that appropriate quality standards and
operational definitions are used
• Compare and contrast this to:
• Perform Quality Control. This is the
monitoring the results of carrying out
quality activities which will include the
project deliverables/products and
project management results such as
how the project is performing against
schedule and budget

Project Human resource management
processes
• Plan Human
Resource
Management
• Acquire Project Team
• Develop Project
Team
• Manage Project
Team

Project Human Resource Management within
• This knowledge area is to do with
managing people
• It includes aspects such as acquiring
the team, developing the overall
team performance, and then
managing that performance such as
performance appraisals, leading and
coaching, and resolving resource
issues and optimizing the project
performance
• The objective here is to ensure that
all human resources are used
effectively, and draws upon skills
such as leadership, team building,
and communication

Project Communications management
processes
• Plan Communications
Management
• Manage
Communications
• Control
Communications

Project Communications Management within
• Communications is not just
about the human kind, but
includes information such as
meeting management and
actions, risk actions and
assessments, project plans,
reviews and walk-throughs, etc.
• This information must be shared
with all of the project
stakeholders — both internal
and external to the project
• The Communications plan should
document all of these aspects
and along with other documents,
be reviewed and updated as
needed

Project Risk management process
• Plan Risk Management
• Identify Risks
• Perform Qualitative Risk
Analysis
• Perform Quantitative
Risk Analysis
• Plan Risk Responses
• Control risks

Project Risk Management within PMBOK
will use the following PMP areas
• The PMBOK Guide advises that risks include
both threats and opportunities
• An opportunity should also be seen as a type
of risk because just like a negative threat, an
opportunity also has uncertainty
• Risks predict potential give negative impacts,
and any actions should strive to reduce or
remove these
• By the same token, opportunity actions should
strive to make them more probable and
increase their potential positive outcomes
• Put another way, opportunities should be
grasped, and action taken to ensure that they
are realized
• Risk identification is best done during
planning, and as many people should be
involved as possible, so that the complete
picture of risk threats and positive
opportunities to the project can be identified

Project Procurement management
processes
• Plan Procurement
Management
• Conduct
Procurements
• Control
Procurements
• Close Procurements

Project Procurement Management within
• Most projects work within a
customer/supplier environment. Generally
the project team are working on behalf of
the customer, and suppliers are responsible
for the creation of the project
deliverables/products — there can be both
internal suppliers and external suppliers
• Project Procurement is used when it is
necessary to purchase or acquire products,
services, or results needed from outside
the project team. This knowledge area
includes contract management and change
control
• Activities in this knowledge area will
include working with suppliers, vendors,
contractors, service groups, etc.

Project Stakeholder management
processes
• Identify Stakeholders
• Plan Stakeholder
Management
• Manage Stakeholder
Engagement
• Control Stakeholder
Engagement

Project Stakeholder Management within
• This is defined as the creation
and maintenance of
relationships with the aim to
satisfy needs
• This is done by identifying
stakeholders and their needs,
then going on to manage
these while providing
continuous communication
and involvement throughout
the project.

Key Difference between PMP and CAPM
1. PMP is a more higher level
certification than other PM tests and
enjoys unmatched reputation and
acceptance over any other certificate
PMI offers
2. PMP is meant for the people who
already have at least 3-4 years of real
project management experience and an
idea what it takes to be a project
manager in real world
3. point 2 is also reflected by PMI's exam
strategy around PMP which is more
lengthy, complex and longer than CAPM
examination
4. PMP exam is takes 4 hours to
complete in which you have to answer
122(61%) questions correct out of 200,
in order to qualify yourself as PMP.25
questions are pre-test questions, not
scored.

Key Difference between PMP and CAPM-
cont.
• 4. CAPM has 150 questions from
which you have to answer 92
questions correctly in 3 hour
examination.!00 correct answers are
safe. 15 pre-test questions are
randomly placed, not scored.
5. PMP examination tests every
possible scenario keeping in mind that
the test tackers would already face all
those scenarios in real-life work
6. CAPM exam does test all the
knowledge areas but keeps focuses on
sections from PMBOK more heavily
than the real-life scenarios

Overall guide to Preparing for the PMP®,
CAPM® Certification Exam
• Understanding type of
questions in PMP ® ,
CAPM® Certification
exam
• Understanding
PMBOK® thoroughly
• Joining a Study Group
• Following the PMstudy
Education Process
• Finding Time to study
for the Exam

Filling in online application for PMP®,
CAPM® Certification Exam
• Filling in contact hour
details
• Filling in work
experience details
• Submitting with
enough time lead for
preparation

Tips on taking the PMP®,
CAPM® Certification Exams
• Take simulated practice
tests
• Be relaxed - rest before
exam day
• Question Answering
Techniques
• Take breaks to relax
• Answer All Questions -
what to do if you do not
know an answer

Final PMP®, CAPM® Certification Exam;
Information for Certified PMPs/CAPMs
• Successful PMPs/CAPMs
: Name in PMI Registry,
getting PMP/CAPM
Certificates
• Successful PMPs/CAPMs
: Continuing Education
Requirements

Acknowledgement
• David Litten
• Wikipedia
• PMI
• Lauren S,
• ConsultUSA &
• PMCentresUSA
• PMBoK
• SRIDAYA
• Dreamstime
• PMStudy
• DEEP FRIED BRAIN

Presentation on pmp exam

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