PMP Muzette Charles_Sp2019_Week1_chapter1_2_3

1. Welcome To The
Prof. Muzette Charles, PMP
mcharles2@pace.edu
Project Management Professional
PMP® Exam Prep – Week 1

2. Welcome
Prof. Muzette Charles, PMP
20 year professional career managing financial portfolios and
non-profit fund development projects
Pace University – Adjunct Professor, PMP / CAPM
Bed Bath & Beyond – e-Service Project Manager, Vendor Services
Media Solutions – Project Manager, Finance & Marketing
Morgan Stanley – Financial Advisor
U.S.P.S. – National Account Manager
Project Management Professional – PMP / PMI Certified
B.S. Electrical Engineering – Fairleigh Dickinson University

3. Why take the PMP® ?
 Regardless of your career stage, the Project Management Professional (PMP)® is
an asset that will distinguish you in the job market and enhance your credibility
and effectiveness working on — or with — project teams.
 Project management is a rapidly growing profession. Through 2020, 1.57 million
new jobs will be created each year and qualified practitioners are in demand.
With the PMP, you’ll be on the fast track to opportunity.
 If you’d like to manage larger projects and gain more responsibility or add project
management skills into your current role, then the Project Management
Professional (PMP) is right for you.

4. Comparison between
PMP ® and CAPM® Exams

5. Tricks of the Trade
Studying for the PMP® Exam
Chapter 1
 Pass the exam on your first try
 Learn, not just memorize
 Shorten your study time
 Determine the gaps in your knowledge
 Gain insider tips on the exam
 Make sense of the topics on the exam

6.  Apply to Project Management Institute - PMI
 Authorization Notice to make appointment to take exam
 Designated Computerized Testing Sites
 One year from date of Authorization Notice to pass exam
 Can take exam up to 3x within that one year
 If you fail all 3x times, must wait one year to reapply
Tricks of the Trade
Studying for the PMP® Exam
Chapter 1

7. Certwise Learning System PMP® Exam Prep
These books combine full knowledge area
coverage, Quicktest reviews, practice
questions and creative ways to reinforce
your understanding of Process inputs, tools
and techniques, and outputs (ITTOs) with
page references to the PMBOK ® Guide.
Tricks of the Trade
Studying for the PMP® Exam
Chapter 1

8. PMBOK® Guide
“PMP candidates need to read (and study)
the PMBOK® Guide at least once, if not
twice. It is the primary source for exam
questions, so you need to be familiar with
it.”
Tricks of the Trade
Studying for the PMP® Exam
Chapter 1

9. Tricks of the Trade
How is the PMP® Exam Scored?
Chapter 1

10.  200 multiple-choice questions with 4
answer choices per question
 4 hours to complete exam
 25 experimental questions randomly
placed & not scored!!
 Questions weighted by Knowledge Area
 No penalty for wrong answers
 175 questions scored on PASS / FAIL
Tricks of the Trade
How is the PMP® Exam Scored?
Chapter 1

11.  General PMI-isms
 Planning the Project
 While the Project Work is Being Done
 Closing the Project
Tricks of the Trade
Studying for the PMP® Exam
Chapter 2

12.  Project
 Project Management
 Program
 Portfolio
 Operations vs. Projects
 Enterprise Environment Factors
 Organizational Process Assets
 Work Performance Data, Information &
Reports
 Organizational Structure: Functional,
Projectized, Matrix
 Project Life Cycle: Predictive, Iterative,
Adaptive
 Project Management Process
 Project Management Office (PMO)
 Stakeholders
 Constraints
Project Management Framework
QUICKTEST – Chapter 2

13. What is a Project?
“A project is a temporary endeavor undertaken to create a unique
product, service or result. The temporary nature of projects
indicates that a project has a definite beginning and end. The end
is reached when the project’s objectives have been achieved or
when the project is terminated because its objectives will not or
cannot be met or when the need for the project no longer exists.”
Project Management Framework
Chapter 2

14. Project Managers
 “… keep the team focused on the business value the project is providing. By constantly
helping each team member to understand how his or her work impacts the project’s
value, the PM makes sure that everyone on the team makes the best decisions to keep the
project on track.”
 Interpersonal Skills
 Leadership
 Motivation
 Team Building & Trust Building
 Influencing
 Coaching
 Conflict Management
 Political & Cultural Awareness
Project Management Framework
Chapter 2
• Management Skills
• Planner
• Coordinator
• Execution
• Analysis
• Budgeting
• Schedules
• Reporting

15. Lead
Inspire and act with consistency and
fairness
Manage project performance
Monitor and control
Build teams
Build high-performing teams quickly
Manage stakeholder engagement
Communicate and influence
Project Management Framework
Chapter 2
Project Manager’s Role

16. Business Value
is the sum of all of the resources a
company is made of; its people,
equipment and the intellectual
property they produce.
Portfolio - Strategic Goals
Program - Shared Benefits
Project – Deliverables
Project Management Framework
Chapter 2

17. Project Management Office (PMO)
 Supports Project Managers
 Manage shared resources across all
projects
 Coaching, training, mentoring, oversight
 Monitor & periodic reviews compliance
by AUDITS
 Develop & manage shared docs (OPAs)
Project Management Framework
Chapter 2

18. OPERATIONS vs.
 Work is REPEATABLE &
ONGOING to produce goods or
services in support of the
business/organization.
 Supports the day-to-day business to
achieve the company’s strategic goals.
 Ex: production, accounting,
software support, maintenance,
manufacturing
PROJECTS
 Gathers a team together to do
TEMPORARY work to create a
UNIQUE RESULT and is
PROGRESSIVELY ELABORATED that
ends when the project is closed
 Produces a product that is handed off
to operations
 Require PM activities & skill sets
 Are not always successful
Project Management Framework
Chapter 2

19. Name some examples of projects and operations.
Discussion Question

20. Projects vs. Operations
Distinguisher Projects Operations
Duration Varies, but always temporary Ongoing, indefinite, repetitive
Deliverables Unique
 Improvement of existing
product, service, or result
 Building service capability
Standardized
 Non-unique products
 Ongoing services
 Formalized, repeated process
results (e.g., monthly reports)
Human
resources
Temporary teams
 Possibly cross-functional
 Outside functional structure
Permanent positions
 Aligned to individual functions
within organizational structure
Manager Project manager Functional manager

21. Why Are Projects Undertaken?
Market demands
Strategic opportunities/business needs
Social needs
Environmental considerations
Customer requests
Technological advances
Legal requirements

22. Measuring Project Success
Chapter 1, Topic 2
Project
Success
Quality
Timeliness
Budget compliance
Customer satisfaction
Product and Project
The right deliverable at
the right cost by the
right time

23.  Stakeholders
 “… include all members of the project team as
well as interested entities that are internal &
external to the organization…. that can have a
positive or negative influence.”
 The team that actually does the work
 The people who pay for the work
 Everybody who will use the product when
the project is done
 Everyone who may be impacted by the
project along the way
 90% of PM’s job is communicating with
everyone to make sure their needs are met
Project Management Framework
Chapter 2

24. Project Constraints
 Any limitation, change or addition that a Stakeholder tries to place on a project.
 PM is responsible to analyze each change & the impact on the other constraints
thru Integrated Change Control.
Project Management Framework
Chapter 2

25. Enterprise Environmental Factors
 “…refer to conditions, not under the control of the project team, that
influence, constrain or direct the project.”
 The company culture, existing systems, “baggage”
 Are INPUTS to most planning processes
Project Management Framework
Chapter 2

26. Organizational Process Assets
 “… are the plans, processes, policies, procedures & knowledge bases
specific to & used by the performing org.”
 aka Corporate Knowledge Base
 Are INPUTS to most planning processes
Project Management Framework
Chapter 2

27. Organizational Structure
 Functional
 Most common, grouped by function/department – Acctg, Mktg,
 PM has no direct reports & Team members work in a “Silo”
 Matrix
 Maximizes strength of both functional & projectized structures
BALANCED - PM shares authority with Func. Mgr & Team members have “Two Bosses”
WEAK MATRIX
 Expeditor – Cannot make/enforce decisions, is a Staff Asst/Communications Coord.
 Coordinator – Has some authority to make decisions & reports to a higher level Mgr
 Projectized
 PM controls the project & Team members have “No Home”
Project Management Framework
Chapter 2

28. Organizational Structure
Project Management Framework
Chapter 2

29. Project Life Cycle
 What you need to do to DO the work!!
 “…is a series of phases that a project passes thru
from its initiation to its closure.”
 “…provides a basic framework for managing the
project regardless of the specific work being
done.”
 “Projects vary in size & complexity, but all follow
the Generic Life Cycle structure”
Project Management Framework
Chapter 2

30. Project Life Cycle
 PREDICTIVE – aka Traditional / Waterfall
are Plan-Driven Projects where Scope, Cost, Time are defined in the beginning
 INCREMENTAL & ITERATIVE – Rolling Wave Planning / Progressive Elaboration
enough early planning to create Time & Cost estimates. Successive iterations/levels of details to
create a usable product.
 ADAPTIVE – aka Agile
are Change-Driven where Time & Cost are defined early, but Scope is defined over many
iterations. Stakeholder changes highly involved & prioritized as a “Backlog”
Project Management Framework
Chapter 2

31. Project Management Process
… is what you need to do to MANAGE the work!!
Only ONE Project Management Process, regardless of the life cycle
Project Management Framework
Chapter 2

32. Project Information
 Work Performance Data – raw observations & measurements
 % completion
 Start & finish dates of activities
 Actual costs & durations
 # of change requests
 Work Performance Information – data collected from control processes analyzed & integrated
 Status of deliverables
 Forecasted estimates to completion
 Work Performance Reports – information compiled into Project Docs to generate decisions, raise issues,
actions or awareness
 Project Status Reports
 Memos
 eDashboards, KPIs, etc
Project Management Framework
Chapter 2

33. Project Management Process
The Goal…
- Deliver the product on time
- Within budget
- Fulfill the customer’s needs & expectations
- Maintain a happy & well-functioning team
Project Management Framework
Chapter 2

34. What makes a great Project Mgr ?

35. Project Managers
 use Process Groups to coordinate the effective flow of a project
from its start to its close using ITTOs & Knowledge Areas.
 in collaboration with the project team are ALWAYS responsible for
planning & developing a successful Project Management Process
 actively manages each of these interactions to meet the Sponsor,
Customer & Stakeholder requirements
Project Management Processes
Chapter 3

36. PROCESS GROUPS
 organize the process functions by their Actions
 are the project activities broken down into 5 steps
KNOWLEDGE AREAS
 organizes the process functions by their Subject Matter
 are the process elements broken down into 10 areas
 ARE NOT LINEAR !!!
PROCESS
 “is a set of interrelated actions & activities performed to create a specific product, service or
result.”
 Project Management has 49 processes
ITTOs
 “each process is linked & characterized by its INPUTS, TOOLS, TECHNIQUES & OUTPUTS.”
 Inputs – information used in the project ex. EEF, OPAs, Charter, etc
 Outputs – documents, deliverables, decisions
 Tools &Techniques – used to do the work ex. Meetings, Expert, Audits
Project Management Processes
Chapter 3

37. The PMBOK® Guide identifies 49 processes:
related to getting the project set up (Initiating)
related to thinking through the project (Planning)
related to doing the actual work (Executing)
related to keeping the project in check (Monitoring and Controlling)
related to concluding the project (Closing)
2
24
10
12
1
Project Management Processes
Chapter 3

38. KNOWLEDGE
AREAS Initiating Planning Executing
Monitoring and
Controlling Closing
PROCESS GROUPS
Project
Procurement
Management
(Chapter 12)
 Plan Procurement
Management
 Conduct
Procurements
 Control
Procurements
Project Stake-
holder Manage-
ment (Chapter 13)
 Identify
Stakeholders
 Plan Stakeholder
Engagement
 Manage
Stakeholder
Engagement
 Monitor Stakeholder
Engagement
Project Risk
Management
(Chapter 11)
 Plan Risk
Management
 Identify Risks
 Perform Qualitative
Analysis
 Perform Quantitative
Analysis
 Plan Risk Responses
 Monitor Risks
Project
Communications
Management
(Chapter 10)
 Plan Commu-
nications
Management
 Manage Commu-
nications
 Monitor Commu-
nications
Project Resource
Management
(Chapter 9)
 Plan Resource
Management
 Estimate Activity
Resources
 Acquire Resources
 Develop Team
 Manage Team
Project Quality
Management
(Chapter 8)
 Plan Quality
Management
 Manage Quality  Control Quality
Project Cost
Management
(Chapter 7)
 Control Costs Plan Cost Management
 Estimate Costs
 Determine Budget
Project
Schedule
Management
(Chapter 6)
 Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity Durations
 Develop Schedule
 Control Schedule
Project Scope
Management
(Chapter 5)
 Plan Scope Management
 Collect Requirements
 Define Scope
 Create WBS
 Validate Scope
 Control Scope
Project
Integration
Management
(Chapter 4)
 Develop Project
Charter
 Develop Project
Management Plan
 Direct and Manage
Project Work
 Manage Project
Knowledge
 Monitor and Control
Project Work
 Perform Integrated
Change Control
 Close Project
or Phase
 Control Resources
 Implement Risk
Responses
PROCESS GROUPS
• Develop
Project Charter
• Develop
Project
Management
Plan
• Direct and
Manage
Project Work
• Monitor and
Control
Project Work
• Perform
integrated c
• Close Project
or Phase
Initiating Planning Executing
Monitoring and
Controlling Closing
PMP® Exam Weighting by Process Group:
 Initiating = 13% (2 processes)
 Planning = 24% (24 processes)
 Executing = 31% (10 processes)
 Monitoring and Controlling = 25% (12 processes)
 Closing = 7% (1 process)
13%
24%
31%
25%
7%
KNOWLEDGE
AREAS
Project
Integration
Management
(Chapter 4)
Project Management Processes

39. PHASES
 “a set of processes that are ITERATED several times to achieve the required
outcome.”
 each Phase of the project goes thru all of the 5 Process Groups
Sequential Relationship
 Phases of the project that happen one after another
 Teams work together on each phase
Overlapping Relationship
 Phases of the project deliver results independently
 Teams work on different parts of the project
 Complicated to manage due to increased risk & rework
Project Management Processes
Chapter 3

40. Project Management Process Groups
 Initiating
 Planning
 Executing
 Monitoring & Controlling
 Closing
Project Management Processes
Chapter 3

41. Project Management Processes
Chapter 3
Project Management Process Groups

42. INITIATING Process Group
 Develop the Project Charter
 Project Manager is Authorized
 Business Case
 High level planning – Rough Order of Magnitude estimating
 Initial financial resources are committed
 Scope is conceptualize – Progressive Elaboration
 Identify Stakeholders
 Stakeholder Register - List of Internal & External influences
 Identify their expectations
Project Management Processes
Chapter 3 KNOWLEDGE
AREAS Initiating Planning Executing
Monitoring and
Controlling Closing
PROCESS GROUPS
Project
Procurement
Management
(Chapter 12)
 Plan Procurement
Management
 Conduct
Procurements
 Control
Procurements
Project Stake-
holder Manage-
ment (Chapter 13)
 Identify
Stakeholders
 Plan Stakeholder
Engagement
 Manage
Stakeholder
Engagement
 Monitor Stakeholder
Engagement
Project Risk
Management
(Chapter 11)
 Plan Risk
Management
 Identify Risks
 Perform Qualitative
Analysis
 Perform Quantitative
Analysis
 Plan Risk Responses
 Monitor Risks
Project
Communications
Management
(Chapter 10)
 Plan Commu-
nications
Management
 Manage Commu-
nications
 Monitor Commu-
nications
Project Resource
Management
(Chapter 9)
 Plan Resource
Management
 Estimate Activity
Resources
 Acquire Resources
 Develop Team
 Manage Team
Project Quality
Management
(Chapter 8)
 Plan Quality
Management
 Manage Quality  Control Quality
Project Cost
Management
(Chapter 7)
 Control Costs Plan Cost Management
 Estimate Costs
 Determine Budget
Project
Schedule
Management
(Chapter 6)
 Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity Durations
 Develop Schedule
 Control Schedule
Project Scope
Management
(Chapter 5)
 Plan Scope Management
 Collect Requirements
 Define Scope
 Create WBS
 Validate Scope
 Control Scope
Project
Integration
Management
(Chapter 4)
 Develop Project
Charter
 Develop Project
Management Plan
 Direct and Manage
Project Work
 Manage Project
Knowledge
 Monitor and Control
Project Work
 Perform Integrated
Change Control
 Close Project
or Phase
 Control Resources
 Implement Risk
Responses

43. PLANNING Process Group
“… 24 processes used in the strategy to develop a course of action or path to
successfully complete the project or phase. A well managed plan saves
resources, time & money and gets the Stakeholder’s buy-in & engagement.”
Iterative – each planning process may use the results of the previous process that
may affect or change the plan
 Project Management Plan
 Is an Output that guides the Execution & Control of the project
 Project Documents
 Are Outputs detailing each of the Knowledge Areas
Project Management Processes
Chapter 3 KNOWLEDGE
AREAS Initiating Planning Executing
Monitoring and
Controlling Closing
PROCESS GROUPS
Project
Procurement
Management
(Chapter 12)
 Plan Procurement
Management
 Conduct
Procurements
 Control
Procurements
Project Stake-
holder Manage-
ment (Chapter 13)
 Identify
Stakeholders
 Plan Stakeholder
Engagement
 Manage
Stakeholder
Engagement
 Monitor Stakeholder
Engagement
Project Risk
Management
(Chapter 11)
 Plan Risk
Management
 Identify Risks
 Perform Qualitative
Analysis
 Perform Quantitative
Analysis
 Plan Risk Responses
 Monitor Risks
Project
Communications
Management
(Chapter 10)
 Plan Commu-
nications
Management
 Manage Commu-
nications
 Monitor Commu-
nications
Project Resource
Management
(Chapter 9)
 Plan Resource
Management
 Estimate Activity
Resources
 Acquire Resources
 Develop Team
 Manage Team
Project Quality
Management
(Chapter 8)
 Plan Quality
Management
 Manage Quality  Control Quality
Project Cost
Management
(Chapter 7)
 Control Costs Plan Cost Management
 Estimate Costs
 Determine Budget
Project
Schedule
Management
(Chapter 6)
 Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity Durations
 Develop Schedule
 Control Schedule
Project Scope
Management
(Chapter 5)
 Plan Scope Management
 Collect Requirements
 Define Scope
 Create WBS
 Validate Scope
 Control Scope
Project
Integration
Management
(Chapter 4)
 Develop Project
Charter
 Develop Project
Management Plan
 Direct and Manage
Project Work
 Manage Project
Knowledge
 Monitor and Control
Project Work
 Perform Integrated
Change Control
 Close Project
or Phase
 Control Resources
 Implement Risk
Responses

44. EXECUTING Process Group
“… 10 processes performed to complete the project work defined
in the Project Management Plan to meet the project objectives.”
 PM coordinates People & Resources to Do the work
 Communicates with Stakeholders to manage their expectations
 Proactive analysis of baselines, changes in resource availability,
productivity, expected durations, budgets, etc
 Change requests approvals resulting in Project Doc updates
 Deliverables
 Changes Requests
Project Management Processes
Chapter 3 KNOWLEDGE
AREAS Initiating Planning Executing
Monitoring and
Controlling Closing
PROCESS GROUPS
Project
Procurement
Management
(Chapter 12)
 Plan Procurement
Management
 Conduct
Procurements
 Control
Procurements
Project Stake-
holder Manage-
ment (Chapter 13)
 Identify
Stakeholders
 Plan Stakeholder
Engagement
 Manage
Stakeholder
Engagement
 Monitor Stakeholder
Engagement
Project Risk
Management
(Chapter 11)
 Plan Risk
Management
 Identify Risks
 Perform Qualitative
Analysis
 Perform Quantitative
Analysis
 Plan Risk Responses
 Monitor Risks
Project
Communications
Management
(Chapter 10)
 Plan Commu-
nications
Management
 Manage Commu-
nications
 Monitor Commu-
nications
Project Resource
Management
(Chapter 9)
 Plan Resource
Management
 Estimate Activity
Resources
 Acquire Resources
 Develop Team
 Manage Team
Project Quality
Management
(Chapter 8)
 Plan Quality
Management
 Manage Quality  Control Quality
Project Cost
Management
(Chapter 7)
 Control Costs Plan Cost Management
 Estimate Costs
 Determine Budget
Project
Schedule
Management
(Chapter 6)
 Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity Durations
 Develop Schedule
 Control Schedule
Project Scope
Management
(Chapter 5)
 Plan Scope Management
 Collect Requirements
 Define Scope
 Create WBS
 Validate Scope
 Control Scope
Project
Integration
Management
(Chapter 4)
 Develop Project
Charter
 Develop Project
Management Plan
 Direct and Manage
Project Work
 Manage Project
Knowledge
 Monitor and Control
Project Work
 Perform Integrated
Change Control
 Close Project
or Phase
 Control Resources
 Implement Risk
Responses

45. MONITORING & CONTROLLING Process Group
“… 12 processes required to track & review the progress & performance
of the project. ”
 Key benefit is that project performance is measured & analyzed at
regular intervals to identify variances from the project management plan
 Identifies any areas in which changes to the plan are required
 Recommending corrective or preventive action in anticipating problems
 Approved Change Requests
Project Management Processes
Chapter 3 KNOWLEDGE
AREAS Initiating Planning Executing
Monitoring and
Controlling Closing
PROCESS GROUPS
Project
Procurement
Management
(Chapter 12)
 Plan Procurement
Management
 Conduct
Procurements
 Control
Procurements
Project Stake-
holder Manage-
ment (Chapter 13)
 Identify
Stakeholders
 Plan Stakeholder
Engagement
 Manage
Stakeholder
Engagement
 Monitor Stakeholder
Engagement
Project Risk
Management
(Chapter 11)
 Plan Risk
Management
 Identify Risks
 Perform Qualitative
Analysis
 Perform Quantitative
Analysis
 Plan Risk Responses
 Monitor Risks
Project
Communications
Management
(Chapter 10)
 Plan Commu-
nications
Management
 Manage Commu-
nications
 Monitor Commu-
nications
Project Resource
Management
(Chapter 9)
 Plan Resource
Management
 Estimate Activity
Resources
 Acquire Resources
 Develop Team
 Manage Team
Project Quality
Management
(Chapter 8)
 Plan Quality
Management
 Manage Quality  Control Quality
Project Cost
Management
(Chapter 7)
 Control Costs Plan Cost Management
 Estimate Costs
 Determine Budget
Project
Schedule
Management
(Chapter 6)
 Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity Durations
 Develop Schedule
 Control Schedule
Project Scope
Management
(Chapter 5)
 Plan Scope Management
 Collect Requirements
 Define Scope
 Create WBS
 Validate Scope
 Control Scope
Project
Integration
Management
(Chapter 4)
 Develop Project
Charter
 Develop Project
Management Plan
 Direct and Manage
Project Work
 Manage Project
Knowledge
 Monitor and Control
Project Work
 Perform Integrated
Change Control
 Close Project
or Phase
 Control Resources
 Implement Risk
Responses

46. CLOSING Process Group
“… 1 process performed to formally complete the project or contract
obligations.”
 Obtain acceptance by the Customer or Sponsor to formally Close
 Conduct post-project review
 Document Lessons Learned & update OPAs
 Archive project docs as historical data
 Close out procurement activities to terminate agreements
 Perform team members’ assessments & release project resources
 Close Project
 Celebrate Your Success!!!
Project Management Processes
Chapter 3 KNOWLEDGE
AREAS Initiating Planning Executing
Monitoring and
Controlling Closing
PROCESS GROUPS
Project
Procurement
Management
(Chapter 12)
 Plan Procurement
Management
 Conduct
Procurements
 Control
Procurements
Project Stake-
holder Manage-
ment (Chapter 13)
 Identify
Stakeholders
 Plan Stakeholder
Engagement
 Manage
Stakeholder
Engagement
 Monitor Stakeholder
Engagement
Project Risk
Management
(Chapter 11)
 Plan Risk
Management
 Identify Risks
 Perform Qualitative
Analysis
 Perform Quantitative
Analysis
 Plan Risk Responses
 Monitor Risks
Project
Communications
Management
(Chapter 10)
 Plan Commu-
nications
Management
 Manage Commu-
nications
 Monitor Commu-
nications
Project Resource
Management
(Chapter 9)
 Plan Resource
Management
 Estimate Activity
Resources
 Acquire Resources
 Develop Team
 Manage Team
Project Quality
Management
(Chapter 8)
 Plan Quality
Management
 Manage Quality  Control Quality
Project Cost
Management
(Chapter 7)
 Control Costs Plan Cost Management
 Estimate Costs
 Determine Budget
Project
Schedule
Management
(Chapter 6)
 Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity Durations
 Develop Schedule
 Control Schedule
Project Scope
Management
(Chapter 5)
 Plan Scope Management
 Collect Requirements
 Define Scope
 Create WBS
 Validate Scope
 Control Scope
Project
Integration
Management
(Chapter 4)
 Develop Project
Charter
 Develop Project
Management Plan
 Direct and Manage
Project Work
 Manage Project
Knowledge
 Monitor and Control
Project Work
 Perform Integrated
Change Control
 Close Project
or Phase
 Control Resources
 Implement Risk
Responses

47. Which Process Group is where the majority of project
time is spent?
A. Initiating
B. Planning
C. Executing
D. Monitoring and Controlling
E. Closing
Discussion Question
Answer: C
The largest portion of project time and resources is
spent in the Executing Process Group, specifically in
the Direct and Manage Project Work process.

48. Project Life Cycle
 What you need to do to DO the work!!
 “…is a series of phases that a project passes thru
from its initiation to its closure.”
 “…provides a basic framework for managing the
project regardless of the specific work being
done.”
 “Projects vary in size & complexity, but all follow
the Generic Life Cycle structure”
Project Management Framework
Chapter 2

49. Process Groups
organizes functions by Action
 Initiating (2) - Start
 Planning (24) - Plan
 Executing (10) - Do
 Monitoring & Controlling (12) – Check & Act
 Closing (1) - End
Project Management Processes
Chapter 3

50. Four life cycle types identified in PMBOK® Guide:
Predictive
Iterative
Incremental
Agile
Rolling wave planning
A planning technique that
allows the team to plan to
a greater level of detail as
the project evolves.
1
2
3
4
Project Management Processes
Chapter 3

51. Analyze Design Build Test Deliver
Predictive Life Cycle
 The project scope, time, and cost are determined early in life
cycle.
 Best suited to projects that have easily defined, well-
understood deliverables.
Source: Project Management Institute, Agile Practice Guide, Project Management Institute, Inc., 2017, Figure 3-2, Page 21. Material from this publication has been reproduced with the
permission of PMI.

52. Iterative and Incremental Life Cycle
 Phases repeat (or iterate) one or
more activities as the team
deepens its understanding of the
project.
 Each phase ends in a defined
deliverable.
 The next phase then improves the
deliverable or adds functionality
to it.
 The project is guided at the
beginning by a clear vision, but
the scope evolves through the
phases.
Phase 1
Phase 2
Phase 3
Basic
Deliverables
Better
Deliverables
Final
Deliverables

53. Adaptive/Agile Life Cycle
 A type of iterative and
incremental project life cycle
 Very short iterations
(typically 2 to 4 weeks)
 Best for situations when scope
and requirements cannot be
determined or must remain
flexible to adapt to changing
enterprise environmental
factors
Initiate
Plan and estimate
Execute
Replenish
Plan and estimate
Execute
Release
Replenish
Plan and estimate
Execute
Replenish
Plan and estimate
Execute
Replenish
Plan and estimate
Execute
1st sprint
2nd sprint
3rd sprint
4th sprint
5th sprint
Framework
Deliverables
Basic
Deliverables
Deliverable
Features
Deliverable
Features
Deliverable
Features
Final
Deliverables

54. What life cycle type would be best to use if the deliverable is well-
understood?
A. Predictive
B. Iterative
C. Adaptive/agile
D. Incremental
Discussion Question
Answer: A
In the predictive life cycle type, the project scope, time,
and cost are determined as early as possible. It is best
for projects that have well-understood deliverables and
industry practices that are widely accepted.
Chapter 2, Topic 1

55. Project Life Cycle vs. Product Life Cycle
Chapter 2, Topic 1
CONCEPT DESIGN DEVELOPMENT CLOSURE OPERATION TERMINATION
Project Life Cycle
Product Life Cycle

56. Product Life Cycle
Chapter 2, Topic 1
Introductory
Stage
Growth
Stage
Maturity
Stage
Decline
Stage
Time
Project: Create
the product.
Project:
Resolve
quality issues.
Project:
Reduce
production
expenses.
Total
Market
Sales
Project: Reinvent
product in market.

57. KNOWLEDGE AREAS
 Organizes functions by Subject Matter
 “…a complete set of activities that make up a
project area of specialization”
 “…provide a detailed description of the ITTOs”
 10 areas further decomposed into 49 processes
 Integrated among the 5 Process Groups
 Is NOT Linear
Project Management Processes
Chapter 3
49

59. Project Management Processes
Chapter 3
Group Exercise – The Shuffle Game