PMP Tutorial

This is the introductory lesson of the Project Management Professional or PMP tutorial, which is part of the ‘PMP® Certification Training Course.’

This PMP tutorial will give an overview of the course, its objectives, prerequisites, target audience and the value it will offer to you.

Let us first look at the objectives of this PMP Tutorial.

Objectives

After completing this PMP tutorial, you will be able to:

  • Define PMP Certification and PMI

  • Identify the application requirements for PMP examination

  • List the guidelines to fill up PMP application

  • Describe PMP exam outline and syllabus

  • Define a project

  • Define the role of a Project Manager

  • Distinguish between Portfolio, Program, and Projects

  • Describe stakeholders and their value to project efforts

  • Identify the necessary skills that Project Managers need to demonstrate

In the next section, we will begin with the terms PMI and PMP®.

What are PMI and PMP?

Let’s begin by talking about PMI, PMP and what they entail.

PMI

Project Management Institute or PMI is a not for profit organization that offers a certification program for project practitioners for all educational and skill levels.

PMI is based in the USA and has local chapters across the globe. Therefore, if you are based in Singapore, you can look for a PMI chapter in Singapore. Such local chapters conduct regular knowledge sharing and networking sessions for people interested in project management.

PMP

Project Management Professional® or PMP®, on the other hand, is one of the certifications awarded by PMI. It is a credential industry recognized and demanded worldwide. For many of the project management jobs, it is a mandatory qualification.

PMP certification is not restricted to a specific domain. A project manager working in any industry, be it manufacturing, retail, defense, or information technology, can write the PMP® exam and upon successful completion can be a PMP® certified professional.

To sum up, PMI is an organization, and PMP® is a credential. PMI therefore writes and supervises the PMP® examinations. If you need more information on PMI, you can visit their website, www.pmi.org.

PDUs

A PMP® credential is valid for three years. After the completion of this three-year period, it can be renewed for another three years. PMI measures project management experience in the units of PDU. PDU means Professional Development Unit.

You can acquire PDUs in many ways. For example, if you attend a project management class of 1 hour by an expert, it is considered equivalent to 1 PDU. If you write a white paper on the topic related to project management, it may be equivalent to 5 PDUs.

PMI has detailed guidelines on what kind of project management activity amounts to how many PDUs. You can look for the “CCR handbook” on the PMI website for more details. Over a three-year period, one must have acquired 60 PDUs to be eligible to renew the PMP® certification.

After submitting the information about the acquisition of at least 60 PDUs in the last three-year period, you need to pay the renewal fee to renew the certification for another three years. This can be conveniently done online at www.pmi.org. PMI releases a guide every four years.

It called as PMBOK® Guide, i.e., a Guide to the Project Management Body of Knowledge. PMBOK® Guide acts as a textbook for the PMP® exam. PMBOK® Guide can be considered as a standard for project management profession.

In the next section of this PMP tutorial, we will look into the application requirements for the PMP® exam.

The following are important terms and concepts related to your certification:

• PMI: Project Management Institute

• PMP: Project Management Professional

• CCR: Continuing Certification Requirements

• PDU: Professional Development Unit

• PMBOK® Guide: A Guide to the Project Management Body of Knowledge

• PMBOK® Guide is a textbook for the PMP exam

• REP: Registered Education Provider

Application Requirements for the PMP Exam

PMI-PMP® certificate is an “experience” as well as “knowledge” based certification. This means certain prerequisites are to be met to be able to apply for this certification. The prerequisites depend upon a person’s formal education.

The following table explains the Application Requirements for the PMP Exam.

Category

College/University Education

PM Training

Hours Leading and Directing Project Tasks

Months of PM Experience

One

Bachelor's Degree

35 Contact Hours

4,500 hours

36 months within last eight consecutive years

Two

High School Graduate

35 Contact Hours

7,500 hours

60 months within last eight consecutive years

R.E.P. stands for Registered Education Provider. PMI R.E.P training institute means, these training companies are registered with PMI as a registered education provider.

These provide 35 PMI contact hours certificate if you attend their 35-hour training program. Their certificate can be used as a proof to be submitted to PMI. Applications can be submitted online. Once the exam fee is paid, PMI sends an Authorization Letter.

Many companies are PMI R.E.P. and provide project management training. Simplilearn is one of them. PMI randomly audits some applications from time to time. In the event of the application being selected for audit, clear instructions will be given on the evidence that has to be physically submitted to PMI.

Follow the instructions and send the evidence before authorization is given to proceed. The Examination must be written within a year of receiving the Authorization Letter. For more details, refer to the PMP® handbook on PMI website.

Guidelines to Fill Up the PMP Application

Following are a few guidelines that will help you fill up your application.

  • Become a PMI member before applying for the PMP® examination—if you are not already a member. Members get a discount of $150 for the PMP® application, which is more than the cost of membership itself. This will help you save money in the first process itself. Becoming a member is a fairly straightforward process and can be completed online at www.pmi.org.

  • Enter the contact details and name correctly. This is important for you not to miss any correspondence information. Also, ensure that the details on the certification are correct.

  • Be careful while filling the “project experience” field in the Experience Verification form. Be brief in stating what you have done on the project. Focus on specifically the work that YOU have done.

  • Contact all the “primary contacts” mentioned in your application before submitting it. It should be prepared to support you in providing evidence about the experience if required during the audit process. If you are not sure, ask an existing PMP® professional to review before submitting.

  • If your application is picked up for audit, follow the instructions given in the email. Gather the evidence and submit it for a smooth process.

Let us focus on PMP exam process in the next section of this PMP tutorial.

PMP Exam Outline

PMP® exam is conducted for four hours. It covers 200 questions, out of which 25 questions are considered as pre-test questions used for future tests and are not scored.

You will not be communicated with these questions; they might be any random pick. Therefore, you should answer all 200 questions with the same seriousness.

PMI includes these questions to see how many test takers are getting them right. Based on this, they might decide to include these questions in the future exam. It is similar to a survey conducted by PMI. Of the 200 questions, therefore, 175 will be scored. All questions are multiple-choice questions, with only one correct answer.

You get one point for every question answered correctly. There is no negative marking for the incorrect ones. You may also mark a question for review and revisit it at the end if unsure then. However, you should attempt all the 200 questions in the given time.

PMI graded students on each of the five process groups and based on the grading they declare PMP® pass or fail. The grades are not disclosed to everyone rather a rating is given.

They are:

  • Below Proficient

  • Proficient

  • Moderately Proficient

The percentage of questions from each of these aspects is listed in the below table.

Project Management

Process Group

Percentage of

Questions

Number of Questions

Initiating

13

26

Planning

24

48

Executing

31

62

Monitoring and Controlling

25

50

Closing

7

14

The result (pass or fail) is determined by a combination of these grades. How many grades or number of points one has to score to pass the PMP® exam is not made public by PMI.

The questions in PMP® exam are related to various aspects of project management. These aspects, which are known as Project Management Process Groups, project initiating, planning, executing, monitoring and controlling, and closing.

The percentage of questions and number of questions that may appear from each process group are listed on the given table.

For more details, please refer to the “PMP Examination Content Outline” on the PMI website.

In the next section, we will look into the PMP® exam syllabus.

PMP Exam Syllabus

There are five process groups, ten knowledge areas, and 47 project management processes. To understand the syllabus, you need to understand the following terms—process groups, knowledge areas, and processes.

The project management discipline is divided into five broad process groups. These are:

  • The Project Initiation Phase

  • Planning Phase

  • Execution

  • Monitoring and Controlling

  • Closing

Project execution and monitoring and controlling processes go hand in hand. Therefore, when a new project is initiated, all processes of project initiation process group should be applied to the project.

Similarly, when the project is being closed, all processes of project closing group should be applied. For instance, “Identify Risks” is a process of project planning group.

When the project is in the planning phase, you must identify all the risks of the project.

In the next section, we shall understand what knowledge area is.

What is a knowledge area?

A knowledge area is a set of specific processes performed to meet a project objective. As per the PMBOK® Guide, there are ten knowledge areas.

There are 49 processes. These processes might be accomplished in the project planning process group and few others in project monitoring and controlling process group.

For example, “Develop Schedule,” one of the processes is a part of the “Planning” process group and the “Project Time Management” knowledge area.

Likewise, in “Human Resource Management” knowledge area, “Develop Human Resource Plan” process is in the project planning group and “Manage Project Team” process is in project execution group.

Target Audience

The PMP certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for:

  • Project Managers

  • Associate/Assistant Project Managers

  • Team Leads/Team Managers

  • Project Executives/Project Engineers

  • Software Developers

  • Any professional aspiring to be a Project Manager

We will begin next section with understanding what a project is, in the next section.

What is a Project?

A project is a temporary endeavor undertaken to create a unique product, service, or result. For example, developing a new product, service, or result; constructing a building, industrial plant, or infrastructure; and implementing, improving, or enhancing existing business processes and procedures.

Projects are:

  • Performed by people

  • Constrained by limited resources

  • Are done once and finished

  • Planned, executed, and controlled

  • Temporary in nature

Projects and operations differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique endeavors. Projects can contain repetitive elements, but the elements do not change the unique characteristics of the project.

In the next section, we will focus on the characteristics of a project.

Characteristics of a Project

A project can be distinguished based on its characteristics. The definition describes two characteristics of a project. First, it is temporary. Temporary here does not mean brief.

  • A project can extend for a long duration based on the requirements, for example, creating a new “Indigenous Missile Defense System” for a country. However, there is always a planned start and end date for a project. It cannot go on indefinitely.
  • The project is supposed to produce a unique output. The output could be a product, service, or result. There can be many common activities between two projects, but the outcome of each project should be unique in some way or the other.

Now, let us look at what marks the end of a project.

A project ends when either the objectives are met, or the project is terminated because the objectives will not or cannot be met.

The other reason to terminate the project can be that the need for the output of the project does not exist anymore. Usually, the sponsor of the project takes a call about the closure of the project. It is important to differentiate project work from regular operational work.

For example, your office receptionist does the same work every day of picking any incoming call and directing the call to the right person in the office. This is ongoing repetitive work and can be classified as “Operation.” Operations, unlike projects, are neither temporary nor unique.

Creating a new Software System to effectively track your customer complaint can be an example of a project. When the software is successfully developed, the project objective is met which marks the end of the project. When you start using this software to track customer complaints, you are entering into the operations phase.

Project Drivers

The following set of ideas explains what drives the need for projects.

To drive change:

  • Transforming business from one state to another

  • Strategic Shifts

  • Organizational growth

  • Mergers and acquisition

To enable business value:

  • New market opportunities

  • Response to competition

  • Global marketplace

  • Decreasing profit margins

To meet an increasingly complex set of challenges

  • Technology changes

  • World markets

  • Legal and regulatory issues

  • Other environmental factors

In the next section of this lesson of the PMP tutorial, we shall look into project management.

Project Management

As defined in the PMBOK® (pronounce as “Pim-bok”) Guide, “Project management is the application of knowledge, skills, and tools and techniques applied to project activities to meet the project requirements.”

Project management is achieved by proper application and integration of the 49 processes. Project application and integration mean these processes should be executed in the right manner as well as in the right order.

The following table explains the Management methodology defined by Project Management Institute.

Management methodology defined by Project Management Institute

Follows

  • 5 Process Groups

  • 10 Knowledge Areas

  • 49 Processes

Spans industries

  • Standard documentation

  • Standard process and approaches

Process apply across

Industries

  • Oil and Gas

  • Petrochemical

  • Construction

  • Information Technology

  • Software Development

  • Telecom

Tailored to meet specific

project and

organizational needs

Value of Project Management

  • Project Management contributes to organizational success

  • The project is completed:

    • Within the allotted time

    • Within the budgeted cost

    • At the proper performance or specification level

    • With the acceptance by the customer, sponsor, or user

    • With minimally agreed upon scope changes

    • Without disturbing the main workflow of the organization

    • Without changing the corporate culture

  • Unique efforts require innovative thinking and advanced planning

  • While similar efforts may have taken place in the past, situational, environmental, legal, regulatory, and technical changes require a unique approach

In the next section, we shall understand The Role of a Project Manager.

The Role of a Project Manager

The project manager has the single most important position on a project and has the overall responsibility for its success. This position comes with tremendous responsibility, accountability, ownership, and authority.

A project manager:

  • Has full responsibility and accountability for the project

  • Applies lessons learned from recent projects

  • Defines project roles and responsibilities

  • Leads the project planning activities

  • Performs project tracking and communicates project status

  • Adopts project management best practices

  • Manages to project priorities

  • Performs risk and issue management

  • Drives decision making

  • Promotes client involvement

  • Encourages and supports escalations

  • Enforces effective change control

  • Mentors project members

PMP emphasizes Agile and Adaptive practices and minimizes the role of the PM as a controller. The PM is responsible for monitoring and managing, particularly around Risks, Stakeholders, and Communications.

In the next section, we will try to Identify the necessary skills that Project Managers need to demonstrate.

Project Management Skills

A Project Manager should have a balance of skills as:

Technical skills:

  • PMBOK ® Guide

Strategic and Business Management

  • Business acumen

  • Basic management

  • Vision

  • Strategic alignment

Leadership

  • Motivate and guide teams

  • Soft Skills •

    • Communications

    • Facilitation

    • Conflict Resolution

    • Emotional Intelligence

    • Critical Thinking

The following diagram explains The PMI Talent Triangle.

Diagram

In the next section, we will see the difference between Portfolio, Program, and Projects.

Difference between Portfolio, Program, and Projects

Portfolios, Programs, and Projects operate together to deliver benefits to the business.

A portfolio may consist of other portfolios, projects, and programs. The components may or may not be interdependent.

Program management is the centralized, coordinated management of a program to achieve the program’s strategic objectives and benefits. It involves aligning multiple projects to achieve the program goals and allows for optimized or integrated cost, schedule, and effort.

Projects in a program have a common deliverable or capability. Projects with a loose association are called a portfolio of projects.

Let us understand program management in the next section.

Program Management

Program management is defined as the application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.

As defined in PMBOK® (pronounce as “Pim-bok”) Guide, a program is a group of related projects, which when managed as a group in a coordinated fashion, provides benefits and control that are not available while managing them individually.

These benefits could be from decreased risk, economies of scale, improved management of dependencies, delivery of additional capabilities, optimal utilization of shared resources, and so on.

We shall learn the various features of program management in the following section.

Features of Program Management

Random projects cannot be grouped to as a program. The projects in a program should be related in some way or the other, and there should be some “value added” in managing them together. A project may not be a part of any program, but a program will always have projects. A project can also be executed as a standalone project.

A program is designed to deliver some strategic “benefits” value to the organization. These benefits can be tangible or intangible.

  • Examples of tangible benefit could be increased profit margins or operational cost savings.
  • Examples of intangible benefits could be “improved team morale” or “building up certain competencies.”

While a project manager focuses relentlessly on the fulfillment of the project’s requirements, i.e. (pronounce as “that is”), scope, cost, time, quality, a program manager needs to focus on ensuring that the organizational benefits are realized.

In the next section, let us understand what a portfolio is.

What is a Portfolio?

The Portfolio is yet another term used along with project and program. A portfolio may have multiple projects and programs that are managed as a group to achieve strategic objectives. Note that all projects and programs in a portfolio may not be necessarily interdependent or directly related.

A portfolio can be created based on the business objectives. For example, an IT Service Company can have a portfolio named “Japanese Projects,” which is formed with an aim to take over the Japanese market by giving more attention to these projects.

Within this portfolio, similar projects can be managed as a program, and all banking projects from Japan can be managed as a “banking program.”

In the next section of this lesson, we will understand portfolio management.

Portfolio Management

Portfolio management is the centralized management of one or more portfolios. This includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work to achieve strategic business objectives. Therefore, whether the company should have “Japanese Projects” as a portfolio or not, is decided by portfolio management.

In the next section, we will understand the relationship between portfolios, programs, and projects.

The relationship between Portfolios, Programs, and Projects

A portfolio is part of an organization’s overall strategy. It represents a conscious decision by an organization to invest in the portfolio. The image below will help to understand the terms portfolios, programs, and projects.

image

The overall objectives of a portfolio are then cascaded down to the lower level components. The components could be sub-portfolios, programs, or projects. These components can further be broken down into smaller components for ease of management.

Although a project may not contain operations, a program, or a portfolio, it can include “other work.” This other work may comprise training and development, customer support and services, etc.

If the other work has synergy with the overall objectives and adds to the capability to deliver the higher level benefits, then it can be included in the program or portfolio as well.

In the next section, let us understand who a stakeholder is.

What is a Stakeholder?

A stakeholder can be defined as the one whose interests may positively or negatively be affected or perceive to be affected by the decision, activity, or outcome of the project. As per the definition, the project team, project manager, project sponsor, PMO office, customer, etc. are the stakeholders of the project.

A project sponsor is the one who gives the go-ahead for a project and provides the necessary resources to execute the project. Therefore, the Head of Projects in the organization, which provides a green signal to start a project and allocates required resources to the project, is the project sponsor.

A project sponsor is usually somebody placed high up in the organizational hierarchy of the “performing organization,” i.e. (pronounce as “that is”), the organization in which the work of the project is being carried out.

In the next section, let us look at stakeholder management.

Stakeholder Management

One of the key responsibilities of a project manager is to manage stakeholders. A project manager has to involve the stakeholders from the beginning of the project until the end, so they are aware of every step.

A project manager has to take up specific activities for stakeholder management.

Identifying both internal and external stakeholders

Missing out any stakeholder can be disastrous for a project. A stakeholder, who is identified towards the end of the project, may come up with his requirement at that stage, and incorporating them can be risky.

Determining stakeholder requirements

After identifying all the stakeholders, the project manager also needs to ensure that their requirements are identified. Sometimes, stakeholders might themselves not know of their requirement, and it is the job of the project manager to get them right by doing a proper stakeholder requirement analysis.

Determining stakeholder expectations

Stakeholders might also have some unstated expectations, which need to be clarified to see if it can become a project requirement. It is again the role of the project manager to determine the stakeholders expectation.

Communicating with stakeholders

The project manager, as part of stakeholder analysis, should focus on communicating with them regularly to keep stakeholders involved in the project.

Let us take an overview of all the lessons in this PMP tutorial.

Lessons Covered

There are complete fifteen lessons covered in PMP Tutorial. The lessons are listed in the table below.

Lesson No

Chapter Name

What You’ll Learn

Lesson 1

Professional and Social Responsibility

In this chapter, you will be able to:

  • Identify the professional and social obligations of Project Managers

  • Explain how to ensure the individual integrity

  • Identify ways to contribute to project management knowledge base

  • Explain how to enhance professional competence

  • List the ways to promote stakeholder collaboration

Lesson 2

Project Management Framework

In this chapter, you will be able to:

  • Define the project, project management, program management, and portfolio management

  • Recognize the roles of project management office

  • Identify the project constraints and their impact on the project

  • Explain the role of a project manager in stakeholder management

  • Describe different organization structure

  • Differentiate between a project life cycle and a product life cycle

Lesson 3

Project Management Processes

In this chapter, you will be able to:

  • Differentiate between Project Life Cycle and Project Management Process

  • Name the five Project Management Process Groupe

  • Describe the Process Group Interactions

  • Recognize processes aligned to different Process Groups and Knowledge Areas

  • Identify the inputs and actions of Project Management Process Groups

Lesson 4

Project Integration Management

In this chapter, you will be able to:

  • Define Project Integration Management

  • Identify the key role of the project manager, project team, and project sponsor

  • Explain various project selection methods

  • Describe the Project Integration Management processes

  • Identify key terminologies used in Project Integration Management

Lesson 5

Project Scope Management

In this chapter, you will be able to:

  • Define Project Scope Management

  • Differentiate between project scope and product scope

  • Identify the key terms used in project scope management

  • Explain work breakdown structure

  • Describe the Project Scope Management processes

Lesson 6

Project Schedule Management


 

In this chapter, you will be able to:

  • Define Project Schedule Management

  • Explain project schedule, Gantt charts, and network diagrams

  • Identify the key terms used in Project Schedule Management

  • Describe the Project Schedule Management processes

  • Explain various schedule network analysis techniques

Lesson 7

Project Cost Management

In this chapter, you will be able to:

  • Define Project Cost Management

  • Differentiate between cost estimation and cost budgeting

  • Explain control accounts

  • Describe the Project Cost Management processes

  • Apply earned value management technique to track project performance

  • Identify key terminologies used in Project Cost Management

Lesson 8

Project Quality Management

In this chapter, you will be able to:

  • Define quality and quality management

  • Differentiate between quality planning, quality assurance, and quality control

  • Explain the cost of quality and its categories

  • Describe the Project Quality Management processes

  • Explain the seven basic tools of quality

  • Explain Six Sigma

Lesson 9

Project Resource Management

In this chapter, you will be able to:

  • Define Project Resource Management

  • Differentiate between functional manager and project manager

  • Describe the Project Resource Management processes

  • Identify the stages of team formation, powers of project manager, and conflict management techniques

  • Explain organization theories and leadership styles

Lesson 10

Project Communications Management

In this chapter, you will be able to:

  • Define communication and Project Communications Management

  • Identify the different communication methods, technology, and channels

  • Explain the elements of a basic communication model

  • Describe the Project Communications Management processes

Lesson 11

Project Risk Management

In this chapter, you will be able to:

  • Define risk

  • Identify key terms related to risk

  • Calculate risk

  • Identify different categories of risk

  • Describe Project Risk Management processes

Lesson 12

Project Procurement Management

In this chapter, you will be able to:

  • Define contract

  • Differentiate between centralized and decentralized contracting

  • Explain the different types of contract

  • Identify the key terms used in Procurement Management

  • Describe the Project Procurement Management processes

Lesson 13

Project Stakeholder Management

In this chapter, you will be able to:

  • Define stakeholders

  • Identify different stakeholders on a project

  • Describe stakeholder classification models and stakeholder engagement assessment matrix

  • List the skills needed to manage stakeholders

  • Describe the Project Stakeholder Management processes

Lesson 14

PMP List of Knowledge and Skills

In this chapter, you will be able to:

  • List all the knowledge and skills according to the latest PMP exam content outline

  • Describe briefly the cross-cutting knowledge and skills

Conclusion

With this, we come to an end about what this PMP tutorial include. In the next chapter, we will discuss Professional and Social Responsibility.

Find our PMP® Certification Online Classroom training classes in top cities:


Name Date Place
PMP® Certification 29 Sep -27 Oct 2018, Weekend batch Your City View Details
PMP® Certification 30 Sep -15 Oct 2018, Weekdays batch New York City View Details
PMP® Certification 5 Oct -2 Nov 2018, Weekdays batch Austin View Details
  • Disclaimer
  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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