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.
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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
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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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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
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.
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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
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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
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Management vs. Leadership
What’s the difference between management and leadership?
Send me your answers in Chat
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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
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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
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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
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
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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
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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 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
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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
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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 Life Cycle (Page 48)
* See CAPM ® Exam Prep Page 48 Figure 3.3 & 3.4
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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
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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
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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
Rita’s Process Chart ™ (Page 51)
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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?
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Initiating Process (Page 57)
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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?
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Planning Process (Page 62)
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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
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CAPM ® Exam Prep Part 1
Executing Process (Page 65)
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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?
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Monitoring & Controlling Process (Page 71)
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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?
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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.
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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
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9% of Exam Questions
Chapter 4: Integration Management Page 91
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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
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Integration Management Summary (Page 92)
*See CAPM ® Exam Prep Chapter 4, Page 92 Figure 4.1
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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
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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)
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
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Inputs: Develop Project Charter (Pages 94-95)
Inputs
• Business documents
• Agreements / contracts • Enterprise environmental factors • Organizational process assets – Business case
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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
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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
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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
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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
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Develop Project Management Plan (Pages 99-100)
It’s not just a schedule!
Risk
Communications
Cost
Change
Baselines (S, S, C)
Project Management Plan
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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
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-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
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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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41
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