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1、Project Management Professional (PMP)Certification Study GuidePMI Certification MaterialsnTo assist PMI candidates for completing the PMI certification exam administered by the Project Management InstitutenContent is from “A Guide To The Project Management Body Of Knowledge” (PMBOK)nwww.pmi.orgRecur
2、ring ThemesnHistorical Records need to collect and use for planning, estimating and risknKickoff meetings are importantnWork Breakdown StructuresnDo not introduce benefits that are not stated in requirementsnNeeds of all stakeholders should be taken into account during all projectsnTeam Members must
3、 be involved in project planningnProject Mangers must be pro-activeChapter 1 IntroductionnProject temporary endeavor undertaken to create a unique product or servicenHas a definite beginning and end and interrelated activitiesnPrograms adopt new set of objectives and continue to work; projects cease
4、 when declared objectives have been attainedChapter 1 IntroductionnProjects are unique characteristics are progressively elaboratedlProgressively: proceeding in stepslElaborated: worked with care and detailnScope of project should remain constant even as characteristics are “progressively elaborated
5、”Chapter 1 - IntroductionnProject Management: the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project balancing the following:lScope, time, cost, and qualitylStakeholders expectationslRequir
6、ements (needs) vs. unidentified requirements (expectations)Chapter 1 - IntroductionnPrograms are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individuallynMost programs have elements of ongoing operationslSeries of repetitive or cyclical
7、 undertakingsnProjects are often divided into “subprojects” for more manageabilitylOften contracted out to external organizationsChapter 2 Project Management ContextnProject Phases are marked by the completion of a deliverablelTangible, verifiable work productlReview of deliverables and approval/den
8、ial are “phase exits, stage gates, or kill points”nPhases are collected into the Project Life CyclelSet of defined work procedures to establish management controlChapter 2 Project Management ContextnProject Life Cycle defines:lTechnical work performed in each phaselWho is involved in each phasenProj
9、ect Phases can overlap “Fast Tracking”nCommon Characteristics of Project Life Cycles:lCost and Staffing levels are low at start and move higher towards the endlProbability of successfully completing project is low at beginning, higher towards the end as project continueslStakeholder influence is hig
10、h at the beginning and progressively lowers as project continuesChapter 2 Project Management Context nStakeholders: individuals and organizations who are actively involved in the projectlOften have conflicting expectations and objectiveslIn general, differences should be resolved in favor of the cus
11、tomer individual(s) or organization(s) that will use the outcome of the projectlStakeholder management is a proactive tasknProject Mangers must determine all stakeholders and incorporate their needs into the projectChapter 2 Project Management Context nStakeholders are:lProject ManagerslCustomerslPe
12、rforming Organizations, ownerslSponsorlTeamlInternal/ExternallEnd UserlSociety, citizenslOthers: owner, funders, supplier, contractorChapter 2 Project Management ContextnOrganizational Systems: Project based vs. Non-Project BasedlProject Based derive revenues from performing projects for others (con
13、sultants, contractors),”management by projects”lNon-Project Based seldom have management systems designed to support project needs (manufacturing, financial services)Chapter 2 Project Management ContextnOrganizational Cultures and Styles: lEntrepreneurial firms more likely to adopt highly participat
14、ive Project Manager accept higher risk/rewardlHierarchical firms less likely to adopt participative Project Manager take fewer risksChapter 2 Project Management ContextnOrganizational StructureslFunctional (classical) marked by identifiable superiors. Staff grouped by specialty . Perceived scope of
15、project limited by function (Engineering, HR). Typically have part-time Project ManagerlProjectized Organization blend functional and projectized characteristics. Mix cross- department personnel with full- time Project MangerChapter 2 Project Management ContextnProject Management SkillslGeneral Busi
16、ness Management (consistently producing results expected by stakeholders)lLeading (establishing direction, aligning resources, motivating)lCommunicating (clear, unambiguous, and complete)lNegotiating (conferring with others to reach an agreement)lProblem Solving (definition and decision making)nDistinguish causes and symptomsnIdentify viable solutionslInfluencing Or
