Microsoft PowerPoint - CAPM Exam Prep Part 1.pptx

CAPM ® Exam Prep Part 1

Be sure you have a copy of the PMBOK Guide ― Sixth Edition, the CAPM ® Exam Prep ― Fourth Edition , and have printed the Workbook. Become familiar with the tools including how to raise your hand.

Welcome!

Certified Associate in Project Management (CAPM) ® Exam Prep

CertifiedAssociate inProjectManagement (CAPM) ® isa registered markof theProjectManagement Institute, Inc.

( Ed4R0) Instructor-LedVirtual

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About This Course

Tricks of the Trade and PM FASTrack are registered trademarks of RMC Project Management, Inc. This course contains material from Rita Mulcahy’s™ CAPM ® Exam Prep ― Fourth Edition , which is copyrighted material of, and owned by, RMC Project Management, Inc. copyright 2018. PMI, CAPM, PMP, and PMBOK are registered marks of the Project Management Institute, Inc. This course contains material from A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) — Sixth Edition, and Certified Associate in Project Management (CAPM) ® Exam Content Outline, which is copyrighted material of, and owned by, Project Management Institute, Inc. (PMI), copyright 2017. This course has been developed and reproduced with the permission of PMI. Unauthorized reproduction of this material is strictly prohibited.

-Continued

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About This Course (Continued)

This course uses the following terms copyrighted by the Project Management Institute, Inc.: Project Management Institute (PMI) ® , Certified Associate in Project Management (CAPM) ® , Project Management Professional (PMP) ® , and A Guide to the Project Management Body of Knowledge (PMBOK ® Guide). RMC Project Management, Inc. has been reviewed and approved as a provider of project management training by the Project Management Institute (PMI). As a PMI Registered Education Provider (R.E.P.), RMC Project Management, Inc. has agreed to abide by PMI-established quality assurance criteria.

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Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

Copyright

This document contains proprietary materials copyrighted to:

RMC Learning Solutions Phone: (952) 846-4484 Web: www.rmcls.com E-mail: info@rmcls.com

This document is not for use or disclosure outside of those who attend this course and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions.

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About RMC Learning Solutions ®

• Founded in 1991 by Rita Mulcahy • Trained over 750,000 in technical skills, soft skills, and business knowledge • International reach― Currently train in 60 regions and 18 languages • Outcome-based learning through professional instructors, coaches, and mentors – Project Management, Business Analysis, Agile – Numerous learning solutions and products ranging from self-study, to eLearning, to virtual instructor-led, to classroom

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About your instructor …

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Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

Virtual Classroom Tools

Workbook

• Audio quality • Mute / Unmute • Away • Chat • Raise your hand • Breakout sessions

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Course Materials (Page 1)

• PMBOK ® Guide ― Sixth Edition • Materials sent from RMC: – CAPM ® Exam Prep – PM FAST rack ® – Workbook (print from email) To prepare for the exam, use only the materials we use in class:

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Course Objectives

• Decrease your required after-class study time to less than 40 hours • Receive focused training on areas where students have the most exam difficulty • Possess a personalized study plan • Be "prepped" to take the exam― this is a prep course and a review course • Learn what you know… and what you do not know

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Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

Course Agenda

Part 1 • Introduction • Project Management Framework • Project Management Processes • Integration Management

Part 2 • Scope Management • Schedule Management • Cost Management • Quality Management • Resource Management

-Continued

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Course Agenda (Continued)

Part 3 • Communications Management • Risk Management • Procurement Management • Stakeholder Management • Exam Preparations

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• Offer ideas— Feedback • Timing— Breaks • Mute microphones

• Stay involved—Refrain from multi-tasking • Ask questions— Raise your hand • Participate— Share your experiences

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CAPM ® Exam Prep Part 1

Class Administration

Exercises and Discussion

Lunch

Breaks

Certificate of Completion

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Chat: Expectations

What do you want to take away from this class?

Send me your answers in Chat

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About This Course

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Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

The RMC Method

What you don‘t know

CAPM

What you know

Identify your gaps and fill them in!

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This Course Will Be Taught Assuming:

Basic project management training

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Project Management

5 Process Groups

Monitoring & Controlling

Initiating

Planning

Executing

Closing

10 Knowledge Areas

• Integration Management • Scope Management • Schedule Management • Cost Management • Quality Management

• Resource Management • Communications Management • Risk Management • Procurement Management • Stakeholder Management

Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

Knowledge Areas

Quality

Plan Quality Management

Manage Quality

Control Quality

Project Manager As Integrator

Quality  Management  Plan

Scope  Baseline

Cost  Baseline

Change Management  Plan

Risk Management  Plan

Schedule  Baseline

Resource  Management  Plan

Development  Approach

Schedule  Management  Plan

Integration  Management  Plan Scope  Management  Plan Configuration Management  Plan

Cost Management  Plan

Requirements Management  Plan

Communications Management  Plan

Stakeholder  Engagement  Plan

Performance  measurement  baseline

Procurement Management  Plan

Project life cycle  description

Schedule

Cost

Resource

Quality

Stakeholder

Communications

Scope

Integration

Risk

Procurement

Project Management Plan

Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

Project Management

5 Process Groups

Monitoring & Controlling

Initiating

Planning

Executing

Closing

10 Knowledge Areas

• Integration Management • Scope Management • Schedule Management • Cost Management • Quality Management

• Resource Management • Communications Management • Risk Management • Procurement Management • Stakeholder Management

Focus of This Course (Page 74)

Input: What do I need before I can…?

Inputs

Tools & Techniques: What tangible thing or procedure will I need to produce the output?

Tools

Output: What will I have when I am done with…?

Outputs

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How to Identify Gaps

Note any areas of project management knowledge gaps and the category of gap it is

Effective: “How would I use a salience model in stakeholder analysis” Ineffective: “Identify stakeholders process”

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Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

You Could Be in Trouble

1. Understand what is happening in the process 2. Make specific notes in your gap sheets on the parts of project management you do not know and do not use in your real world 3. Follow RMC’s “How to Study” guidelines If you do not …

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What Is the CAPM ® Exam Like? (Page 6)

• The exam must be

• Questions are

completed in 3 hours .

randomly generated from a database containing hundreds of questions. • Answers are worth one point each . • Passing score for the exam is not published.

• 150 multiple-choice questions with 4 answers per question. • 15 questions are “experimental. ” Your score is calculated based on your response to the remaining 135 questions.

-Continued

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What Is the CAPM ® Exam Like? ( Continued, Page 6)

% of Questions per Chapter

Learning Objectives

Introduction to Project Management, Project Environment, Role of PM

19%

Integration Management Scope Management Schedule Management Cost Management Quality Management Resource Management

9% 9% 9% 8% 7% 8% 8% 4% 9%

Communications Management

10%

Risk Management

Procurement Management Stakeholder Management

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Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

Steps to follow: 1. Read the CAPM ® Exam Prep book. Do the exercises in each chapter, ignoring the Practice Exams. Add notes to your gap sheets. 2. Go through the Workbook. Practice exercises in the last chapter of the CAPM Exam Prep book. 3. Go over the Quicktests at the beginning of each chapter of the CAPM Exam Prep book. 4. Use Hot Topics to review terms and concepts. 5. Take a CAPM exam simulation using PM FAST rack ® , and aim to score at least 75%. 6. Review each question you answered wrong in PM FAST rack and write down specific reasons on the Workbook sheet. Plan to study gap areas. 7. Reread material. Review the exercises or study topics that remain on your gap sheets. 8. Take your second CAPM exam simulation, score at least 75%, and finish in less than 3 hours. 9. Take the real exam and e-mail RMC when you pass!

How to Study

The biggest risk to you after taking this class is not putting a study plan into place!

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A Few Tricks for Taking the Exam (Pages 8-9)

• Don't expect the exam site to be quiet • Create a test-taking plan and stick to it • Expect questions you can't answer or even understand • Use all the exam time • Control the exam— do not let it control you • Read all 4 choices • Realize that attempts have been made to keep all choices the same length

Remember: Inputs are what you need before you start a process Outputs are what you have after you complete a process

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19% of Exam Questions Are Between Framework and Processes

Chapter 2: Project Management Framework Page 17

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CAPM ® Exam Prep Part 1

Project Management Framework for the Exam • Definitions: Project and program • Organizational structures • Project manager role • Key concepts

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A Project (Page 15)

There may be more than one

• Temporary endeavor • Beginning and an end • Creates a unique

project in what the project manager is

given to do Break it into smaller, more manageable pieces

product, service, or result

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Project Initiation Context

• Failures and/or defects • Efficiencies • Quality Changes should be made to address and improve … • Business satisfaction • Regulatory, legal, and social requirements • Stakeholder requests or needs

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CAPM ® Exam Prep Part 1

Business Value Creation ( PMBOK ® Guide , Page 7)

Business value provides stakeholders net quantifiable benefits • Tangible • Intangible • Both

Business analysis is time, money, goods, or intangibles in return for something else

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Tailoring for Project Management ( PMBOK ® Guide , Page 28)

Determining the appropriate combination of processes, inputs, tools, techniques, outputs, and life cycle phases to manage a project. Thisdefinition is taken from theGlossaryofProjectManagement Institute, AGuide to theProjectManagementBody ofKnowledge, (PMBOK ® Guide) –SixthEdition,ProjectManagement Institute Inc., 2017.

Should address competing constraints:

• Environment • Organizational culture • Stakeholder needs • Other variables Based on:

• Scope • Schedule • Cost • Resources • Quality • Risk

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Exercise: Basic Terms

Work as a team

Complete the exercise in your Workbook

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CAPM ® Exam Prep Part 1

Forms of PMOs ( PMBOK ® Guide , Pages 48-49)

Controlling: Supports and requires compliance with moderate level of control over projects • Standard methodologies • Project management training • Project management software • Tools, templates, forms • Compliance

• Provides best practices • Training • Supplies templates and lessons learned Supportive: Consultative role with low level of control over projects

Directive: Manages with high level of control over projects

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Organizational Project Management

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Organizational Structure (Pages 19-20)

• Who the PM goes to for help with resources • How communications must be handled • PM’s role in weak matrix: A main form of influence on a project is how the company is organized, which will dictate:

– Project expediter – Project coordinator

-Continued

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CAPM ® Exam Prep Part 1

Organizational Structure ( Continued, Pages 19-20, PMBOK ® Guide, Page 47)

• Functional Buzzword: Silo • Project-oriented Buzzword: No home • Matrix Weak, balanced, strong Buzzword: Two bosses • Organic/simple Working side by side Buzzword: Flexible • Virtual Points of contact with people • Hybrid Mix of other types

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Exercise: Whose Role Is It Anyway?

Work individually

Complete the exercise in your Workbook

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Talent Triangle ( PMBOK ® Guide , Page 57)

Strategic Alignment & Business Management

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Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

Project Manager’s Sphere of Influence ( PMBOK ® Guide , Page 57)

Stakeholders, Suppliers, End Users

Sponsors, PMOs, Steering Committees

Project team

Project Manager

43

Management vs. Leadership

What’s the difference between management and leadership?

Send me your answers in Chat

44

Project Management (Page 16)

5 Process Groups

Monitoring & Controlling

Initiating

Planning

Executing

Closing

10 Knowledge Areas

• Integration Management • Scope Management • Schedule Management • Cost Management • Quality Management

• Resource Management • Communications Management • Risk Management • Procurement Management • Stakeholder Management

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Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

Organizational Process Assets (Pages 19-20)

• Processes • Procedures • Organizational knowledge repositories – Historical information – Templates – Lessons learned

– Estimates and actuals – WBSs and activity lists

46

Enterprise Environmental Factors (Page 19)

Internal and external factors that provide context to plan the project • Governmental or other regulations • Structure and hierarchy • Culture • Geographical locations • Resources and procurement systems

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Assumption Log (Page 32)

• Repository of assumptions

Assumptions: Understanding of what management and stakeholders believe to be true (may or may not be based on facts) Constraints: Limits and / or restrictions to options imposed by management or sponsor

and constraints

• Input to many processes • Updates are frequent output

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CAPM ® Exam Prep Part 1

Constraints (Page 19)

Help evaluate competing demands

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Stakeholders (Page 18)

Stakeholders may also positively or negatively impact the project

Stakeholders’ interests may be positively or negatively impacted by the project

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Work Performance Data, Information, and Reports (Page 21)

Data: Initial measurements and details about activities gathered during project work (Executing) Information: Results of analyzing work performance data (Monitoring & Controlling) Work Performance …

Reports: Work performance information organized into reports for distribution to appropriate stakeholders

51

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CAPM ® Exam Prep Part 1

Tools & Techniques: Frequently Used (Pages 33-35)

Tools

Data Analysis

Expert Judgment

Data Representation

Data Gathering

• Alternatives analysis • Assumptions & constraints • Cost-benefit analysis

• Benchmarking • Brainstorming • Prompt lists

Meetings

Estimating

• Checklists • Interviews

Project Management Information Systems

Interpersonal & Team Skills

• Market research • Questionnaires and surveys

Decision Making

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19% of Exam Questions Are Between Framework and Processes

Chapter 3: Project Management Processes Page 31

53

The Project Management Process

Monitoring & Controlling

Initiating

Planning

Executing

Closing

• Index and archive records • Celebrate! • Formal acceptance

Create a project management plan that is: • Bought into • Approved • Realistic • Formal

• Measure • Control to the project management plan • Approve or reject changes

• Project manager creates project charter and it is issued by sponsor

• Be of service to the team • Execute the work according to the plan • Implement only approved changes • Continuously improve

54

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CAPM ® Exam Prep Part 1

Project Management Process Groups (Page 47)

What you need to do to manage the work (e.g., initiate, plan, execute, monitor & control, close)

Refer to PMBOK ® Guide, Page 555

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Project Life Cycle (Pages 45-46)

• Generic life cycle • Plan-driven project life cycle • Change-driven project life cycles • Hybrid development life cycles An overview or an organization’s methodology for completing projects

56

Tailoring Project Management

Given any project size or project life cycle, PM and project management team will determine which processes:

• Require additional focus • Can be streamlined to meet the needs of the organization

57

Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

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CAPM ® Exam Prep Part 1

Project Life Cycle (Page 48)

* See CAPM ® Exam Prep Page 48 Figure 3.3 & 3.4

58

Project Phases

Project phase: Part of project life cycle • Results in a major project deliverable • Projects are divided into phases to make

Deliverable: Measurable, verifiable end product or components of end

products, such as: • Feasibility report • Detailed design document • Prototype

project planning, management & control easier

59

Phase-End: Review Characteristics

Phase closure authorization does not automatically authorize the next phase (e.g., too much risk can cause a decision not to initiate the next phase)

Phase 3

Phase 2

Phase 1

Phase gates or kill points

Phase gates or kill points

60

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20

CAPM ® Exam Prep Part 1

Rita’s Process Chart ™ (Page 51)

61

Initiating Process (Pages 53-56)

Specific processes in the Initiating Process group:

Identify Stakeholders Develop Project Charter Refer to PMBOK ® Guide, Pages 561-564

What are some inputs that you would need? Why are these important?

62

Initiating Process (Page 57)

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21

CAPM ® Exam Prep Part 1

Planning Process (Pages 57-61)

DevelopProjectManagementPlan PlanScopeManagement CollectRequirements

DefineScope CreateWBS PlanScheduleManagement DefineActivities SequenceActivities EstimateActivityDurations DevelopSchedule PlanCostManagement EstimateCosts DetermineBudget

Specific processes in the Planning process group: Refer to PMBOK ® Guide, Pages 565-594

PlanQualityManagement EstimateActivityResources PlanResourceManagement PlanCommunicationsManagement PlanRiskManagement IdentifyRisks PerformQualitativeRiskAnalysis PerformQuantitativeRiskAnalysis PlanRiskResponses PlanProcurementManagement PlanStakeholderEngagement

Why are these important?

64

Planning Process (Page 62)

65

Executing Process (Pages 62-65)

Direct and Manage Project Work Manage Project Knowledge Manage Quality Acquire Resources

Specific processes in the Executing process group:

Develop Team Manage Team

Why are these important?

Manage Communications Implement Risk Responses Conduct Procurements Manage Stakeholder Engagement

Refer to PMBOK ® Guide, Pages 595-611

66

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22

CAPM ® Exam Prep Part 1

Executing Process (Page 65)

67

Monitoring & Controlling Process (Pages 65-71)

Monitor and Control Project Work Perform Integrated Change Control

Specific processes in the Monitoring & Controlling process group: Refer to PMBOK ® Guide, Pages 613-632

Validate Scope Control Scope Control Schedule

Control Costs Control Quality Control Resources Monitor Communications Monitor Risks Control Procurements Monitor Stakeholder Engagement

Why are these important?

68

Monitoring & Controlling Process (Page 71)

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23

CAPM ® Exam Prep Part 1

Closing Process (Pages 72-74)

Specific process in the Closing process group:

Close Project or Phase

Refer to PMBOK ® Guide, Pages 633-635

Why are these important?

70

Continued onnext slide

Closing Process ( Continued, Page 74)

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Exercise: Project Management Processes - Actions

Work in pairs

Complete the exercise using CAPM ® Exam Prep

Review the actions involved for each process group (Pages 55-73). Make sure you understand them. Document any gaps.

72

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24

CAPM ® Exam Prep Part 1

Read: PMBOK ® Guide ― Sixth Edition

Look at the figures on: • Page 18 • Page 25 • Page 71 • Page 75 • Page 556

73

9% of Exam Questions

Chapter 4: Integration Management Page 91

74

Quality  Management  Plan

Scope  Baseline

Cost  Baseline

Change Management  Plan

Risk Management  Plan

Schedule  Baseline

Resource  Management  Plan

Development  Approach

Schedule  Management  Plan

Integration  Management  Plan Scope  Management  Plan Configuration Management  Plan

Cost Management  Plan

Requirements Management  Plan

Communications Management  Plan

Stakeholder  Engagement  Plan

Performance  measurement  baseline

Procurement Management  Plan

Project life cycle  description

Integration

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25

CAPM ® Exam Prep Part 1

Where Are We in the Integration Management Process? (Pages 91-130) Integration Management Process

What is the desired result when this process is done?

Done During Process Group

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

nitiating

lanning

xecuting

onitoring

ontrolling

losing

76

Integration Management Summary (Page 92)

*See CAPM ® Exam Prep Chapter 4, Page 92 Figure 4.1

77

Where Are We in the Integration Management Process? (Pages 91-130) Integration Management Process

What is the desired result when this process is done?

Done During Process Group

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

nitiating

lanning

xecuting

onitoring

ontrolling

losing

78

Copyright © 2018. RMC Learning Solutions. All rights reserved. This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions. (Ed4 R0)

26

CAPM ® Exam Prep Part 1

Project Charter (Page 93)

• High- level assumptions • High-level constraints • Measurable project objectives • Project approval requirements • Overall project risks • Project exit criteria • Project sponsors authorizing this project

• Project title & description • PM assigned and authority level • Business case • Resources pre-assigned • Key stakeholder list • Stakeholder requirements as known • High level product description / deliverables

79

Inputs: Develop Project Charter (Pages 94-95)

Inputs

• Business documents

• Agreements / contracts • Enterprise environmental factors • Organizational process assets – Business case

80

Business Case (Page 94)

• What is the need? • Why is it needed? • What is the impact to the organization? • Cost benefit analysis • Recommendations

So you build this:

Needed

Instead of this:

Wanted, but out of scope

81

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27

CAPM ® Exam Prep Part 1

Agreements / Contracts (Pages 94-95)

Agreements

• Memorandum of understanding • Service level of agreement • Letter of agreement • Letter of intent

Contracts

Work done for an outside organization

• Emails • Verbal

82

Tools & Techniques: Develop Project Charter (Page 95)

Tools

Data Gathering

Interpersonal & Team Skills

• Conflict mgmt. • Facilitation • Meeting mgmt.

• Brainstorming • Focus groups • Interviews

Meetings

Expert Judgment

-Continued

83

Tools & Techniques: Develop Project Charter ( Continued, Page 95)

Tools

• Expert judgment: Expertise may be required to complete the project charter and many other project processes. May be received from …

– Sources within the organization – Outside experts – Project stakeholders

84

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28

CAPM ® Exam Prep Part 1

Outputs: Develop Project Charter (Pages 95-96)

Outputs

• Project charter • Assumption Log

No charter, no project!

– Formally recognizes (authorizes) existence of the project – Gives PM authority to spend money and commit resources – Provides high-level requirements for the project – Links project to ongoing work of organization

85

Where Are We in the Integration Management Process? (Pages 91-130) Integration Management Process

What is the desired result when this process is done?

Done During Process Group

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

nitiating

lanning

xecuting

onitoring

ontrolling

losing

86

Develop Project Management Plan (Pages 99-100)

It’s not just a schedule!

Risk

Communications

Cost

Change

Baselines (S, S, C)

Project Management Plan

87

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29

CAPM ® Exam Prep Part 1

Management Plans (Pages 97 -98)

• Management plans describe how the project manager will define, plan, manage, and control • There are management plans for each knowledge area plus: – Change management plan – Configuration management plan – Requirements management plan • Mentioned over 200 times in the PMBOK ® Guide

88

-Continued

Management Plans ( Continued, Pages 97-98)

For the exam, you must assume that management plans exist Example: • If a question asks about a problem on a project, the answer might be for the PM to look at the project management plan to see how it is to be handled • In executing, when the work is being done, the PM might refer to the cost management plan to see how costs are to be measured

89

Inputs: Develop Project Management Plan ( PMBOK ® Guide , Pages 83-84)

Inputs

• Project charter • Outputs from other processes

• EEFs • OPAs

90

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30

CAPM ® Exam Prep Part 1

Tools & Techniques: Develop Project Management Plan ( PMBOK ® Guide , Pages 85-86)

Tools

Data Gathering

Interpersonal & Team Skills

• Conflict mgmt. • Facilitation • Meeting mgmt.

• Brainstorming • Checklists • Focus groups • Interviews

Meetings

Expert Judgment

91

Output: Develop Project Management Plan (Pages 98-100)

Outputs

• Project management plan

92

The Process (Page 101)

* See CAPM ® Exam Prep Chapter 4, Page 101 Figure 4.2

93

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31

CAPM ® Exam Prep Part 1

Exercise: Project Management Plan

Work as a team

Complete the exercise in your Workbook

94

Project Management Plan Approval (Page 101)

• Project management plan: Document used to manage project execution • Must receive approval (sign-off/ signatures) by:

Project or project phase cannot effectively start without formal approval of project management plan

– Management – Sponsor – Project team – Other stakeholders

95

Where Are We in the Integration Management Process? (Pages 91-130) Integration Management Process

What is the desired result when this process is done?

Done During Process Group

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

nitiating

lanning

xecuting

onitoring

ontrolling

losing

96

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32

CAPM ® Exam Prep Part 1

Direct and Manage Project Work (Page 103)

*See CAPM ® Exam Prep Chapter 4, Page 103 Figure 4.3

97

Inputs: Direct and Manage Project Work (Pages 103-104)

Inputs

• Project management plan • Approved change requests

• EEFs • OPAs • Project documents

What documents will help direct & manage project work?

98

Project Documents (Page 103)

– Change log – Lessons learned register – Milestone list – Project communications – Project schedule – Requirements traceability matrix – Risk register – Risk report • Includes

99

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33

CAPM ® Exam Prep Part 1

Tools & Techniques: Direct and Manage Project Work ( PMBOK ® Guide , Pages 94-95)

Tools

Project Management Information systems

Expert Judgment

Meetings

When requested, send examples of expert judgment in Chat

100

Outputs: Direct and Manage Project Work (Pages 104-105)

Outputs

Project Document Updates

Work Performance Data

Deliverables

• Completed work

Project Management Plan Updates Organizational Process Assets Updates Initial measurements & details on how the project is performing

Issue Log

• Activity list • Assumption log • Lessons learned register • Requirements documentation

Change Requests

• Risk register • Stakeholder register

101

Exercise: Process Grid

Work individually

Complete the exercise in your Workbook

Complete the process grid for Initiating, Planning, and Executing. When done, raise your hand.

102

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34

CAPM ® Exam Prep Part 1

Where Are We in the Integration Management Process? (Pages 91-130) Integration Management Process

What is the desired result when this process is done?

Done During Process Group

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

nitiating

lanning

xecuting

onitoring

ontrolling

losing

103

Knowledge ( PMBOK ® Guide , Page 100)

• Explicit: Fact-based, communicated through words and symbols • Tacit: Emotions, experience, and ability; more difficult to communicate clearly

104

What Is Knowledge Management? ( PMBOK ® Guide , Page 100)

Sharing of processes, successes, mistakes, opportunities internally and throughout the entire organization

“Making sure the skills, experience, and expertise of the project team and other stakeholders are used before, during, and after the project” ─ PMBOK ® Guide

Thisdefinition is taken from AGuide to the ProjectManagement BodyofKnowledge, (PMBOK ® Guide) – SixthEdition,Project Management Institute Inc., 2017,Page100.

105

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35

CAPM ® Exam Prep Part 1

Information Management (Page 105)

• Explicit knowledge • Documentation – Lessons learned register – Research gathered  Web searches  Published articles

• Project management information system

– Document management system

106

Inputs: Manage Project Knowledge (Page 106)

Inputs

• Project management plan • Project documents

– Lessons learned register – Project team assignments – Resource breakdown structure – Stakeholder register

• Deliverables • EEFs • OPAs

107

Tools & Techniques: Manage Project Knowledge ( PMBOK ® Guide , Pages 102-104)

Tools

Interpersonal & Team Skills

Knowledge Management

• Active listening • Facilitation • Leadership • Networking • Political awareness

Information Management

Expert Judgment

108

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36

CAPM ® Exam Prep Part 1

Chat: Knowledge & Information Management

What tools & techniques may be used to gather project information, including stakeholder knowledge?

Send me your answers in Chat

109

Outputs: Manage Project Knowledge (Pages 106-107)

Outputs

• Lessons learned register • Project management plan updates • OPAs updates

110

Lessons Learned Register (Page 107)

*See CAPM ® Exam Prep Chapter 4, Page 107 Figure 4.4

• Technical • Project management • Management

111

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37

CAPM ® Exam Prep Part 1

Where Are We in the Integration Management Process? (Pages 91-130) Integration Management Process

What is the desired result when this process is done?

Done During Process Group

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

nitiating

lanning

xecuting

onitoring

ontrolling

losing

112

Monitor and Control Project Work (Page 108)

Assess

Assess

Evaluate

Evaluate

Communications

Resources

Cost

Stakeholder

Scope

Schedule

Quality

Risk

Schedule

Aggregate

Reports

Analyze

-Continued

113

Monitor & Control Project Work ( Continued, Page 108)

• Control function― from project initiating through project closing • Recommendations for changes resulting from this process and other processes are: – Evaluated – Approved or rejected in the Perform Integrated Change Control process

114

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38

CAPM ® Exam Prep Part 1

Monitoring & Controlling Questions

Read questions carefully !

Entire Monitoring & Controlling process group Is the question referring to the … ?

Integration process: Monitor & Control Project Work OR: Is it referring to the …?

115

Inputs: Monitor & Control Project Work (Pages 108-109)

Inputs

Project Management Plan

Project Documents

Enterprise Environmental Factors

• Assumption log • Basis of estimates • Issue log • Lessons learned register • Milestone list • Quality reports • Risk register • Risk report • Schedule forecasts

Work Performance Information

Agreements

Organizational Process Assets

116

Tools & Techniques: Monitor & Control Project Work ( PMBOK ® Guide , Pages 110-111)

Tools

Data Analysis

Decision Making

• Alternatives analysis • Cost-benefit analysis • Earned value analysis • Root cause analysis • Trend analysis • Variance analysis

• Voting

Expert Judgment

Meetings

117

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39

CAPM ® Exam Prep Part 1

Outputs: Monitor & Control Project Work (Page 109)

Outputs

• Work performance reports • Project management plan updates • Change requests

• Project documents updates

– Cost forecast – Issue Log – Lessons learned register – Risk register – Schedule forecasts

– Corrective action – Preventive action – Defect repair

118

Change Requests: Corrective Action (Pages 109-110)

• Any action taken to bring expected future project performance in line with the project management plan • Involves implementing actions to deal with actual deviations from baselines

Expect scenario questions regarding corrective action, but don’t expect to see the words “Corrective Action.” Think of different situations that might arise on a project, and then match those situations with the name of the corresponding process or processes.

119

Preventive Action (Page 110)

Anticipated or possible deviations from the performance measurement baseline and other metrics

• Action to prevent same problem from occurring again later in the project • Changing a resource because their last activity nearly failed to meet its acceptance criteria

120

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40

CAPM ® Exam Prep Part 1

Defect Repair (Page 110)

121

Where Are We in the Integration Management Process? (Pages 91-130) Integration Management Process

What is the desired result when this process is done?

Done During Process Group

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

nitiating

lanning

xecuting

onitoring

ontrolling

losing

122

Change ― Who Makes the Decision?

• Project management plan • Baselines • Policies and procedures • Charter • Contracts • Statements of work Does the change affect one of the following?

123

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