PMP as per PMBOK 6
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The Project Management Professional (PMP) certification, offered by the Project Management Institute (PMI), is a globally recognized credential requiring specific educational and experiential prerequisites. It emphasizes the discipline of project management, focusing on the application of knowledge and tools to successfully achieve project goals while managing key constraints like time, cost, and scope. The document also outlines the structure of project management processes, detailing various knowledge areas and the importance of tailoring approaches to fit unique project requirements.
PMP as per PMBOK 6
- 1. Project Management Professional (PMP) A Brief Introduction
- 2. What is PMP? Project Management Professional (PMP) is an internationally recognized professional designation offered by Project Management Institute (PMI). As of March 2018, there are 833,025 active PMP certified individuals and 286 chartered chapters across 210 countries and territories worldwide. The exam is based on the PMI Project Management Body of Knowledge (PMBOK), and the prerequisites are: • Secondary degree (high school diploma, associate’s degree or the global equivalent) • 7,500 hours leading and directing projects • 35 hours of project management education OR • Four-year degree • 4,500 hours leading and directing projects • 35 hours of project management education • A candidate who passes the exam and meets the professional requirements is awarded the PMP certification.
- 3. What is a project? • A temporary endeavour undertaken to create Unique products, services or result. In other way, a project may also be defined as a set of interrelated tasks to be executed over a fixed period and within a certain cost and certain limitations.
- 4. Features of Project • It has a defined beginning, end, schedule and approach • End results have specific goals • Use Resources like time, people, money, equipment and facilities, explicitly allocated to the work • Follows a planned and organized approach • Mostly involves a team of people
- 5. Project vs Operation Project Operation Temporary Ongoing Unique Repetitive Ends when objectives are met Does not end even on achieving the objectives Project Operation
- 6. What is project management? As per Project Management Institute, Inc. (PMI) defines Project Management as the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project. Project Management is the practice of initiating, planning, executing, controlling and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time.
- 7. The project constraints The Project Scope TimeCost Risk Quality Resources Project constraints are anything that restricts or dictates the actions of the project team. The triple constraints i.e. time, resources (cost), and quality (scope) - are the big hitters, and every project has one or two, if not all three, of the triple constraints as a project driver.
- 8. The project constraints - 2 • These Triple Constraints, i.e. time, cost and scope, indicate the key factors that two out of three define the framework of a project, and direct project managers as to where adjustments would have to be made if one or another of those constraints became problematic. • These constraints can also be interpreted as “cheap, fast or good”. This means if you want to have it cheap (low cost), and fast (short time frame), you would have to settle for limited scope or lower quality. In the same way, if you wanted it fast and good (high quality with full scope), then it would cost you. In the third scenario, if the project was expected to run longer than planned, to bring it back into the desired time frame would require a compromise on either cost (i.e. spend more money to get it done on time) or scope/quality (i.e. reduce the scope or settle for lower quality in the form of less features or less quality checking).
- 9. What is the program? • A program is a group of related projects, subsidiary programs, and program activities managed in a coordinated way to obtain benefits and control not available from managing them individually. • Program management focuses on interdependencies of projects and describes the best approach to achieve program objectives.
- 10. What is a portfolio? A portfolio is a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
- 11. Project management processes • Every project management process produces one or more outputs from one or more inputs by using appropriate project management tools and techniques. Inputs Tools & Techniques Outputs
- 12. Process Groups & Knowledge Areas The Process Groups remain the same in PMBOK’s 6th edition. While, two of the Knowledge Areas have been renamed - ‘Project Time Management’ and ‘Project Human Resource Management’ are now ‘Project Schedule Management’ and ‘Project Resource Management’ respectively.
- 13. Process Groups Knowledge Areas 1. Initiating Process Group 1. Project Integration Management 2. Planning Process Group 2. Project Scope Management 3. Executing Process Group 3. Project Schedule Management 4. Monitor & Controlling Process Group 4. Project Cost Management 5. Closing Process Group 5. Project Quality Management 6. Project Resource Management 7. Project Communication Management 8. Project Risk Management 9. Project Procurement Management 10. Project Stakeholder Management
- 14. Mapping of Project Management Process Groups to the Knowledge Areas - 1 Process Groups Knowledge Areas Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 1. Project Integration Management 1.1. Develop Project Charter 1.2. Develop Project Management Plan 1.3. Direct and Manage Project Work 1.4. Manage Project Knowledge 1.5. Monitor and Control Project Work 1.6. Perform Integrated Change Control 1.7. Close Project or Phase 2. Project Scope Management 2.1. Plan Scope Management 2.2. Collect Requirements 2.3. Define Scope 2.4. Create WBS 2.5. Validate Scope 2.6. Control Scope 3. Project Schedule Management 3.1. Plan Schedule Management 3.2. Define Activities 3.3. Sequence Activities 3.4. Estimate Activity Durations 3.5. Develop Schedule 3.6. Control Schedules 4. Project Cost Management 4.1. Plan Cost Management 4.2. Estimate Costs 4.3. Determine Budget 4.4. Control Costs 5. Project Quality Management 5.1. Plan Quality Management 5.2. Manage Quality 5.3. Control Quality
- 15. Mapping of Project Management Process Groups to the Knowledge Areas - 1 Process Groups Knowledge Areas Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 6. Project Resource Management 6.1. Plan Resource Management 6.2. Estimate Activity Resources 6.3. Acquire Resources 6.4. Develop Team 6.5. Manage Team 6.6. Control Resources 7. Project Communications Management 7.1. Plan Communications Management 7.2. Manage Communications 7.3. Monitor Communications 8. Project Risk Management 8.1. Plan Risk Management 8.2. Identify Risks 8.3. Perform Qualitative Risk Analysis 8.4. Perform Quantitative Risk Analysis 8.5. Plan Risk Responses 8.6. Implement Risk Responses 8.7. Monitor Risks 9. Project Procurement Management 9.1. Plan Procurement Management 9.2. Conduct Procurements 9.3. Control Procurements 10. Project Stakeholder Management 10.1. Identify Stakeholders 10.2. Plan Stakeholder Engagement 10.3. Manage Stakeholder Engagement 10.4. Monitor Stakeholder Engagement
- 16. Process Groups & Knowledge Areas In this way, after introduction of 3 new processes, now there are 49 processes in total in 6th Edition of PMBOK. These 3 new processes are listed below: 1. Manage Project Knowledge (Executing Process Group & Project Integration Management Knowledge Area) 2. Implement Risk Responses (Executing Process Group & Project Risk Management Knowledge Area) 3. Control Resources (Monitoring and Controlling Process Group & Project Resource Management Knowledge Area)
- 17. Renaming of Processes in PMBOK 6 PMBOK 5 PMBOK 6 Perform Quality Assurance Manage Quality Plan Human Resource Management Plan Resource Management Acquire Project Team Acquire Resources Develop Project Team Develop Team Manage Project Team Manage Team Control Communications Monitor Communications Control Risks Monitor Risks Plan Stakeholder Management Plan Stakeholder Engagement Control Stakeholder Engagement Monitor Stakeholder Engagement
- 18. Another minor changes in Processes • In PMBOK 6, ‘Estimate Activity Resources’ is now associated with the Project Resource Management. Earlier in PMBOK 5, it was in the Project Schedule Management Processes. But, it is still part of the Planning Process Group. • The Close Procurement process has been removed and portions have now been moved to Control Procurements and other portions to the Close Project or Phase process in the Project Integration Management knowledge area.
- 19. Tailoring • The selection of appropriate project management processes, inputs, tools, techniques, outputs and life cycle phases to manage a project is known as Tailoring. • Tailoring is necessary because each project is unique. Hence, not necessary that all of the processes, tools and techniques defined in PMBOK® are required in every project.
- 20. Project Management Office (PMO) Following are the tasks of a PMO: • Identifying and developing project management methodology, best practices, and standards. • Coaching, mentoring, training, and oversight • Coordinating communication across projects • Managing shared resources across all projects administered by the PMO • Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits • Developing and managing project policies, procedures, templates, and other shared documentation
Editor's Notes
- #9: adjunct