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Course Description
PMP® training from Master of Project Academy is designed to ensure that you clear the PMP exam in the first attempt. Our hands-on training approach, entrusted by 20,000+ learners, will help you to imbibe the workings of the 5 Process groups and 10 knowledge areas as prescribed by PMI®. We guarantee that you will walk away with all the preparation and confidence you need to conquer the exam and earn the PMP® certification.
Features
300+ Lectures
35+ Hours
Lifetime Access
100% Online & Self Paced
30 day money back guarantee!
Course Completion Certificate
What am I going to get from this course?
Earn 35 PDU (Contact Hours) requirement of PMI to enroll in PMP Exam
Learn theoretical concepts with real-world project examples
Learn how to apply for PMP exam step-by-step
Test yourself with a full sample PMP exam at the end of the course
Get prompt answers & support from the instructor within 24 hours!
Practice with more than 750 questions
Practice questions by knowledge area and rationales
Participate in active discussions with other PMP candidates
Get downloadable handouts and materials during course
What is the target audience?
Project management certification is an essential professional requirement across industries for senior project management roles. This certification is most suited for:
Project managers
Associate/Asst. Manager - Projects
Team leads/Managers
Project Executives/Engineers
Software Developers
Any professional aspiring to be a Project Manager
PMBOK 5 Process Groups & Knowledge Areas:
5 Project Management Process Groups:
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
10 Knowledge Areas:
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resources Management
Communications Management
Risk Management
Procurement Management
Stakeholder Management
Although the course is designed for passing the PMP Exam, anyone who wants to excel in Project Management can take this course. Course content is also valid for preparing and passing PRINCE2.
This course is qualified for Continuing Education Credit by AAPM
Disclaimer: PMI, PMBOK, and PMP are registered trademarks of Project Management Institute.
4. Definition of Project
Project
• Temporary endeavor with a beginning and an
end
• Creates a unique product, service or result
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5. Why are Projects Initiated?
• Market Demand
• Strategic Opportunity/Business Need
• Social Need
• Environmental Consideration
• Customer Request
• Technological Advance
• Legal Requirement
6. Example of Project
• Construction of Bosphorus Bridge.
• Beginning: 20 Feb
1970
• End: 1 June 1973
• Temporary
• Unique
7. Definition of Operational Work
• Most of the work being done in organizations
• Ongoing
• Repetitive
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8. Example of Operational Work
• Yearly maintenance of Bosphorus Bridge
• Repetitive
(yearly)
9. Initiating Planning Executing
Monitoring
and
Controlling
Closing
What is Project Management?
• Project management is the application of
knowledge, skills, tools and techniques to project
activities to meet the project requirements.
• Profession growing rapidly
• Follows systematic process
• Processes of project management:
10. What is Project Management?
Knowledge Areas:
• Project Management Framework
• Project Management Processes
• Integration Management
• Scope Management
• Time Management
• Cost Management
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11. What is Project Management?
Knowledge Areas:
• Quality Management
• Human Resource Management
• Communications Management
• Risk Management
• Procurement Management
• Stakeholder Management
12. Definition of Program
• Group of projects
• Management is coordinated because they are
related
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13. Example of Program
• Manufacturing a new Airbus Airplane
Projects:
• Avionic Systems
• Communication
Systems
• Entertainment System
• Security System
• ….
14. Definition of Portfolio
• Group of programs to achieve a business
goal.
• Programs might not be related.
• It is important to serve for same business
goal.
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15. Example of Portfolio
• Airbus will develop 3 new airplane versions in
6 years.
• Strategic goal: to be the world’s most
passenger carrying airplane company.
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16. Project, Program, Portfolio…
6 Year Airplane
Manufacturing
Portfolio
Airbus 921 Program
Avionic Systems Project
…
Airbus 922 Program
Communication Systems
Project
…
Airbus 923 Program
Entertainment System
Project
…
19. Project Management Office (PMO)
Department centralizes the management of projects
PMO Structures:
1. Supportive: Supplies templates, best practices,
training, lessons learned…etc. Acts as repository.
(Low degree of control)
2. Controlling: Supports and requires compliance
to tools, methods. (Moderate degree of control)
3. Directive: Directly manages the projects. (High
degree of control)
20. Project Management Office (PMO)
PMO May:
• Manage interdependencies between projects
• Help provide resources
• Terminate projects
• Monitor compliance with organizational
processes
• Gather lessons learned
21. Project Management Office (PMO)
PMO May:
• Provide templates
• Provide guidance
• Provide centralized communication about the
projects
• Be part of change control board
• Be a stakeholder
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22. Role of the Project Manager
• Person assigned by the organization to lead
the team that is responsible for achieving
project objectives.
• Depending on the type of organization
Project Manager can report to
Functional Manager
Program Manager
Portfolio Manager
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23. Role of the Project Manager
• Link between strategy and team.
• Project Manager should have following
competencies:
Knowledge (about project management)
Performance (how he applies knowledge)
Personal (behavior)
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24. Interpersonal Skills of a Project
Manager
• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision Making
• Political & Cultural
Awarenes
• Negotiation
• Trust building
• Conflict Management
• Coaching
25. Objectives
• What needs to be achieved as a result of
project.
• For example: Constructing Bosphorus Bridge:
• Objectives:
6 lanes in total (3+3)
Must carry at least 2,500,000 kgs
Must resist at least 8.5 Richter Earth-Quake
26. Important Points - Objectives
• Projects are considered complete when
objectives are met
• A reason for terminating a project before
completion is that the project objectives
cannot be met
• Meeting project objectives is under Project
Manager’s responsibility.
27. Important Points - Objectives
• Quality activities are for checking project
meets its objectives.
• There is a trade-off between requirements &
objectives.
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28. Management by Objectives (MBO)
• A management philosophy
1. Establish clear & realistic objectives
2. Periodically evaluate if objectives are met
3. Implement corrective action
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30. Constraints
• If there is a change on one constraint,
evaluate its effect on other constraints
• For example, if your schedule is shortened,
there might be
Additional resources (cost increase)
Faster completion (risk increase, quality
decrease)
31. Organizational Process Assets
• Plans, processes, policies, procedures and
knowledge bases specific to and used by the
performing organization.
• Includes lessons learned and historical info.
• Input to most planning processes.
• Corporate knowlede base is for storing and
retreiving information.
32. Enterprise Environmental Factors
• Conditions, not under control of the project
team, that influence, constrain or direct the
project.
• Input to most planning processes.
• Examples:
Organizational culture, structure, and governance
Government or Industry Standards
Political Climate
Marketplace Conditions
33. Stakeholders
• People whose interests may be positively or
negatively impacted by the project.
• Includes all members of the project team.
• Identifying stakeholders, understanding their
relative degree of influence on a project, and
balancing their demands, needs and
expectations are critical to success of the
project.
35. Stakeholders of Boshphorus Bridge
Project
• Everybody who worked in the project
• Government
• Sea transporters
• People residing closer to
the bridge
• ….
36. Project Governance
• Provides the project manager and team with
structure, processes, decision-making models
and tools for managing the project.
• Involves stakeholders, documented
procedures, and standards, responsibilities
and authorities.
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37. Project Team
• Project Manager and the group of individuals
who perform the project work.
• Project Manager is the leader of the team,
and his authority is over the project
members.
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38. Organizational Structure
• One of the main factors affecting projects in
an organization.
Three types of organizations:
• Functional
• Projectized
• Matrix
39. Functional
• Most common form
• Grouped by areas of specialization
Marketing, Human Resources, IT, Sales… etc.
• Requests and information is transmitted
through head of departments
• Team members do
(project work)+(departmental work)
41. Projectized
• Entire company is organized by projects.
• Project Managers have control of projects.
• No departments for resources.
• When project is over, personnel is either
assigned to a new project, or need to find a
new job.
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43. Matrix (Projectized+Functional)
• Attempt to get strengths of projectized and
functional organization.
• Team members report to project manager
and functional manager.
Team Member
Project Manager
Functional Manager
(Software Development
Manager)
44. Matrix (Projectized+Functional)
• Team members do
(project work)+(departmental work)
Strong Matrix Balanced Matrix Weak Matrix
Power of Project Manager Power of Functional Manager
P
O
W
E
R
45. Matrix (Projectized+Functional)
• In weak matrix organization, Project
Managers are:
Project Expediter: acts as staff assistant and
communications coordinator.
Cannot make any decision.
Project Coordinator: acts like Project Expediter,
but has some power and can take some
decisions.
49. Advantages of Functional Organization
• Easier management of specialists
• Team members report to only one supervisor
• Similar resources are centralized
(e.g., software developers to IT department)
• Clearly defined career paths in areas of
specialization
Developer Senior Developer Expert
Developer Architect… etc.
50. Disadvantages of Functional Organization
• People place more emphasis on their
functional specialty to the detriment of the
project.
• No career path in project management
• The project manager has little or no
authority.
51. Advantages of Projectized Organization
• Efficient project organization
• Loyalty to the project
• More effective communications than
functional
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52. Disadvantages of Projectized
Organization
• No “home” when project is finished
• Lack of professionalism in disciplines
• Duplication of facilities and job functions
• Less efficient use of resources
53. Advantages of Matrix Organization
• Highly visible project objectives
• Improved project manager control over
resources
• More support from functional areas
• Maximum utilization of scarce resources
• Better coordination
• Better horizontal and vertical dissemination of
information
• Team member maintain a “home”
54. Disadvantages of Matrix Organization
• Extra administration is required
• More then one boss for project teams
• More complex to monitor and control
• Tougher problems with resource allocation
• Need extensive policies and procedures
• Functional managers may have different priorities
than project managers
• Higher potential for conflict
58. Product Life Cycle
• Starts from conception of a new product to its
withdrawal
• A Product can require many projects over its life
• Determine
customer’s need
(conception)
• Analyze
competition
(maturity)
59. Project Life Cycle
• Changes depending on the industry or
organization’s preferences.
Construction:
Feasibility Planning Design Production Turnover Startup
60. Project Life Cycle
Information Technology (IT):
High Level
Design
Detailed
Design
Coding Testing Installation Conversion
Turnover
to
Operations
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61. Project Management Process Groups
• Project Management Process includes:
Initiating
Planning
Execution
Monitoring & Controlling
Closing
• Life cycle can change from project to project, but
project management process groups are same.
65. Lessons Learned
• Includes
What was done right
What was done wrong
What would be done if the project could be re-done
• Should cover:
Technical aspects of the project
Project Management (WBS, risk planning, etc.)
Management (communications, leadership)
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66. Role of Lessons Learned
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67. Question #1
A project manager is trying to complete a software
development project, but cannot get enough attention for
the project. Resources are focused on completing process-
related work and the project manager has little authority
to properly assign resources. What form of organization
must the project manager be working in?
A-) Functional
B-) Matrix
C-) Expediter
D-) Coordinator
68. Question #1
A project manager is trying to complete a software
development project, but cannot get enough attention for
the project. Resources are focused on completing process-
related work and the project manager has little authority
to properly assign resources. What form of organization
must the project manager be working in?
A-) Functional
B-) Matrix
C-) Expediter
D-) Coordinator
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69. Question #2
The project life cycle differs from the product life
cycle in that the project life cycle:
A-) Does not incorporate a methodology
B-) Is different for each industry
C-) Can spawn many projects
D-) Describes project management activities
70. Question #2
The project life cycle differs from the product life
cycle in that the project life cycle:
A-) Does not incorporate a methodology
B-) Is different for each industry
C-) Can spawn many projects
D-) Describes project management activities
71. Question #3
Your management has decided that all orders will be treated as “projects” and
that project managers will be used to update orders daily, to resolve issues,
and to ensure that the customer formally accepts the product within 30 days
of completion. Revenue from the individual orders can vary from $100 to
$150,000. The project manager will not be required to perform planning or
provide documentation other than daily status. How would you define this
situation?
A-) Because each individual order is a “temporary endeavor”, each order is a
project.
B-) This is program management since there are multiple projects involved.
C-) This is a recurring process.
D-) Orders incurring revenue over $100,000 would be considered projects and
would involve project management.
72. Question #3
Your management has decided that all orders will be treated as “projects” and
that project managers will be used to update orders daily, to resolve issues,
and to ensure that the customer formally accepts the product within 30 days
of completion. Revenue from the individual orders can vary from $100 to
$150,000. The project manager will not be required to perform planning or
provide documentation other than daily status. How would you define this
situation?
A-) Because each individual order is a “temporary endeavor”, each order is a
project.
B-) This is program management since there are multiple projects involved.
C-) This is a recurring process.
D-) Orders incurring revenue over $100,000 would be considered projects and
would involve project management.
73. Question #4
The previous project manager for your project managed it
without much project organization. There is a lack of
management control and no clearly defined project deliverables.
Which of the following would be the BEST choice for getting your
project better organized?
A-) Adopt a life cycle approach to the project
B-) Develop lessons learned for each phase
C-) Develop specific work plans for each work package
D-) Develop a description of the product of the project.
74. Question #4
The previous project manager for your project managed it
without much project organization. There is a lack of
management control and no clearly defined project deliverables.
Which of the following would be the BEST choice for getting your
project better organized?
A-) Adopt a life cycle approach to the project
B-) Develop lessons learned for each phase
C-) Develop specific work plans for each work package
D-) Develop a description of the product of the project.
75. Question #5
A company is making an effort to improve its project
performance and create historical records of past
projects. What is the BEST way to accomplish this?
A-) Create project management plans
B-) Create lessons learned
C-) Create network diagrams
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76. Question #5
A company is making an effort to improve its project
performance and create historical records of past
projects. What is the BEST way to accomplish this?
A-) Create project management plans
B-) Create lessons learned
C-) Create network diagrams
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77. Question #6
One of your team members informs you that he does
not know which of the many projects he is working on is
the most important. Who should determine the
priorities among projects in a company?
A-) The project manager
B-) The project management team
C-) The project management office (PMO)
D-) The team
78. Question #6
One of your team members informs you that he does
not know which of the many projects he is working on is
the most important. Who should determine the
priorities among projects in a company?
A-) The project manager
B-) The project management team
C-) The project management office (PMO)
D-) The team
79. Question #7
A market demand, a business need, and/or legal
requirement are examples of:
A-) Reasons to hire a project manager
B-) Reasons projects are initiated
C-) Reasons people or businesses become stakeholders.
D-) Reasons to sponsor a project.
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80. Question #7
A market demand, a business need, and/or legal
requirement are examples of:
A-) Reasons to hire a project manager
B-) Reasons projects are initiated
C-) Reasons people or businesses become stakeholders.
D-) Reasons to sponsor a project.
81. Question #8
Consideration of ongoing operations and maintenance is
crucially important to products of projects. Ongoing
operations and maintenance should:
A-) Be included as activities to be performed during project
closure
B-) Have a separate phase in the project life cycle, because a
large portion of life cycle costs is devoted to maintenance
and operations
C-) Not be viewed as part of a project. A project is
temporary with a definite beginning and end.
D-) Be viewed as a separate project.
82. Question #8
Consideration of ongoing operations and maintenance is
crucially important to products of projects. Ongoing
operations and maintenance should:
A-) Be included as activities to be performed during project
closure
B-) Have a separate phase in the project life cycle, because a
large portion of life cycle costs is devoted to maintenance
and operations
C-) Not be viewed as part of a project. A project is
temporary with a definite beginning and end.
D-) Be viewed as a separate project.
83. Question #9
Lessons learned are BEST completed by:
A-) The project manager
B-) The team
C-) The sponsor
D-) The stakeholders
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84. Question #9
Lessons learned are BEST completed by:
A-) The project manager
B-) The team
C-) The sponsor
D-) The stakeholders
85. Question #10
A manager and the head of engineering discuss a
change to a major work package. After the meeting, the
manager contacts you and tells you to complete the
paperwork to make the change. This is an example of:
A-) Management attention to scope management.
B-) Management planning.
C-) A project expediter position.
D-) A change control system.
86. Question #10
A manager and the head of engineering discuss a
change to a major work package. After the meeting, the
manager contacts you and tells you to complete the
paperwork to make the change. This is an example of:
A-) Management attention to scope management.
B-) Management planning.
C-) A project expediter position.
D-) A change control system.