Awarded by Project Management Institute (PMI), Certified Associate in Project Management (CAPM) is an entry-level credential. It is meant for those who are looking to start a career in project management or those with some work experience who want to expand their knowledge and skills. CAPM best practice guidance and its applications are universal and can be used for any project of any size.
This PMI's Certified Associate in Project Management is an entry-level project management certification for project managers and project practitioners worldwide.
To know more about Certified Associate in Project Management (CAPM) Certification trainings worldwide,
please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
1. CAPM is a registered mark of the Project Management Institute, inc.
Course Name : CAPM
Version : INVL_CAPM_CW_01_1.3
Course ID : PMGT - 104
CAPM® Exam Prep Training
for PMBOK 6th Edition®
2. 2
About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our
expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one
of the trusted certification training partners for many Fortune 500 organizations and Government
institutions worldwide. Invensis Learning has trained and certified thousands of professionals across a
wide-range of categories such as IT Service Management, Project Management, Quality Management,
IT Security and Governance, Cloud Computing, DevOps, Agile Project Management, and Digital
Courses. Invensis Learning’s certification training programs adhere to global standards such as PMI,
TUV SUD, AXELOS, ISACA, DevOps Institute, and PEOPLECERT.
3. 3
What we Offer
We offer globally-recognised training and certifications in categories such as Project Management,
ITSM, Agile, Quality Management, Technology Training, Program Management and IT Security &
Governance.
ITSM Project Management Quality Management Agile & Scrum IT Security & Governance
ITIL Foundation PMP Project Rescue Six Sigma Yellow Belt Training PMI-ACP COBIT5 Foundation
ITIL SD CAPM Project Scope Management Six Sigma Green Belt Training Scrum Training COBIT5 Implementation
ITIL SS PRINCE2 Project Schedule Management Six Sigma Black Belt Training
DevOps
Foundation
COBIT5 Assessor
ITIL ST PgMP
Project Communications and Stakeholder
Management
Lean Six Sigma Green Belt Training ISO/IEC 27001 Foundation
ITIL SO PMI-RMP Project Cost Management Lean Six Sigma Black Belt Training
ITIL CSI P3O Project Procurement Management Introduction to Lean Training Technology Training
ITIL RCV MSP Project Leadership Lean Fundamentals Program Cloud Computing
ITIL OSA Microsoft Project Change Management Lean Management Training Big Data
ITIL SOA Microsoft Project Server Implementing a Project Management Office Lean Manufacturing Training Hadoop
ITIL PPO IT Project Management Managing Conflict in the Workplace Lean Processes and Tools
ITIL MALC
Project Management Fundamentals -
Overview
Negotiating in a Project Environment Lean Six Sigma in Information Technology
ISO 20000 Project Initiation Presentation Skills for Project Personnel Lean Six Sigma in Healthcare
Earned Value Management Project Estimating Techniques DFSS Yellow Belt Training
Project Risk Management Managing Multiple Projects DFSS Green Belt Training
Project Sponsorship DFSS Black Belt Training
Team Development MINITAB Training
4. 4
“Live as if you were to die tomorrow. Learn as if you
were to live forever.”
- Mahatma Gandhi
6. 6
Copyright Notice
PMI, PMP, and PMBOK are registered marks of the Project Management Institute, Inc.
Materials in this class are based on the Project Management Institute, A Guide to the Project
Management Body of Knowledge, (PMBOK Guide) – Sixth Edition, Project Management Institute
Inc., 2017
This PMP Courseware is a property of Invensis Learning. Reproduction of this courseware in its
entirety or in part is strictly prohibited.
The figures and diagrams in this courseware are taken from the PMBOK Guide – Sixth Edition
7. 7
CAPM Training – Daily Agenda and Exam Questions Breakdown
Day 1 AM Day 1 PM Day 2 AM Day 2 PM
Welcome and
Introduction
PMI Processes
(ch. 3: 15%, 19 Q’s)
Schedule Management II Quality Management
(ch. 8: 6%, 8 Q’s)
Procurement Management
(ch. 12: 7%, 10 Q’s)
Integration
Management
(ch. 4: 12%, 16 Q’s)
Cost Management I
(ch. 7: 7%, 10 Q’s)
Resource Management
(ch. 9: 8%, 11 Q’s)
Stakeholder Management
(ch. 13: 7%, 10 Q’s)
Break Break Break Break
Scope Management
(ch. 5: 11%, 15 Q’s)
Cost Management II
Communication
Management
(ch. 10: 6%, 8 Q’s)
Exam Tips
Schedule
Management I (ch. 6:
12%, 16 Q’s)
Review and Discussions Risk Management
(ch. 11: 9%, 12 Q’s)
Review, Discussions and
Quizzes
The CAPM Exam has 150 Questions: 135 scored questions and 15 Pretest (unscored) questions
8. 8
Training Guidelines
Beware personal experience and “real world”
Slow the instructor down:
• Taking notes
• Asking questions
Normal meeting etiquette:
• Cell phones
• Conversations
10. 10
Introduction
Module 1
Objectives
After completing your CAPM Exam Prep training, you will gain in-depth understanding of:
Initiating a project
Planning project work
Developing Project schedules, cost estimates, and budgets
Planning project staffing and communication
Analyzing projects risks
Planning and managing project procurement
Monitoring and controlling of project work and more
11. 11
Introduction
Module 1
About PMI
Founded in 1969, PMI delivers value for more than 2.9 million professionals working in nearly every
country in the world through global advocacy, collaboration, education and research
They are the leading not-for-profit professional membership association in the project management
domain
They help to advance careers, improve organizational success and further mature the profession of
project management through their globally recognized standards, certifications, resources, tools,
academic research, publications, professional development courses and networking opportunities
They offer eight certifications that recognize knowledge and competency, including the Project
Management Professional (PMP)® certification undertaken by more than 724,773 (as on Sep 2016)
practitioners and growing worldwide. Salaries and career opportunities for certification holders show
that employers recognize the value delivered by trained practitioners
12. 12
Introduction
Module 1
About CAPM
The CAPM certification offers recognition to practitioners who are interested in or are just starting a
career in project management, as well as project team members who wish to demonstrate their
project management knowledge. This certification denotes that the individual possesses the
knowledge in the principles and terminology of A Guide to the Project Management Body of
Knowledge (PMBOK® Guide), which outlines generally recognized good practices in project
management.
Individuals who contribute specialized skills to a project team can benefit from this certification by
allowing them to align their work with that of project managers. Individuals who do not have project
experience but are interested in project management can benefit from this certification as well
because it demonstrates their professional knowledge. This knowledge can be applied to on-the-job
experiences that help develop growing levels of competence in the practice of project management.
Individuals who carry the CAPM designation after their name enjoy a high level of credibility from
Project Management Professional (PMP)® certification holders, project managers, employers and
peers.
Source: https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/certified-associate-
project-management-handbook.pdf
14. 14
Introduction
Module 1
CAPM Exam Syllabus
There are 5 Process Groups -
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
There are 10 Knowledge Areas -
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
15. 15
Introduction
Module 1
Processes, Inputs, Tools, Outputs
Many questions depend on your knowledge of inputs, tools, and outputs
Use the tables and exercises provided (Units 14 & 15)
Know the sequence of the processes in a knowledge area
Examine the following summary of trends and patterns
Information
Common Inputs
• EEFs
• OPAs
• PM Plan
• Risk Register
• WPD
Actions
Common Tools
• Expert Judgment
• Meetings
• Analytical Techniques
• Group Decision-Making Techniques
• Facilitation Techniques
• PMIS
Outcomes
Common Outputs
• Updates
• Project
Documents
• PM Plan
• OPAs
• Change Requests
• WPI
EEF=Enterprise Environmental Factors
OPA=Organizational Process Assets
18. 18
What is a Project?
A project is "a temporary endeavor undertaken to create a unique product, service or result"
Temporary: Temporary nature of the project indicates a definite beginning and an end
Unique: Although repetitive elements may be present in some project deliverables, this repetition
does not change the fundamental uniqueness of the project work
(Reproduced from PMBOK® Guide)
PMI Concepts
Module 2
19. 19
Project Constraints
Cost, Schedule, and scope are called the triple constraint
Project success is often measured against the triple constraint
A change in one factor is likely to affect other factors
Other Constraints (must also be balanced with triple constraint):
Quality
Resources
Risk
Cost Schedule
Scope
PMI Concepts
Module 2
20. 20
Organization Structure
Organization
Structure
Project
Characteristics
Functional
Matrix
Projectized
Weak Matrix Balanced Matrix Strong Matrix
Project
Manager’s
Authority
Little or
None
Low
Low to
Moderate
Moderate
To High
High to
Almost Total
Resource
Availability
Little or
None
Low
Low to
Moderate
Moderate to
High
High to
Almost Total
Who Manages
the Project
budget
Functional
Manager
Functional
Manager
Mixed
Project
Manager
Project
Manager
Project
Manager’s Role
Part-time Part-time Full-time Full-time Full-time
Project
Management
Administrative
Staff
Part-time Part-time Full-time Full-time Full-time
PMI Concepts
Module 2
21. 21
Organizational Process Assets (OPA)
OPA is INPUTS to Processes
OPA includes existing organizational processes, procedures, policies, and knowledge bases
PMI has divided OPA into 2 categories:
• Standard processes and procedures (may have been developed by PMO)
• Knowledge base
OPA is an explicitly listed input to 38 of 47 processes
OPA includes any standard process of how to do things
Examples include:
• Safety, ethics, quality control
• Risk management and WBS
• Change control and work authorization procedures
• Procurement procedures
• Financial controls
• Project closure
PMI Concepts
Module 2
22. 22
Enterprise Environmental Factors (EEF)
Factors that may influence the chances for project success
The following 13 examples are identified by PMI:
1. Organizational structure
2. Geographic distribution of facilities and resources
3. Government or industry standards that govern your work
4. Existing infrastructure (facilities and equipment)
5. Existing human resources (skill sets)
6. Personnel system (staffing, performance reviews, etc.)
7. Work authorization system (ensure the right work is done at the right time and in the right sequence)
8. Marketplace (competitors and contractor base for outsourcing)
9. Stakeholder risk tolerance
10.Political climate
11.Communication system
12.Information system
13.Commercial databases for cost and risk
PMI Concepts
Module 2
23. 23
Stakeholder
A stakeholder is an individual, group or organization that may
affect, be affected by, or perceive itself to be affected by a
decision, activity or outcome of a project. Stakeholders may be
actively involved in the project or have interests that may be
positively or negatively affected by the performance or
completion of the project.
PMI heavily emphasizes the importance of identifying and
managing key stakeholders
PMBOK 5 includes a new knowledge area on stakeholder
management
Project manager must manage the influence of the various stakeholders in relation to the project
requirements to ensure a successful outcome
PMI Concepts
Module 2
24. 24
Project Team and Other Roles
A project team consists of people with the right knowledge and skills to carry out the work
PMI defines the following roles:
Project Manager: The person responsible for managing the project
Project management staff (perform management activities)
Project staff (carry out the work with no management responsibility)
Supporting experts (functional experts known as “SME’s”)
User or customer (liaisons who coordinate activities, advise on requirements, and accept
deliverables)
Sellers (also called vendors, suppliers, or contractors; a contract usually governs the relationships
for outsourced work)
PMI Concepts
Module 2
26. 26
PMI Processes
Processes and Process Groups
Activities Aligned with Process Groups
Project Information
Building Blocks of the Body of Knowledge
Mapping Processes, Process Groups, and Knowledge Areas
Processes
Module 3
27. 27
Processes
PMI defines a process as:
• A set of interrelated actions performed to achieve a pre-specified set of products, results, or services
Processes fall into 2 categories:
• Product processes: Used to specify and create the desired product
• Project processes: Used to initiate, plan, execute, control, and close the project work (project management
activities)
Processes
Module 3
28. 28
Project Management Process Groups
Monitoring & Controlling
Processes
Planning
Processes
Executing
Processes
Initiating
Processes
Closing
Processes
Enter Phase /
Start project
Exit Phase /
End project
Processes
Module 3
29. 29
Project Management Process Groups
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring
and Control
Process
Group
Closing
Process
Group
Level of
Process
Interaction
Start
Time
Finish
Processes
Module 3
30. 30
Process Group Activities: Initiating
Typical initiating activities include the following:
Perform project assessment using:
• Available information
• Lessons learnt
• Meetings with stakeholders
• Purpose: evaluate feasibility of a new project
Identify key deliverables and manage customer expectations
Perform stakeholder analysis:
• Align expectations
• Gain support
Establish goals and objectives
Processes
Module 3
31. 31
Process Group Activities: Planning
Typical planning activities include the following:
Review and assess detailed project requirements based on the project charter
Develop detailed management plans:
• Change management, scope, schedule, cost
• Quality, HR, communication
• Risk, procurement, stakeholder
Create a detailed scope statement
Determine who is needed on the project team
Processes
Module 3
32. 32
Process Group Activities: Executing
Typical executing activities include the following:
Set up a project organization
Acquire, develop, and manage the project team
Manage stakeholders
Conduct team building
Perform quality assurance
Perform (execute) work packages
Manage the flow of information per the communication plan
Maintain stakeholder relationships and manage expectations
Exam
Tip
PMI sometimes refers Executing as Implementing
Processes
Module 3
33. 33
Process Group Activities: Monitoring / Controlling
Typical monitoring and controlling activities include the following:
Perform integrated change control
Perform various control processes: scope, schedule, cost, quality, risk, procurement, and
stakeholder
Measure and report project performance
Monitor project variances: Plan minus Actual
Take corrective action
Capture, analyze, and manage lessons learned
Monitor procurement activities to verify compliance
Processes
Module 3
34. 34
Process Group Activities: Closing
Typical closing activities include the following:
Review and accept project results
• Procurement audits
• Product verification
• Formal acceptance
Transfer ownership of deliverables to appropriate stakeholders
Evaluate project results (lessons learned)
Update and archive records
Obtain feedback from stakeholders
Reassign resources (release team)
Processes
Module 3
35. 35
Work Performance Data / Information / Reports
Project
Execution
Controlling
Processes
Overall Project
Control
Project
Management
Plan
Project
Communications
Project
Change
Control
Work Performance Data
Work Performance Information
Work Performance Reports
Change
Requests
Project
Management
Plan Updates
Project Team Members
Project Stakeholders
Reports
Processes
Module 3
36. 36
Work Performance Data / Information / Reports
Form of Project
Information
Definition Examples
Work performance
data
The raw observations and measurements
identified during activities performed to carry
out the project work
reported percent of work physically
completed, quality and technical performance
measures, start and finish dates of schedule
activities, number of change requests,
number of defects, actual costs, actual
durations, etc.
Work performance
information
The performance data collected from various
controlling processes, analyzed in context and
integrated based on relationships across areas
status of deliverables, implementation status
for change requests and forecasted
estimates to complete
Work performance
reports
The physical or electronic representation of
work performance information compiled in
project documents, intended to generate
decisions or raise issues, actions or awareness
status reports, memos, justifications,
information notes, electronic dashboards,
recommendations and updates
Processes
Module 3
37. 37
Mapping Knowledge Areas, Process Groups, and Processes
Processes
Module 3
Knowledge Areas
Initiating
Process Group
Planning Process Group Executing Process Group Monitoring & Controlling
Process Group
Closing Process
Group
4 . Project
Integration Management
4.1 Develop
Project Charter
4.2 Develop Project Management Plan 4.3 Direct & Manage Project
Work
4.4 Monitor & Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or
Phase
5 . Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Time
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
6.7 Control Schedule
7 . Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8 . Project Quality
Management
8.1 Plan Quality Management 8.2 Perform Quality
Assurance
8.3 Control Quality
9 . Project
Human Resource
Management
9.1 Plan Resource Management 9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10 . Project
Communications
Management
10.1 Plan Communications Management 10.2 Manage
Communications
10.3 Control Communications
11 . Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Control Risks
12 . Project Procurement
Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements
13 . Project Stakeholder
Management
13.1 Identify
Stakeholders
13.2 Plan Stakeholder Management 13.3 Manage Stakeholder
Engagement
13.4 Control Stakeholder Engagement
38. 38
To know more about our CAPM Exam Prep Training
please visit www.invensislearning.com
Training is designed around PMBOK knowledge domains (10). The PMBOK is an accredited American Standard that contains best practices of project management that have been collected and verified by the project management community represented in the PMI (The Project Management Institute)
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) addresses the processes that project management experts agree are necessary for most projects in most environments. Also note that the sixth edition has been published and the exam change will take effect for the start of Q2 in 2018.
The 1950s marked the beginning of the modern project management era where core engineering fields came together to work as one. Project management became recognized as a distinct discipline arising from the management discipline with the engineering model. [13] In the United States, prior to the 1950s, projects were managed on an ad-hoc basis, using mostly Gantt charts and informal techniques and tools. At that time, two mathematical project-scheduling models were developed. The "Critical Path Method" (CPM) was developed as a joint venture between DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. And the "Program Evaluation and Review Technique" or PERT, was developed by the United States Navy in conjunction with the Lockheed Corporation and Booz Allen Hamilton as part of the Polaris missile submarine program. [14]
The International Project Management Association (IPMA) was founded in Europe in 1967, [15] as a federation of several national project management associations. IPMA maintains its federal structure today and now includes member associations in every continent except Antarctica. IPMA offers a Four Level Certification program based on the IPMA Competence Baseline (ICB). [16] The ICB covers technical, contextual, and behavioral competencies.
In 1969, the Project Management Institute (PMI) was formed in USA. [17]PMI publishes A Guide to the Project Management Body of Knowledge (PMBOK Guide), which describes project management practices that are common to "most projects, most of the time." PMI also offers multiple certifications.
Let us discuss the route to CAPM Certification. There are certain pre-requisites to be met in order to be able to apply for this certification.
For more details, refer the PMP Handbook on www.pmi.org
Computerized at the Prometric Test Center
Multiple choice (150 questions, 4 choices)
4 hours: wordy questions / read ? First
The passing score for all PMI exams is determined by sound psychometric analysis. PMI uses subject matter experts—project professionals from around the world and many different disciplines—to determine how many questions you must answer correctly to pass the exam. Each scored question on the exam is worth one point and your final score is calculated by totaling the points you have earned on the exam. The number of questions you answer correctly places you within one of the performance rating categories you see on this report.
Test bank, random selection (more diverse than ever)
Questions jump from topic to topic (no defined sections)
No penalty for guessing (answer all questions)
PMI has documented the entire CAPM Content in PMBOK, Project Management Body of Knowledge. It is prepared by project management volunteers and is the sum of knowledge within the profession of project management and includes widely applied practices and innovation. It is constantly evolving. PMI updates the PMBOK once every four years.
PMBOK discusses the Project Management Process Groups and the Knowledge Areas.
There are 5 process groups namely Initiating, Planning, Executing, Monitoring and Controlling and Closing.
There are 10 Knowledge Areas. These are Project Integration Management, Project Scope Management, Project Schedule Management, Project Cost Management, Project Quality Management, Project Resource Management, Project Communication Management, Project Risk Management, Project Procurement Management and Project Stakeholder Management.
Within these 5 Process groups and 10 Knowledge Areas, there are a total of 47 Project Management Processes. We will be discussing these 47 processes in this training.
PMI has stated the code of ethics and professional conduct. To read this code, refer to the site www.pmi.org
How Temporary?
It has a definite beginning and end and it is not an ongoing effort.
It comes to an end when the objectives have been met
Project Team members are released on the completion of the Project
How Unique?
The end result, product or service is different in some way from the other product, service or result. For example: Within a Housing complex, each type of flat has different designs, facilities and features to differentiate their end characteristics - mosaic with teak wood finish or marble with teak wood finish or red-oxide flooring with forest wood finish.
Program: A group of related projects, sub-programs and program activities managed in a coordinated way to obtain benefits not available from managing them individually Programs are larger in scope than projects
It is not clear when a program should end
Programs have elements of on-going, cyclical operations
Program Management: Activities applied to a program to meet program requirements and obtain benefits not available by managing the projects individually Programs always contain related projects
However, projects may exist separately from programs
Portfolio:
A collection of projects, programs, and operations managed as a group to achieve strategic business objectives One outcome of portfolio management would be the selection and initiation of a new project or program
New projects and programs should always align with strategic objectives
Every project is constrained by three primary factors, viz. Scope, Time and Cost within the framework of Quality. These are also known as Triple Constraints.
Apart from these, the extended ‘Triple Constraints’ are managing in ‘risk’ environment for ‘Opportunities and Threats’ with optimum utilization of resources.
Project Stakeholders may have differing ideas as to which factors are more important, and this can create conflicts at the project level. Project Manager sets the priority of each of the Constraints throughout
the project. Hence, Quality, Cost, Schedule, Scope, Risk, Resources & other factors may be prioritized differently on each project.
This table shows the Project Manager’s authority, Resource availability, Project Manager’s role and Project management administrative staff in the different organization structures, from Functional to Matrix to Projectized.
Stakeholders may also exert influence over the project, its deliverables and the project team members. The project management team must Identify both internal and external stakeholders in order to determine the project requirements and expectations of all parties involved
Stakeholders include all members of the project team as well as all interested entities that are internal or external to the organization.
The project management team must identify internal and external, positive and negative, performing and advising stakeholders.
Stakeholders may also exert influence over the project, its deliverables and the project team in order to achieve a set of outcomes that satisfy the strategic business objectives.
The project manager should manage the influences of these various stakeholders in relation to the project requirements to ensure a successful outcome.
PMI has organized all 47 project management processes into the following 5 process groups:
• Initiating: defining and authorizing the project or phase
• Planning: establishing scope, refining objectives, and defining a course of action to attain the objectives
• Executing: completing the work defined by the plan
• Monitoring and Controlling: measuring progress, identifying variances from the plan, and recommending corrective action when necessary
• Closing: formally accepting the project or phase results; bringing the project to an orderly end
This slide shows the five process groups. It shows how the process groups interact with each other.
During the project lifecycle, the Initiating and Closing process groups will be performed only once during the project but the other three processes – Planning, Executing, Monitoring and Controlling are performed many times during the project. The Planning process takes inputs from the Initiating process and prepares a baseline for the project. The team starts working on the project and creates deliverables, as part of the Executing process group. These deliverables are fed to the Monitoring and Controlling process group and are monitored. If there are any variances, it must be resolved based on where the problem or defect is. Also, the deliverables created have to be validated by the customer and that is part of the Monitoring and Controlling process group.
The entry and exit for the process groups will be dependent on the project lifecycle that the project undertakes.
Process groups:
• Are linked by the results they produce: an output often becomes an input to the next process
Example: The charter is the output to Develop Project Charter and becomes an input to the next process, Develop Project Plan
• Are overlapping and iterating, e.g., a problem during execution may require a revision to the plan
• Occur in all phases of a project, i.e., each phase of a project must be initiated, planned, executed, controlled, and closed
Additional initiating activities include:
• Determine high level
Product description, key deliverables, milestones
Constraints, assumptions, time and cost estimates
Resource requirements and risks
• Define responsibilities of the PM
• Conduct benefit analysis: validate project alignment with organizational strategy and expected business value
• Develop and obtain approval of project charter
• Inform stakeholders of approved charter
Additional planning activities include:
• Develop a WBS and associated WBS dictionary
• Finalize needed team members
• Create a network diagram and estimate durations
• Determine critical path and develop schedule
• Estimate costs and determine budget
• Analyze stakeholder needs, interests, and potential impact:
Engage stakeholders in project decisions
Effectively manage stakeholder expectations
• Develop a formal project management plan
• Obtain formal approval of the project management plan
• Conduct a kick-off meeting
There are some standardized outputs from the different process groups that we need to understand before we move ahead and understand the 10 Knowledge Areas in detail.
Throughout the project life cycle, a significant amount of data and information is collected, analyzed, transformed and distributed in various formats to project team members and other stakeholders. This project data is referred to as Work Performance data and is collected as a result of the Executing processes and is shared within the project team.
The Work Performance data is analyzed in context and transformed to become Work performance information during various Monitoring and Controlling processes. This information may then be communicated verbally or stored and distributed as reports in various formats, known as Work performance reports.
This matrix structure shows the 47 project management processes within the 5 Process Groups and 10 Knowledge Areas.
Every project follows a project management methodology where the project is initiated, planned, executed, monitored, controlled and closed. The Project management processes (47) ensure the effective flow of the project throughout its lifecycle. PMI has grouped the 47 project processes in 5 process groups, popularly known as Initiating, Planning, Executing, Monitoring, Controlling and Closing.
A knowledge area represents a complete set of concepts, terms and activities that make up an area of specialization. There are 10 knowledge areas defined in the PMBOK. As shown in the slide, they are Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, Procurement and Stakeholders.
The Project Manager’s role is that of a Project Integrator. He has to integrate the outputs from the knowledge areas to deliver the project deliverables.
